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FORT MYERS BEACH Fire Control District

June 5, 2018 Board of Fire Commissioners

Work Session & Meeting

Materials

Phone (239) 590-4200 • FAX (239) 463-6761

Board Of Fire Commissioners

Carol Morris Chair

Theodore R. Schindler II Vice-Chair

Bob Raymond Secretary/Treasurer

Ron Fleming Fire Commissioner

Larry Wood Fire Commissioner

Fire Chief Matthew R. Love

Fort Myers Beach Fire Control District BOARD OF FIRE COMMISSIONERS WORK SESSION & MEETING

AGENDA

June 5, 2018 1:00 PM

2755 Estero Boulevard, Fort Myers Beach Public Library Fort Myers Beach, Florida 33931

1. Meeting Called to Order

2. Pledge of Allegiance

3. Adoption of Agenda [Discussion/Approval]

4. May 15, 2018 Regular Monthly Meeting Minutes [Discussion/Approval]

5. Restate Agenda Items [Information]

6. Public Input on Agenda Items

7. Old Business

A. Strategic Plan Draft Presentation [Information/Discussion]

B. Financial Report Formatting Work Session [Information/Discussion]

8. New Business

A. District Membership with other Entities [Discussion/Approval]

B. Board Meeting Cancelation Policy [Discussion]

C. Board Job Description Approval Policy [Information/Discussion]

D. Board Policy Regarding Super Majority Vote [Discussion]

E. Mid Fiscal Year Budget Update [Information/Discussion]

F. Draft Audit Presentation [Information/Discussion]

G. Annual Report [Information]

H. District 3 Collective Bargaining Agreement Ratification [Discussion/Approval]

I. Pay & Position Schedule [Discussion/Approval]

J. Preliminary Capital Budget Presentation [Information/Discussion]

K. Infrastructure Funding [Information/Discussion]

L. FASD Training Feedback [Information]

9. Reports from IAFF Union Representatives Districts 3 and 15 [Information]

10. Fire Chief Remarks [Information/Discussion]

11. Commissioner Remarks [Information]

12. Public Input

13. Adjournment

Fort Myers Beach Fire Control District Board of Fire Commissioners Regular Monthly Meeting DRAFT Minutes May 15, 2018 Page 1 of 2

DRAFT MINUTES REGULAR MONTHLY MEETING OF

FORT MYERS BEACH FIRE CONTROL DISTRICT BOARD OF FIRE COMMISSIONERS

TIME: 6:00 PM DATE: May 15, 2018

PLACE: 2525 Estero Boulevard – Town Hall Fort Myers Beach, Florida 33931

IN ATTENDANCE: Vice-Chairman Schindler, Secretary/Treasurer Raymond, Commissioner Wood, Commissioner Fleming, Fire Chief Love, District members and members of the public.

Absent: Chairwoman Morris

1. Meeting Called to Order

2. Pledge of Allegiance

3. Adoption of AgendaVice-Chairman Schindler called for a motion to approve the agenda. Commissioner Woodmade a motion to approve the agenda. Commissioner Fleming seconded.Motion approved unanimously 4 – 0.

4. April 17, 2018 Regular Meeting Minutes [Discussion/Approval]Vice-Chairman Schindler called for a motion to approve the April 17, 2018 meetingminutes. Commissioner Wood made a motion to approve the April 17, 2018 meetingminutes. Commissioner Fleming seconded.Motion approved unanimously 4 – 0.

5. Treasurer’s ReportVice-Chairman Schindler requested Secretary/Treasurer Raymond to read the Treasurer’sreport for April 2018.

Secretary/Treasurer Raymond reviewed the summary of bank and investment accountactivities for the month ending in April.

A. April 30, 2018 Department Checks #43847 through #43934for a total of $219,775.29 [Discussion/Approval]Vice-Chairman Schindler called for a motion to approve the April 2018 Treasurer’sreport. Vice-Chairman Schindler made a motion to approve the department checksfor April 2018. Commissioner Wood seconded.Motion approved unanimously 4 – 0.

6. Chiefs Report [Information]Chief Love highlighted items on the Chief’s report as well as:

• Promotional testing update

Fort Myers Beach Fire Control District Board of Fire Commissioners Regular Monthly Meeting DRAFT Minutes May 15, 2018 Page 2 of 2

• Thank you letter from Creciente Condo Association• Collective Bargaining Agreement update (attorney changes)• Work Session and Meeting change of time reminder

7. Attorney Report [Information]No reports were provided

8. Restate Agenda Items

9. Public Input on Agenda ItemsNo input was provided

10. Old Business

11. New BusinessA. Lee County Traffic Signal Easement [Discussion/Approval]

Chief Love discussed the traffic signal easement agreement with Lee County.Commissioner Wood made a motion to approve the discussed and reviewedEmergency Traffic Signal Easement Agreement for Fire Station 31 with LeeCounty. Commissioner Fleming seconded.Motion approved unanimously 4 – 0.

12. Reports from Union Representative Districts 3 and 15No reports were provided

13. Fire Chief Remarks [Information/Discussion]

14. Remarks of CommissionersCommissioner Fleming stated that these short meetings are nice. CommissionerFleming wished all First Responders a slow, safe evening.

Secretary/Treasurer Raymond stated that there is audio during the live feed for ourBoard meetings, but no visual.

Vice-Chairman Schindler congratulated Chief Love on the Collective BargainingAgreement.

Commissioner Wood stated that he is pleased to hear that the District is upgradingtheir technology. Commissioner Wood asked Chief Love to discuss his trip toTennessee to give a leadership speech.

15. Public InputNo input was provided

16. Adjournment6:18 pm


Board of Fire Commissioners Work Session & Meeting

Old Business Materials

Fort Myers Beach Fire Control District BOARD OF FIRE COMMISSIONERS MEETING “Blue Sheet” AGENDA ITEM INFORMATION

AGENDA CATEGORY: Old Business ITEM 7A AGENDA ITEM: Strategic Plan Draft Presentation SUBJECT: 2018-2021 Strategic Planning Process OTHER: Consultant Formal Presentation of Draft Strategic Plan

ACTION [Information/Discussion]

PURPOSE Provide a full presentation of the Draft Fort Myers Beach Fire Department 2018-2021 Strategic Plan from the District’s Strategic Planning consultant, and receive Board feedback.

HISTORY In 2017 the District began the process of updating long and short-term planning as a result on the 2007-2017 Comprehensive Plan conclusion. The District elected to use a strategic planning format moving forward, and to use outside subject matter experts in conducting the needed feedback, research, and study to develop the plan.

The community, businesses, employees, and Commissioners have been involved in the various phases of information gathering to create this draft plan.

In this meeting, the process enters the final phases as the full Draft Strategic Plan is presented in-depth to the Board of Fire Commissioners and feedback is received to create a final document ready for adoption in the near future.

RECOMMENDATION It is recommend that Commissioners review the draft document prior to the meeting, receive an in-depth presentation of the document by the consultant, and provide feedback for the finalization of the plan, tentatively scheduled for the June 19, 2018 Board of Fire Commissioners Meeting.

Adopted by FMB Fire Commission __ / __ / ____

2018-2021 Strategic Plan

Fort Myers Beach Fire Department

Shaping our community through excellence.

http://fmbfire.org/

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TABLE OF CONTENTS TABLE OF CONTENTS _________________________________________________________ 2EXECUTIVE SUMMARY _______________________________________________________ 5

Strategic Highlights __________________________________________________________________ 5

Looking Ahead _____________________________________________________________________ 5

OVERVIEW OF THE DEPARTMENT ______________________________________________ 6

Jurisdiction ________________________________________________________________________ 6

History ____________________________________________________________________________ 6

Organizational Structure ______________________________________________________________ 7

Service and Department Overview ______________________________________________________ 8

Call Volume _______________________________________________________________________ 8

Response Time ____________________________________________________________________ 8

Turnout Time ______________________________________________________________________ 9

Fire Loss/Save Data ________________________________________________________________ 10

Financial Snapshot ________________________________________________________________ 11

Major Accomplishments _____________________________________________________________ 16

STRATEGIC PLANNING OVERVIEW AND PROCESS _____________________________ 18

Why Strategic Planning ______________________________________________________________ 18

Strategic Planning and FMBFD ________________________________________________________ 19

Data Collection and Report Development Process _________________________________________ 19

STAKEHOLDER ANALYSIS ____________________________________________________ 20

External Stakeholders _______________________________________________________________ 20

Priorities _________________________________________________________________________ 20

Concerns and Feedback ____________________________________________________________ 21

Internal Stakeholder Group Findings ____________________________________________________ 22

Departmental Strengths _____________________________________________________________ 22

Departmental Weaknesses __________________________________________________________ 23

Opportunities _____________________________________________________________________ 23

Threats __________________________________________________________________________ 24

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Usefulness of Plan _________________________________________________________________ 24

MISSION, VISION, VALUES, & BEHAVIORS _____________________________________ 25

Mission __________________________________________________________________________ 25

Vision ___________________________________________________________________________ 25

Values ___________________________________________________________________________ 25

Slogan ___________________________________________________________________________ 25

CRITICAL ISSUES AND SERVICE GAPS _________________________________________ 26PLAN OVERVIEW ___________________________________________________________ 27GOALS ____________________________________________________________________ 28

The Stakeholder Perspective __________________________________________________________ 28

The Financial Perspective ____________________________________________________________ 28

The Internal Operations Perspective ____________________________________________________ 28

The Employee Development & Organizational Learning Perspective ___________________________ 28

The Governance Perspective _________________________________________________________ 29

PLAN ELEMENTS IN ACTION: GOALS AND OBJECTIVES _________________________ 30

Goal-Based Plan: Objectives, Tasks, Timeframe, Responsibilities, and Measures _________________ 31

MEASURING PERFORMANCE ________________________________________________ 37

Exemplary Performance Measures _____________________________________________________ 37

SUCCESS OF THE STRATEGIC PLAN - ACHIEVING ONGOING EXCELLENCE _______ 39ACKNOWLEDGEMENTS _____________________________________________________ 40GLOSSARY OF TERMS AND ACRONYMS ______________________________________ 41APPENDIX _________________________________________________________________ 42

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Table of Figures Figure 1: FMBFD Fire Jurisdiction ........................................................................................... 6

Figure 2: Fort Myers Beach Fire Department Organizational Structure ................................... 7

Figure 3: Call Volume by Percent ............................................................................................ 8

Figure 4: Response Time by Year ........................................................................................... 9

Figure 5: 2014-2018 Turnout Time by Percent of Total ......................................................... 10

Figure 6: Loss/Save Data 2013-2018 .................................................................................... 11

Figure 7: Expenditures by Category ...................................................................................... 12

Figure 8: 2017 Expenditures by Category ............................................................................. 13

Figure 9: Assigned Reserves 2013-2017 ............................................................................... 14

Figure 10: 2017 Assigned Reserves by Category .................................................................. 14

Figure 11: Historical Millage Rates ........................................................................................ 15

Figure 12: Survey Results on Service Satisfaction ................................................................ 21

Figure 13: Strategic Plan Perspectives .................................................................................. 29

Figure 14: Rescue 31. Photo Courtesy of Island Sandpaper ................................................. 38

Table of Tables Table 1: Major Accomplishments: Last Five Years ................................................................ 16

Table 2: Data Collection & Report Development ................................................................... 19

Table 3: The Stakeholder Perspective ................................................................................... 31

Table 4: The Financial Perspective ....................................................................................... 32

Table 5: The Internal Operations Perspective ....................................................................... 33

Table 6: Employee Development & Learning ........................................................................ 35

Table 7: The Governance Perspective .................................................................................. 36

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Strategic Highlights This 2018-2021 Fort Myers Beach Fire Department Strategic Plan features a comprehensive

perspective on the current conditions; stakeholder feedback and expectations; mission, vision,

and values; goals, objectives, and critical tasks; and measures. The underlying strategy of the

Department is to focus on a foundation of excellent service to the community, fiscal

responsibility, and employee engagement. It is through this lens that the Department will

sustain its efforts throughout the life span of this plan and much further beyond.

Looking Ahead The purpose of this Strategic Plan is to provide a guideline for decision-making throughout

the Department in the areas of budgeting, creating and administering policy, employee

behavior, and systems and processes. It is meant to be a living document that is used,

updated, amended, and revisited regularly. Both the elected of officials this organization, as

well as the administration, leadership, and operations team, desire for this plan to be

referenced regularly, resulting in a labeled, tattered, and coffee-stained document at the end

of 2021!

Matthew Love Fire Chief, Fort Myers Beach Fire Department Draft: May 1, 2018

EXECUTIVE SUMMARY

“Be strategic about productivity—do less exceptionally well, instead of

doing more in an average way.” ― Laurie Buchanan

https://www.goodreads.com/author/show/15220276.Laurie_Buchanan_PhD

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OVERVIEW OF THE DEPARTMENT Jurisdiction The Fort Myers Beach Fire Department is located in Southwest Lee County, Florida, covering

the Estero and San Carlos islands as well as a portion of the contiguous mainland. The

Department is bordered by the Iona-McGregor Fire District and the Bonita Springs Fire District.

The Department covers a 10-square mile

area with 3 fire stations and an

administrative headquarters. It also

responds outside its jurisdiction through

an automatic aid and closest unit

response system.

The Department serves approximately

9,000 full-time residents, 40,000 peak

season residents, and 1.8 million visitors

each year. Estero Island is a well-known

and highly frequented Spring Break

destination for visitors around the world.

History The District began as a volunteer fire department in 1949 by the Beach Improvement

Association, Inc. The District incorporated as the Fort Myers Beach Fire Control District in 1950

with an estimated population of 2,500 residents. Since that time, the Fort Myers Beach Fire

Control District has evolved into a professional all-hazards emergency response organization.

The Fort Myers Beach Fire Control District provides a variety of services, including fire

suppression activities, Emergency Medical Advanced Life Support (ALS) on all apparatus,

Figure 1: FMBFD Fire Jurisdiction

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ambulance transport, technical rescue, hazardous materials incident response, and a variety

of other emergency and non-emergency services. To the general community, and throughout

day-to-day operations, the District is referred to as the Fort Myers Beach Fire Department

(FMBFD).

Organizational Structure The Fort Myers Beach Fire Department is organized into major branches and divisions to

achieve the maximum benefit in all aspects of resident and visitor needs. Fort Myers Beach

Assistant Chiefs, Directors, and Division Chiefs oversee organizational branches and divisions

to include the Operations Branch, Life Safety and Support Services Branch, Administrative

Branch, Training Division, and Emergency Medical Services Division. All branch and division

executives are responsible for overseeing the management of their areas of responsibility while

working together in achieving the organization’s operational and administrative goals.1

Figure 2: Fort Myers Beach Fire Department Organizational Structure

1 Fort Myers Beach Fire Department, http://fmbfire.org/about/

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Service and Department Overview The following overview is a snapshot of the Department’s work over the last five full years.

The purpose of this analysis is to provide an overview of service trends.

Call Volume Figure 3 below outlines the last 5 years of call volume in the Department. It demonstrates that

the vast majority of response(s) are related to EMS or medical emergencies.

Figure 3: Call Volume by Percent

* Note: Data reflect April 2014 – April 2018 reflecting a portion of those year’s data

Response Time Figure 4 below shows Department response times to all calls. It demonstrates a consistent

response across all years at 4 minutes or less. This data is significant in that it includes

response times during peak season when traffic volume is at its worst.

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Figure 4: Response Time by Year


Turnout Time Turnout time is described by the National Fire Protection Association as the “time interval that

begins when the emergency response facilities (ERFs) and emergency response units

(ERUs) notification process begins by either an audible alarm or visual annunciation or both,

and ends at the beginning point of travel time.” 2 The turnout time at FMBFD is consistent

across all years between 1:00 and 1:29 minutes and the vast majority well below 3:00

minutes. Figure 5 below shows the turnout time in the 2014-2018 timeframe.

2 See: https://www.nfpa.org/codes-and-standards/all-codes-and-standards/list-of-codes-and-standards/detail?code=1710

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Figure 5: 2014-2018 Turnout Time by Percent of Total


Fire Loss/Save Data Loss and Save data is a snapshot of the community’s total estimated property loss from fire,

compared to property saved from a fire. The ratio used to determine the Department’s

effectiveness is illustrated below.

Remaining Value of Improved Property

Pre-Incident Value of Improved Property

Saved data is an estimation that is calculated not only from what remains of the origin of a

fire, but also projects out what may have also been lost as a result of a fire not being brought

under control. While this data is an objective point of view, it should be noted that various

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factors outside of the Department’s control influence this calculation. Examples of such

external factors are the type of property affected (e.g.: structure vs. motor vehicle). Fuel

loading (content), and construction types (wood frame vs. block). These values are

calculated on present day appraised “just value” as determined by the Lee County Property

Appraisers Office.

Financial Snapshot Budget Highlights

The adopted budget for year ended September 30, 2017, included a millage rate of 2.5800,

that was raised from 2.4800 in the previous year. Analysis of a three-year projection model

provided evidence that the department could sustain a constant millage rate of 2.5800 over a

three-year period (2016-2019), before reassessing the needed revenue to achieve operational

goals. This includes maintaining excellent levels of service delivery, a modest increase in

operating expenses, provisions for competitive personnel wage alterations, and fulfillment of

the capital asset sustainment and replacement plan.

Figure 6: Loss / Save Data 2013-2018

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Financial Overview

The following charts illustrate a snapshot of expenditures by category. Figure 7 below,

Expenditures by Category, compares expenditures over the prior two years. Figure 8 compares

expenditures as a percentage by category. It should be noted, that the Sutphen Engine was

purchased in 2017; however, the expenditure is deferred to 2018 when the apparatus is

delivered from the factory and placed in service as a result of an extended build timeline. As

with most public safety organizations and as evidenced by these charts, personnel services

comprise the majority of the department’s annual expenditures.

Figure 7: Expenditures by Category

-

1,000,000

2,000,000

3,000,000

4,000,000

5,000,000

6,000,000

7,000,000

2015 2016 2017

Expenditures by Category

Personnel Services Operating Capital Outlay Debt Service (P&I)

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Figure 8: 2017 Expenditures by Category

The department assigns reserves designated for specific purposes during the budgeting

process each year. In 2017, the Capital Replacement and Sustainment reserve accounts were

consolidated with the Operating Bridge reserve to allow for temporary use of the Capital

Replacement and Sustainment reserve for operating purposes during the three month period

between October 1st (the beginning of the fiscal year), and receipt of the first substantial tax

revenue distribution at the end of November. Consequently, this allowed the total reserve to

be reduced over the prior year. Figure 9: Assigned Reserves 2013-2017 compares assigned

reserves over a 5-year period. Figure 10: 2017 Assigned Reserves by Category compares the

2017 assigned reserves by category.

77%

17%

4%2%

2017 Expenditures

Personnel Services

Operating

Capital Outlay

Debt Service (P&I)

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Figure 9: Assigned Reserves 2013-2017

Figure 10: 2017 Assigned Reserved by Category

4,000,000

4,200,000

4,400,000

4,600,000

4,800,000

5,000,000

5,200,000

5,400,000

5,600,000

DESIGNATED RESERVES

Assigned Reserves

2013 2014 2015 2016 2017

49%

20%

12%

19%

2017 Assigned Reserves

CapitalSustainment/Operating Bridge

Disaster/Emergency

Other PostEmployment Benefits

Millage Stabilization

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Another perspective on the financial snapshot of the Department is outlined in the following

Figure 11: Historical Millage Rates, which illustrates a historical view of property values and

millage rates over the past decade. The Department has a maximum millage of 3.

Figure 11: Historical Millage Rates

-

500,000,000

1,000,000,000

1,500,000,000

2,000,000,000

2,500,000,000

3,000,000,000

3,500,000,000

4,000,000,000

4,500,000,000

5,000,000,000

-

0.5000

1.0000

1.5000

2.0000

2.5000

3.0000

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

Property Values and Millage Assessed

Property Value Millage Rate

PropertyV

alueMill

age

Rat

e

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Major Accomplishments The FMBFD has had significant accomplishments over the past several years. Despite

leadership changes, it has continued to generate benefits for the residents in its jurisdiction.

The following chart summarizes these successes in the categories of community, operations,

and organization. It should be noted, that several of these accomplishments overlap as a result

of the integrated nature of the fire service as a community-serving organization. In April of 2016

the organization achieved an Insurance Service Office (ISO) certification upgrade to a Level 2,

joining the top 2% of fire departments in the country with this rating. Table 1: Major Accomplishments: Last Five Years

Community Operational Organizational 2017 Hurricane Irma Preparedness,

Response, Recovery, and revising of Hurricane Policy Life Safety Division partnered with Safe Kids of Southwest Florida Coalition and hosted a free car seat check at Station 32 Fire Prevention Specialist Adams wrote an article that was published in the Southwest Florida Parent and Child Magazine regarding firework and grilling safety for the industry

$5,000 Grant received from the risk management insurance carrier for ten (10) new sets of bunker gear Purchase of new Sutphen Engine Updating Computer Infrastructure and Network Mutual Aid for large brush fires in Lehigh Acres Exhaust removal systems installed in all three (3) Fire Stations

New Mission, Vision, Values, Code of Ethics and Slogan FMBFD hosted first Annual Awards and Recognition Event

2016 Passage of Fire Ordinance 2016-001 creating life saving inspections in short-term rental properties The “Scoop” and “What’s Up” communication channels were created 1st Annual Firefighter Appreciation Family Picnic with our community partner Bayside Estates

Achieved ISO 2 Rating Department wide re-structure Rescue 31 Beach Ambulance was added to our fleet

New Fire Chief Selected FMBFD Advisory Group Implemented Chat with the Chief Implemented Re-Capitalization & Sustainment Plan established and the

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Community Operational Organizational Fire Prevention and Operations presented “Hot Car Awareness” through our local news

budget process was re-vamped.

2015 FMBFD hosted their 1st Annual Family Fun Day

FMBFD and Local 1826, District 3 ratified their contract

2014 9/11 Memorial Completed Three local businesses retrofitted their establishments with fire sprinklers (Beach Pub, Shamrock Pub, and Lahaina Inn)

Public Private Partnership with Bayside Estates to purchase three (3) Turbo Draft Appliances New Ambulances instituted

2013 Ground Breaking Ceremony was held at Station 33 for the 9/11 Memorial FMBFD held a fundraiser at the Lani Kai to raise funds for the construction of the 9/11 Memorial. Lani Kai generously donated $10,000 for the project and $15,637.26 total was raised at the event.

An Assistant Chief was hired

2012 Participating agency in EMSTAR Program Declaration by Town of Heart Disease Awareness Day on FMB

New Pre-Planning System New Fire Prevention Technology New Fire Reporting Technology

Created two new positions of Fire Prevention Specialist

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STRATEGIC PLANNING OVERVIEW AND PROCESS Why Strategic Planning As fire departments have advanced their level of professionalism to meet the increasing

demands for excellence and efficiency in service delivery, strategic plans have become a

method to meet the needs of area residents. Strategic plans allow for policy makers such as

the Fire Commission and staff, to balance goals and trade-offs. These plans are also a way to

establish transparency and communicate priorities, constraints, and future goals. In addition,

achieving efficiency and effectiveness means that departments find ways to leverage their

activities in a way that can achieve maximum outcomes.

To accomplish this, FMBFD engaged Dr. Margaret Banyan of Public Solutions, LLC to facilitate

a process that would move the Department toward a strategy for the next three years.

Three guiding questions were used to identify priorities and activities for the current planning

process:

1. What are the current Strengths, Weaknesses, Opportunities, and Threats facing the FMBFD?

2. What new initiatives or tasks will strategically position the FMBFD to achieve its goals?

3. How do we measure the accomplishment of goals in a way that will inform future decisions?

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Strategic Planning and FMBFD This process was adapted to meet the specific needs of FMBFD. It was designed to be inclusive

and consider all stakeholders: FMBFD Commission, employees, leadership, and community

members. Furthermore, this effort is consistent with the approach taken in other jurisdictions

and fire agencies, both in the SW Florida region and nation-wide. The planning perspective is

that strategy is evolutionary, meaning that as the organization learns what works and what does

not, it adapts and changes. As a result, so must the plan. An important feature of this Strategic

Plan is its emphasis on developing an annual review and work plan based on identified goals.

This makes the plan both a short-term tool for accountability as well as a document to achieve

strategic goals.

Data Collection and Report Development Process Development of the FMBFD Strategic Plan took place between October 2017 and May 2018.

Data collection and plan formulation took the following forms:

Table 2: Data Collection & Report Development

Data Collection and Report Development Task Date

Focus Group Staff December 19, 2017 Focus Group Leadership Team December 19, 2017 Focus Group Shift Personnel December 20, 2017 Presentation to Fire Commission December 19, 2017 Focus Group Community (Event Engagement) January 18, 2018 Focus Group: Fire Commission (facilitated by Chief Love) January 23, 2018

Online Community Survey February 19, 2018 – March

31, 2018 Focus Group: Community March 7, 2018 Individual interview March 13, 2018 Results Analysis April 1, 2018-April 15, 2018 Plan Draft April 15 – May 1, 2018

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STAKEHOLDER ANALYSIS The planning process involved internal and external stakeholders to develop its conclusions.

What follows is a summary of the priorities, expectations, concerns, and feedback from external

stakeholders. These were generated from the focus groups, interviews, and an online

community survey. The results and analysis from the online community survey appear in

Appendix A of this document.

External Stakeholders

Priorities The data collection process revealed several priorities of external stakeholders. The responses

from community surveys were aligned through the interview and focus groups. The top priorities

of respondents were in three areas:

• Service and Service Delivery: Response Time for Medical and Fire Emergencies• Capital Expenditures: to enhance service delivery, such as technology or emergency

vehicle upgrades• Operations: Hiring and retaining quality personnel/maintaining a competitive salary

followed by ensuring financial stability

These priorities were consistent among the several questions embedded in the community

survey and focus groups. For example, the survey used forced ranking for participants to

identify priorities and asked a question about how they would spend $100 of their income on

various services. In sum, the community priorities speak to an overall desire for the Department

to maintain or enhance its good response to medical and fire emergencies, and recruit and

retain quality personnel while maintaining fiscal responsibility. Much of the feedback across all

data collection efforts showed that sacrificing good service or personnel to cut budgets was not

supported.

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Concerns and Feedback External stakeholders were also asked about their feedback on the Department’s performance

and service to residents. The feedback was consistently good across all data collection efforts.

The community has a great deal of appreciation for the Department and its staff. Figure 12

below shows this in the results from the community survey. The greatest concerns expressed

among external stakeholders was related to ensuring organizational sustainability through

fiscal management and staff retention.

Figure 12: Survey results on service satisfaction

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Internal Stakeholder Group Findings The internal stakeholder group processes focused on developing an assessment of the

usefulness of a strategic plan through a departmental SWOT analysis (strengths, weaknesses,

opportunities, and threats). The discussion of opportunities and threats was accompanied by a

consideration of initiatives that might better meet those threats (these are integrated into the

goals, objectives, and critical tasks matrices later in this document).

As noted above, internal stakeholders were categorized as the Fire Commission,

Administrative and support Staff, the Senior Leadership team, and Shift Personnel. The

following analysis summarizes the results in the focus groups categorized by topic. Most areas

showed overlap among the focus groups, and a consistent message that, while the Department

is doing very well, there is a need to focus on funding to support employees, equipment, and

infrastructure to ensure sustained excellence in service in the short and long term.

Departmental Strengths • Longstanding records of

meeting community needsthrough response, education,and involvement

• Excellence in EMS services• Proactive• Achievement of ISO 2 rating• Agency size (manageable)• Clear and collaborative

leadership• Motivated, cohesive, and unified

employee culture among linestaff / shifts

• Clarity of direction• Good community relationships (businesses, residents, community organizations)• Excellent service provision with 90% employees certified as paramedics

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• Financially sound (positive recapitalization plan for equipment) with good tax base • Existing facility location and quantity appropriate to handle service demand • Professional appearance, staff, and environment • Good hiring processes • Positive work environment • Good image (e.g., social media, website, etc.) • Diverse staff with high potential for excellence

Departmental Weaknesses • Limited resources • Inability to meet community demands for inspections and prevention related services • Resistance to increased fees • Disparity between staff and leadership (impact on morale and culture) • Communication and education throughout the organization: Fire Commission,

leadership, and line personnel • Health / wellness and training needs of employees • Sustainability (funding and equipment) • Fire Station 31 facility and other facility functionality (e.g., training, parking, storage,

longevity) • Employee retention and competition from other areas; pool of applicants smaller due to

transport nature of Department • Employee burnout • Lack of experience with fire • Leadership, systems, and training changes and turnover • Gaps in training and communication • Outdated IT infrastructure in stations and on trucks • Need for succession planning

Opportunities • Increasing redevelopment potential • Technology change • New contract with employees featuring increased promotion and steps • Opportunity to develop relationship with the public

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• Development of alternative funding sources• Potential for revenue through community health initiatives

Threats • Increased population means increases in service demand and risk• Facility condition(s)• Development of San Carlos Island and resource implications• Low unemployment levels (threat to attracting employees)• Traffic and implications therein• Funding sustainability

Usefulness of Plan • Establishes purpose or the ‘why’ of the Department• Budget preparation• Continuity of service and governance• Community/public education, relationship, and expectation management• Communicates Department workload (call volume) and community benefit• Plan for projected growth• Positioning for accreditation• Highlight and cite national standards• Guides decision(s), priorities and helps to say ‘no’• Establishes a foundation for performance evaluation, customer service, and

responsibilities• Forecast trends and needs

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MISSION, VISION, VALUES, & BEHAVIORS

Mission The Mission of the Fort Myers Beach Fire Department is to

honorably serve our community by providing caring,

compassionate service through devoted professionals.

Vision The Vision of the Fort Myers Beach Fire Department is to be a

best in class organization, shaping our community through

excellence in service, changing lives in all that we do.

Values Professionalism

Loyalty

Integrity

Slogan The Slogan of the Fort Myers Beach Fire Department is:

Shaping our community through excellence.

The FMB Fire Department has been

working on the development of a

mission, vision, values, and

behaviors process prior to and during

the initiation of this Strategic Plan.

The elements were developed in an

iterative and inclusive process that

culminated in the adoption of a Policy

and Procedure titled, “Core

Elements” on 11/6/2017. The policy

outlines the application of the

mission, vision, values, slogan, and

code of ethics in the daily decision

making, and framework of the

organization. These core elements

become the framework of the

Strategic Plan through which the

priorities, goals, objectives, and tasks

of the organization are carried out.

The mission identifies that FMBFD

members are fully dedicated to the

organization’s values, sharing those

values with personal values, and

delivering service on behalf of our

values.

The vision is a concept based on the

specific components of the

community we serve, people we

serve with, and leadership of the

organization.

The values have tremendous

meaning to the members of the

FMBFD and identify the

organization’s philosophy of service.

Developing the Core Elements

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26

CRITICAL ISSUES AND SERVICE GAPS The purpose of developing a critical issues and service gaps section is to identify those areas

that, from a strategic standpoint, would most leverage the FMBFD to meet its mission and

achieve its vision. Consistent with the section below (described below), the issues and gaps

fall into five main categories or perspectives. Two of these are externally focused perspectives,

two internally focused perspectives, and one is associated with governance.

Stakeholder Financial Operational, Life Safety &

Support

Employee Growth &

Development Governance

Continued implementation of community programs

Organizational and fiscal stability

Employee wellness

Recruitment and retention of employees

Performance measurement to support sustainability

Facilities Succession planning to support retention

Integration of Strategic Plan throughout the organization

IT Infrastructure Employee training

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27

PLAN OVERVIEW Accomplishing the FMBFD vision requires the tools to organize and focus efforts. This plan

outlines Goals, Objectives, Critical Tasks, and Timelines associated with the near term (0-3

years). This plan embraces the idea that working on organizational fundamentals must be in

place for the Department to accomplish its goals. These fundamentals are financial,

operational, and employee centered.

The Plan also embraces the idea that measuring output and outcomes will yield better results

by ensuring continuous improvement, funding initiatives tied to goals, and ensuring

accountability for critical tasks.

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28

GOALS Following identification of critical issues and gaps, the goals fall into five main categories, or

perspectives, consistent with a moderated Balanced Scorecard Approach. These are two

externally focused perspectives, two internally focused perspectives, and one associated with

governance. Where the Balanced Scorecard generally suggests four perspectives, governance

is important to capture the character of the Department as a public agency with an elected

body. Figure 13 below illustrates the relationship between these perspectives to one another

and the mission of the Department. The externally focused perspectives are indicated in green,

and internally focused perspectives are indicated in blue. These perspectives are described

below.

The Stakeholder Perspective The Stakeholder Perspective considers how the Department is seen by its stakeholders and is

guided by the question: “To achieve our mission, how do we want to be seen by our

stakeholders and what services help to enhance their expectations?”

The Financial Perspective The Financial Perspective considers the financial resources of the Department that are needed

to achieve the mission and is guided by the question: “To achieve our vision, how do we

succeed financially?”

The Internal Operations Perspective The Internal Operations Perspective is inward-facing, and considers what the Department must

excel at to achieve its mission.

The Employee Development & Organizational Learning Perspective This perspective is inward-facing, and considers how the Department will work with its

employees to change and improve to achieve its mission.

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29

The Governance Perspective The Governance Perspective considers the way in which the Fire Commission engages its

duties to govern the Department in a way to achieve the mission. The Commission’s

responsibilities include making governance-level policy, monitoring and approving the budget,

and supervising the Fire Chief. Because the Commission has ultimate responsibility for

ensuring that the mission of the organization is achieved, governance is uniquely different from

the other perspectives. Nevertheless, the Fire Commission does have certain goals, which are

to provide oversight for the Strategic Plan and set performance measures for the organization.

Mission&

Governance

Stakeholders

Operations

Learning & Growth

Financial

Figure 13: Strategic Plan Perspectives

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30

As a tool for Department management, this Strategic Plan should be considered as a living

document. It provides short-term direction for a 0-3 year period, builds a shared vision, sets

goals and objectives, and optimizes resources.

The goals listed below describe the ultimate aim, or target, of an activity. These form the logic

and ultimate direction to support activity. The goals are suitable for reporting in the context of

Department documents or in its Annual Report. Objectives are more specific in that they

describe the steps that are to be taken to accomplish the goal. Critical tasks describe activities

that staff may take to accomplish a particular objective. A Timeline and Lead is also indicated

in the tables below. It is important to note that because there is considerable overlap throughout

the agency, many staff members will be involved in accomplishing the goals, objectives, and

tasks as outlined.

The tables below are intended to provide guidance and clear activities for the upcoming

planning period as a way to address the critical gaps noted above. These activities are not

designed to be exclusive nor are they intended to constrain all Department activities. In other

words, the excellent on-going work of the agency should continue beyond what is listed here,

as well as the workload of staff to achieve daily operations in addition to those identified in this

plan, should be noted.

PLAN ELEMENTS IN ACTION: GOALS AND OBJECTIVES

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31

Goal-Based Plan: Objectives, Tasks, Timeframe, Responsibilities, and Measures Table 3: The Stakeholder Perspective

Goal Objective Critical Tasks

0-6

mon

6-12

mon

12-2

4 m

on

24-3

6 m

on

Long

Ter

m Lead

Branch / Division*

1. Achieve excellence in stakeholder’s perception of safety

1.a. Measure effectiveness of existing education program to increase stakeholder’s actual and perceived sense of safety (car seat program, AED program, etc.)

Conduct evaluation of existing public education programming

Life Safety

Update education program based on evaluation findings

Continuously monitor evaluations and update programs as needed

1.b. Increase participation in and advocacy for Slumber Safe initiative

Work with local businesses and Chamber of Commerce to continue marketing and increase participation rates.

Monitor participation rates

2. Increase opportunities for stakeholder engagement

2.a. Increase educational and preparedness programs throughout the community

Plan and implement Fire Warden program into the community

Life Safety

Implement smoke detector program

Reallocate staff using revised prevention fee structure to increase child and adult education contact hours

*Abbreviated to indicate title of Branch or Division

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32

Table 4: The Financial Perspective


0-6

mon

6-12

mon

12-2

4 m

on

24-3

6 m

on

Long

Ter

m Lead

Division/ Branch

3. Implement financial and revenue strategy to sustain current and meet future needs

3.a. Implement long term system of contributions and withdraws to maintain capital infrastructure and organizational health.

Monitor revenue to fund capital and operational needs based on existing 5-year plan

Finance &

Administrative Services

Work with the Life Safety Division to assess and revise life safety fee schedule

3.b. Proactively plan and fund a plan for facility replacement.

Develop station funding plan to meet future facility needs; identify strategy and timeline for facility replacement

Develop policies and implement funding plan to achieve facility replacement

4. Achieve operational efficiency

4.a. Develop and implement an Information Technology (IT) plan to support internal and external Department operations and administration

Establish an internal IT group to identify the information technology needs within the Department.

Operations

Information Technology

Develop IT Plan including software and hardware priority needs in stations and vehicles; address system security, budget requirements, training, and timeframes

Evaluate adopted technology for efficiency and effectiveness. Fund, monitor, and update plan

4.b. Implement enhanced systems for tracking employee time

Implement, train, and evaluate a long-tern financially sustainable Timekeeper system to semi-automate daily staffing needs, track employee payroll, leave banks, time codes, and overtime

Human Resources

Operations

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33

Table 5: The Internal Operations Perspective


0-6

mon

6-12

mon

12-2

4 m

on

24-3

6 m

on

Long

Ter

m Lead

Division/ Branch

5. Reducecommunity risk

5.a. Refine and updatehurricane planning andemergency response

Work with Town of Fort Myers Beach and other stakeholders to refine and update hurricane planning and other emergency response

Operations

Life Safety

Evaluate opportunities to incorporate emergency plans into Department operations

5.b. Respond to changesin plan review to ensurecommunity safety throughlife safety code review

Evaluate changes in plan review process and move to internalize and centralize review

6. Efficiently andeffectivelyrespond toemergencies

6.a. Ensure appropriatepersonal protectiveequipment (PPE) andequipment needs are metfor personnel

Evaluate equipment and PPE needs through Gear Program, to include gear redundancy

Operations

Develop policies for use and storage requirements for Gear Program

Procure equipment

Continuously monitor equipment needs and replace as needed

6.b. Ensure efficient andeffective vehiclereplacement andmaintenance

Continue to update vehicle replacement plan (Initial 5-Year Capital Asset Plan)

Operations

Finance & Administrative

Services

Develop and implement long-term systems to enhance the internal program for vehicle repair and maintenance, and timely replacement

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34

Table 5: Ctn- Internal Operations


0-6

mon

6-12

mon

12-2

4 m

on

24-3

6 m

on

36-6

0 m

on

Lead Division/

Department

7. Achieveexcellentcommunicationthroughout theDepartment

7.a. Provide forums forenhanced organizationalcommunication

Evaluate current communication practices

Office of the Fire Chief

Senior Leadership

Team

Identify alternative methods to ensure improved communication practices as needed

Determine effectiveness and amend practices as needed

8. Developopportunities tomeet serviceneeds throughorganizationaland positionadjustments

8.a. Create additionalstation oversight, DriverEngineer (and acting)and Medical Trainerpositions and enhancepromotional opportunities

Adjust time requirements, training, and testing requirements to increase eligibility for and to fill gaps in the station oversight, Driver Engineer (and acting) and Medical Trainer(s) roles

Operations

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35

Table 6: Employee Development & Learning


0-6

mon

6-12

mon

12-2

4 m

on

24-3

6 m

on

Long

Ter

m Lead

Division/ Branch

9. Recruit and trainfor excellencethroughout theworkforce

9.a. Recruit forexcellence in theworkforce

Implement recruiting and evaluation plan consistent with mission, vision, values, and behaviors

Fire Chief

Operations

Human Resources

Implement, evaluate, and monitor plan

9.b. Ensure allemployees meet jobperformancerequirements through fireand medical training incore competencies

Define standards and requirements to be achieved

Training

Evaluate compliance with training standard (by the employee)

Develop and implement annual training plan to ensure compliance

Monitor and evaluate progress

9.c. Ensurecompensation is alignedwith Department goals

Establish compensation philosophy and set goals with Fire Commission

Fire Commission

Fire Chief

Human Resources

Implement and/or phase in pay goals through a budgetary process

10. Ensurecapacity to meetstaffing needs at alllevels of theorganization

10.a. Improve employeehealth throughimplementation ofphysical fitness programsand other activities

Implement performance measurement system to track and inspire physical fitness program

Training

Human Resources

Assess feasibility of peer fitness program and initiatives

Assess implications of new legislation related to mental health; implement components as appropriate and relevant

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36

Table 7: The Governance Perspective


0-6

mon

6-12

mon

12-2

4 m

on

24-3

6 m

on

Long

Ter

m Lead

Division/ Branch

11. Utilize a strategic planning and performance management system to guide the organization to perform at a high standard

11.a. Develop and implement a strategic plan to guide Department operations and ensure continuous improvement

Finalize and adopt updated Strategic Plan Fire

Commission

Fire Chief Evaluate and report Department activities based on Strategic Plan

Update and approve annual work plan and Strategic Plan in coordination with the annual budget; incorporating new objectives, tasks, and timelines

11.b. Assess financial strategies to ensure both long term sustainability and excellent service

Work with Finance Director to continuously monitor opportunities to sustain and improve operations and meet organizational goals

Fire Chief

Finance and Administrative

Services

11.b. Develop, implement, and report on performance measures

Finalize performance dashboard measures Fire Chief

Senior

Leadership Team

Collect data to establish baseline performance measures

Establish targets for performance where feasible

Continuously monitor performance standards and amend the Strategic Plan as needed to achieve targets

Publish or report on performance dashboard measures to stakeholder audiences

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37

MEASURING PERFORMANCE There are two approaches to measuring performance. The first measures

accomplishment of the goals and objectives described in the Strategic Plan. However,

because the plan requires regular review and revision to keep up with accomplishments

and environmental changes, a second approach is also required. The second approach

measures performance of the Department outcomes.

This can also be known as “Performance Measures.” Performance measures are

designed to assess the outcomes of the Department’s activities and how it achieves its

mission. Performance measures allow the Department to regularly assess its methods,

budget to achieve goals, and communicate effectively with the public. They can be

reported in the Annual Report, on the Department’s webpage, or used in an email

newsletter. Ideally, performance measures should remain consistent over time to ensure

that there is standardization from year-to-year. Ultimately, they should assess inputs,

outputs, efficiency, service quality, and outcomes.

As suggested in Goal 11, these measures should be finalized within the next several

months for data collection to begin. The following measures are commonly used in the

fire service. These suggestions may spark ideas about what to pursue and how to think

about measurement.

Exemplary Performance Measures • percent of stakeholders reporting the highest level of satisfaction with services as

measured on satisfaction survey• per capita cost of service (all services)• per capita cost of service by task (prevention, EMS, fire suppression, etc.)• rate of re-inspections• response time(s) by activity• rates of employee qualification eligibility to promote• rate of compliance with training hour requirements based on Department goals

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38

• the rate of operational staff injuries• days/hours lost to unscheduled leave by employee• percent of Department employees participating in employee development

activities

Figure 14: Rescue 31. Photo Courtesy of Island Sandpaper

https://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=2ahUKEwiZ0OCyy8faAhWCAHwKHZbvD1AQjRx6BAgAEAU&url=https://fortmyersbeach.news/a-look-back-at-the-fort-myers-beach-fire-department/pic-look-back-fire-2-797/&psig=AOvVaw1_vcIE5ACFxUrdDBlmHzz9&ust=1524242907600341

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39

SUCCESS OF THE STRATEGIC PLAN - ACHIEVING ONGOING EXCELLENCE The success of this Strategic Plan, and ultimately FMBFD, depends on the extent to which

all members of the Department support and engage with it as a dynamic tool. The tools

and the processes described herein can unify internal, and external stakeholders in the

achievement of the FMBFD mission, vision, and values. This requires all members to use,

measure, change, and adapt the Plan with the ultimate outcome of Department success.

Success is defined in the mission statement: to honorably serve our community by

providing caring, compassionate service through devoted professionals.

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40

ACKNOWLEDGEMENTS This 2018-2021 Strategic Plan focuses on the areas that FMBFD will pursue as a way to

deliver on its vision for the residents of Fort Myers Beach and surrounding jurisdiction.

To meet these challenges will require continued collaboration and communication.

Thank you to all who were involved in its development.

Acknowledgements The Community of Fort Myers Beach, FL

Stakeholder Attendees

Survey Respondents

Fort Myers Beach Fire Department Employees

Board of Fire Commissioners

Carol Morris

Theodore R. Schindler, II

Bob Raymond

Ron Fleming

Larry Wood

Fire Chief

Chief Matthew Love

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41

AED Automatic Defibrillator Device

Efficiency A performance indication where inputs are measured per unit of output (or vice versa)

Input A performance indication where the value of resources are used to produce an output (e.g., funding)

Outcome A performance indication where qualitative consequences are associated with a program or service (e.g., the ultimate benefit to the public)

Output A performance indication where a quality or number of units is produced (e.g., training hours)

Performance Measure

A specific measurable result for each goal and or program

Stakeholder Any person, group, or organization that can place a claim on, or influence the organization’s resources or outputs, is affected by those outputs, or has an interest in or expectation of the organization

Strategic Goal A broad target that defines how the agency will carry out its mission over a specific period of time

Strategic Objective A specific, measurable accomplishment required to realize the completion of a strategic goal

Vision An idealized view of a desirable and potentially achievable future state. Where or what an organization would like to be in the future

GLOSSARY OF TERMS AND ACRONYMS

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42

APPENDIX Fort Myers Beach Fire Department Community Survey Report and Open-Ended

Question Analysis

Survey Overview and Respondent Demographics

• Survey delivered 2/19/2018-3/31/2018

• Promoted through civic associations, individual contacts, and Fort Myers Beach Chamber ofCommerce. Email distribution through Estero Island Taxpayer Association, Fort Myers BeachCivic Association, and individual condo associations

• Responses: 145

• Full Time Residents: 48

• Part Time Residents: 56

• “Other” 9: Landlord, property owner, investor, business manager

• 66 responses from Fort Myers Beach Zip Code: 33931

• Average Age of Respondents: 72.8

• Average Number of Adults in Household: 1.92

• Average Number of Children in Household: .39

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43

Question #1* Ranked priorities 1-5


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44


Open Ended Q#4: “Briefly, can you share why you selected these priorities? Would you add any new priorities?”

In response to this question, many of the priorities listed in the closed-ended questions were repeated. In these, support for employee recruitment, retention, and salary was most emphasized. This response included a focus on employee salaries. However, decreasing costs, increasing financial stability, and increased efficiency (such as equipment maintenance, seasonal staffing, or reducing fire truck response) was often noted. However, many respondents noted that sacrificing personnel, service, response time, or safety as a way to reduce costs was not supported. Community and firefighter safety was noted as important to respondents. Several respondents indicated support for the fire department to engage in readiness and preparedness. There were some additional comments that indicated a desire for the department to emphasize good service and response times. In some instances, this was related to locating a fire station closer to Times Square. In addition, there was some support for a fire boat and/or boat for response during flooding events. Finally, there was a good deal of support for the fire department and its staff. One respondent offered criticism related to the survey design.

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45

Question #5* Respondents were allowed to pick all that applied. Percentages will add up to more than 100.

Open-Ended Q#6: “How should the Department fund any new activities or services?”

In response to this question, there were far fewer open-ended responses than the previous. These responses indicated a lack of support for added taxes to provide new services, which are not already provided. Some respondents appeared to be unsure about the process of funding and understanding of community paramedicine, however, one identified it as a new revenue source. Several respondents supported increasing revenues through other sources, such as municipal, county, state, federal, fundraisers, traffic fines, nuisance alarms, or grant funds. One respondent noted the desire for lift-assist equipment. Another respondent indicated that initial and secondary inspections should not be charged, but re-inspections should carry a cost.

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46

Q#7

Q#8: Open-Ended: “We would like to learn about the work the FMB Fire Department does that you see as important to citizens. Please describe work the FMB Fire Department currently does that makes a big impact”

The overwhelming feedback related to this question was that response and service in fire, and medical emergencies was the most important impact that the fire department is making. Some respondents specifically noted medical response as providing the biggest impact. Several commented on the importance and impact of community involvement and education. Several others commented on inspections and life safety, noting the important work the fire department is doing in this area. One respondent noted the good work with the present budget.

Decrease response time to fires

$23.73

Decrease response time to medical

emergencies$26.70

Increase inspectio

ns for short term

rentals$5.86

Increase response capability to marine emergencies $13.66

Meeting market compensation levels

for Firefighters & Paramedics

$22.24

Provide for in-home

paramedic visits$7.81

If you had to spend/divide $100 of your income on services, how would you spend/divide it?

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47

Q#9: Open-Ended: “What is something that FMB Fire Department does not currently provide, but could provide to make a big impact”?

Respondent feedback to this question was roughly an even split between programming initiatives and equipment. There was considerable feedback related to a desire for increased community involvement, activities, and education. This included open houses, providing information to the public and visitors, and basic reporting. One respondent was interested in seeing a community notification system. Other respondents noted the desire for increased equipment, such as ambulances, to quickly reach all geographic areas, and increased capacity to respond to high rises. There were a fair number of responses related to increasing marine services and resources, such as a fire boat, or lifeguards. In addition, some noted the desire for increased life-safety programs, such as smoke alarms, and inspections (both of alarms and short-term rentals). A few responses were related to transportation safety needs.

Q#10

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48

Q#11

Q#12

AGENDA CATEGORY: New Business ITEM 7B AGENDA ITEM: Financial Report Formatting Draft SUBJECT: Draft revision to the Financial Report Presentation OTHER: Added at a previous meeting


PURPOSE Facilitate the Board of Fire Commissioners through a work session to assess alterations of the monthly financial report presentation.

HISTORY In a past meeting, the Board and staff discussed presentation formats of the monthly financial reports and options to better illustrate the information. District staff will facilitate a work session, identifying alternative presentation of the documents based on Board discussion.

RECOMMENDATION Staff recommends Board members provide work session feedback to the altered format, and discuss desires for future documents.


Account Name Report Balance Revenue Disbursements Balance02/28/18 & Transfers & Transfers 03/31/18

Money Market & Investments - BB&TAdValorem distribution (net of commissions) 203,714Impact Fees -Transport receipts (AR) 63,251FF Supplemental compensation 5,815Inspections and special events 1,590Retiree health reimbursements 961Worker's compensation wage reimbursement 917Interest earned 57Transfers to Disbursement account (1,051,300)

9,026,685 276,305 (1,051,300) 8,251,690

SBA - PrimeInterest earned 5,231Transfers to/from BB&T - -

3,445,844 5,231 - 3,451,075

Disbursement Acct - BB&TTransfers from Money Market 1,051,300Retiree health insurance reimbursements 18,932Bank charges (173)Contractual ACH payments (28,771)Payroll related & ACH payments (194,180)Net Payroll - direct deposits (356,797)Accts payable checks 43806 - 43846 & 44050 - 44099 (436,676)

208,603 1,070,232 (1,016,597) 262,238

Total District Funds 12,681,132 1,351,768 (2,067,897) 11,965,003

Less: Transfers (1,051,300) 1,051,300 Totals 12,681,132 300,468 (1,016,597) 11,965,003

Fort Myers Beach Fire Control DistrictSummary of Bank and Investment Account Activity

For the Month of March 2018

ELE468 (1,

EXAMPLE

wagwag

sement accounsement accoun

8,603 1,070,232070,23

1,351,7681, (2,06(2,06

,051,300),051,300) 1,051,30051,30

PLPLELEEE

Current AssetsDisbursement account 262,238$Investment accounts 8,251,690State Board Investment Fund 3,451,075Petty cash 300Accounts receivable 344,100Allowance for doubtful accounts (222,207)Prepaid expense (engine) 535,066

12,622,262Capital AssetsLand 1,429,970Buildings 6,528,166Equipment 1,558,377Fire/rescue vehicles 2,929,379Accumulated Depreciation (4,562,591)

7,883,301Other AssetsAmount to be provided 1,022,497

1,022,497Total Assets 21,528,060$

Current LiabilitiesAccounts payable 52,081$Accrued wages 98,514Payroll taxes payable 12,182Deferred revenue 9/11 Memorial Project 6,683Deferred revenue CERT 2,854Deferred revenue restricted donation 873Retirement payable 134,671Current portion of ambulance lease 54,366Current portion of Station 33 loan 126,206

488,430Long Term LiabilitiesCompensated Absences (estimate) 205,000Ambulance lease 81,901Construction loan Station 33 555,024

841,925Total Liabilities 1,330,355

Fund BalanceInvestment in Capital Assets (net of depreciation) 7,883,301Nonspendable 545,476Assigned 5,527,320Unassigned 6,241,608

20,197,705Total Liabilities & Fund Balance 21,528,060$

Liabilities and Fund Balance

Fort Myers Beach Fire Control DistrictStatement of Assets, Liabilities and Fund Balance

March 31, 2018

Assets

EXAMPLE

fulfulengine)engine)

etsets

tion

52,0815$$98,51498,5112,182,1826,6832,854548738737171

488,430488,430

AM

% Yr Remaining: 50.00%Actual Budget Variance Var %

RevenuesAd Valorem taxes 9,233,744 9,742,363 (508,619) 5.22%Impact Fees 1,414 9,400 (7,986) 84.96%Firefighters Supplemental Income 11,712 22,200 (10,488) 47.24%Inspection Fees & Special Events 14,082 34,000 (19,918) 58.58%Ambulance Transport Fees 241,306 725,000 (483,694) 66.72%Interest 26,820 26,900 (80) 0.30%Miscellaneous 9,480 5,037 4,443 88.21%Sale of Capital Assets 28,000 (28,000) 100.00%Proceeds from Debt 13,000 414,000 (401,000) 96.86%Total Revenue 9,551,558 11,006,900 (1,455,342) 13.22%Fund Balance carried forward 6,750,000 6,750,000Total Revenue & Fund Balance carried forward 9,551,558 17,756,900 8,205,342

ExpendituresPersonnel 3,514,430 9,004,400 5,489,970 60.97%Professional & Contractual 342,035 502,550 160,515 31.94%Communications & Freight 62,665 128,250 65,585 51.14%Utilities and Insurance 161,083 268,150 107,067 39.93%Repairs and Maintenance 101,336 347,500 246,164 70.84%Miscellaneous Operational & Administrative 11,483 33,550 22,067 65.77%Operating Supplies & Tools 164,875 383,120 218,245 56.97%Education & Training 41,321 207,400 166,079 80.08%Other Services 35,947 90,280 54,333 60.18%Capital Equipment 297,990 1,044,080 746,090 71.46%Debt Service 97,301 220,300 122,999 55.83%Total Operating Expenditures 4,830,466 12,229,580 7,399,114 60.50%

Fund Balance Reservations 5,527,320 5,527,320Total Expenditures and Reserves 4,830,466 17,756,900 12,926,434Revenues over (under) Expenditures & Reserves 4,721,092 (4,721,092)

Fund Balance, October 1 7,593,312Fund Balance, March 31 12,314,404

Fort Myers Beach Fire Control DistrictSummary Statement of Revenues, Expenditures and Changes in Fund Balance

For Six Months Ended March 31, 2018

E756,900756,90

LE66 12,229,580

5,527,3205,527,32 5,525 5

EXAMPLE

eeee

AssetsAssetsDebtDeb

dd forwardforwardBalanceBalance carriedcar forward

62161,08161,08101,336101,33611,483,483164,875164,8741,32141,321 20735,9477 90,2890,2297,990 1,044,0801,0

,301 220,300

1

LEEEEE


Board of Fire Commissioners Work Session & Meeting

New Bu siness Mate rials

AGENDA CATEGORY: New Business ITEM 8A AGENDA ITEM: District Membership with Other Entities SUBJECT: Information regarding memberships, such as the Chamber of Commerce OTHER: Added by Commissioner Morris

ACTION [Discussion/Approval]

PURPOSE Provide the Board of Fire Commissioners with information regarding membership with outside organizations, such as the Fort Myers Beach Chamber of Commerce.

HISTORY In the past, the District has belonged to many organizations to include the Chamber of Commerce and miscellaneous “rotary” type organizations.

At this meeting, staff will describe the history of these memberships and provide information to re-join entities, at the request of Commissioner Morris.

RECOMMENDATION Staff recommends Board members discuss their desire for membership.


AGENDA CATEGORY: AGENDA ITEM: SUBJECT: OTHER:

New Business ITEM 8B Board Meeting Cancellation Policy The ability for a member of the Board to cancel a meeting Added by Commissioner Morris

ACTION [Discussion]

PURPOSE Allow the Board of Fire Commissioners to discuss their desire as to how, and who may cancel a scheduled Board of Fire Commissioners Meeting.

HISTORY In the past, the District has cancelled meetings through the Fire Chief and individual Commissioner contact, however, a policy as to the Boards desire for this process does not exist.

At this meeting, the Board will discuss collective desires as to meeting cancellation, and staff will prepare the information for addition to the Board Policy Manual.

RECOMMENDATION Staff recommends Board members discuss desires and provide staff with policy language direction.


FORT MYERS BEACH FIRE CONTROL DISTRICT BOARD of FIRE COMMISSIONERS POLICY

Title Commissioner Policy Manual Number 100Division General Revision Date 4/3/2018

Effective Date 1/1/2018

FORT MYERS BEACH FIRE CONTROL DISTRICT BOARD of FIRE COMMISSIONER POLICYNumber- 100 Page 3 of 15 Revision Date: 4/2018

PURPOSEThe purpose of the Fort Myers Beach Fire Control District Board of Fire Commissioners Policy Manual is to define the policies and operating procedures the Board will use to conduct business.

SCOPEAll Fort Myers Beach Fire Control District Fire Commissioners.

POLICY

SECTION 1: Policies of the Board

I. The Commissioners operate in compliance with the Florida Statutes including, but not limited to;

A. F.S. 119: Public Records; Public Officers, Employees, and RecordsB. F.S. 120: Administrative Procedure Act; Public Officers, Employees, and

RecordsC. F.S. 189: Special Districts, F.S. Public Officers General Provisions F.S. 191:

Independent Special Fire Control Districts; Planning and DevelopmentD. F.S. 286: Public Business: Miscellaneous Provisions; Public BusinessE. F.S. 447: Labor Organizations; Labor

SECTION 2: Office

I. The principal business office of District and Board shall be at 100 Voorhis Street, Fort Myers Beach, Florida 33931, until otherwise designated by the Board.

SECTION 3: Meetings

I. Meeting MaterialsA. Commissioners will arrive prepared to all meetings having read Board material,

reports and/or correspondence on matters to be discussed at meetings. The Commissioners are encouraged to contact or meet with the Fire Chief prior to each meeting for clarification or questions regarding the material provided.

II. Roberts Rules of OrderBoard meetings will run consistent with Roberts Rules of Order for Small Boardspursuant to Sunshine Law.

III. Regular Meetings and Work Session MeetingsRegular Meetings and Work Session Meetings shall be held based on the approved and posted schedule.





IV. Special MeetingsSpecial meetings may be recommended by any member of the Board or the Fire Chief with seven (7) days’ notice provided to each Board member, the Fire Chief, and District Administrative Offices, and a majority vote of all Board members.

V. Emergency MeetingsEmergency meetings may be called by the Chair or Vice-Chair in the event of a bona fide emergency situation, with reasonable notice. Emergency Meetings will be subsequently ratified by the Board.

VI. Meeting AttendanceA. Commissioners will adhere to the components of the Florida Statutes, specifically

Chapter 191.005, regarding meeting attendance, which states, “The Board shall remove any member who has three (3) consecutive, unexcused absences from regularly scheduled meetings. The Board shall adopt policies by resolution defining excused and unexcused absences.”

B. Commissioners will attend all meetings unless excused. Commissioners willnotify the Fire Chief and Chair via email or telephone as soon as possible if they are unable to attend a meeting along with an explanation for being absent.

C. The Board has defined an excused absence as: times that a commissioner does not attend a scheduled meeting that is beyond the Commissioner’s control, providing that such absences do not exceed four (4) consecutive occurrences.

Any absence exceeding the four (4) excused consecutive absences will then be considered an unexcused absence and count towards the policy that the Board shall remove any member who has three (3) consecutive, unexcused absences from regularly scheduled meetings.

The Board may allow an exception to this policy for unusual temporary extended incapacity. This exception will only occur if a request is made in writing to the Board explaining why the Board should allow more than the four (4) unexcused consecutive absences, and is unanimously granted by the Board.

D. All meeting attendance must be in person.

E. Commissioners shall attend all scheduled Meetings in District provided attire, representing the District in a professional manner.





VII. AgendaA. Agendas for regular meetings and work sessions of the Board shall be created and

finalized at least four (4) days in advance whenever possible.

B. Commissioners shall notify the Fire Chief well in advance of the four (4) day window if they wish to add items to the agenda in order to allow for proper research and information. When adding an item to the agenda, the requesting Board member shall provide:

1. The area of the agenda for which the item will be placed (Old Business, New Business, Presentation, etc.)

2. The desired action to be taken (Information, Discussion, Approval, etc.)3. A description of the topic, which will adequately prepare other Board

members and staff for the topic to be discussed.

C. New Business and/or Old Business that remains open during a meeting should be carried forward as Old Business on the monthly agenda for the next meeting.

D. The agenda shall be reviewed, adjusted, and approved at the beginning of the meeting by the Board.

E. It is the general practice of the Board to review items, whenever possible, at a Work Session Meeting, and approve items at a Regular Meeting. Whenever possible, Work Session Meetings shall include presentation and discussion on topics, while Regular Meetings shall include the final vote on such items.

1.Items of time or other sensitivity shall be brought to the Board despite the meeting type, as to not delay decision making.

VIII. Conducting BusinessA. Vote Requirements.

The Board shall require the affirmative vote of a majority of the Board Memberspresent and voting for all actions unless otherwise noted by policy or Roberts Rules of Order.

B. AbstentionCommissioners must vote on all issues unless they have a conflict of interest and file the appropriate documentation with the state of Florida as identified in statute 112.3143, to abstain from voting. If a Commissioner has a voting conflict, pursuant to Florida Statute, they may still participate in the discussion of the issue before the Board of Commissioners.





C. OrderThe Board Chair, or designee, will maintain professionalism and order at meetings. Board, staff, and meeting attendees will allow each the ability to present information and generate respectful discussion without interruption of one’s presentation and/or disorderly conduct.

IX. Public Conduct at MeetingsComments by members of the public shall be made only during the “Public Comment” portions of the meeting and shall be limited to three (3) minutes per individual and five (5) minutes per group spokesperson unless additional opportunity is given at the Board’s discretion. Public comments do not require a response from the Board.

SECTION 4: Commissioners

A. InterferenceNo Commissioner shall interfere with the daily operation of the Fire Department,unless the Board as a whole agrees to bring to the attention of the Fire Chief an area of the daily operation in which the Board deems is not fit or proper.

B. AdministrationBoard member’s requests for administrative services and information shall be made through the Fire Chief. All information provided to one Board member shall be disseminated to all Board members.

C. Collective BargainingIt is recommended that Commissioners do not attend collective bargaining sessions. While they are open to the public, if more than one Commissioner attends, it could be a violation of the Sunshine Law. The Commission, as a whole will vote on the Collective Bargaining Agreement at a publicly advertised meeting. At that meeting the Commission is to vote based on having the same information. Attendance at the Collective Bargaining Negotiations could result in a Commissioner making his/her decision on information that the rest of the Commission does not have. Additionally, attendance at the Collective Bargaining Negotiations could expose the attending Commissioner to deposition in any subsequent litigation.

D. Commissioner Contact with Employees and Members of the District

1. Commissioners will adhere to labor contracts adopted by the District with regard to involvement with Department personnel.

AGENDA CATEGORY: New Business ITEM 8C AGENDA ITEM: Board Job Description Approval Policy SUBJECT: Research as to Board Approval Requirement OTHER:


PURPOSE Provide the Board of Fire Commissioners with feedback from legal counsel regarding the approval of job descriptions.

HISTORY In a past meeting, the Board requested staff use legal counsel to determine the need for Board approval of Job Description revisions. Feedback from legal counsel identified that it is not required for the Board to approve Job Descriptions.

RECOMMENDATION Staff recommends Board members discuss desires for policy inclusion regarding Job Description approval.



AGENDA CATEGORY: New Business ITEM 8D AGENDA ITEM: Board Policy Regarding Super Majority Vote SUBJECT: Identify what items in Board Policy should require Super Majority voting OTHER: Added by Commissioner Morris

ACTION [Discussion]

PURPOSE Allow the Board of Fire Commissioners to discuss their desire as to what components of the Board Policy Manual should require a super majority vote.

HISTORY The Board Policy Manual was established to provide information as to how the Board governs itself, as well as locate all Board Policy in one location. In review of recent District documents, the concept of super majority voting and its definition, has surfaced. This has prompted the review of the Board Policy Manual and a desire for the Boards interpretation as to items requiring a super majority vote. At this meeting, the Board will discuss areas in the Board Policy Manual, which may require a super majority vote and direct staff to provide draft language changes.

RECOMMENDATION

Staff recommends Board members discuss policy language desires and provide staff direction for draft alterations.




FORT MYERS BEACH FIRE CONTROL DISTRICT BOARD of FIRE COMMISSIONER POLICYNumber- 100 Page 14 of 15 Revision Date: 4/2018 “VOTE”

SECTION 9: Board of Fire Commissioner Policy Adoption

I. The Board will review this document as needed, and no less than annually.

II. The Board may alter this document with an affirmative super majority vote of all existing District Board members (75% or more: 4 out of 5, 3 out of 4, 3 out of 3).

III. By order of the Fort Myers Beach Fire Control District Board of Fire Commissioners, this Board of Fire Commissioner Policy Manual is adopted on this 19th day of December,2017 and becomes effective as of January 1, 2018.

//s//Chairwoman Morris

//s//Vice-Chairman Schindler

//s//Secretary/Treasurer Raymond

//s//Commissioner Wood

//s//Commissioner Fleming

*Signatures on file with the District

AGENDA CATEGORY: New Business ITEM 8E AGENDA ITEM: Mid Fiscal Year Budget Review SUBJECT: Assessment of Budget with 50% Year Completion OTHER: As requested by the Board


PURPOSE Provide the Board of Fire Commissioners with a financial and administrative assessment of the District’s revenue and expenditure stance with half of the fiscal year completed.

HISTORY As a result of public safety expenditures and revenues, budget reporting can present inconstant data throughout the year based on the unequal alterations month-by-month. To provide some assessment and information to the Board as to the status of planned and unplanned expenditures and revenues, the Board requested staff provide a mid-fiscal year budget review to identify the financial status of the organization.

At this meeting, staff will describe aspects of the budget plan for the 2017-2018 Fiscal Year, and how that compares to the current status of District funds.

RECOMMENDATION Staff recommends Board members view the presentation by District staff and provide comments for the remainder of the fiscal year and future budget years.


6

% Yr Remaining: 50.00%Actual Budget Variance Var %

Revenues1 Ad Valorem taxes 9,233,744 9,742,363 (508,619) -5.22%2 Impact Fees 1,414 9,400 (7,986) -84.96%3 Firefighters Supplemental Income 11,712 22,200 (10,488) -47.24%4 Inspection Fees & Special Events 14,082 34,000 (19,918) -58.58%5 Ambulance Transport Fees 241,306 725,000 (483,694) -66.72%6 Interest 26,820 26,900 (80) -0.30%7 Miscellaneous 9,480 5,037 4,443 88.21%8 Sale of Capital Assets 13,000 28,000 (15,000) -53.57%9 Proceeds from Debt - 414,000 (414,000) -100.00%

10 Total Revenue 9,551,558 11,006,900 (1,455,342) -13.22%

Expenditures11 Personnel 3,514,430 9,004,400 5,489,970 60.97%12 Professional & Contractual 342,035 502,550 160,515 31.94%13 Communications & Freight 62,665 128,250 65,585 51.14%14 Utilities and Insurance 161,083 268,150 107,067 39.93%15 Repairs and Maintenance 101,336 347,500 246,164 70.84%16 Miscellaneous Operational & Administrative 11,483 33,550 22,067 65.77%17 Operating Supplies & Tools 164,875 383,120 218,245 56.97%18 Education & Training 41,321 207,400 166,079 80.08%19 Other Services 35,947 90,280 54,333 60.18%20 Capital Equipment 297,990 1,044,080 746,090 71.46%21 Debt Service 97,301 220,300 122,999 55.83%22 Total Operating Expenditures 4,830,466 12,229,580 7,399,114 60.50%

Fort Myers Beach Fire Control District

Summary Statement of Revenues and ExpendituresFor Six Months Ended March 31, 2018

Board of Fire Commissioners Mid-Fiscal Year Budget Review


AGENDA CATEGORY: New Business ITEM 8F AGENDA ITEM: Presentation of the September 30, 2017 Audited Financial Statement (Draft) SUBJECT: Auditor’s review of the financial statement and findings OTHER: Presented by Jeff Brown, Partner; Ashley, Brown & Company CPAs

ACTION [Review/Discussion]

PURPOSE To provide the Board of Fire Commissioners with audit findings for year ended September 30, 2017 audited by Ashley, Brown and Company, CPAs as required by Florida State Statutes and Government Auditing Standards.

HISTORY The annual financial statement is audited by an independent auditor pursuant to Florida State Statute 219.39 and in accordance with Government Auditing Standards and the Rules of the Florida Auditor General, Chapter 10.550.

RECOMMENDATION Board review and discussion, with a final approval at the June 19, 2018 regular meeting.

The accompanying notes are an integral part of this statement.

FORT MYERS BEACH FIRE CONTROL DISTRICT

STATEMENT OF NET POSITION- GOVERNMENTAL FUNDSSeptember 30, 2017

GovernmentalActivities

ASSETSCurrent Assets:

Cash and Cash Equivalents 3,804,894$ Cash and Cash Equivalents - restricted 10,410 Investments 3,424,475 Due from Other Governments 73,679 Receivables, net 179,079 Prepaid Expenses 644,792

Total Current Assets 8,137,329

Noncurrent Assets:Capital Assets:

Land 1,429,970 Depreciable Buildings, Equipment,and Vehicles

(Net of $4,287,593 Accumulated Depreciation) 6,551,407 Total Noncurrent Assets 7,981,377

TOTAL ASSETS 16,118,706

DEFERRED OUTFLOW OF RESOURCES - PENSIONS 4,827,215

TOTAL ASSETS AND DEFERRED OUTFLOWS OF RESOURCES 20,945,921

LIABILITIESCurrent Liabilities:

Accounts Payable 150,259 Accrued Expenses 383,350 Unearned Revenue 10,410 Current Portion of Long-Term Obligations 177,885

Total Current Liabilities 721,904

Noncurrent Liabilities:Noncurrent Portion of Long-Term Obligations 12,694,233

TOTAL LIABILITIES 13,416,137

DEFERRED INFLOW OF RESOURCES - PENSIONS 773,004

TOTAL LIABILITIES AND DEFERRED INFLOWS OF RESOURCES 14,189,141

NET POSITIONInvestment in Capital Assets, Net of Related Debt 7,076,299 Unrestricted (deficit) (319,519)

TOTAL NET POSITION 6,756,780$

T001



STATEMENT OF ACTIVITIES For the Year Ended September 30, 2017

Governmental

ActivitiesPROGRAM EXPENSES

Governmental ActivitiesPublic Safety - Fire Protection

Personal Services 7,901,840$ Operating Expenses 1,538,982 Interest and Fiscal Charges 20,187 Depreciation 498,160

TOTAL PROGRAM EXPENSES 9,959,169

PROGRAM REVENUESCharges for Services

Ambulance 644,411 Inspection Fees 31,137 Gain on Disposition of Capital Assets 6,239

Operating Grants and Contributions 27,444 TOTAL PROGRAM REVENUES 709,231 NET PROGRAM EXPENSES 9,249,938

GENERAL REVENUESAd Valorem Taxes 9,371,346 Impact Fees 6,123 Interest 39,878 Other 16,093

TOTAL GENERAL REVENUES 9,433,440

INCREASE (DECREASE) IN NET POSITION 183,502

NET POSITION, BEGINNING OF THE YEAR 6,573,278

NET POSITION, END OF THE YEAR 6,756,780$

T002



BALANCE SHEET September 30, 2017

GeneralFund

ASSETS Cash and Cash Equivalents 3,804,894$ Cash and Cash Equivalents - Restricted 10,410 Investments 3,424,475 Due from Other Governments 73,679 Receivables, net 179,079 Prepaid Expenses 644,792

TOTAL ASSETS 8,137,329$

LIABILITIES AND FUND BALANCES

LIABILITIESAccounts Payable 150,259$ Accrued Expenses 383,350 Unearned Revenue 10,410

TOTAL LIABILITIES 544,019

FUND BALANCESNonspendable 644,792 Assigned 5,546,602 Unassigned 1,401,916

TOTAL FUND BALANCES 7,593,310

TOTAL LIABILITIES AND FUND BALANCES 8,137,329$

T003



September 30, 2017

Total fund balances for governmental funds 7,593,310$

Capital assets not being depreciated: Land 1,429,970$

1,429,970 Capital assets being depreciated:

Building, equipment, and vehicles 10,839,000 Less: accumulated depreciation (4,287,593)

6,551,407

Deferred outflows related to pensions 4,827,215 Deferred inflows related to pensions (773,004)

4,054,211

Net Pension Liability - FRS (8,907,555) Net Pension Liability - HIS (1,498,734) Net OPEB Obligation (1,351,000) Compensated Absences (209,751) Note Payable - Series 2013 (743,358) Lease Payable - Ambulances (161,720)

(12,872,118)

Total net position of governmental activities 6,756,780$

RECONCILIATION OF THE BALANCE SHEET TO THE STATEMENT OF NET POSITION -GOVERNMENTAL FUNDS

Long-term liabilities are not due and payable in the current period andtherefore are not reported in the funds.

Amounts reported for governmental activities in the statement of net assetsare different because:

Capital assets used in governmental activities are not financial resourcesand therefore are not reported in the governmental funds.

Deferred outflows and deferred inflows related to pensions are applied tofuture periods and, therefore, are not reported in the governmental funds.

T004



STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN FUND BALANCESFor the Year Ended September 30, 2017

GeneralFund

REVENUESAd Valorem Taxes 9,371,346$ Intergovernmental Revenue:

F/F Supplemental Income 22,053 Grants 5,391

Charges for Services:Ambulance 644,411 Inspection Fees 31,137

Impact Fees 6,123 Interest Income 39,878 Other income:

Donations 75 Miscellaneous 16,018

TOTAL REVENUES 10,136,432

EXPENDITURES Public Safety

Personal Services 6,982,778 Operating Expenditures 1,538,982 Capital Outlay 310,182 Debt Service:

Principal Reduction 174,415 Interest and Fiscal Charges 20,187

TOTAL EXPENDITURES 9,026,544

EXCESS OF REVENUES OVER (UNDER) EXPENDITURES 1,109,888

OTHER FINANCING SOURCES (USES)Proceeds from Dispositions of Capital Assets 8,000

TOTAL OTHER FINANCING SOURCES (USES) 8,000

NET CHANGE IN FUND BALANCE 1,117,888

FUND BALANCES - October 1, 2016 6,475,422

FUND BALANCES - September 30, 2017 7,593,310$

T005



For the Year Ended September 30, 2017

1,117,888$

Plus: Expenditures for capital assets 310,182$ Less: current year depreciation (498,160) Plus: Gain on the disposition of capital assets 6,238 Less: proceeds from the disposition of capital assets (8,000)

(189,740)

Repayments (principal retirement): Note payable - Series 2013 122,332

Lease payable - ambulances 52,083 174,415

Increase in pension expense related to amortization of deferred inflows and deferred outflows (728,688)

Increase in OPEB (141,000) Increase in compensated absences (49,373)

(919,061) Increase in net position of governmental activities 183,502$

RECONCILIATION OF THE STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCES TO THE STATEMENT OF ACTIVITIES

Governmental funds report capital outlays as expenditures. However, in thestatement of activities the cost of those assets is allocated over theirestimated useful lives and reported as depreciation expense. Additionally,dispositions of capital assets resulted in a decrease to net assets. The totalsale proceeds provides current financial resources and reduces expenses inthe governmental funds.

The issuance of debt is reported as a financing source in governmentalfunds and thus contribute to the change in fund balance. In the statement ofnet position, however, issuing debt increases long-term liabilities and doesnot affect the statement of activities. Similarly, repayment of principal is anexpenditure in the governmental funds but reduces the liability in thestatement of net position.

Some expenses reported in the statement of activities do not require the useof current financial resources and therefore are not reported as expendituresin the governmental fund.

Net change (expenditures in excess of revenues and other financingsources) in fund balances - total governmental funds

The increase (change) in net position reported for governmental activities inthe statement of activities is different because:

T006



STATEMENT OF FIDUCIARY NET POSITIONSeptember 30, 2017

RetireeInsurance

Trust FundASSETS

Cash and Cash Equivalents 70,429$ Investments, at Fair Value:

Domestic Equities - Common Stock & Options 706,660 Master Limited Partnerships 103,522 Fixed Income Corporate Bonds 107,054 Government & GSE Bonds 170,166

Accrued Interest - TOTAL ASSETS 1,157,831.00

LIABILITIES AND NET POSITION

LIABILITIESAccounts Payable and Accrued Expenses -

TOTAL LIABILITIES -

NET POSITIONHeld In Trust for VEBA Retiree Health Insurance Benefits 1,157,831

TOTAL NET POSITION 1,157,831$

T007



STATEMENT OF CHANGES IN FIDUCIARY NET POSITION -For the Year Ended September 30, 2017

RetireeInsurance

Trust FundADDITIONS

Contributions:Employer 87,518$ Employees -

Total Contributions 87,518

Investment Income:Net Appreciation in Fair Value of Investments 51,484 Net Realized Gain 37,460 Interest and Dividends 21,681

110,625 Less: Investment Expense (6,615)

Net Investment Income 104,010 TOTAL ADDITIONS 191,528

DEDUCTIONSBenefits Paid 97,667 Administrative Expenses 20,573

TOTAL DEDUCTIONS 118,240

CHANGE IN NET POSITION 73,288

NET POSITION - BEGINNING OF THE YEAR 1,084,543

NET POSITION - END OF THE YEAR 1,157,831$

T008

FORT MYERS BEACH FIRE CONTROL DISTRICTNOTES TO THE FINANCIAL STATEMENTSSeptember 30, 2017

Organization

Reporting Entity

Government-wide and Fund Financial Statements

NOTE A - ORGANIZATION AND SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES

Fort Myers Beach Fire Control District (the "District") is an independent special district established onMay 1, 1951, by Laws of Florida, Chapter 51-27676, as amended, under the provisions of FloridaStatute Chapter 633. Laws of Florida, Chapter 2000-422 codified, reenacted, amended and repealed itsprior enabling acts and was effective June 5, 2000. The District's codified act was amended by Laws ofFlorida, Chapter 2008-275 which was approved by the Governor on June 17, 2008. This law approveda change in District boundaries by removing certain lands from within the District. The District has thegeneral and special powers prescribed by Florida Statutes Chapters 189, 191 and 633.15 as well asLaws of Florida, Chapter 97-340. The District was created for the purpose of providing fire control andprotection services for a certain designated area along coastal Lee County. The District also providesemergency medical and crash and rescue services including transport (ambulance) services. TheDistrict's service area includes the Town of Fort Myers Beach and certain adjacent areas ofunincorporated Lee County. The District is governed by an at-large elected five (5) member Board ofCommissioners serving staggered four (4) year terms. The District operates three (3) stations plus itsadministrative offices.

During the year ended September 30, 2008, per the requirement of Government Accounting StandardsBoard Statement Number 45, "Accounting and Financial Reporting by Employers for Post-RetirementBenefits Other Than Pensions" (GASB 45), the District established a fiduciary fund to record the netassets available for retiree insurance benefits trust - VEBA.

The District adheres to Governmental Accounting Standards Board Statement Number 14, "FinancialReporting Entity" (GASB 14), as amended by GASB Statement Number 39, "Determining WhetherCertain Organizations Are Component Units" (GASB 39) and GASB Statement Number 61 , "TheFinancial Reporting Entity: Omnibus - An Amendment of GASB Statements No. 14 and No. 34"(GASB 61).

These Statements require the basic financial statements of the District (the primary government) toinclude its component units, if any. A component unit is a legally separate organization for which theelected officials of the primary government are financially accountable. Based on the criteriaestablished in GASB 14, as amended, there are no component units required to be included. Therefore,no component units are included in the District's basic financial statements.

The government-wide financial statements include the statement of net position and the statement ofactivities. These statements report financial information for the District as a whole. Individual fundsare not displayed, but the statements distinguish governmental activities, generally supported byintergovernmental and general revenues.

T009


Government-wide and Fund Financial Statements, continued

Measurement Focus, Basis of Accounting, and Financial Statement Presentation

The insurance trust fund (VEBA) accounts for the activities of the Retiree Insurance Trust, whichaccumulates resources for the payment of post-employment benefits other than pension for qualifiedretirees. This fiduciary fund is not reported in the government-wide financial statements, as the assetsin this fund are held in trust for retirees and are not available for the operations of the District.

The financial statements of the District have been prepared in accordance with accounting principlesgenerally accepted in the United States of America (U.S. GAAP). The District’s reporting entityapplies all relevant Governmental Accounting Standards Board (GASB) pronouncements.

Fund financial statements for the District's governmental and fiduciary funds are presented after thegovernment-wide financial statements. These statements display information about major fundsindividually and nonmajor funds in aggregate for governmental funds. The General Fund is theDistrict's primary operating fund and only governmental fund. It accounts for all financial resources ofthe District, including any impact fees collected.

NOTE A - ORGANIZATION AND SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES,CONTINUED

The statement of activities reports the expenses of a given function offset by program revenues directlyconnected with the functional program. A function is an assembly of similar activities and may includeportions of a fund or summarize more than one fund to capture the expenses and program revenuesassociated with a distinct functional activity. Program revenues include: (1) charges to customers orapplicants who purchase, use, or directly benefit from goods, series, or privileges provided by a givenfunction; and (2) grants and contributions that are restricted to meeting the operating activities orcapital improvements of a particular function. Program revenues are considered to be revenuesgenerated by services performed and/or by fees charged, such as inspection and ambulance fees, aswell as operating and capital grants. Taxes and other revenue sources not properly included withprogram revenues are reported as general revenue.

The purpose of the government-wide financial statements is to allow the user to be able to determine ifthe District is in a better or worse financial position than the prior year.

The accounts of the District are organized on the basis of funds, each of which is considered a separateaccounting entity. The operations of each fund are accounted for with a separate set of self-balancingaccounts that comprise its assets, liabilities, fund equity or retained earnings, revenues, andexpenditures or expenses, as appropriate. Government resources are allocated to and accounted for inindividual funds based upon the purpose for which they are to be spent and the means by whichspending activities are controlled.

T010


Measurement Focus, Basis of Accounting, and Financial Statement Presentation, continued


Basis of accounting refers to when revenues and expenditures or expenses are recognized in theaccounts and reported in the basic financial statements. Basis of accounting relates to the timing of themeasurements made, regardless of the measurement focus applied.

Government-wide financial statements are reported using the economic resources measurement focusand the accrual basis of accounting. Under the accrual basis of accounting, revenues, expenses, gains,losses, assets, and liabilities resulting from exchange and exchange-like transactions are recognizedwhen the exchange takes place.

Revenues are recorded when earned and expenses are recorded when a liability is incurred, regardlessof the timing of related cash flows. Property taxes are recognized as revenues in the year for whichthey are levied. Grants and similar items are recognized as revenue as soon as all eligibilityrequirements have been met.

Amounts paid to acquire capital assets are capitalized as assets in the government-wide financialstatements, rather than reported as expenditures. Proceeds of long-term debt are recorded as liabilitiesin the government-wide financial statements, rather than as other financing sources. Amounts paid toreduce long-term indebtedness of the reporting government are reported as a reduction of the relatedliability in the government-wide financial statements, rather than as expenditures.

Non-current governmental assets, such as land and buildings, and non-current governmental liabilities,such as notes payable and capital leases, to be reported in the governmental activities column in thegovernment-wide Statement of Net Position.

Governmental fund financial statements are reported using the current financial resources measurementfocus and the modified accrual basis of accounting. Revenues are considered to be available when theyare collected within the current period or soon enough thereafter to pay liabilities of the current period.

Revenues are recognized as soon as they are both measurable and available. Revenues are consideredto be available when they are collectible within the current period and soon enough thereafter to payliabilities of the current period. For this purpose, the District considers tax revenues to be available ifthey are collected within sixty days of the end of the current fiscal period.

T011


Measurement Focus, Basis of Accounting, and Financial Statement Presentation, continued

Net Position

Expenditures are generally recognized under the modified accrual basis of accounting when the relatedfund liability is incurred. Exceptions to this general rule include: (1) principal and interest on the long-term debt, if any, which is recognized when due; and (2) expenditures, which are generally not dividedbetween years by the recording of prepaid expenditures.

The Fiduciary Fund - Retiree Insurance Trust Fund (VEBA) financial statements are prepared using theaccrual basis of accounting and the economic resources measurement focus. Plan member contributions are recognized in the period in which the contributions are due. Employer contributions are recognizedwhen due and the employer has made a formal commitment to provide the contributions. Benefits andrefunds are recognized when due and payable.

Restricted assets and liabilities related to restricted assets which are current in nature are reported withcurrent assets and current liabilities in both the government-wide and fund financial statements.

Separate financial statements are provided for governmental funds and fiduciary funds, even though thelatter are excluded from the government-wide financial statements.

Sometimes the government will fund outlays for a particular purpose from both restricted (e.g.,restricted grant proceeds) and unrestricted resources. In order to calculate the amounts to report asrestricted –net position and unrestricted – net position in the government-wide financial statements, aflow assumption must be made about the order in which the resources are considered to be applied. It isthe District’s policy to consider restricted – net position to have been depleted before unrestricted – netposition is applied.

Net position in the government-wide fund financial statements are classified as net investment in capital assets, restricted, and unrestricted. Restricted net positions represent constraints on resources that are either a) externally imposed by creditors, grantors, contributors or laws or regulations of other governments or b) imposed by law through state statute.

Revenues susceptible to accrual are property taxes, ambulance fees, interest on investments, andintergovernmental revenues. Property taxes are recorded as revenues in the fiscal year in which theyare levied, provided they are collected in the current period or within sixty days thereafter. Interest oninvested funds and ambulance fees are recognized when earned. Intergovernmental revenues that arereimbursements for specific purposes or projects are recognized when all eligibility requirements aremet.


T012


Fund Balances

Impact FeesThrough an interlocal agreement, the District levies an impact fee on new construction within theDistrict. The intent of the fee is for growth within the District to pay for capital improvements neededdue to the growth. The fee is collected by both Lee County and the Town of Fort Myers Beach and isremitted to the District. The fee is refundable if not expended by the District within twenty (20) yearsfrom the date of collection. The District, therefore, records this fee as restricted cash and as unearnedrevenue, in the general fund, until the date of expenditure, at which time it is recognized as revenue andcharged to growth related debt service in the fund financial statements and debt reduction in thegovernment-wide financial statements.

Unassigned fund balance is fund balance that has not been reported in any other classification withinthe General Fund.


When both restricted and unrestricted resources are combined in a fund, expenditures are considered tobe paid first from restricted resources, as appropriate, and then from unrestricted resources. Thegovernmental fund financial statements the District maintains include nonspendable, restricted,committed, assigned and unassigned fund balances. Nonspendable fund balances are those that cannotbe spent because they are either (a) not in spendable form or (b) legally or contractually required to bemaintained intact. Criteria include items that are not expected to be converted into cash, for exampleprepaid expenses.

The District's restricted fund balance consists of amounts that can be spent only on specific purposesstipulated by constitutional provisions or enabling legislation or externally imposed by creditors,grantors, contributors, or laws or regulations of other governments.

Committed fund balance consists of amounts that can only be used for specific purposes pursuant toresolution of the District Board. Committed fund balance may be redirected by the District Board toother purposes as long as the original constraint is removed by a similar resolution. The resolutiongiving rise to the committed fund balance must be imposed by the end of the fiscal year.

The District's assigned fund balances are a result of the District's Board approval. The District's intentis to maintain a minimum assigned fund balance level of three (3) months of prior year totalexpenditures. The assigned fund balance will serve as the District's operational reserve to carry theDistrict's operations from October 1 through December 31 of the subsequent fiscal year. The Board'sintent is to hold an assigned capital asset reserve for future capital asset needs as well as assigned fundbalance amounts for disaster events (30 days all-out response). At September 30, 2017, fund balance isalso assigned for a variety of specific items by District Board action. Any use of the assigned fundbalance requires the District's Board approval.

T013


Impact Fees, continued

Investments

Capital Assets


During the year ended September 30, 2013, the District resolved to eliminate the Impact Fee Fund dueto the small amount of impact fees collected annually. Impact fees imposed and collected by LeeCounty and the Town of Fort Myers Beach are based on new construction within the District. The feesare restricted and can only be used for certain capital expenditures and/or related debt associated withgrowth within the District. Any amounts collected are applied to the debt service of previouslyapproved debt.

The District adheres to the requirements of Governmental Accounting Standards Board (GASB)Statement Number 31, "Accounting and Financial Reporting for Certain Investments and for ExternalInvestment Pools" (GASB 31), in which all investments are reported at fair value, other than thoseincluded in GASB Statement Number 79 "Certain External Investment Pools and Pool Participants," inwhich investments are reported at amortized cost, GASB Statement 40 "Deposit and Investment RiskDisclosures—an amendment of GASB Statement No. 3," and GASB Statement Number 72, "FairValue Measurement and Application." Specifically, the District has adopted a policy to adhere toChapter 218.415(17), Florida Statutes.

Investments held by the District's fiduciary fund (VEBA) may include marketable securities, bonds,time deposits, mutual funds, money market funds and depository accounts. On November 28, 2008, theVEBA fund adopted a separate investment policy from that of the District which was intended to be incompliance with Florida Statute Chapter 218.415(1-16).

Capital assets, which include land, construction in progress, buildings and improvements, vehicles, andequipment, are reported in the government-wide Statement of Net Position, and are capitalized anddepreciated. Expenditures for capital assets are recorded in the fund statements as current expenditures.

The District follows a capitalization policy which calls for capitalization of all capital assets that have acost or donated value of $1,000 or more and have a useful life in excess of one year.

All capital assets are valued at historical cost, or estimated historical cost if actual historical cost is notavailable. Donated capital assets are valued at acquisition value on the date donated. Public domain(infrastructure) capital assets consisting of certain improvements other than building, including curbs,gutters and drainage systems, are not capitalized, as the District generally does not acquire such assets.No debt-related interest expense is capitalized as part of capital assets.

Maintenance, repairs and minor renovations are not capitalized. The acquisition of land andconstruction projects utilizing resources received from Federal and State agencies is capitalized whenthe related expenditure is incurred.

T014


Capital Assets, continued

Asset YearsBuildings and Improvements 20 - 40Vehicles 5 - 20Equipment 3 - 10

Compensated Absences

Retirement Plans

The District's retirement plans and related amounts are described in a subsequent note.

Deferred Outflows/Inflows of Resources

The District's employees accumulate annual leave based on the number of years of continuous service.Upon termination of employment, employees can receive payment of accumulated annual leave ifcertain criteria are met. The cost of personal leave benefits (compensated absences) are expended in the respective operating funds when payments are made to employees. However, the liability for allaccrued personal leave benefits is recorded in the government-wide Statement of Net Position.

In the government-wide Statement of Net Position, liabilities are recognized for the District'sproportionate share of each pension plan's net pension liability. For purposes of measuring the netpension liability, deferred outflows of resources and deferred inflows of resources related to pensions,and pension expense, information about the fiduciary net position of the Florida Retirement System(FRS) and the Health Insurance Subsidy (HIS) defined benefit plan and additions to/deductions fromfiduciary net position have been determined on the same basis as they are reported by the Plans. Forthis purpose, benefit payments, (including refunds of employees contributions) are recognized whendue and payable in accordance with the benefit terms.

In addition to assets, the statement of net position reports a separate section for deferred outflows ofresources. This separate financial statement element, deferred outflows of resources, represents aconsumption of net position that applies to future periods and so will not be recognized an as outflowof resources (expense/expenditure) until then. The deferred amount on pensions is reported in thegovernment-wide Statement of Net Position. The deferred outflows of resources related to pensions arediscussed in a subsequent note.

Depreciable capital assets are depreciated using the straight-line method over the following estimateduseful lives:


Expenditures that materially increase values, change capacities, or extend useful lives are capitalized.Upon sale or retirement, the cost is eliminated from the respective accounts.

T015


Deferred Outflows/Inflows of Resources, continued

Budgetary Information

The District has adopted an annual budget for the General Fund .

No budget was legally required or adopted for the District's Fiduciary Fund - VEBA.

The District follows these procedures in establishing budgetary data for the General Fund:

1.

2. Public hearings are conducted to obtain taxpayer comments.

3. The budget is adopted by approval of the Board of Commissioners.

4.

5.

6. The level of control for appropriations is exercised at the fund level.

7. Appropriations lapse at year-end.


In addition to liabilities, the statement of net position reports a separate section for deferred inflows ofresources. This separate financial statement element, deferred inflows of resources, represents anacquisition of net position that applies to a future period and so will not be recognized as an inflow ofresources (revenue) until that time. The deferred amount on pensions is reported only in thegovernment-wide Statement of Net Position. A deferred amount on pension results from the differencein the expected and actual amounts of experience, earnings, and contributions. This amount is deferredand amortized over the service life of all employees that are provided with pensions through thepension plan except earnings which are amortized over five to seven years.

The District has elected to report budgetary comparison of major funds as required supplementaryinformation (RSI).

During the summer of each year, the District Fire Chief submits to the Board of Commissionersa proposed operating budget for the fiscal year commencing on the upcoming October 1. Theoperating budget includes proposed expenditures and the means of financing them.

Budget amounts, as shown in these financial statements, are as originally adopted or as amendedby the Board of Commissioners.

The budget is adopted on a basis consistent with accounting principles generally accepted in theUnited States of America.

During the year ended September 30, 2017, the Board, in accordance with Florida Statutes, approvedone budget amendment in the General Fund which increased cash brought forward reserves by$300,423 for the building and equipment replacement reserves.

T016


Encumbrances

Management Estimates

Subsequent Events

NOTE B - CASH AND CASH EQUIVALENTS

The preparation of financial statements in conformity with accounting principles generally accepted inthe United States of America requires management to make estimates and assumptions that affect thereported amounts of assets, liabilities and disclosure of contingent assets and liabilities at the date ofthe financial statements and the reported amounts of revenues and expenditures during the reportingperiod. Actual results could differ from those estimates.

Subsequent events have been evaluated through May 12, 2018, which is the date the basic financialstatements were available to be issued.

The District's deposit policy is in accordance with Florida Statute Chapter 218.415(17). At September30, 2017, the District maintained deposits in checking accounts and money market savings accounts.These deposits were entirely covered during the year and at year-end by federal depository insurance orby collateral pursuant to the Public Depository Security Act of the State of Florida (Florida StatuteChapter 280). District depositories are banks designated as qualified depositories by the StateTreasurer. As of September 30, 2017, the carrying amount of the District's deposits includinginvestments in the Local Government Surplus Funds Trust Fund- PRIME ("PRIME") administered bythe Florida State Board of Administration ("SBA"), but exclusive of the Retiree Insurance Trust FundVEBA was $7,239,479, the bank balance was $7,242,465, and cash on hand was $300. Restricted cashconsisted of $6,683 for the 9/11 Memorial at Station 33, $873 as a restricted use donation, and $2,854for Community Emergency Response Training support.

The Retiree Insurance Trust Fund (VEBA), as later defined, held restricted cash and cash equivalentsof $70,430 (book and bank balance as well as deposits), at September 30, 2017, in a money marketfund. This cash account is not subject to coverage under the Federal Depository Insurance (FDIC) orby collateral pursuant to the Public Depository Security Act of the State of Florida (Florida Statute280).

Encumbrance accounting, under which purchase orders, contracts and other commitments for theexpenditure of monies are recorded in order to reserve that portion of the applicable appropriation, isnot employed by the District because, at present, it is not necessary in order to assure effectivebudgetary control or to facilitate effective cash planning and control.


T017


NOTE C - INVESTMENTS

District Investments

Retiree Insurance Trust Fund (VEBA) Investments

VEBA Investment Authorization

Florida Statutes and District policy authorize investments in PRIME, an external 2a7-like investmentpool. The Fund is publicly traded and may lose principal. PRIME is not registered with the SEC as aninvestment company, but nevertheless has a policy that it will, and does, operate as a qualifyingexternal investment pool. PRIME has a Standard & Poor’s rating of AAAm at September 30, 2017 andmeets all of the necessary criteria to elect to measure all of the investments in PRIME at amortizedcost. In terms of interest rate risk, PRIME had a weighted average days to maturity (WAM) of 51 daysand a weighted average life (WAL) of 80 days at September 30, 2017. PRIME was not exposed to anyforeign currency risk nor did it participate in a securities lending program during the period fromOctober 1, 2016 through September 30, 2017. There are currently no limitations as to the frequency ofredemptions; however, PRIME has the ability to impose restrictions on withdrawals should a materialevent occur. Detailed information on the withdrawal restrictions that may be imposed and PRIME’sresponsibilities should such an event occur is described in Section 218.409(8)(a), Florida Statutes.

The District's investment in PRIME represented less than 1% of the PRIME's total investments.Investments held in PRIME include, but are not limited to, short-term federal agency obligations,treasury bills, repurchase agreements and commercial paper. These short-term investments are stated atcost, which approximates market. Investment income is recognized as earned and is allocated toparticipants of the Fund based on their equity participation.

At September 30, 2017, the District reported PRIME investments of $3,424,575 at amortized cost.

Cash and cash equivalents and investments of the Retiree Insurance Trust Fund (VEBA) totaled$70,430 and $1,087,401 respectively, at September 30, 2017. Such investments are controlled byRetiree Insurance Trust Fund Board policy.

The Retiree Insurance Trust Fund (VEBA) investment policy is determined by its Board of Trustees.The policy provides for the use of investment managers to oversee the investments of the Fund in amanner so that the assets will provide benefits to the participants and preserve capital whilemaximizing the rate of return.

The policy establishes certain investment objectives and asset class targets. The VEBA Plan isexpected to earn a return over time exceeding the target rate of 7%. In addition, the VEBA Plan shouldearn a return greater than inflation, as measured by the Consumer Price Index, by 4% per year. TheBoard of Trustees adopted the following asset class targets, based on market value:

T018


NOTE C - INVESTMENTS

Retiree Insurance Trust Fund (VEBA) Investments, continued

VEBA Investment Authorization, continuedEquity % Range % Target

Large Cap. Value Manager 27.0% - 22.0% 25%Large Cap. Growth Manager 27.0% - 22.0% 25%International Manager 18.5% - 13.5% 16%

Total Equity 67.5% - 62.5% 65%

Fixed Income Manager 37.5% - 32.5% 35%100%

VEBA Interest Rate Risk

Investment Type N/A * 0-5 years 5-10 years TotalCorporate bonds -$ -$ -$ -$ Government & GSE bonds - - - -

Totals -$ -$ -$ -$

* Information was not available (not provided)

Information about the sensitivity of the fair values of the VEBA Plan's investments to market interestrate fluctuations is provided by the following table that shows the distribution of the VEBA Plan'sinvestments by maturity at September 30, 2017, using the segmented time distribution method:

Interest rate risk is the risk that changes in market interest rates will adversely affect the fair value of an investment. Generally, the longer the maturity of an investment, the greater the sensitivity of its fairvalue to change in market interest rates. As a means of limiting its exposure to interest rate risk, theVEBA Plan diversifies its investments by security type and institution, and limits holdings in any onetype of investment with any one issuer with various durations of maturities.

T019


NOTE C - INVESTMENTS, CONTINUED


VEBA Credit Risk

Market Unrated /Investment Type Value * Exempt AA A

Corporate bonds -$ -$ -$ -$ Government & GSE bonds - - - -

Totals -$ -$ -$ -$

* Information was not available (not provided)

VEBA Concentration of Credit Risk:

VEBA Custodial Credit Risk:

VEBA Foreign Currency Risk

Credit risk is the risk that a security or a portfolio will lose some or all of its value due to a real orperceived change in the ability of the issuer to repay its debt. The VEBA Plan's investment policyutilizes portfolio diversification in order to control this risk.

The following table discloses credit rating by fixed income investment type at September 30, 2017, ifapplicable:

The investment policy of the Plan contains limitations on the amount that can be invested in any oneissuer as well as maximum portfolio allocation percentages. There were no individual investments thatrepresented 10% or more of plan net assets at September 30, 2017.

Custodial credit risk is the risk that, in the event of the failure of the counterparty, the Plan will not beable to recover the value of its investments or collateral securities that are in the possession of anoutside party. Consistent with the Plan's investment policy, the investments are held by Plan's custodialbank and registered in the Plan's name.

Foreign currency risk is the risk that fluctuations in the currency exchange rate may affect transactionsconducted in currencies other than US Dollars and the carrying value of foreign investments. TheVEBA Plan's exposure to foreign currency risk derives mainly from its investments in internationalequity funds. The VEBA Plan reports international equity funds at market value of $0.

T020




VEBA Fair Value Measurements

Level 2 - Inputs to the valuation methodology include:• Quoted prices for similar assets or liabilities in active markets;• Quoted prices for identical or similar assets or liabilities in inactive markets;• Inputs other than quoted prices that are observable for the asset or liability;•

• Common stock: Valued at the closing price reported on the New York Stock Exchange.•

•

US government securities: Valued at the closing price reported in the active market in which theindividual security is traded.Mutual funds and money market funds: Valued at the net asset value of shares held by the plan atyear end.

Following is a description of the valuation methodologies used for assets measured at fair value. Therehave been no changes in methodologies used at September 30, 2017.

The framework for measuring fair value provided a fair value hierarchy that prioritizes the inputs tovaluation techniques used to measure fair value. The hierarchy gives the highest priority to unadjustedquoted prices in active markets for identical assets or liabilities (Level 1) and the lowest priority tounobservable inputs (Level 3). The three levels of fair value hierarchy are described as follows:

Level 1 - Inputs to the valuation methodology are unadjusted quoted prices for identical assets orliabilities in active markets.

Inputs that are derived principally from or corroborated by observable market data bycorrelation or other means.

If the asset or liability has a specified (contractual) term, the Level 2 input must be observable forsubstantially the full term of the asset or liability.

Level 3 - Inputs to the valuation methodology are unobservable and significant to the fair valuemeasurement.

The asset's or liability's fair value measurement level within the fair value hierarchy is based on thelowest level of any input that is significant to the fair value measurement. Valuation techniquesmaximize the use of relevant observable inputs and minimize the use of unobservable inputs.

T021




VEBA Fair Value Measurements, continued

Level 1 Level 2 Level 3 TotalCommon stock -$ -$ -$ -$ Corporate bonds - - - - Government securities - - - - Money market funds - - - - Accrued interest - - - -

Total at fair value -$ -$ -$ -$

NOTE D - RECEIVABLES, NET

Receivables, net consist of the following at September 30, 2017:

AmountAmbulance receivables and other 389,020$ Less: Allowance for doubtful accounts (213,270)

Net ambulance receivables 175,750 Misc. receivable 3,329 Receivables, net 179,079$

The following table sets forth by level, within the fair value hierarchy, the Fund's assets at fair value atSeptember 30, 2017:

Receivables are considered doubtful when assigned to the third party collection agency. Subsequentpayments recaptured on delinquent accounts are recorded when deposited and offset against the contraasset allowance for doubtful accounts.

T022

FORT MYERS BEACH FIRE CONTROL DISTRICT Page 33NOTES TO THE FINANCIAL STATEMENTSSeptember 30, 2017

NOTE E - CAPITAL ASSETS ACTIVITY

Balance BalanceOct. 1, Increases / Decreases / Sept. 30,2016 Additions Deletions Adjustments 2017

Capital Assets Not Being Depreciated:

Land 1,429,970$ -$ -$ -$ 1,429,970$

Capital Assets Being Depreciated:

Buildings 6,459,764 35,019 - - 6,494,783 Vehicles 2,970,078 203,493 (72,182) (340,699) 2,760,690 Equipment 1,187,657 71,670 (16,499) 340,699 1,583,527

Total Capital AssetsBeing Depreciated 10,617,499 310,182 (88,681) - 10,839,000

Less: AccumulatedDepreciation

Buildings (1,647,477) (160,084) - - (1,807,561) Vehicles (1,541,118) (185,904) 72,182 80,025 (1,574,815) Equipment (687,758) (152,172) 14,738 (80,025) (905,217)

Total AccumulatedDepreciation (3,876,353) (498,160) 86,920 - (4,287,593)

Total Capital AssetsBeing Depreciated, Net 6,741,146 (187,978) (1,761) - 6,551,407

Capital Assets, Net 8,171,116$ (187,978)$ (1,761)$ -$ 7,981,377$

Amount General Government 498,160$

The following is a summary of changes in capital assets activity for the year ended September 30, 2017:

Depreciation expense was charged to the following functions during the year ended September 30,2017:

The District has capital assets held under capital asset leases with a total cost of $577,941 at September30, 2017. The capital assets held under capital lease had accumulated depreciation of $80,268 anddepreciation expense of $72,243 as of and for the year ended September 30, 2017.

T023


NOTE F - LONG-TERM LIABILITIES

Balance Balance AmountsOct. 1, Retirements/ Sept. 30, Due Within2016 Additions Adjustments 2017 One Year

Net Pension Liability - FRS 7,495,637$ 1,411,918$ -$ 8,907,555$ -$ Net Pension Liability - HIS 1,674,769 - (176,035) 1,498,734 - Net OPEB Obligation 1,210,000 141,000 - 1,351,000 - Compensated Absences 160,378 368,276 (318,903) 209,751 Note Payable - Series 2013 865,690 - (122,332) 743,358 124,901 Lease Payable - Ambulances 213,803 - (52,083) 161,720 52,984

11,620,277$ 1,921,194$ (669,353)$ 12,872,118$ 177,885$

Long-term liabilities is comprised of the following at September 30, 2017:

8,907,555$

1,498,734

743,358

161,720

209,751

1,351,000 Total long-term liabilities 12,872,118$

Compensated absences, Employees of the District are entitled to paid leave based onlength of service and job classification.

Net OPEB obligation. Cumulative difference between annual OPEB cost and Districtpayments toward the cost of post employment benefits other than pensions since GASBNo. 45 transition date of October 1, 2008.

$265,000 capital lease payable to a financial institution for the purchase of three (3)ambulances was entered into on September 25, 2015. The first payment of $13,856 isdue December 25, 2015. The lease is collateralized by the respective ambulances.Payments are due quarterly over five (5) years and has a fixed interest rate of 1.72%.Final payment due September 25, 2020.

The following is a summary of changes in long-term liabilities for the year ended September 30, 2017:

Net pension obligation - FRS pension plan. This amount is actuarially determinedthrough calculation based upon the audited financial statements of the Florida FRSPlan.

Net pension obligation - HIS pension plan. This amount is actuarially determinedthrough calculation based upon the audited financial statements of the Florida FRSPlan.

$1,255,000 Revenue Note Series 2013 issued April 23, 2013, to refinance the RevenueNote Series 2007 which was used to fund the construction of Station #33. The note ispayable to a financial institution monthly including principal and interest in the amountof $11,598. Principal and interest on the Note is payable solely from pledgedambulance fees received by the District. Note is due on May 1, 2023 and has a fixedinterest rate of 2.08%.

T024


NOTE F - LONG-TERM LIABILITIES, CONTINUED

The annual debt service requirements at September 30, 2017, were as follows:

Principal Interest Total177,886$ 16,717$ 194,603$ 181,426 13,177 194,603 185,037 9,566 194,603 132,936 6,241 139,177 135,728 3,449 139,177 92,065 720 92,785

905,078 49,870$ 954,948$

Net Pension Liability - FRS 8,907,555 Net Pension Liability - HIS 1,498,734 Compensated Absences 209,751 Net OPEB Obligation 1,351,000

Total long-term liabilities 12,872,118$

NOTE G - PROPERTY TAXES

Interest expenditures for the year ended September 30, 2017 totaled $16,844 and was recorded in theGeneral Fund, of which $6,123 was paid with impact fee revenue.

Property taxes are levied after formal adoption of the District's budget and become due and payable onNovember 1 of each year and are delinquent on April 1 of the following year. Discounts on propertytaxes are allowed for payments made prior to the April 1 delinquent date. Tax certificates are sold to thepublic for the full amount of any unpaid taxes and must be sold not later than June 1 of each year. Thebilling, collection, and related recordkeeping of all property taxes is performed for the District by theLee County Tax Collector. No accrual for the property tax levy becoming due in November 2017 isincluded in the accompanying financial statements, since such taxes are collected to financeexpenditures of the subsequent period.

Procedures for collecting delinquent taxes, including applicable tax certificate sales and tax deed sales,are provided for by Florida Statutes. The enforceable lien date is approximately two years after taxesbecome delinquent and occurs only upon request of a holder of a delinquent tax certificate. As ofSeptember 30, 2017, $70,719 was due from the Lee County Tax Collector to the District for ad valoremtaxes and excess fees.

Year EndingSeptember 30,

201820192020202120222023

T025


NOTE G - PROPERTY TAXES, CONTINUED

Important dates in the property tax cycle are as follows:

Assessment roll certified July 1

Millage resolution approved

Taxes due and payable (Levy date)

30 days after levy date

October 1

Due date March 31

Taxes become delinquent (lien date) April 1

Tax certificates sold by the Lee County Tax Collector Prior to June 1

NOTE H - FUND BALANCE ALLOCATIONS

Fund balance was allocated the following purposes at September 30, 2017:

AmountsGeneral Fund

Prepaids 644,792$ Total Nonspendable Fund Balance 644,792$

General FundMillage Sustainment 1,012,000$ Emergency/disaster (30-45 days) 1,050,000 Building and equipment 2,865,052 OPEB costs 619,550

Total Assigned Fund Balance - General Fund 5,546,602$

No later than 93 days following certification of assessment roll

November, with various discount provisions through March 31

Property taxes payable - maximum discount (4 percent)

Beginning of fiscal year for which taxes have been levied

For the year ended September 30, 2017, the Board of Commissioners of the District levied ad valoremtaxes at a millage rate of $2.48 per $1,000 (2.48 mills) of the 2016 net taxable value of real propertylocated within the District.

Nonspendable Fund Balance

Assigned Fund Balance

T026


NOTE I - IMPACT FEE ACTIVITY

Unearned revenue, October 1, 2016 -$ Impact fee receipts 5,719 Impact fees receivable 404 Interest receiptsDebt service interest (6,123) Unearned revenue, September 30, 2017 -$

NOTE J - RISK MANAGEMENT

NOTE K - LITIGATION

Insurance programs for general/professional liability, automobile, and property are insured bycommercial insurance. The District retains the risk of loss up to a deductible amount (ranging from$1,000 to 5% of loss) with the risk of loss in excess of this amount transferred to the insurance carrierwith limits of liability of $1,000,000.

Insurance programs for health, dental, vision, long-term disability, short-term disability and life are alsoinsured through third party commercial insurance.

On April 1, 2010, the District elected to obtain a third party, fully insured group health, vision anddental plan administered by the Lee County Board of County Commissioners. The District paidpremiums of $861,934 which are net amounts paid by employees and retirees, during the year endedSeptember 30, 2017. The District also provides life and disability insurance for the District's employees.The District incurred costs of $49,187 for these additional coverages.

The District, from time to time, is involved as a defendant and a plaintiff in certain litigation and claimsarising in the ordinary course of operations. As such, the District maintains third party insurancecoverages. At September 30, 2017 several claims have been asserted against the District. In the opinionof legal counsel, the range of potential recoveries or liabilities will not materially affect the financialposition of the District. The District intends to vigorously defend all claims unless first settled. Potentiallosses, if any, may be recoverable through insurance coverages less any applicable deductibles. No losscontingencies have been recorded by the District at September 30, 2017.

The District is exposed to various risks of loss related to torts; theft of, damage to, and destruction ofassets, errors and omissions, injuries to employees; and natural disasters.

During the year ended September 30, 2017, the District had the following transactions related to ImpactFees:

T027


NOTE L - DEFICIT UNRESTRICTED NET POSITION

During the year ended September 30, 2016, the District's unrestricted net position (net assets) balancewas again a deficit and totaled $(518,345), due substantially to recording the current year actuariallydetermined net pension liability of $9,170,406. The District's total available fund balance remainsapproximately equal to eight (8) months of actual expenditures. However, the Board assigned$5,521,323 of the $6,475,422 for specific purposes.

During the year ended September 30, 2017, the District's unrestricted net position (net assets) balancewas again a deficit and totaled $(319,519), due substantially to recording the current year actuariallydetermined net pension liability of $10,406,289. The District's total available fund balance remainsapproximately equal to ten (10) months of actual expenditures. However, the Board assigned$5,546,602 of the $7,593,310 for specific purposes.

During the year ended September 30, 2014, the District's unrestricted net position (net assets) balancebecame a deficit of $(559,202), due substantially to recording the current year actuarially determinednet pension liability of $2,876,924. The District's total available fund balance remains approximatelyequal to nine (9) months of actual expenditures. However, the Board has assigned $5,413,930 of the$6,095,673 for specific purposes.

During the year ended September 30, 2015, the District's unrestricted net position (net assets) balancewas again a deficit and totaled $(219,907), due substantially to recording the current year actuariallydetermined net pension liability of $4,602,399. The District's total available fund balance remainsapproximately equal to eight (8) months of actual expenditures. However, the Board has assigned$5,138,770 of the $6,072,382 for specific purposes.

T028


NOTE M - RETIREMENT PLANS

General Information about the Florida Retirement SystemThe Florida Retirement System ("FRS") was created in Chapter 121, Florida Statutes. The FRS was created toprovide a defined benefit pension plan ("Pension Plan") for participating public employees. All Districtemployees are participants in the Statewide Florida Retirement System (FRS) under authority of Article X,Section 14 of the State Constitution and Florida Statutes, Chapters 112 and 121. The FRS was amended in 1998to add the Deferred Retirement Option Program ("DROP") under the defined benefit plan and amended in 2000to provide an integrated defined contribution plan alternative to the defined benefit plan for FRS memberseffective July 1, 2002. This integrated defined contribution pension plan is the FRS Investment Plan. Chapter112, Florida Statutes, established the Retiree Health Insurance Subsidy (HIS) Program, a separate cost-sharingmultiple-employer defined benefit pension plan to assist retired members of any State-administered retirementsystem in paying the costs of health insurance.

Essentially all regular employees of the District are eligible to enroll as members of the State-administered FRS.Provisions relating to the FRS are established by Chapters 121 and 122, Florida Statutes; Chapter 112, Part IV,Florida Statutes; Chapter 238, Florida Statutes; and Florida Retirement System Rules, Chapter 60S, FloridaAdministrative Code; wherein eligibility, contributions, and benefits are defined and described in detail. Suchprovisions may be amended at any time by further action from the Florida Legislature. The FRS is a singleretirement system administered by the Florida Department of Management Services, Division of Retirement,and consists of two cost-sharing, multiple-employer defined benefit plans (Pension and HIS Plans) and othernonintegrated programs. A comprehensive annual financial report of the FRS, which includes its financialstatements, required supplementary information, actuarial report, and other relevant information dated June 30,2016, is available from the Florida Department of Management Services' Website (www.dms.myflorida.com).

The District's total pension expense, $1,697,705 for the year ended September 30, 2017 and is recorded in thegovernment-wide financial statements. Total District actual retirement contribution expenditures were$969,017, $904,433, and $750,245, for the years ended September 30, 2017, 2016 and 2015, respectively. TheDistrict contributed 100% of the required contributions.

T029



Plan Description and Provisions - Florida Retirement System, continued

Pension Plan

Employees enrolled in the Plan prior to July 1, 2011, vest at six years of creditable service and employeesenrolled in the Plan on or after July 1, 2011, vest at eight years of creditable service. All vested members,enrolled prior to July 1, 2011, are eligible for normal retirement benefits at age 62 or at any age after 30 years ofservice, except for those members classified as special risk who are eligible for normal retirement benefits atage 55 or at any age after 25 years of service. All members enrolled in the Plan on or after July 1, 2011, oncevested, are eligible for normal retirement benefits at age 65 or any time after 33 years of creditable service,except for members classified as special risk who are eligible for normal retirement benefits at age 60 or at anyage after 30 years of service. Members of both Plans (Pension and HIS) may include up to 4 years of credit formilitary service toward creditable service. The Plan also includes an early retirement provision; however, thereis a benefit reduction for each year a member retires before his or her normal retirement date. The Plan providesretirement, disability, death benefits, and annual cost of living adjustments to eligible participants.

DROP, subject to provisions of Section 121.091, Florida Statutes, permits employees eligible for normalretirement under the Plan to defer receipt of monthly benefit payments while continuing employment with anFRS employer. An employee may participate in DROP for a period not to exceed 60 months after electing toparticipate. During the period of DROP participation, deferred monthly benefits are held in the FRS Trust Fundand accrue interest. The net pension liability does not include amounts for DROP participants, as these membersare considered retired and are not accruing additional pension benefits.

Plan Description – The Pension Plan is a cost-sharing multiple-employer defined benefit pension plan, with aDeferred Retirement Option Program (“DROP”) for eligible employees. The general classes of membership areas follows:

Elected District Officers Class- Members who hold specified elective offices in local government.

Regular Class- Member s of the FRS who do not qualify for membership in the other classes.

Senior Management Service Class (SMSC)- Members in senior management level positions.

Special Risk Class- Member who are employed as certified firefighters and meet the criteria to qualify for thisclass.

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Pension Plan, continued

% Value

Class, Initial Enrollment, and Retirement Age/Years of ServiceRegular Class and elected members initially enrolled before July 1, 2011

Retirement up to age 62, or up to 30 years of service 1.60Retirement at age 63 or with 31 years of service 1.63Retirement at age 64 or with 32 years of service 1.65Retirement at age 65 or with 33 or more years of service 1.68

Regular Class and elected members initially enrolled on or after July 1, 2011Retirement up to age 65 or up to 33 years of service 1.60Retirement at age 66 or with 34 years of service 1.63Retirement at age 67 or with 35 years of service 1.65Retirement at age 68 or with 36 or more years of service 1.68

Special Risk RegularService from December 1, 1970 through September 30, 1974 2.00Service on or after October 1, 1974 3.00

Senior Management Service Class 2.00

As provided in Section 121.101, Florida Statutes, if the member is initially enrolled in the FRS before July 1,2011, and all service credit was accrued before July 1, 2011, the annual cost-of-living adjustment is 3 percentper year. If the member is initially enrolled before July 1, 2011, and has service credit on or after July 1, 2011,there is an individually calculated cost-of-living adjustment. The annual cost-of-living adjustment is aproportion of 3 percent determined by dividing the sum of the pre-July 2011 service credit by the total servicecredit at retirement multiplied by 3 percent. Plan members initially enrolled on or after July 1, 2011, will nothave a cost-of-living adjustment after retirement.

Benefits Provided. Benefits under the Plan are computed on the basis of age, and/or years of service, averagefinal compensation, and credit service. Credit for each year of service is expressed as a percentage of theaverage final compensation. For members initially enrolled before July 1, 2011, the average final compensationis the average of the five highest fiscal years' earnings; for the members initially enrolled on or after July 1,2011, the average final compensation is the average of the eight highest fiscal years' earnings. The totalpercentage value of the benefit received is determined by calculating the total value of all service, which isbased on retirement plan and/or the class to which the member belonged when the service credit was earned.Members are eligible for in-line-of-duty or regular disability and survivors' benefits. The following chart showsthe percentage value of each year of servicecredit earned.

Per Year of Service

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Employee Employer (1) Employer (3)

Florida Retirement System, Regular 3.00% 7.52% 7.92%

Florida Retirement System, Senior Management Service 3.00% 21.77% 22.71%

Florida Retirement System, Special Risk 3.00% 22.57% 23.27%

Deferred Retirement Option Program - Applicable

to Members from All of the Above Classes 0.00% 0.00% 0.00%

Florida Retirement System, Reemployed Retiree (2) 12.99% 13.26%

(2) Contribution rates are dependent upon retirement class in which reemployed.

* As defined by the Plan

Class

Contributions – The Florida Legislature establishes contribution rates for participating employers andemployees. Contribution rates during the year ended September 30, 2017 were as follows:

(1) Employer rates include 1.66 percent for the post-employment health insurance subsidy. Also, employer rates, other than for DROP participants,include .06 percent for administrative costs for the Investment Plan. Rates for 7/1/16-6/30/17.


Percent of Gross Salary

Pension Liabilities, Pension Expense, and Deferred Outflows of Resources and Deferred Inflows of ResourcesRelated to Pensions – At September 30, 2017, the District reported a liability of $8,907,555 for its proportionateshare of the Pension Plan’s net pension liability. The net pension liability was measured as of June 30, 2017,and the total pension liability used to calculate the net pension liability was determined by an actuarial valuationas of July 1, 2017. The District’s proportionate share of the net pension liability was based on the District’s2016-17 fiscal year contributions relative to the 2016-17 fiscal year contributions of all participating members.At June 30, 2017, the District's proportionate share was 0.03011%, which was a increase of 0.00043% from itsproportionate share measured as of June 30, 2016.

The District’s contributions to the Pension Plan totaled $736,134 for the fiscal year ended September 30, 2017,excluding the administrative fee.

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817,499$ 49,343$

Changes of assumptions 2,993,567 -

- 220,751

534,015 340,235

201,730 -

Total 4,546,811$ 610,329$

Deferred Outflows of Resources

Deferred Inflows of ResourcesDescription

Net difference between projected and actual earningson Pension Plan investments

Changes in proportion and differences between DistrictPension Plan contributions and proportionate share ofcontributions

District Pension Plan contributions subsequent to themeasurement date

Pension Liabilities, Pension Expense, and Deferred Outflows of Resources and Deferred Inflows of ResourcesRelated to Pensions, continued –For the fiscal year ended September 30, 2017, the District recognized pensionexpense of $1,427,564 excluding HIS, inclusive of the administrative fee. In addition the District reporteddeferred outflows of resources and deferred inflows of resources related to pensions from the following sources:

Differences between expected and actual experience

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Fiscal Year Ended September 30: Amount2018 447,338 2019 1,213,612 2020 915,137 2021 284,803 2022 647,415

Thereafter 226,446

Inflation 2.60%Salary increases 3.25%, average, including inflationInvestment rate of return 7.10%, net of pension plan investment expense,

including inflation

Actuarial Assumptions – The total pension liability in the July 1, 2017 actuarial valuation was determined usingthe following actuarial assumption, applied to all periods included in the measurement:

The actuarial assumptions used in the July 1, 2017, valuation were based on the results of an actuarialexperience study for the period July 1, 2008 through June 30, 2013.

Mortality rates were based on the Generational RP-2000 with Projection Scale BB tables.

Pension Liabilities, Pension Expense, and Deferred Outflows of Resources and Deferred Inflows of ResourcesRelated to Pensions, continued - The deferred outflows of resources related to the Pension Plan, totaling$201,730 resulting from District contributions to the Plan subsequent to the measurement date, will berecognized as a reduction of the net pension liability in the fiscal year ended September 30, 2018. Otheramounts reported as deferred outflows of resources and deferred inflows of resources related to the PensionPlan will be recognized in pension expense as follows:

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Asset Class

Cash 1.0% 3.0% 3.0% 1.8%Fixed income 18.0% 4.5% 4.4% 4.2%Global equity 53.0% 7.8% 6.6% 1.7%Real estate (property) 10.0% 6.6% 5.9% 12.8%Private equity 6.0% 11.5% 7.8% 30.0%Strategic investments 12.0% 6.1% 5.6% 9.7%

Assumed Inflation - Mean 2.6% 1.9%(1) As outlined in the Pension Plan's investment policy

Standard Deviation

Compound Annual

Geometric Return

Target Allocation

(1)

Annual Arithmetic

Return

Actuarial Assumptions, continued- The long-term expected rate of return on Pension Plan investments was notbased on historical returns, but instead is based on a forward-looking capital market economic model. Theallocation policy’s description of each asset class was used to map the target allocation to the asset classesshown below. Each asset class assumption is based on a consistent set of underlying assumptions and includesan adjustment for the inflation assumption. The target allocation and best estimates of arithmetic and geometricreal rates of return for each major asset class are summarized in the following table:

Discount Rate - The discount rate used to measure the total pension liability was 7.10% which was a decreasefrom 7.60% used to determine the total pension liability in the prior year. The Pension Plan’s fiduciary netposition was projected to be available to make all projected future benefit payments of current active andinactive employees. Therefore, the discount rate for calculation of the total pension liability is equal to the long-term expected rate of return.

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6.10% 7.10% 8.10%District's proportionate share of the

net pension liability/(asset) 16,122,137$ 8,907,555$ 2,917,799$

The FRS CAFR and actuarial reports may also be obtained by contacting theDivision of Retirement at:

1% Decrease Discount Rate 1% Increase

Sensitivity of the District’s Proportionate Share of the Net Pension Liability to Changes in the Discount Rate -The following represents the District’s proportionate share of the net pension liability calculated using thediscount rate of 7.10%, as well as what the District’s proportionate share of the net pension liability would be ifit were calculated using a discount rate that is one percentage point lower (6.10%) or one percentage pointhigher (8.10%) than the current rate:

Payables to the Pension Plan - At September 30, 2017, the District reported $118,371 payable for theoutstanding amount of contributions to the Plan required for the fiscal year ended September 30, 2017.

Department of Management ServicesDivision of Retirement

Bureau of Research and Member Communications

Pension Plan Fiduciary Net Position - Detailed information regarding the Pension Plan’s fiduciary net positionis available in the separately issued FRS Pension Plan and Other State Administered Systems ComprehensiveAnnual Financial Report FRS CAFR) dated June 30, 2017

P.O. Box 9000Tallahassee, FL 32315-9000

850-488-5706 or toll free at 877-377-1737http://www.dms.myflorida.com/workforce_operations/retirement/publications

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HIS Plan

Plan Description – The HIS Plan is a cost-sharing multiple-employer defined benefit pension plan establishedunder Section 112.363, Florida Statutes, and may be amended by the Florida legislature at any time. The benefitis a monthly payment to assist retirees of State-administered retirement systems in paying their health insurancecosts and is administered by the Florida Department of Management Services, Division of Retirement.

Benefits Provided – For the fiscal year ended September 30, 2017, eligible retirees and beneficiaries received amonthly HIS payment of $5 for each year of creditable service completed at the time of retirement, with aminimum HIS payment of $30 and a maximum HIS payment of $150 per month. To be eligible to receive thesebenefits, a retiree under a State-administered retirement system must provide proof of health insurancecoverage, which may include Medicare.

Contributions – The HIS Plan is funded by required contributions from FRS participating employers as set bythe Florida Legislature. Employer contributions are a percentage of gross compensation for all active FRSmembers. For the fiscal year ended September 30, 2017, the HIS contribution for the period October 1, 2016through September 30, 2017 was 1.66%. The District contributed 100% of its statutorily required contributionsfor the current and preceding three years. HIS Plan contributions are deposited in a separate trust fund fromwhich payments are authorized. HIS Plan benefits are not guaranteed and are subject to annual legislativeappropriation. In the event legislative appropriation or available funds fail to provide full subsidy benefits to allparticipants, benefits may be reduced or cancelled.

Pension Liabilities, Pension Expense, and Deferred Outflows of Resources and Deferred Inflows of ResourcesRelated to Pensions – At September 30, 2017, the District reported a liability of $1,498,734 for its proportionateshare of the HIS Plan’s net pension liability. The net pension liability was measured as of June 30, 2017, and the total pension liability used to calculate the net pension liability was determined by an actuarial valuation as ofJuly 1, 2016. The District’s proportionate share of the net pension liability was based on the District’s 2016-17fiscal year contributions relative to the 2016-17 fiscal year contributions of all participating members. At June30, 2017, the District's proportionate share was .001401%, which was a decrease of 0.00035% from itsproportionate share measured as of June 30, 2016.

The District’s contributions to the HIS Plan totaled $74,599 for the fiscal year ended September 30, 2017.

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HIS Plan, continued

-$ 3,121$

Changes of assumptions 210,670 129,597

831 -

50,581 29,956

18,052 -

Total 280,404$ 162,674$

For the fiscal year ended September 30, 2017, the District recognized HIS expense of $120,197. In addition theDistrict reported deferred outflows of resources and deferred inflows of resources related to pensions from thefollowing sources:

Deferred Inflows of ResourcesDescription

Deferred Outflows of Resources

Differences between expected and actual experience

Net difference between projected and actual earningson Pension Plan investments

Changes in proportion and differences between DistrictPension Plan contributions and proportionate share ofcontributions

District Pension Plan contributions subsequent to themeasurement date

T038




HIS Plan, continued

Amount30,763$ 30,606 30,530 21,918 10,064

(24,203)

Inflation 2.60%Salary increases 3.25%, average, including inflationMunicipal bond rate 3.58%

201820192020

2022Thereafter

The actuarial assumptions used to determine the July 1 valuation, was based on the results of an actuarialexperience study for the period July 1, 2008 through June 30, 2013

2021

Pension Liabilities, Pension Expense, and Deferred Outflows of Resources and Deferred Inflows of ResourcesRelated to Pensions - The deferred outflows of resources related to the HIS Plan, totaling $18,052 resultingfrom District contributions to the HIS Plan subsequent to the measurement date, will be recognized as areduction of the net pension liability in the fiscal year ended September 30, 2017. Other amounts reported asdeferred outflows of resources and deferred inflows of resources related to the HIS Plan will be recognized inpension expense as follows:

Actuarial Assumptions – The total pension liability in the July 1, 2016 actuarial valuation was determined usingthe following actuarial assumption, applied to all periods included in the measurement:

Mortality rates were based on the Generational RP-2000 with Projection Scale BB tables.

Fiscal Year Ended September 30:

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HIS Plan, continued

2.58% 3.58% 4.58%District's proportionate share of the

net pension liability/(asset) 1,710,254$ 1,498,734$ 1,322,550$

The FRS CAFR and actuarial reports may also be obtained by contacting theDivision of Retirement at:

1% Decrease Discount Rate1% Increase

Discount Rate - The discount rate used to measure the total HIS liability was increased from 2.85 to 3.58percent. In general, the discount rate for calculating the total HIS liability is equal to the single rate equivalentto discounting at the long-term expected rate of return for benefit payments prior to the projected depletion date.Because the HIS benefit is essentially funded on a pay-as-you-go basis, the depletion date is considered to beimmediate, and the single equivalent discount rate is equal to the municipal bond rate selected by the plansponsor. The Bond Buyer General Obligation 20-Bond Municipal Bond Index was adopted as the applicablemunicipal bond index.

Sensitivity of the District’s Proportionate Share of the Net Pension Liability to Changes in the Discount Rate -The following represents the District’s proportionate share of the net pension liability calculated using thediscount rate of 3.58%, as well as what the District’s proportionate share of the net pension liability would be ifit were calculated using a discount rate that is one percentage point lower (2.58%) or one percentage pointhigher (4.58%) than the current rate:

HIS Plan Fiduciary Net Position - Detailed information regarding the HIS Plan’s fiduciary net position isavailable in the separately issued FRS Pension Plan and Other State Administered Systems ComprehensiveAnnual Financial Report (FRS CAFR) dated June 30, 2017.

Department of Management ServicesDivision of Retirement

Bureau of Research and Member CommunicationsP.O. Box 9000

Tallahassee, FL 32315-9000850-488-5706 or toll free at 877-377-1737

http://www.dms.myflorida.com/workforce_operations/retirement/publications

T040




HIS Plan, continued

FRS - Defined Contribution Pension Plan

Employee Employer (1) Employer (3)

Florida Retirement System, Regular 3.00% 3.30% 3.30%

Florida Retirement System, Senior Management Service 3.00% 4.67% 4.67%

Florida Retirement System, Special Risk 3.00% 11.00% 11.00%

Deferred Retirement Option Program - Applicable

to Members from All of the Above Classes 0.00% NA NA

Florida Retirement System, Reemployed Retiree (2) (2) (2)

(2) Contribution rates are dependent upon retirement class in which reemployed.

* As defined by the Plan

The SBA administers the defined contribution plan officially titled the FRS Investment Plan. The InvestmentPlan is reported in the SBA’s annual financial statements and in the State of Florida Comprehensive AnnualFinancial Report.

As provided in Section 121.4501, Florida Statutes, eligible FRS members may elect to participate in theInvestment Plan in lieu of the FRS defined benefit plan. District employees participating in DROP are noteligible to participate in the Investment Plan. Employer and employee contributions, including amountscontributed to individual member's accounts, are defined by law, but the ultimate benefit depends in part on theperformance of investment funds. Benefit terms, including contribution requirements, for the Investment Planare established and may be amended by the Florida Legislature. The Investment Plan is funded with the sameemployer and employee contribution rates that are based on salary and membership class (Regular Class,Elected County Officers, etc.), as the FRS defined benefit plan. Contributions are directed to individual memberaccounts, and the individual members allocate contributions and account balances among various approvedinvestment choices. Costs of administering the plan, including FRS Financial Guidance Program, are fundedthrough an employer contribution of 0.06 percent of payroll and by forfeited benefits of plan members.Allocations to the investment member's accounts during the 2015-16 fiscal year were as follows:

Percent of Gross Salary

Class



Payables to the HIS Plan - At September 30, 2017, the District reported $2,464 payable for the outstandingamount of contributions to the Plan required for the fiscal year ended September 30, 2017.

T041




HIS Plan, continued

For all membership classes, employees are immediately vested in their own contributions and are vested afterone year of service for employer contributions and investment earnings. If an accumulated benefit obligation forservice credit originally earned under the Pension Plan is transferred to the Investment Plan, the member musthave the years of service required for Pension Plan vesting (including the service credit represented by thetransferred funds) to be vested for these funds and the earnings on the funds. Nonvested employer contributionsare placed in a suspense account for up to five years. If the employee returns to FRS-covered employmentwithin the five-year period, the employee will regain control over their account. If the employee does not returnwithin the five-year period, the employee will forfeit the accumulated account balance. For the fiscal year endedSeptember 30, 2016, the information for the amount of forfeitures was unavailable from the SBA; however,management believes that these amounts, if any, would be immaterial to the District.

After termination and applying to receive benefits, the member may rollover vested funds to another qualifiedplan, structure a periodic payment under the Investment Plan, receive a lump-sum distribution, leave the fundsinvested for future distribution, or any combination of these options. Disability coverage is provided; themember may either transfer the account balance to the Pension Plan when approved for disability retirement toreceive guaranteed lifetime monthly benefits under the Pension Plan, or remain in the Investment Plan and relyupon that account balance for retirement income.

The District’s Investment Plan pension contributions totaled $148,387 for the fiscal year ended September 30,2017, excluding HIS, inclusive of the administrative fee.

Payables to the Investment Plan. At September 30, 2017, the District reported $30,050 payable for theoutstanding amount of contributions to the Plan required for the fiscal year ended September 30, 2017.

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NOTE N - POST-EMPLOYMENT BENEFITS OTHER THAN PENSIONSPlan Description

Memberships of the Plan consisted of the following at April 1, 2017:

VEBA active plan participants 54Retirees and beneficiaries receiving benefits 20Total OPEB program participants 74

Number of participating employers 1

As of September 30, 2017, there were twenty-two (22) retirees receiving these benefits. The benefits areprovided both with and without contractual or labor agreements. The benefits may require contribution fromthe retirees, depending on certain specified criteria and, in particular, length of creditable employment with theDistrict. The retiree then returns to the District his/her FRS health benefit. Coverage continues until Medicareage. The District finances these benefits, for this group of retirees, on a pay-as-you-go basis and recognizesexpenditures at the time premiums are due. The retirees' and their dependents' premiums and claims for thesebenefits totaled $266,759, during the year ended September 30, 2017. The District paid $53,056 of this total.The employees contributed $213,703 of the total premium cost.

The Plan has adopted Governmental Accounting Standards Board (GASB) Statement No. 43, Financial Reporting for Postemployment Benefit Plans Other Than Pension Plans , and Statement No. 45, Accounting and Financial Reporting by Employers for Postemployment Benefits Other Than Pensions . In addition to other disclosures, the GASB requires for the current year and each of the two preceding years, annual OPEB cost,percentage of annual OPEB cost contributed and the net OPEB obligation at the end of the year.

In accordance with Section 112.0801, Florida Statutes, because the District provides medical plans toemployees of the District and their eligible dependents, the District is required to provide insurance (healthinsurance) benefits to its retired employees (the "Plan").

Retiree Insurance Trust Fund Census

The District established a separate trust to fund the cost of these describing participant eligibility, contributionrequirements and benefits. As such, The Fort Myers Beach Retiree Insurance Trust Fund is a voluntaryemployees' beneficiary association (the "VEBA") is designed as a multi-employer cost sharing plan. However,the District is the only employer currently participating and as such, all VEBA costs are absorbed by either theVEBA itself or the District. During the year ended September 30, 2011, the VEBA's Board of Trustees, had anactuarial valuation performed to determine the liability and ongoing funding requirements based upon theinformation contained in the plan document. The District will continue to finance its post employment benefitsother than pensions on the current pay-as-you-go basis for the retirees prior to October 1, 2008 and per eithercontract or annual budget for the VEBA until the Retiree Insurance Trust Fund (VEBA) is required to paybenefits. future benefits for retirees, effective October 1, 2008. On July 15, 2010, the Retiree Insurance TrustFund (VEBA) adopted a formal plan document (Plan No. 501)

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NOTE N - POST-EMPLOYMENT BENEFITS OTHER THAN PENSIONS

Retiree Insurance Trust Fund (VEBA)

Summary of Significant Accounting Policies

Eligibility and Description of Benefits

g p p p g gEmployee and employer contributions are recognized as revenues when due and a formal commitment toprovide contributions has been made.Benefits and refunds are recognized when due and payable in accordance with the terms of the plan.

Method Used to Value Investments: Investments are reported at fair value using quoted market prices or thebest estimate available.

Retirees must pay the same monthly health insurance that is charged on behalf of active employees under theLee County health insurance program. Most retirees receive an explicit subsidy from the District and/or fromthe FRS to pay for all or a portion of their health insurance premium for single coverage. The explicit subsidyfrom the District varies depending on the collective bargaining contract that was applicable at the time ofretirement. The monthly FRS insurance subsidy is equal to five dollars for each year of service, with aminimum subsidy of $30 per month and a maximum subsidy of $150 per month.

Income Recognition: Interest income is recorded on the accrual basis. Investments are reported at marketvalue. Short-term investments are reported at cost, which approximates market value.

The District provides post-employment healthcare coverage, including dental and vision benefits, to eligibleindividuals. Eligible individuals include all regular, full-time employees of the District who: (1) retire fromactive service and are eligible for retirement benefits from the FRS; (2) become disabled during the course oftheir full-time employment; or (3) die while working in active employment. Under certain conditions, eligibleindividuals for healthcare coverage also include spouses and dependent children who are covered under theDistrict's healthcare plan on the date of the employee's retirement, disability, or death.

The Fort Myers Beach Retiree Insurance Trust Fund is a voluntary employees' beneficiary association("VEBA") established under Internal Revenue Code Section 501(c)(9) and related benefit plan (the "Plan") isprovided for general information purposes only. Participants should refer to the Plan agreement for a morecomplete description of the Plan. The Fort Myers Beach Retiree Insurance Trust Fund does issue a stand-alonefinancial report and is operated as a tax exempt entity.

For more information or to request a copy of the VEBA audit report please contact the Administrative officesof the District in writing at 100 Voorhis Street, Fort Myers Beach, FL 33931 or by calling (239) 590-4200.

The VEBA is governed by a five (5) member Board of Trustees. Three (3) of the Trustees are selected byUnion Districts' 15 and 3 Vice Presidents (DVP's) and two (2) members of the District's managerial staffselected by the Fire Chief. In fiscal year 2014 one (1) of the three (3) union positions was changed to include athird party investment advisor.

T044



Eligibility and Description of Benefits, continued

Funding Policy

The District contributed $71,800 to the Trust Fund for the year ended September 30, 2017.

Payment of Benefits

Contributions to the plan, the VEBA specifically, are derived from two sources: employer and participants.Employer contributions are permitted if annually approved by Board action. Participants may make periodiccontributions to the Trust Fund for such benefits as may not be funded by employer contributions.

The District had an actuarial valuation performed for the plan on April 1, 2017 to determine the funded statusof the plan as of that date, as well as the District's annual required contribution (ARC) for the fiscal year endedSeptember 30, 2017.

With respect to individuals who retired prior to October 1, 2008, five individuals receive a subsidy equal to100% of the single premium but must turn over to the District their FRS insurance subsidy and one individualdoes not receive a subsidy other than the FRS insurance subsidy.

The VEBA will pay an explicit subsidy to all individuals who retire after October 1, 2008. The VEBA isexclusively funded by contributions from the District. For eligible participants retiring on or after October 1,2008, and having completed twenty five (25) years of credited service, the benefit amount will be equal to$450 per month. For eligible participants retiring on or after October 1, 2007, and having completed at leastfifteen (15) years of credited service but less than twenty five (25) years of credited service, the benefit will be$450 per month reduced by four (4%) percent for each year that the participants earned years of creditedservice are less than twenty five (25) years of credited service. A participant's monthly benefit shall be reducedby fifty (50%) percent effective the first day of the first month following the month during which theparticipant attains the age of sixty five (65) years. Benefits are payable annually with the monthly benefitbeing paid in one lump-sum payment in January of each year. Qualified employees retiring prior to October 1,2008 continue on in the original pay-as-you-go plan.

The Plan assets are legally reserved for the payment of the respective plan member benefits within the Plan.There are no assets legally restricted for plan benefits other than these assets within the Plan. The RetireeInsurance Trust Fund held certain investments at year end.

Benefit payments to participants are recorded upon distribution. The Plan was not required to and did not

Annual OPEB Cost, Net OPEB Obligation

p p p y pto the service employees have rendered. Accumulated plan benefits include benefits expected to be paid to (a)retired employees or (b) beneficiaries of retired employees who have died. Benefits under the Plan are basedon employees' age at entry to the Plan. Benefits payable under all circumstances are included, to the extent

T045



District VEBA TotalAnnual Required Contribution (ARC) 370,000$ (11,000)$ 359,000$ Interest on the Net OPEB Obligation 52,000 (7,000) 45,000 Adjustment to the ARC (156,000) 13,000 (143,000) Annual OPEB Cost 266,000 (5,000) 261,000

- Employer Contributions * (117,000) - (117,000)

- Interest on Employer Contributions (3,000) - (3,000)

- Increase in the Net OPEB Obligation 146,000 (5,000) 141,000

- Net OPEB Obligation as of 10/1/16 1,309,000 (99,000) 1,210,000

Net OPEB Obligation as of 9/30/17: 1,455,000$ (104,000)$ 1,351,000$

Annual OPEB Cost, Net OPEB Obligation, continuedThe District’s and VEBA's annual other postemployment benefit cost (expense) is calculated based on theannual required contribution (ARC) of the employer. The ARC represents a level of funding that, if paid on anongoing basis, is projected to cover normal cost each year and amortize any unfunded actuarial liabilities (orfunding excess) over a period not to exceed thirty years. The following table shows the components of theDistrict’s and VEBA's annual OPEB cost for the year, the amount actually contributed to the plan, and changesin the District’s and VEBA's net OPEB obligation:

* estimated, includes a contribution credit for the implicit subsidy and assumes that the employer makes nocash contributions to the VEBA

T046



9/30/15 374,000 45.00% 1,048,000 9/30/16 275,000 44.00% 1,111,000 9/30/17 266,000 45.00% 1,455,000

9/30/15 5,000 0.00% - 9/30/16 7,000 0.00% (99,000) 9/30/17 (5,000) 0.00% (104,000)

Annual OPEB Cost, Net OPEB Obligation, continued

Net OPEB Obligation

The District’s and VEBA's annual OPEB cost, the percentage of annual OPEB cost contributed to the plan,and the net OPEB obligation for the 2017 fiscal year and preceding years are as follows:

The actuarial valuation involves estimates of the value of reported amounts and assumptions about theprobability of events far into the future. Examples include assumptions about future employment, mortality,and the healthcare cost trend. Amounts determined regarding the funded status of the plan and the annualrequired contributions of the employer are subject to constant revision as actual experience is compared withpast expectations and new estimates are made about the future. The schedule of funding progress, presented asrequired supplementary information following the notes to the financial statements, presents multi-year trendinformation that shows whether the actuarial value of plan assets is increasing or decreasing over time relativeto the actuarial liabilities for benefits.

District

VEBAPercentage of

Annual OPEB Cost Contributed

Fiscal Year Ended

Annual OPEB Cost

Net OPEB Obligation

Fiscal Year Ended

Annual OPEB Cost

Percentage of Annual OPEB Cost

Contributed

As of April 1, 2017, the most recent actuarial valuation date, the non-VEBA District Plan was not funded,while the VEBA Plan was 128.5% funded. The actuarial accrued liability for benefits was $2,455,000 and$873,000 for the non-VEBA District Plan and VEBA Plan, respectively. The actuarial value of assets was$1,122,000 for the VEBA Plan. The non-VEBA District Plan had no assets. This resulted in an unfundedactuarial accrued liability (UAAL) of $2,455,000 and ($249,000) for the non-VEBA District Plan and theVEBA Plan, respectively. The covered payroll (annual payroll of active employees covered by the plan) was$3,689,000 and the ratio of the UAAL to the covered payroll was 66.5% and (6.7%) for the non-VEBADistrict Plan and the VEBA Plan, respectively.

T047



Actuarial Methods and Assumptions

The following actuarial methods and assumptions were used in the April 1, 2017 actuarial valuation:

Actuarial Cost Method:

Decrements:

Investment Return: 4.00% per annum (District); 7.00% per annum (VEBA)

Disability- Sex-distinct disability rates set forth in the Wyatt 1985 DisabilityStudy; Class 4 rates were used for firefighters; Class 1 rates were used for allother employees

Permanent Withdrawal from Active Status- Sex-distinct rates set forth in theScale 155 table

Retirement- Firefighters- Age 55 with at least 6 years of service, or any age withat least 25 years of service; All other Employees- Age 62 with at least 6 years ofservice, or any age with at least 30 years of service

The projected unit credit cost method was used to determine all liabilities. Withthe liability for each active employee assumed to accrue over his workinglifetime based on elapsed time from his date of hire until retirement.

Mortality- Sex-distinct mortality rates set forth in the RP-2000 Mortality Tablefor annuitants, projected to 2015 by Scale AA, as published by the InternalRevenue Service (IRS) for purposes of Internal Revenue Code (IRC) Section430; future generational improvements in mortality were not reflected

Projections of benefits for financial reporting purposes are based on the substantive plan (the plan asunderstood by the employer and the plan members) and include the types of benefits provided at the time ofeach valuation and the historical pattern of sharing of benefit costs between the employer and plan members tothat point. The actuarial methods and assumptions used include techniques that are designed to reduce theeffects of short-term volatility in actuarial accrued liabilities and the actuarial value of assets, consistent withthe long-term perspective of the calculations.

Annual OPEB Cost, Net OPEB Obligation, continuedThe schedule of employer contributions, presented as required supplementary information, presents trendinformation about the amounts contributed to the plan by the City in comparison to the annual requiredcontribution (ARC), an amount that is actuarially determined in accordance with the parameters of GASBStatement 43. The ARC represents a level of funding that, if paid on an ongoing basis, is projected to covernormal cost for each year and amortize any unfunded actuarial liabilities (or funding excess) over a period notto exceed thirty years.

T048



Actuarial Methods and Assumptions, continuedHealthcare Cost Trend

Rates:

Year Increase2017/18 7.5%2018/19 7.0%2019/20 6.5%2020/21 6.0%2021/22 5.5%

2022/23 and later 5.0%

Implicit Subsidy:

Age-related Morbidity:

Retiree Contributions:

Participation Rates:

COBRA: Future healthcare coverage provided solely pursuant to COBRA was notincluded in the OPEB valuation; because the COBRA premium is determinedperiodically based on plan experience, it was assumed that the COBRApremium to be paid by the participant fully covers the cost of providinghealthcare coverage during the relevant period

The implicit subsidy for a hypothetical 62 year old retiree for the period April 1,2017 through March 31, 2018 is assumed to be $6,600 per year; the implicitsubsidy is assumed to disappear at age 65

The underlying healthcare costs have been assumed to increase with age at therate of 3.50% per annum for purpose of determining the implicit subsidy

Retirees electing post-employment healthcare coverage have been assumed tomake monthly contributions equal to the premium charged to the activeemployees less any explicit subsidies to which they are entitled; the monthlycontribution for single coverage is assumed to be $780 during the period April1, 2017 through March 31, 2018 and is assumed to increase in accordance withhealthcare cost trend rates for later years

50% of future retirees have been assumed to elect coverage for themselves untilage 65; current retirees who retired after September 30, 2008 have beenassumed to continue coverage for themselves until age 65; all other currentretirees have been assumed to continue coverage for themselves for life

The cost of covered medical services has been assumed to increase inaccordance with the following rates, compounded annually:

T049

REQUIRED SUPPLEMENTARY INFORMATION

T050

FORT MYERS BEACH FIRE CONTROL DISTRICT Page 81STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE -BUDGET AND ACTUAL - GENERAL FUND - SUMMARY STATEMENTSeptember 30, 2017

VarianceOriginal Final FavorableBudget Budget Actual (Unfavorable)

REVENUESAd Valorem Taxes 9,171,614$ 9,171,614$ 9,371,346$ 199,732$ Intergovernmental Revenues:

F/F supplemental income 21,000 21,000 22,053 1,053 Grants - - 5,391 5,391

Charges for Services:Ambulance 610,000 610,000 644,411 34,411 Inspection Fees 34,000 34,000 31,137 (2,863)

Impact Fees 9,400 9,400 6,123 (3,277) Interest Income 14,900 14,900 39,878 24,978 Other income:

Donations - - 75 75 Miscellaneous 5,561 5,561 16,018 10,457

Subtotal - Revenues 9,866,475 9,866,475 10,136,432 269,957 Cash brought forward 6,175,000 6,475,422 - (6,475,422)

TOTAL REVENUES 16,041,475 16,341,897 10,136,432 (6,205,465)

EXPENDITURESPublic Safety

Personal Services 8,323,600 8,323,600 6,982,778 1,340,822 Operating Expenditures 1,802,726 1,802,726 1,538,982 263,744

Capital Outlay 477,350 477,349 310,182 167,167 Debt Service

Principal Reduction 174,420 174,420 174,415 5 Interest and Fiscal Charges 20,200 20,200 20,187 13

Reserves 5,246,179 5,546,602 - 5,546,602 TOTAL EXPENDITURES 16,044,475 16,344,897 9,026,544 7,318,353

EXCESS OF REVENUES OVER (UNDER) EXPENDITURES (3,000) (3,000) 1,109,888 1,112,888

OTHER FINANCING SOURCES (USES)Proceeds from Dispositions of Capital Assets 3,000 3,000 8,000 5,000

TOTAL OTHER FINANCINGSOURCES (USES) 3,000 3,000 8,000 5,000

NET CHANGE IN FUND BALANCE -$ -$ 1,117,888 1,117,888$

FUND BALANCE - October 1, 2016 6,475,422

FUND BALANCE - September 30, 2017 7,593,310$

The accompanying notes are an integral part of this statement

General Fund

T051

FORT MYERS BEACH FIRE CONTROL DISTRICT Page 82STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE - BUDGET AND ACTUAL - GENERAL FUND - DETAILED STATEMENTSeptember 30, 2017

VarianceOriginal Final Favorable

REVENUES Budget Budget Actual (Unfavorable)Ad Valorem taxes 9,171,614$ 9,171,614$ 9,371,346$ 199,732$ Intergovernmental Revenues:

F/F supplement income 21,000 21,000 22,053 1,053 Grants - - 5,391 5,391

Charges for services:Ambulances 610,000 610,000 644,411 34,411 Inspection fees 34,000 34,000 31,137 (2,863)

Impact fees 9,400 9,400 6,123 (3,277) Interest income 14,900 14,900 39,878 24,978 Other income:

Donations - - 75 75 Miscellaneous 5,561 5,561 16,018 10,457

Subtotal - Revenues 9,866,475 9,866,475 10,136,432 269,957 Cash brought forward 6,175,000 6,475,422 - (6,475,422)

TOTAL REVENUES 16,041,475 16,341,897 10,136,432 (6,205,465)

EXPENDITURESPublic Safety

Personal Services:Salaries:

Elected officials 30,000 30,000 30,000 - Firefighters & admin. 5,350,900 5,350,900 4,463,354 887,546

Payroll Taxes:Social Security & Medicare 411,600 411,600 337,587 74,013

Benefits:PPL lump sum payments - - 16,179 (16,179) Retirement 1,034,300 1,034,300 969,017 65,283 Heath & life insurance 1,167,000 1,167,000 848,426 318,574 Occupational health 33,000 33,000 30,581 2,419 VEBA trust contribution 80,300 80,300 80,300 - Unemployment Compensation - - 3,575 (3,575) Workers Compensation 216,500 216,500 203,759 12,741

Total - Personal Services 8,323,600 8,323,600 6,982,778 1,340,822

Operating Expenditures:Professional & Contracted Services: Professional Fees 30,650 30,650 24,330 6,320 Legal Fees 100,000 100,000 26,401 73,599 Property Appraiser Fees 67,450 67,450 61,487 5,963

Contracted services 22,700 22,700 66,403 (43,703) Tax Collector Fees 193,100 193,100 187,720 5,380

Auditing and Accounting 30,750 30,750 25,200 5,550 Medical Director 32,000 32,000 32,000 -

Total - Professional & Contracted Services 476,650 476,650 423,541 53,109


General Fund

T052



Operating Expenditures:General Operations:

Travel 55,200 55,200 19,900 35,300 Telephone 36,700 36,700 52,060 (15,360) Cellular/Page 6,700 6,700 4,139 2,561 Communication fees & maintenance 79,800 79,800 61,080 18,720 Postage and freight 1,800 1,800 1,106 694 Cable 3,000 3,000 6,756 (3,756) Electricity 42,700 42,700 36,826 5,874 Garbage 7,600 7,600 6,833 767 Water and Sewer 16,100 16,100 13,229 2,871 Liability insurance 184,000 184,000 177,365 6,635 EMS equipment maintenance 18,200 18,200 16,578 1,622 Suppression equipment 18,500 18,500 9,149 9,351 Vehicle maintenance 101,300 101,300 103,084 (1,784) Office equipment maintenance 9,800 9,800 6,448 3,352 Building maintenance 99,700 99,700 107,706 (8,006) Miscellaneous - operations 28,400 28,400 21,337 7,063 Required advertising 4,400 4,400 5,102 (702) Office supplies 12,000 12,000 8,189 3,811 EMS - medical supplies 85,000 85,000 84,195 805 Fuel and oil 32,200 32,200 30,339 1,861 Prevention supplies 16,350 16,350 10,462 5,888 Suppression and protective gear 83,000 83,000 53,757 29,243 Communcaitons 3,450 3,450 5,814 (2,364) Training Suplies & Equipment 3,500 3,500 1,451 2,049 Uniform expenses 35,000 35,000 31,266 3,734 Facilities & Housekeeping supplies 17,800 17,800 8,041 9,759 Rescue supplies 2,500 2,500 5,279 (2,779) Furniture and fixtures under $1,000 42,485 42,485 25,524 16,961 Software licenses and updates 46,860 46,860 33,090 13,770 Education - Career development 56,000 56,000 40,353 15,647 In-service training 57,800 57,800 39,472 18,328 Conferences 18,700 18,700 7,537 11,163 Licenses & certifcations 5,900 5,900 4,310 1,590 Dues, memberships & subscriptions 9,400 9,400 6,656 2,744 Storm expenditures - - 13,366 (13,366) Ambulance billing 40,280 40,280 33,742 6,538 Aid to other orgainzations 27,350 27,350 16,535 10,815 Community outreach programs 16,601 16,601 7,365 9,236

Total - General Operations 1,326,076 1,326,076 1,115,441 210,635

Total - Operating Expenditures 1,802,726 1,802,726 1,538,982 263,744


General Fund

T053



Capital Outlay:Building improvements 31,150 31,150 35,019 (3,869) Rolling equipment 295,000 295,000 203,493 91,507 Suppression, rescue and

protective equipment 34,700 34,700 5,440 29,260 Prevention - life safety - - - - Medical equipment - - - - Communication equipment 23,500 23,500 29,207 (5,707) Training - - - - IT - hardware and software 93,000 93,000 30,393 62,607 Furniture, fixtures and office equipment - - 6,630 (6,630)

Total - Capital Outlay 477,350 477,350 310,182 167,168

Debt Service:Principal Reduction 174,420 174,420 174,415 5 Interest and Fiscal Charges 20,200 20,200 20,187 13

Total - Debt Service 194,620 194,620 194,602 18

Reserves:Assigned:

Equipment and building replacement 2,564,629 2,865,051 - (2,865,051) Millage sustainment 1,012,000 1,012,000 - (1,012,000) Disaster/Emergency 1,050,000 1,050,000 - (1,050,000) OPEB 619,550 619,550 - (619,550)

Total - Reserves 5,246,179 5,546,601 - (5,546,601)

TOTAL EXPENDITURES 16,044,475 16,344,897 9,026,544 (3,774,849)

EXCESS OF REVENUES OVER(UNDER) EXPENDITURES (3,000) (3,000) 1,109,888 (2,430,616)

OTHER FINANCING SOURCESProceeds from the sale of capital assets 3,000 3,000 8,000 5,000 Operating Transfers In - Operating transfers out -

OTHER FINANCING SOURCES 3,000 3,000 8,000 5,000

NET CHANGE IN FUND BALANCE -$ -$ 1,117,888 (2,425,616)$

FUND BALANCE - October 1, 2016 6,475,422

FUND BALANCE - September 30, 2017 7,593,310$


General Fund

T054


For the Last Four Fiscal Years Ended June 30,2017 2016 2015 2014

0.0301141% 0.0296856% 0.0247499% 0.0260567%

8,907,555$ 7,495,637$ 3,196,778$ 1,589,840$

District's covered - employee payroll 3,468,886$ 3,617,072$ 3,404,639$ 3,501,676$

256.78% 207.23% 93.89% 45.40%

83.89% 84.88% 92.00% 96.09%

For the Last Four Fiscal Years Ended September 30,2017 2016 2015 2014

Contractually required contribution 799,467$ 731,434$ 611,946$ 600,356$

799,467 731,434 611,946 600,356

Contribution deficiency (excess) -$ -$ -$ -$

District's covered-employee payroll 3,682,187 3,587,646 3,340,918 3,492,130

21.71% 20.39% 18.32% 17.19%

Note: Data was unavailable prior to 2014.

SCHEDULE OF DISTRICT'S PROPORTIONATE SHARE OF THE NET PENSION LIABILITY-FLORIDA RETIREMENT SYSTEM PENSION PLAN

SCHEDULE OF DISTRICT CONTRIBUTIONS - FLORIDA RETIREMENT SYSTEM PENSIONPLAN

District's proportion of the net pensionliability

District's proportion share of the net pensionliability

District's proportionate share of the net pensionliability as a percentage of its covered-employee payroll

Plan fiduciary net position as a percentage ofthe total pension liability

Contributions in relation to the contractuallyrequired contribution

Contributions as a percentage of covered-employee payroll

T055


For the Last Four Fiscal Years Ended June 30,2017 2016 2015 2014

0.0140167% 0.0143700% 0.0137827% 0.01376525%

$ 1,498,734 1,674,769$ 1,405,621$ 1,287,084$

District's covered - employee payroll $ 4,272,805 4,450,811$ 4,182,011$ 4,089,872$

35.08% 37.63% 33.61% 31.47%

1.64% 0.97% 0.50% 0.99%

For the Last Four Fiscal Years Ended September 30,2017 2016 2015 2014

Contractually required contribution 74,599$ 74,164$ 56,135$ 50,133$

74,599 74,164 56,135 50,133

Contribution deficiency (excess) -$ -$ -$ -$

District's covered-employee payroll 4,493,936 4,467,715 4,123,409 4,122,582

1.66% 1.66% 1.36% 1.22%

Note: Data was unavailable prior to 2014.

SCHEDULE OF DISTRICT'S PROPORTIONATE SHARE OF THE NET PENSION LIABILITY -HEALTH INSURANCE SUBSIDY (HIS) PENSION PLAN

SCHEDULE OF DISTRICT CONTRIBUTIONS - HEALTH INSURANCE SUBSIDY (HIS) PENSIONPLAN

District's proportion of the net pensionliability

District's proportion share of the net pensionliability

District's proportionate share of the net pensionliability as a percentage of its covered-employee payroll

Plan fiduciary net position as a percentage ofthe total pension liability

Contributions in relation to the contractuallyrequired contribution

Contributions as a percentage of covered-employee payroll

T056


POST-EMPLOYMENT BENEFITS OTHER THAN PENSIONS

SCHEDULE OF FUNDING PROGRESS

(1) (2) (3) (4)

(2)-(1) (1) ÷ (2) (3) ÷ (4)1/1/13 -$ $ 3,323,000 3,323,000$ 0.0% 3,462,000$ 96.0%8/1/14 - 3,248,000 3,248,000 0.0% 3,714,000 87.5%4/1/17 - 2,445,000 2,445,000 0.0% 3,689,000 66.3%

(1) (2) (3) (4)

(2)-(1) (1) ÷ (2) (3) ÷ (4)1/1/13 861,000$ $ 627,000 (234,000)$ 137.3% 3,462,000$ -6.8%8/1/14 997,000 799,000 (198,000) 124.8% 3,714,000 -5.3%4/1/17 1,122,000 873,000 (249,000) 128.5% 3,689,000 -6.7%

VEBA Plan

Accrued Actuarial Liability (AAL)

UAAL as a % of

Covered Payroll

Actuarial Valuation

Date

Actuarial Value of Assets

Unfunded AAL

(UAAL)Funded Ratio

Covered Payroll

Non-VEBA District Plan

Accrued Actuarial Liability (AAL)

Funded Ratio

Covered Payroll

Actuarial Value of Assets

Unfunded AAL

(UAAL)

UAAL as a % of

Covered Payroll

Actuarial Valuation

Date

T057



SCHEDULE OF EMPLOYER CONTRIBUTIONS

2015 $ 449,000 38% 374,000$ 45%2016 365,000 33% 275,000 44%2017 370,000 32% 266,000 45%

2015 $ (4,000) 0% 5,000$ 0%2016 - 0% 7,000 0%2017 (11,000) 0% (5,000) 0%


Actuarial Methods and Assumptions

Valuation Date April 1, 2017

Actuarial Cost Method Projected unit credit

Amortization Period 10 year open period; level dollar payment

Investment Return

Healthcare Cost Trend Rates

NOTES TO THE SCHEDULE OF FUNDING PROGRESS AND SCHEDULE OF EMPLOYERCONTRIBUTIONS

4.00% per annum District; 7.00% per annum VEBA;includes inflation at 3.00% per annum

Select Rates: 7.50% for 2017/18 graded to 5.50% for2021/22; Ultimate rates: 5.00% per annum

Non-VEBA District Plan

VEBA PlanAnnual

Required Contribution

(ARC)%

Contributed

Year ended September

30,Annual

OPEB Cost%

Contributed

% Contributed

Year ended September

30,Annual

OPEB Cost%

Contributed

Annual Required

Contribution (ARC)

T058


AGENDA CATEGORY: New Business ITEM 8G AGENDA ITEM: Annual Report SUBJECT: Completion of 2017 Annual Report with Pending Financials OTHER: N/A

ACTION [Information]

PURPOSE Provide the Board of Fire Commissioners with the finalized 2017 Annual Report with audit approval pending financial statements.

HISTORY Each year the District completes an annual report of activities. In recent years, the District has added a Statistical Abstract section, as well as further financial information. At this meeting the Board will be provided with the final document, which includes financial information relative the future approval of the audit report.

RECOMMENDATION

Staff recommends Board members review the document and provide feedback if desired.

Fort Myers Beach Fire Department www.FMBFire.org

239-590-4200

100 Voorhis Street

Fort Myers Beach Florida 33931

Annual Report

2017

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Annual Report 2017

About Us……………………………………………………………………………... Page 3 Board of Commissioners……………………………………………………………... Page 4 Office of the Fire Chief………………………………………………………………. Page 5 Organizational Structure……………………………………………………………... Page 6 Operations……………………………………………………………………………. Page 6-7 Statistical Abstract…………………………………………………………………… Page 8-14 Training Division…………………………………………………………………...... Page 15 Life Safety & Support Services……………………………………………………… Page 15-17 Administrative Services……………………………………………………………… Page 17-21 Finance……………………………………………………………………………….. Page 21-24 In Memoriam…………………………………………………………………………. Page 25 Core Elements……………………………………………………………………….... Page 26

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Annual Report 2017

The Fort Myers Beach Fire Department is located in Southwest Lee County, Florida, covering the islands of Estero and San Carlos, as well as nearby areas. Our team provides services to a population of approximately 9,000 full time residents, over 40,000 peak season residents, and over 1.8 million visitors each year. In addition to a significant population increase in peak season, Estero Island is a well-known and highly frequented Spring Break destination for visitors around the world. The Fort Myers Beach Fire Department covers a 10 square mile area out of 4 facilities strategically placed within the District, as well as responds to many areas of Southwest Florida through an automatic aid and closest unit response system.

The District began as a volunteer fire department in 1949 by the Beach Improvement Association, Inc. The District incorporated as the Fort Myers Beach Fire Control District in 1950 with an estimated population of only 2,500 residents. Since, the Fort Myers Beach Fire Department has become a full-service career and emergency response organization protecting the residents and visitors of this highly sought after and growing location.

The Fort Myers Beach Fire Department provides a variety of services to include a multitude of fire suppression activities, Emergency Medical Advanced Life Support (ALS) on all apparatus, ambulance transport, technical rescue, hazardous materials incident response, and a variety of other emergency and non-emergency services.

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Annual Report 2017

The Fort Myers Beach Fire Department is a Special District of Florida, which operates by the governance and leadership of a five-member Board of Fire Commissioners. The Board of Fire Commissioners are residents elected by the Community to serve the District for a four-year term. The Board works with the Fire Chief and Administrative staff in establishing vision for the organization, strategic and long range planning objectives, as well as overseeing financial activities.

Fort Myers Beach Fire Department Board of Fire Commissioners

100 Voorhis Street ∙ Fort Myers Beach, Florida 33931 Mailing Address: Post Office Box 2880 ∙ Fort Myers Beach, Florida 33932

Hello and welcome! As your Fort Myers Beach Fire Control District Board of Fire Commissioners, we are pleased to provide the following 2017 Annual Report to the Fort Myers Beach Community, visitors, and team members. We are confident the items found in this report will help describe what our organization has been focused on over the last year and where we are going in the future. As your Board of Fire Commissioners, we are proud of the men and women who represent this organization each day in both emergency response, as well as the many behind the scenes operations required to make this a best in class organization. We welcome your questions and requests for further information, as well as encourage you to attend our Board of Fire Commissioner meetings and work sessions. Please see our website for meeting dates and times, and thank you again for your support of our fantastic team. Fort Myers Beach Fire Control District Board of Fire Commissioners

Chair Carol Morris

Vice-Chair Theodore R. Schindler II

Secretary/Treasurer Bob Raymond

Commissioner Larry Wood

Commissioner Ron Fleming

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Annual Report 2017

Fort Myers Beach Fire Department Office of the Fire Chief

100 Voorhis Street ∙ Fort Myers Beach, Florida 33931 Mailing Address: Post Office Box 2880 ∙ Fort Myers Beach, Florida 33932

The Fort Myers Beach Fire Department is proud to present our 2017 Annual Report. Over the last year our team has been involved in a variety of activities to include those aimed at progression of our services, as well as many components aimed at making sure our organization sits on a solid foundation. The following report illustrates the efforts our team has made focusing on the aspects that will accomplish a long-term model of sustainability, to ensure services remain at the level our community and visitors are accustomed to. In 2017, we also did a fair amount of assessment and review of our current operations. We have a goal of regularly assessing our actions to make sure they remain the proper activities for our ever changing public safety environment. We have used this information to continue to build a better plan for future progression, embracing the desire to make sure that the services we do choose to offer, are provided at the highest level within our capability. I would also like to provide my sincere thanks to a fantastic team of professionals who worked hard this year for the betterment of our community and team. This includes our Board of Fire Commissioners, our Firefighters and Paramedics, our Administrative Personnel and Leadership, and our Life Safety and Prevention Personnel. This year made it clear, that though we all operate in different areas of the organization, we are all focused on providing the best possible service as a team to ensure we shape our community through excellence. Once again, thank you to our team for their hard work and for our great community for their support. I am truly honored to work with such a fantastic group of individuals. Matthew R. Love Fire Chief

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Annual Report 2017

The Fort Myers Beach Fire Department is organized into major branches, divisions and programs to achieve the maximum benefit in all aspects of resident and visitor needs. Fort Myers Beach Assistant Chiefs, Directors, and Division Chiefs oversee specific organizational branches, divisions, and programs while working together in achieving the organization’s operational and administrative goals.

The Fort Myers Beach Fire Department Operations Branch manages all operational aspects of the organization, to include emergency response, training, emergency medical services, apparatus, and equipment. The Operations Branch is overseen by an Executive Assistant Fire Chief, who works closely with the Assistant Chief of Training, Education and Safety, Division Chief of Emergency Medical Services, Battalion Chiefs, Captains, Lieutenants, Driver Engineers, Paramedics, and Firefighters to execute the operational mission of the organization. A busy 2017 was highlighted by the impact of Hurricane Irma. Thanks to the Department’s proactive efforts, an updated Hurricane Operations Plan was implemented just in time to be put to the test. The plan provided invaluable guidance to the staff who all performed like the well-trained professionals the citizens have grown to trust. Fort Myers Beach was very fortunate to have sustained relatively minimal damage. Nonetheless, the staff and responders worked tirelessly to make our community safe for the residents and businesses to return. For large-scale events, fire departments rely on mutual-aid from their neighboring departments. This year weather conditions created dangerous fire conditions in Lehigh Acres. Fort Myers Beach answered the call to duty as we worked with several other area fire departments protecting

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Annual Report 2017

homes in Lehigh Acres. Although the brush fires claimed a few homes, countless others were saved as the Firefighters placed themselves and their apparatus in harm’s way to protect the lives and property of others. There were 3,490 calls for service in 2017. A total of 76% of these calls were for emergency medical assistance, and the other 24% were fire related (fires, fire alarms, and other assistance (non-medical) type incidents). Fire Station 31 was the busiest station, covering 42% of all responses. Fire Station 32 responded to 31.7% of the total incidents, and Fire Station 33 managed the remaining 26.7%. The average response time for all incidents was 6:11 and the Department is reaching 73% of our incidents within an 8:00 minute or less standard. In addition to responding to citizen’s emergencies, the Fire Department serves the public in many other ways. In 2017, the Fire Department’s service to the community included these events. The Department continued progressing with its long-term Capital Sustainment Plan. Fire engines are custom designed apparatus and each one is built to fit the unique needs of the District it will serve. In 2017, the Department ordered the replacement for Engine 32, which is being built by Sutphen Manufacturing out of Dublin, Ohio. The new fire engine is scheduled to go into service in the summer of 2018. In addition to the new fire engine, our Battalion Chief Vehicle was replaced, which adds enhanced incident management capabilities for a safer fire ground environment. We are pleased to announce the installation of diesel exhaust removal systems in all of our fire stations as of this year. These exhaust systems support our commitment to reducing firefighter exposure to cancer casing particulates and initiatives.

• New Year’s Eve Celebration • Shrimp Festival and Block Party • Easter Egg Hunt • National Kids Day Events • Bay Oaks Haunted House • Spirit of the Holidays-Pancake

Breakfast • Spirit of the Holidays-Toy Drive • Spirit of the Holidays-Gift

Wrapping Party • Surfers for Autism • Beach Elementary Carnival

• Spirit of the Holidays-Santa Gift Delivery • Friday Night Lights Event at Golisano

Children’s Hospital • Sand Sculpting Events • Saint Patrick’s Day Parade • Independence Day Events • Free Community Child Safety Seat Checks • Fire Prevention Week Activities • Salvation Army-Bell Ringing Event • Muscular Dystrophy Association (MDA) • Fort Myers Beach Community Foundation-

Fashion Show

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Annual Report 2017

Fire1%

EMS71%

Good Intent

18%

Service10%

Incident Response General This section provides information regarding the various incident types responded to by the Fort Myers Beach Fire Control District. These categories are based on general areas of service, using national category systems developed to standardize incident reporting. Total Incident Response by Major Incident Group The Total Incident Response by Major Incident Group Section provides a percentage based look at the incident responses of the Fort Myers Beach Fire Control District. Incident Response by Month

050

100150200250300350400450

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Annual Report 2017

Incident Response by Apparatus The incident response by apparatus provides information relating to what type of apparatus was assigned to the incident. This assignment may be allocated in response to a specific apparatus type need, an apparatus that was closest to the incident, or the need of additional personnel.

Incident Response by Time of Day

0 200 400 600 800 1000 1200 1400 1600

Ambulance 31

Ambulance 32

Ambulance 33

Engine 30

Engine 31

Engine 32

Truck 33

0

50

100

150

200

250

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Annual Report 2017

Incident Response Fire The Incident Response Fire section provides an overview of fire related response categories. Incident Response Fire by Time of Day

Incident Response Fire by Day of the Week

0

1

2

3

4

5

6

7

8

0

2

4

6

8

10

12

Sunday Monday Tuesday Wednesday Thursday Friday Saturday

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Annual Report 2017

Incident Response Fire by Ignition Factor

Incident Response Emergency Medical The Incident Response Emergency Medical section provides an overview of all Emergency Medical Service (EMS) related response categories. Incident Response Emergency Medical by Month

46%

8%

19%

27%Cause Under Investigation

Cause Undetermined AfterInvestigation

Failure of Equipment or HeatSource

Unintentional

0

50

100

150

200

250

300

350

400

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Annual Report 2017

Incident Response Emergency Medical by Type

Incident Response Emergency Medical by Time of Day

0 100 200 300 400 500 600 700

Altered Mental StatusCardiac Arrest

Cardiac DisordersEndocrine

EnviornmentalGI/GU

General IllnessNo complaint/other

OB/GYNO.D/Ingestion

RespiratorySeizure

Stroke/CVATraumatic Injury

0

50

100

150

200

250

300

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Annual Report 2017

Incident Response Emergency Medical by Day of Week

Incident Response Emergency Medical by Age Group

0

100

200

300

400

500

600

Sunday Monday Tuesday Wednesday Thursday Friday Saturday

0 100 200 300 400 500 600 700

0-4

5-9

10-14

15-19

20-24

25-34

35-44

45-54

55-64

65-74

75-84

85+

Unknown

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Annual Report 2017

Incident Response Emergency Medical Advanced versus Basic Life Support The Incident Response Emergency Medical Advanced versus Basic Life Support Section provides information relating to the type of calls and the use of Advanced Life Support (ALS) services related to the medical problem found.

Incident Response Emergency Medical Advanced versus Basic Life Support Monthly

ALS 57%

BLS 43%

0

20

40

60

80

100

120

140

ALS BLS

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Annual Report 2017

Training Division The Fort Myers Beach Fire Department Training Division coordinates and manages all initial, ongoing, and advanced level training. This includes development programs for the Firefighter, Driver Engineer, and Fire Officer. This division also manages all State and nationally required certifications. The Training Division coordinates promotional processes, hiring processes, and major incident reviews for the organization and other involved emergency service agencies.

Emergency Medical Services (EMS) Division The Fort Myers Beach Fire Department EMS Division’s responsibilities include the management and planning of all levels of EMS delivery to include Advanced Life Support (ALS) transport ambulances, as well as fully staffed ALS fire units to ensure ALS care is provided by the closest unit responding. The EMS Division also oversees EMS education, training, equipment, supplies, and administration of all medical services.

The Fort Myers Beach Fire Department Life Safety & Support Services Branch is overseen by an Executive Assistant Fire Chief, and provides all prevention, community education, risk reduction, and code enforcement to our community. This includes fire and life safety inspectors, as well as oversight of the plans review process for structures. This Branch also provides a variety of community outreach functions to educate our community, keep children safe in our schools, and much more. Our Life Safety & Support Services Branch houses the Office of the Fire Marshal, code enforcement, and inspection programs, and provides fire investigation services and public information.

2017 ANNUAL TRAINING HOURS

Company Training

Driver/Operator Training

EMS

General Training

Hazardous Materials

Officer Training

Recruit Training

Specialty Training

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Annual Report 2017

Finally, this Branch oversees the many logistical components of our organization. This includes facilities and grounds, information and technology, as well as supplies and materials. Life Safety In addition to carrying out our day-to-day tasks in 2017, the Life Safety Division was very busy tackling several new projects and providing public education. This past year, the Life Safety Division began working on the development of the “Slumber Safe” program, which is one of the Department’s efforts to work with local businesses and property owners affected by Local Fire Ordinance 2016-001, by creating an economic incentive. The theory is that consumers will desire to stay in an occupancy that has been inspected for fire and life safety purposes, while also communicating to our community that these structures comply with the Florida Fire Prevention Code. The program was introduced in December of 2017 and is scheduled for full implementation by the spring of 2018. The Life Safety Division managed to train approximately fifty (50) citizens in the proper use of fire extinguishers, and certified one-hundred (100) citizens, residents, and workers in Cardiopulmonary Resuscitation (CPR) and Automated External Defibrillator (AED) in 2017. The Life Safety Division was extremely active with our regional collaboration of partners in the Safe Kids coalition of Southwest Florida this year as well. We worked jointly with our partners on swimming safety programs, and attended the international Safe Kids’ Day at Gulf Coast Town Center. In our community, our Fire Prevention Specialists installed approximately thirty (30) child safety seats and hosted a free child safety seat check at Fire Station 32. This year was a great year for fire investigation and fire loss. The Department was able to prevent a great deal of potential hazards this year, with a total property save calculation of $58.2 million and a loss calculation of $202,000 with no injuries or deaths reported. Code Compliance witnessed a significant uptake in new construction and remodel activity, with the Life Safety Inspectors completing the year with 838 routine and/or construction related inspections. Support Services The support services division has been extremely busy with several major projects including the following items: Organizational Re-branding: this included the implementation of new uniforms, creating a new organizational logo and patch, new department flags, and drafting a new department uniform policy. Facility Maintenance: this was an extremely busy catch up year for facility maintenance which resulted in several projects and many vendor updates to ensure fiscal responsibility and service quality. This year the Support Service Division reviewed all District vendors who provide

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Annual Report 2017

facility maintenance or repair services. Terms and conditions were negotiated for reduced labor rates, and material costs when maintenance or facility repairs were needed, as well as evaluation of the quality of work to determine contractors offered preferred vendor status. Over the course of 2017, our Department’s executive team conducted a comprehensive evaluation of the District’s technology program. In the review, we entered a partnership allowing the department to conduct a full evaluation of the network, and evaluate our technology needs internally and externally. Several key enhancements were identified, and moving into 2018, we are planning to introduce a much needed network update to match the needs of the Department. This year we addressed redundant emergency notification of staff to emergencies. Also, we actively worked with our partners in Lee County Government Communications to conduct an assessment of all radios that are part of the Lee County Radio System. We implemented a new radio alias program, which helps to enhance the safety of our Firefighters when operating in dangerous conditions. We are also working on a Disaster Communication Plan update as one of our lessons learned from Hurricane Irma. In 2017, the Support Service Division designed, ordered, and supervised build out of three staff vehicles and a new Battalion Chief Vehicle. In addition to this activity, fleet service vendors were reviewed and a collaborative relationship was established with a neighboring fire department’s fleet maintenance services.

The Administrative Branch is overseen by the Director of Finance and Administrative Services and provides support to all Fort Myers Beach Fire Department divisions and programs through document and policy management, benefit administration, purchasing processes, and budgeting. The administration also provides the organization’s Human Resources department, Risk Management coordination, and Strategic Planning Section. The Fire Chief works with the Board of Fire Commissioners, administrative staff, legal counsel, accountants, and fire department officers to oversee Department functions. The Office of the Fire Chief also manages public records and the logistical components of the Board of Fire Commissioners. The Fire Chief serves as the direct liaison to the Board of Fire Commissioners by managing documentation, resolutions, meeting preparation, and other administrative considerations.

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Annual Report 2017

Core Elements (Mission, Vision, Values, Code of Ethics, Slogan) Utilizing the facilitative expertise of Chief Love, the 2017 Advisory Group (consisting of a diverse mix of department members) assisted in creating the Core Elements, adopted in November 2017, which outlines our new mission, vision and values statements, code of ethics, and department slogan. This is in concert with the development of our new department branding to be phased-in over several months. Change of Meeting Venue In late 2017, the department moved our monthly meetings from Fire Station 31 to the council chambers at the Town of Fort Myers Beach for evening Board of Commissioner meetings and to the Fort Myers Beach Library conference room for morning work sessions. The department is very appreciative of both government entities in working with us to move our meetings to their buildings. Risk Management For the third consecutive year, the department received a grant-like award of $5,000 from our insurance carrier to use towards the purchase of new bunker gear. This is an annual risk management program that offers a 50% expense reimbursement for qualifying safety-related purchases. Emergency Disaster Preparedness from an Administrative Perspective Hurricane Irma provided many opportunities to test our plans for safeguarding precious documents, continuity of ongoing administrative operations, and providing support to our Firefighters and Paramedics as they tend to our community needs. As a result, the administrative staff perpetually works to develop and refine our emergency preparedness plans to address potential weaknesses in the event of a major disaster. Communications with our residents and visitors Our fire department continues to communicate to the public as well as our internal team through two (2) publications: “What’s Up?” and “The Scoop”. The fire department has received positive feedback regarding this method of keeping our community apprised of local events, activities and general updates. Events and Community Involvement

• Chat with the Chief Sessions • Beach Kids Foundation (Golden

Coconut) • Beach Elementary (Read Across

America) • First Responders Games • Beach Kids Foundation Scholarship

Event

• Emergency Operations and Dispatch Center Tour (Lee GROWS)

• Public Service Event at Bay Oaks • Beach Rugby Tournament • Flag Pole Dedication Ceremony

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Annual Report 2017

Collective Bargaining The department and Southwest Florida Professional Firefighters Association, Local 1826-District 3 began negotiating a new three-year contract that will supersede the last contract ratified by District 3 members on March 26, 2015 and the Board of Fire Commissioners on April 8, 2015. Member Performance Management After reviewing a number of programs, the department contracted with Tenzinga in December of 2017 to move forward with implementation of their performance management system. Tenzinga will provide an efficient means to conduct evaluations and performance management of all team members. Building the foundation for the system requires several months of very technically detailed work and the department plans to roll out the program by the summer of 2018. Member Celebrations The 2nd Annual Firefighter Family Picnic at Bayside Estates held on May 20, 2017 provided an opportunity for members and their families to relax and enjoy time together. A special thank you to the residents of Bayside Estates for pampering us and hosting this event. This event also sparked the competitive nature of our members to vie for the top score in our “Cornhole Contest”. All attendees enjoyed the Annual Awards Dinner at Charley’s Boat House on September 23, 2017. The department had not organized this event for several years and we anticipate this will be a perfect venue for recognizing member accomplishments throughout the year. Members recognized included:

Phoenix Awards

Kyra Adams Jake Lamb

Chris Armiger Paul Russell

Promotions

Executive Assistant Fire Chief of Life Safety & Support Services – Ron Martin

Battalion Chief – Terry Brunson

Lieutenant – Cody Chilson

Educational and Professional Achievement

AS in Fire Science – Dan Miller

BS in Emergency Services Administration – Jake Lamb

BS in Health Care Administration – David Beers

AS in Fire Science – Oscar Gonzalez

EMS Credentialed

Layne Tal John Cunningham

Retirees

John (JP) Duncan Tom May

Service Awards

15 Years of Service Mike Brown

15 Years of Service Eric Cook

15 Years of Service Chris Morgani

15 Years of Service Jake Lamb

15 Years of Service Joe Reed

10 Years of Service Jen Gordon

10 Years of Service Joe DeVito

10 Years of Service Cody Chilson

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Annual Report 2017

Congratulations to the following members who promoted: Ron Martin promoted to Executive Assistant Fire Chief of Life Safety and Support Services, Jane Thompson promoted to Director of Finance and Administrative Services, Terry Brunson promoted to Battalion Chief, Cody Chilson promoted to Lieutenant, and Angie Snyder promoted to Executive Assistant. Congratulations and a warm welcome to the following new members: Scott Wirth hired for the position of Executive Assistant Fire Chief of Operations, Billy Cockman hired for the new position of Assistant Chief of Training, Education & Safety, and Patty Coram hired for the position of Administrative & Human Resource Assistant. Joe DeCastro, Abel Gomez, Jorge Gonzalez, Ryan Huber, Michael Jordan, Natalie Leon, Joel Martinez, Paul Montenegro and Mike Tejeda hired for the position of Firefighter/Paramedic. Congratulations and appreciation to the following retiree: Tom Deslaurier joined the department on June 1, 2004 as a Firefighter/Paramedic and retired on September 22, 2017. A special thank you to Firefighter/Paramedic Deslaurier for his 14 years of service. Members in the News Executive Assistant Fire Chief Martin, Captain DeVito, Engineer Hartman, Firefighter Dominguez, and Fire Prevention Specialist Bill Genevrino enjoyed participating in the Garden Project to teach 3rd, 4th, and 5th grade students about gardening and nutrition. With the coordination efforts of Firefighter Billy Galewski, Local 1826 raised over $144,000 for the Muscular Dystrophy Association (MDA); double the amount from the previous year! Fire Prevention Specialists Bill Genevrino and Lloyd Adams participated in the National Safe Kids Day. This dynamic duo took the Lee County Fire Marshal’s safety trailer to the event to train kids on how to escape a fire. Other safety initiatives discussed at the event were bike safety, swimming safety, and the importance of exercise. Fire Prevention Specialist Lloyd Adams wrote an article for publication in the Southwest Florida Parent and Child Magazine. The article provided valuable information about fireworks and grilling safety. In conjunction with Safe Kids of Southwest Florida Coalition, Fire Prevention Specialists Bill Genevrino and Lloyd Adams, certified in infant/child seat installations, hosted a free car seat check at Fire Station 32. Firefighter/Paramedics and Officers at Fire Station 32 assisted to make this a successful event for our community.

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Annual Report 2017

Fire Prevention Specialist Bill Genevrino was featured in the Florida Fire Service Magazine in the “Meet the Administrative Professional” column published in the August edition. The FMBFD Honor Guard attended the “Keep the Spirit of `45 Alive” celebration event. Division Chief Randy Kraus attended the State’s EMS meetings and learned that FMBFD is the only organization in Lee County to be National Emergency Medical Service Information System (NEMSIS 3) certified. In addition, we were the fifth (5th) in the State to accomplish this, and are one (1) of thirty-two (32) organizations in the State to be compliant out of over two hundred seventy (270) organizations. Finance Budget Highlights The adopted budget for year ended September 30, 2017 included a millage rate of 2.5800, from 2.4800 in the previous year. Analysis of a three-year projection model provided evidence that the department could sustain a constant millage rate of 2.5800 over a three-year period. This includes maintaining excellent levels of service delivery, a modest increase in operating expenses, provisions for personnel wage increases, and fulfillment of the capital asset sustainment and replacement plan.

Noteworthy capital purchases through September 2017 include: Sutphen Pumper with an anticipated arrival date in the summer of 2018. Three administrative vehicles and one light apparatus vehicle to replace units that were two (2) years past their scheduled replacement date. Fire proof document storage to ensure safekeeping of crucial documents. Exhaust removal systems installed at all Fire Stations to aid in keeping members safe from harmful effects of apparatus exhaust. Computer equipment and software; phase two of a three-phase project to update our technology infrastructure.

Financial Overview The following charts illustrate a snapshot of expenditures by category. The first chart in comparison to the prior two years and the second chart expressed as a percentage by category. It should be noted that the Sutphen Pumper was purchased in 2017; however, the expenditure is deferred to 2018 when the apparatus is delivered from the factory and placed in service. As with most public safety organizations and as evidenced by these charts, personnel services comprise the majority of the department’s annual expenditures.

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Annual Report 2017

Expenditures

Comparison of Annual Revenues and Expenditures

-

1,000,000

2,000,000

3,000,000

4,000,000

5,000,000

6,000,000

7,000,000

2015 2016 2017

Personnel Services Operating

Capital Outlay Debt Service (P&I)

8,000,000 8,200,000 8,400,000 8,600,000 8,800,000 9,000,000 9,200,000 9,400,000 9,600,000 9,800,000

10,000,000 10,200,000

2015 2016 2017

Revenues Expenditures

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Annual Report 2017

Designated Reserves

2017 Expenditures

4,000,000

4,200,000

4,400,000

4,600,000

4,800,000

5,000,000

5,200,000

5,400,000

5,600,000

2013 2014 2015 2016 2017

77%

17%

4% 2%

Personnel Services Operating Capital Outlay Debt Service (P&I)

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Annual Report 2017

2017 Assigned Reserves

Property Values and Millage Assessed

49%

20%

12%

19%

CapitalSustainment/Operating Bridge

Disaster/Emergency

Other Post EmploymentBenefits

Millage Stabilization

-

500,000,000

1,000,000,000

1,500,000,000

2,000,000,000

2,500,000,000

3,000,000,000

3,500,000,000

4,000,000,000

4,500,000,000

5,000,000,000

-

0.5000

1.0000

1.5000

2.0000

2.5000

3.0000

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

Property Value Millage Rate

PropertyV

aluse

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Annual Report 2017

We Celebrate the Life of Battalion Chief Michael Coenen

We lost our brother Mike Coenen, on September 30, 2017, one day shy of his 19th anniversary with our organization. Chief Coenen worked his way up through the ranks starting as an EMT/Firefighter and achieving the rank of Battalion Chief in 2014. We celebrate Chief Coenen’s life and the many contributions he made to the community and our department; he is greatly missed by all.

May 9, 1961 – September 30, 2017

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Annual Report 2017

100 Voorhis Street - Fort Myers Beach - Florida - 33931

(239) 590-4200 - www.FMBFire.org

AGENDA CATEGORY: New Business ITEM 8H AGENDA ITEM: District 3 Collective Bargaining Agreement Ratification SUBJECT: Completion of the 2017-2020 IAFF 1826, District 3 Contract OTHER: N/A


PURPOSE Board of Fire Commissioners ratification of the negotiated International Association of Fire Fighters (IAFF) Local 1826, District 3 Collective Bargaining Agreement.

HISTORY District staff has been in negotiations with members of the IAFF Local 1826, District 3 regarding the 2017-2020 Collective Bargaining Agreement, and have come to tentative agreement. This document has been reviewed by the District’s and Union’s legal teams, and all legal updates have also reached tentative agreement. This agreement has been votes on by IAFF 1826 Disitct 3, and was successfully passed by it’s members.

RECOMMENDATION Staff recommends Board members approve the presented Collective Bargaining Agreement.

RECOMMENDED MOTION Motion to approve the 2017-2020 Collective Bargaining Agreement between the Fort Myers Beach Fire Control District and the Southwest Florida Professional Firefighters and Paramedics Local 1826, District 3.


PRINCIPAL OFFICERS

J.P. DUNC.AN President HENRY GARCIA

Vice President

MISSI MIDDLETON Secretary/Treasurer

WILLIAM SIMPSON Field Representative

DISTRICTS

DISTRICTS 1 & 16 Fort Myers

DISTRICT 2 Lee Co. EMS

DISTRICTS 3 & 15 Fort Myers Beach

DISTRICT 4 North Fort Myers

DISTRICT 5 South Trail

DISTRICTS 6 & 19 Lehigh Acres

DISTRICT 7 Iona McGregor

DISTRICT 8 Tice

DISTRICTS 9 & 21 San Carlos Park

DISTRICT 10 Lee Co. CFR

DISTRICT 11 Estero

DISTRICT 12 Bayshore

DISTRICT 13 Pine Island

DISTRICT 14 Collier Co. EMS

DISTRICT 17 Sanibel

DISTRICTS 18 & 20 Fort Myers Shores

DISTRICT 22 Captiva

DISTRICT 23 Hendry Co. EMS

DISTRICT 24 Alva

SOUTHWEST FLORIDA PROFESSIONAL FIREFIGHTERS & PARAMEDICS

LOCAL 1826 I I.A.F.F., INC. 12651 McGregor Blvd • Suite 2-203 • Fort Myers,

Florida 33919 (239) 334-8222 • (239) 334-8240 • Fax: (239) 790-2715

E-mail: www.local1826.com

May 29, 2018

Dear Chief Love,

The Southwest Florida Professional Fire Fighters and Paramedics, Local 1826, IAFF, Inc. is proud to announce that District 3, Fort Myers Beach Fire, has ratified their contract.

Respectfully,

Missi Middleton Secretary/Treasurer IAFF Local 1826 CC: 3rd DVP Williamson

http://www.local1826.com/

Collective Bargaining Agreement 2017 - 2020

Between

The Fort Myers Beach Fire Control District

And

The Southwest Florida Professional Firefighters & Paramedics

International Association of Fire Fighters Local 1826- District 3

October 2017 through September 2020

Ratified June 5, 2018

2017-2020 Collective Bargaining Agreement- FMBFCD and IAFF 1826 District 3

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Table of Contents Table of Contents ……………………………………………………………………… 2 Article 1 – Preamble ……………………………………………………………........... 4 Article 2 – Recognition ………………………………………………………………… 5 Article 3 – Management Rights ………………………………………………………… 6 Article 4 – Union Rights ………………………………………………………………… 9 Article 5 – Policies and Procedures …………………………………………………….. 10 Article 6 – Payroll Deduction …………………………………………………………... 11 Article 7 – Union Business ……………………………………………………………... 12 Article 8 – Grievance and Arbitration Procedure ………………………………………. 13 Article 9 – Personal Paid Leave (PPL) …………………………………………………. 16 Article 10 – Jury Duty ………………………………………………………………….. 19 Article 11 – Bereavement Leave ………………………………………………………… 20 Article 12 – Leave of Absence ………………………………………………………….. 21 Article 13 – Reduction of Personnel and Seniority ……………………………………... 22 Article 14 – Holidays …………………………………………………………………..... 24 Article 15 – Station Facilities ………………………………………………………….... 25 Article 16 – Insurance ………………………………………………………………….... 27 Article 17 – Disability-Related Leave and Compensation ……………………………..... 28 Article 18 – Pension and Retirement …………………………………………………...... 29 Article 19 – Health and Safety ………………………………………………………........ 30 Article 20 – Shift Exchanges …………………………………………………………...... 32 Article 21 – Work Schedules, Hours of Duty & Overtime ……………………………..... 34


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Article 22 – Pay Plans ………………………………………………………………....... 36 Article 23 – Medical Privileges ………………………………………………………….. 43 Article 24 – Promotions………………………………………………………………....... 44 Article 25 – Prevailing Rights …………………………………………………………...... 46 Article 26 – Entire Agreement …………………………………………………………..... 47 Article 27 – Duration........................................................................................................... 48 Article 28 – Ratification ....................................................................................................... 49


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ARTICLE ONE

PREAMBLE

1.1 In accordance with Chapter 447 of Florida Statutes, this Agreement is entered into between Fort Myers Beach Fire Control District (hereinafter, District) and the Southwest Florida Professional Firefighters, Local 1826, District Three (3), International Association of Firefighters (hereinafter, Union). 1.2 This Agreement supersedes District 3 collective bargaining Agreement effective 10/1/14 through 9/30/17.

1.3 All articles and referenced exhibits throughout this document shall be known hereinafter as the “Agreement”. 1.4 Throughout this Agreement, any reference to the “Fire Chief” shall be interpreted to include “or his designee”. 1.5 The purpose of this Agreement is to promote cooperative relationships between the District and its employees, both individually as well as collectively through the Union; to foster safety in the work place; to provide an orderly and peaceful means for resolving differences which arise concerning the interpretation or application of this Agreement; and to set forth herein the basic and entire Agreement between the parties in the determination of wages, hours, and terms and conditions of employment. This Section 1.5 shall not serve as the basis of a grievance filed pursuant to Article 8 of this Agreement. 1.6 This Agreement is intended to promote the best interest of the public, employer and employees by providing the highest level of quality medical care and fire service to the community.


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ARTICLE TWO

RECOGNITION

2.1 The District hereby recognizes the Union as the exclusive bargaining agent for all employees of the District who are certified members of the bargaining unit pursuant to current orders of the Public Employees Relations Commission (UC 96-014). These positions are as follows: Firefighter, Lead Paramedic, Fire Inspector, Fire Prevention/Life Safety Specialist, Driver Engineer, Lieutenant, Captain, and Captain 2. 2.2 The Union hereby recognizes the Fire Chief as the exclusive bargaining agent for the District for the purpose of collective bargaining. 2.3 The Union may display one IAFF decal on all department vehicles assigned to bargain unit members, of a type, and in a location approved by the District. 2.4 The Union may display its charter directly alongside the bulletin board at any station of the Employer. 2.5 The Union will have an opportunity to use the District's electronic mail system for communication purposes within the policies established by the District.


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ARTICLE THREE

MANAGEMENT RIGHTS

3.1 Management rights as provided by law are hereby preserved. 3.2 The District hereby retains and reserves to itself and other administrative personnel of the District, without limitation, all powers, rights, authority, duties and responsibilities, and the exercise thereof, as conferred upon and vested in them by the policies of the Fort Myers Beach Fire Control District, and applicable federal, state and local regulations. 3.3 Employee rights as provided by local, state, and federal law are hereby preserved, including firefighters' rights as defined in Chapter 112, Part 8, Florida Statutes. 3.4 The District reserves and retains the rights, powers, prerogatives and authority customarily exercised by management, except as expressly limited or modified by a specific provision of this Agreement. 3.5 The Union and the employees under this Agreement recognize and agree that the District has the sole and exclusive right, except as specifically provided for in this Agreement, to manage and direct any and all of its operations. Accordingly, the District specifically, but not by way of limitation, whether exercised or not or unilaterally, reserves the sole and exclusive right to:

a. Determine the purpose and responsibilities of each position and organizational structure of the District;

b. Decide the scope of service to be performed and the method of service;

c. Set minimum performance standards, conduct standards and rules for how

service will be offered to the public;

d. Change, modify or alter the composition and the size of the work force to include the number positions allocated, the type and rank of positions allocated, the use of civilians to preform non-emergent duties which do not require a certified firefighter, and the right to lay off employees because of a lack of work, funds, or other legitimate reasons;

e. Determine work schedules, work locations, and schedule and assign

employees in accordance with overtime procedures agreed upon in writing by the District;

f. Determine the services to be provided to the public, how those services will

be provided, the maintenance procedures, materials, facilities, and equipment used, and introduce new or improved services, maintenance procedures, materials, facilities, and equipment;


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g. Hire (including the right to refrain from hiring) and/or otherwise determine

the criteria and standards of selection for employment (including minimum qualifications) for all positions within the District;

h. Fire, terminate, demote, suspend, or otherwise discipline in accordance with the District's Rules, Policies, Procedures and Regulations;

i. Promote (including the right to refrain from promoting) and/or otherwise establish criteria and/or procedures for promotions in accordance with current District policy and determine the number and types of positions used by the District, as well as the number and types of positions in each classification;

j. Update or alter previous actions as the District may determine to be orderly

or necessary;

k. Transfer, reallocate, re-classify and assign employees in positions within the organizational structure of the District and from job to job, on a temporary or permanent basis;

l. Recall employees in accordance with established District and Collective Bargaining recall procedures;

m. Determine all training parameters for all positions within the District including persons to be trained, the extent and frequency of the training, and training standards and competency levels to be achieved;

n. Create, expand, reduce, alter, combine, re-allocate or cease any job, position, rank

and/or merge, consolidate, expand, curtail, transfer, or discontinue operations, temporarily or permanently, in whole or in part, due to lack of funds or other legitimate financial or operational reasons the District believes to be in the best interest of the District;

o. Determine the number, location, and operation of all fire stations, divisions, personnel, and units;

p. Control the use of equipment and property of the District and determine the number and classifications of employees assigned to any shift, duty, division, program, branch, station or piece of equipment;

q. Require any and/or all bargaining unit employees to submit to a specific or random examination by a medical doctor and/or mental health professional, drug and/or alcohol testing, or any other medical or behavioral professional deemed appropriate by the District, as described in District Policy 108, to determine whether an employee is fit for duty and/or in compliance with a District rule, policy, procedures, or guideline if the examination is deemed by the Fire Chief to be job related, in the best interest of the employee’s and communities health and


P a g e 8 | 50

wellbeing , and consistent with a business necessity of the District; and,

r. Determine whether and to what extent the work required in its operation shall be performed by employees covered by this Agreement.

3.6 The rights of the District contained herein are not all-inclusive but indicate the type of matters or rights which belong to and are inherent in the District in its general capacity as management. Any rights, powers, and authority that the District had prior to entering into this Agreement shall be retained by the District. 3.7 If the District fails to exercise any one or more of the functions contained within this Article from time to time, this will not be deemed a waiver of the District's right to exercise any or all such functions.

3.8 If, in the sole discretion of the Fire Chief, it is determined that a civil emergency exists, including, but not limited to, riots, civil disorders, storm conditions (e.g., hurricane), or any similar catastrophe, the provisions of this Agreement may be suspended by the Fire Chief during the time of the declared emergency. 3.9 The Fire Chief at his/her sole discretion shall establish minimum staffing standards including but not limited to personnel in the position of, and/or the “Acting” position of: Firefighter, Paramedic, Lead Paramedic, Fire Inspector, Fire Prevention/Life Safety Specialist, Driver Engineer, Company Officer, Lieutenant, Captain, Captain II, Battalion Chief, and Shift Commander.


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ARTICLE FOUR

UNION RIGHTS

4.1 Except as specifically abridged or modified by a provision of this agreement, the Employees and the Union shall have, whether exercised or not, all rights, powers, privileges and authority described in this Agreement, federal, state, local law and District mandates including rules, regulations, job descriptions, memorandums, orders, policies, standard operating procedures and protocols. 4.2 The District agrees to provide a 3' x 4' wall space for the Union's bulletin board to inform its membership as to Union business in the living area at each station but not at the administration office building. Materials posted shall be submitted by a union representative to the Fire Chief or his designee for approval or denial prior to posting on the board(s). The approval or denial of materials shall be rendered to the union representative on that same day as submitted, whenever possible. Materials which are derogatory, or abusive in language or not related to Union business or which contain material inappropriate for posting in a public building, or which are factually inaccurate shall not be posted, and if they are improperly posted, the material will be removed by a chief officer or union representative.


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ARTICLE FIVE

POLICIES AND PROCEDURES

5.1 The provisions of the District’s departmental orders, personnel policies, and procedures, job descriptions, standard operating procedures, standard operating guidelines, and all other employer protocols (including medical protocols), as may be amended from time to time by the District, shall be applicable to all employees covered hereunder. 5.2 The District agrees that all employees covered hereunder shall have access to a complete set of any and all documents described in Section 5.1. The District shall make these documents available electronically on the District’s computer network, which shall be accessible by all employees. The documents shall include, but are not limited to, the following:

1. FMBFCD Job Descriptions 2. FMBFCD Department Orders 3. FMBFCD Policies and Procedures 4. FMBFCD Standard Operating Procedures 5. FMBFCD Standard Operating Guidelines 6. Medical Protocols as they apply to Paramedics and EMT’s


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ARTICLE SIX

PAYROLL DEDUCTION

6.1 The District shall deduct, from the pay of all Union members who authorize the deduction, the monthly dues payable to the Union. The employee shall have the right to stop Union dues deduction from his or her paycheck upon thirty (30) days’ written notice to the District and Union as set forth in Chapter 447 of the Florida Statutes.

6.2 Union dues shall be deducted the first pay period of each month.

6.3 Employees desiring the Union dues deduction shall complete the appropriate form as agreed upon by the District and the Union. The District will adjust the deduction from time to time upon ten (10) business days written notice from the Union.

6.4 The Union agrees to indemnify the District, and hold it harmless, from and against any liability, real or asserted of any kind or nature whatsoever, to any person or party, on account of the District's compliance or efforts to comply with this Article.


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ARTICLE SEVEN

UNION BUSINESS

7.1 The Fire Chief will consider requests from the Union Representatives and District Vice Presidents for time off to engage in Union business or activity, on an individual basis, considering that the needs of the District come first.

7.2 The District agrees to allow the Union to hold one (1) scheduled meeting per month (maximum of twelve (12) per year) which may be held at Station 31 after 1800 hours upon three (3) days’ advance written notice to the Fire Chief. Any meeting or event in addition to the one (1) meeting per month referenced above can only be held after three (3) days’ advance notice to the Fire Chief and approval of the Fire Chief. The District agrees that a representative of Southwest Florida Professional Firefighters & Paramedics Local 1826, IAFF can attend Union meetings.

7.3 Representatives of the Union who are not employees of the District shall be allowed to meet with individual employees on District property after 1800 hours to carry on business of the Union if approved by the Fire Chief.

7.4 The District agrees to allow all on-duty Union employees to attend Union meetings as described in Section 7.2, as long as District operations are not hindered by attendance, at the sole discretion of the Fire Chief. These meetings shall last no more than one hundred and twenty (120) minutes, shall be approved by the Fire Chief prior to being noticed to the employees, and shall occur at Station 31 after 1800 hours unless otherwise authorized by the Fire Chief. On-duty meetings and events, as well as meetings and/or events in District facilities, require that Fire Officers, Union officials, and members maintain professional standards, conduct, and decorum of the District at all times.

7.5 Four (4) members of the Union negotiating team shall be allowed to attend all negotiation meetings, which shall be mutually scheduled by the District and the Union.

7.6 Union negotiators will not be subject to ordinary emergencies during negotiating sessions, as long as minimum staffing requirements are met and as long as there is no cost to the District, unless specifically agreed upon otherwise

7.7 All matters relating to a filed Grievance are permitted to be addressed during normal work hours.


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ARTICLE EIGHT

GRIEVANCE AND ARBITRATION PROCEDURE 8.1 Section 1 - Definitions For purposes of this Agreement, a "grievance" is a difference or dispute regarding the meaning, interpretation or application of the terms of this Agreement. A "class action grievance" is a grievance that affects an entire class of employees.

8.2 Section 2 - Grievance Procedure

Both the District and Union recognize and agree that the best way to resolve issues or concerns is through face-to-face discussion. In recognition of this, employees are encouraged to work with their District Vice President (DVP), when appropriate, to receive clarification or further information on an item of concern, and to further identify information through the chain of command and meetings seeking information and resolution.

All grievances must be in writing and include the following:

1. Article and section of the Agreement alleged to have been violated 2. A full statement of the grievance, facts, dates and times, and violations with remedies 3. Signature of aggrieved employee and date signed

For the provisions of this article, business days are defined as days in which the District’s administrative offices are open to the public. Grievances shall be processed as follows:

8.3 Step 1 An employee with a grievance will present the item in writing to their immediate supervisor within ten (10) business days of the occurrence giving raise to the grievance. Discussion will be aimed at settling differences in a simple and effective format, at the lowest level possible. The supervisor will reach a decision and communicate in writing to the grievant within ten (10) business days from the date the grievance was presented to the supervisor.

8.4 Step 2 If the grievance is not settled in step one (1), the grieving employee shall present the grievance in writing to the employee's first level Chief Officer within ten (10) business days of the response in step one (1). The Chief Officer will investigate the alleged grievance and may conduct meetings as necessary. The Chief Officer shall attempt to adjust the matter and shall respond to the employee , in writing, no later than twelve (12) business days following the submission of the grievance to the Chief Officer.

8.5 Step 3 If the grievance is not settled in step two (2), the grieving employee shall present the grievance in writing to the appropriate Executive Assistant Fire Chief within ten (10) business days of the response in step two (2). The Executive Assistant Fire Chief or designee


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will investigate the alleged grievance and may conduct meetings as necessary. The Executive Assistant Fire Chief shall respond to the employee , in writing, no later than fourteen (14) business days following the submission of the grievance to the Executive Assistant Fire Chief.

8.6 Step 4 If the grievance is not satisfactorily resolved at Step 3, the aggrieved employee shall present the grievance in writing to the Fire Chief within ten (10) business days of the decision rendered at step three (3). The Fire Chief or designee will investigate the alleged grievance and may conduct meetings as necessary. The Fire Chief shall respond, in writing, no later than twenty (20) business days following the submission of the grievance to the Fire Chief. A probationary employee shall only have the right the process a grievance through Step 4 and not to mediation or arbitration. 8.7 "Class Action Grievances" "Class action grievances" shall mean a grievance affecting an entire “Classification” of employees, such as an entire rank, based on the same set of allegations and facts. Such class action grievances must be approved by the Union and filed jointly following the above steps. Class Action Grievances may bypass the first two (2) Steps, and begin the process at Step 3.

8.8 Mediation If there is mutual agreement to do so, the parties may submit the grievance to non-binding mediation, to be conducted by the Federal Mediation and Conciliation Service (FMCS), prior to invoking arbitration. If the parties agree to mediate, the time limits for giving notice of intent to arbitrate shall be extended until such time as mediation is concluded.

8.9 Arbitration If the grievance is not satisfactorily resolved in the above steps, the Union shall give notice of intent to arbitrate within ten (10) calendar days of the decision rendered at “Step 4”. The notice must be served upon the District and concurrently mailed to the FMCS requesting a panel of seven (7) qualified arbitrators. Either party shall have the opportunity to reject one (1) panel of arbitrators in its entirety.

An arbitrator shall be selected from the panel by the alternate striking of names with the Union making the first strike. The Arbitrator shall have no power to add to, subtract from, modify, or alter the terms of this Agreement, but shall determine only whether or not there has been a violation of this Agreement as alleged in the grievance. In the event either party claims a dispute is non-arbitrable, the Arbitrator shall rule on that issue prior to considering the merits of the grievance.

The decision of the Arbitrator shall be based upon the evidence and arguments presented. The Arbitrator shall render a decision not later than forty-five (45) calendar days after the conclusion of the final hearing. The Arbitrator’s decision shall be in writing, and shall set forth the Arbitrator's opinions and conclusions on the issues submitted. Findings of the Arbitrator made in accordance with the jurisdictional authority of this Article shall be final and binding on both parties.


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This Agreement constitutes a contract between the parties that shall be interpreted and applied in the same manner as any other contract under the laws of the State of Florida. The function and purpose of the Arbitrator is to determine disputed interpretations of terms actually found in the Agreement or to determine disputed facts upon which the Agreement's application will depend. The Arbitrator shall not have the authority to decide any issue not submitted by the parties. The compensation and expenses associated with any arbitration hearing, including attorney fees, shall be borne by the losing party as determined by the Arbitrator. In the event of a compromise award (neither party prevails on all issues), the costs of the services of the Arbitrator shall be borne equally by the parties and each party shall bear its own expenses, including attorney’s fees.

8.10 Section 3 - General Provisions

a. The parties to this Agreement shall make a good faith effort to schedule and hold arbitration hearings in a reasonable and timely manner. If the Union and/or its counsel cannot be available for the arbitration hearing within ninety (90) days of the arbitration request, the grievance shall be deemed to be withdrawn with prejudice. If the District and/or its counsel cannot be available for the arbitration hearing within ninety (90) days of the arbitration request, the grievance shall be deemed granted. If the Arbitrator chosen by the parties is not available until after three hundred and sixty-five (365) days from the date of arbitration request, then the parties agree to choose another Arbitrator so long as that newly selected Arbitrator is available within this three hundred and sixty-five (365) day time period.

b. Time limits in this Article may be lengthened or shortened pursuant to a written

agreement between the parties.

c. Step(s) of the grievance procedure may be waived in order to expedite arbitration pursuant to a written agreement between the parties.

d. The Union shall not be obligated to represent employees who are not members

of the Union in the processing of grievances.

e. Only the Union shall have the power to process and advance a grievance to arbitration on behalf of the Union. Any member may advance a grievance to arbitration without the support of the Union.


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ARTICLE NINE

PERSONAL PAID LEAVE (PPL)

9.1 Personal Paid Leave (PPL) benefits shall be credited on the last day of each month, as per the schedule below. Employees shall earn PPL benefits in accordance with the chart below based on their total years of service with the District. Employees who separate from the District shall have the month in which they leave pro-rated for the actual hours worked in their last month. Employees who are entitled to an increase in hours shall be credited on the last day of their anniversary month. Maximum accruals are equal to the annual accrual for employees within that category. PPL will be accrued for only full-time employees. No PPL will be accrued for unpaid, non-FMLA leaves of absences.

9.2 Pursuant to the Table below, employees shall receive any increase in PPL benefit hours upon full completion of their 5th year (i.e. 60th month); full completion of their 10th year (i.e. 120th month); and, upon full completion of their 15th year (i.e. 180th month).

SHIFT EMPLOYEES

Year

9/30/18 Year

9/30/19 Year

9/30/20 Years

of Service

Annual Accrual

Monthly Accrual

Annual Accrual

Monthly Accrual

Annual Accrual

Monthly Accrual

0-5 288 24 288 24 288 24

6-10 312 26 312 26 312 26

11-15 336 28 336 28 336 28

16 + 360 30 360 30 360 30


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NON-SHIFT EMPLOYEES

Year

9/30/18 Year

9/30/19 Year

9/30/20 Years

of Service

Annual Accrual

Monthly Accrual

Annual Accrual

Monthly Accrual

Annual Accrual

Monthly Accrual

0-5 196 16.33 288 24 288 24

6-10 208 17.33 312 26 312 26

11-15 220 18.33 336 28 336 28

16 + 244 20.33 360 30 360 30

9.3 All PPL shall be selected and taken after due consideration has been given to seniority, department staffing requirements, and District policy and procedure; otherwise PPL may be taken anytime throughout the year. PPL hours in excess of the maximum accrual rate not used by the end of the employee's anniversary month shall be forfeited, unless such restriction is waived by the Fire Chief due to emergency conditions. 9.4 An employee may request and be granted PPL usage provided the Battalion Chief approves it within District policy and procedure. If PPL usage is requested within seventy-two (72) hours prior to the employee’s next shift and the request would create overtime for any reason, the request shall be denied. 9.5 Employees shall select PPL dates for one (1) or more shifts before December 1 for the period January 1 through June 30 of the next year and before June 1 for the period July 1 through December 31 of that year. PPL shall be granted on a seniority basis when selected per this section of Article 9; however, PPL requests may be revoked if employees are shift changed and dates are no longer available. 9.6 The District agrees to allow up to two (2) shift employees off-duty on any one (1) duty tour/shift (24 hour period from 0800 one day to 0800 the following day) for scheduled PPL. Only one (1) Company Level Officer (Lieutenant, Captain or Captain 2) may be allowed on scheduled PPL at any one (1) time.

9.7 Unscheduled PPL shall be defined as PPL that was not scheduled 72 hours prior to the scheduled PPL. 9.8 Employees calling in unscheduled PPL shall inform the Battalion Chief by phone no later than one (1) hour prior to the start of that shift. Failure to comply may result in disciplinary action.

9.9 Employees shall not schedule any type of PPL if doing so will cause a negative balance in their PPL bank. The District will not compensate employees for PPL hours in


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excess of their earned accrual.

9.10 Employees utilizing unscheduled PPL will fall under the provisions of Article 21. 9.11 Employees shall be permitted to take PPL time in as little as four (4) hour increments with the approval of the Battalion Chief for job related (fire and EMS) educational classes provided that the requested PPL does not create overtime. Employees shall be permitted to take as little as eight (8) hour increments with the approval of the Battalion Chief for all other purposes provided that the requested PPL does not create overtime. Non-Shift employees shall be permitted to take as little as four (4) increments with the approval of the Fire Chief or designee.

9.12 All scheduled PPL time for shift employees shall be approved or denied by the Battalion Chief in accordance with the article and District policy and procedure. All scheduled PPL time for Non-Shift employees shall be approved or denied by the Fire Chief or designee.

9.13 Employees that call in unscheduled PPL, or who leave while on duty unscheduled PPL, shall not be able to return to duty that same shift.

9.14 Employees approved to schedule PPL during the selection process can only cancel PPL thirty (30) days prior to the following Holiday periods:

December 20 through January 2 November 20 through November 30

• See Article 14 regarding use of unscheduled PPL before, during, or after a holiday.

9.15 Based on the operational needs as determined by the Fire Chief, and subject to the Fire Chief’s approval, employees may take up to one (1) month of accrued PPL leave at the end of their employment before their employment is terminated.

9.16 Up to four (4) weeks of accrued and unused PPL leave (a maximum of 224 hours for shift/line personnel) may be paid at separation if reason for leave is without cause.


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ARTICLE TEN

JURY DUTY

10.1 Any employee receiving a summons for jury duty shall be given regular pay for time served during a scheduled duty shift. The employee shall be entitled to keep the amount of money received from serving on jury duty. 10.2 Any employee subpoenaed to appear for a deposition in court or at an attorney's office, while off-duty, for any job related reason, shall count as additional hours for such time including reasonable travel time, as agreed to by the Fire Chief.

10.3 At the discretion of the Fire Chief, a department vehicle may be made available to an employee attending a court appearance during a scheduled duty shift, if work related.

10.4 A copy of the written summons for jury duty or subpoena requiring application of this Article shall be provided to the Fire Chief prior to the jury duty/court appearance.

10.5 Any employee serving on jury duty or attending a court appearance during a scheduled duty shift shall return to work immediately after their jury duty or court appearance ends.


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ARTICLE ELEVEN

BEREAVEMENT LEAVE

11.1 The District agrees to provide Shift Personnel 120 hours (or 5 shifts) and Non-Shift Personnel 80 hours off with pay per occurrence for bereavement in the event the employee suffers the loss of his spouse, child or spouse's child.

11.2 In the event an employee suffers the loss of a parent, or spouse's parent, Shift Personnel shall receive 72 hours (or 3 shifts) off with pay and Non-Shift Personnel shall receive 40 hours off with pay per occurrence.

11.3 In the event of death of other immediate family of an employee, Shift Personnel shall receive forty-eight (48) hours (or 2 shifts) off with pay and Non-Shift Personnel shall receive forty (40) hours off with pay. Other immediate family shall be defined to include: brothers and sisters of the employee or spouse, grandparents of the employee or spouse, and grandchildren of the employee or spouse. 11.4 In the event of death of other members of the family of an employee not described in Section 11.1, 11.2, and 11.3, Shift Personnel shall receive twenty-four (24) hours (or 1 shift) and Non-shift personnel shall receive twenty-four (24) hours off with pay at the discretion of the Fire Chief.

11.5 Subsequent to the employee exhausting all accrued PPL time the Fire Chief may grant additional time off with pay for bereavement leave.

11.6 Upon request of the Fire Chief, the employee receiving Article 11 benefits shall provide written proof of death of the deceased family member.


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ARTICLE TWELVE

LEAVE OF ABSENCE

12.1 A leave of absence may be approved by the Fire Chief upon written request by the employee, for personal reasons, for a period not to exceed one (1) year. All leaves of absence must be approved or denied in advance, in writing, by the Fire Chief, at his sole discretion.

12.2 A leave of absence shall be without pay or benefits and shall be granted only after department staffing and personnel requirements have been evaluated by the Fire Chief.

12.3 A leave of absence shall not guarantee reinstatement upon expiration of the leave. The employee upon the expiration of a leave of absence may be considered for reinstatement if a vacancy exists, the employee complies with and meets all the current requirements for employment and only if deemed most qualified by the Fire Chief for a vacant position that is then-currently available.

12.4 If there are no vacant positions, the employee may request to be on a first rehire list (only valid for twelve (12) months) after the leave of absence has expired.


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ARTICLE THIRTEEN

REDUCTION IN FORCE AND SENIORITY 13.1 In case of a reduction in force within one or more Ranks/Positions, the reduction shall be determined by seniority and operational need determined by the Fire Chief. 13.2 No new employee shall be hired until the laid-off employee has been given the opportunity to return to work at the current rate of pay authorized for that position.

13.3 In the event the recalled employee does not report back to work within ten (10) business days after receiving notification, the District will recall the next employee as determined by seniority and operational need determined by the Fire Chief. If two or more individuals are deemed reasonably equal by the Fire Chief, then the individual filling the vacancy shall be determined by District seniority.

13.4 In the event the list of laid-off employees is exhausted based on operational need and seniority, and no recalled employees report back to work within ten (10) business days after receiving notification, the District may hire a new employee to fill the vacancy.

13.5 The notification in 13.3 and 13.4 shall be by certified mail (return receipt requested) to the employee's last known address appearing on his/her personnel record. It is the responsibility of the laid-off employee to maintain a current address with the District. If certified mail is returned, the District shall move to the next employee in seniority.

13.6 In the event there is a reduction of full-time personnel, then said vacancy shall only be filled with a full-time employee.

13.7 In the event there is a reduction in force, the terminated employee so affected shall receive four (4)-weeks of severance pay, not to exceed 240 hours.

13.8 All reinstated employees must meet the District's current requirements for employment, including but not limited to, a District medical physical, drug testing, and Florida Firefighter standards.

13.9 District Seniority. Each employee shall have District Seniority based on the employee's total length of service with the District dating back to the employee's first date of continuous employment with the District, minus any time period of unpaid leave under the provisions of Article 12. 13.9(a) District Seniority will be used in all circumstances relating to seniority with the exception of the items listed below in section 13.10. 13.10 Rank (Position) Seniority. Each employee shall have Seniority in Rank based on the employee's total length of service in that Rank dating back to the employee's first date of continuous employment in that Rank, minus any time period of unpaid leave.


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13.10(a) At the discretion of the Fire Chief, Rank Seniority shall be used for determining Acting Up assignments as well as opting out of monthly rotation assignments. 13.10(b) In the event that Rank Seniority in a specific Rank is equal between or among employees, the Fire Chief may break the tie.

13.11 In the event a reduction in force is necessary, an employee designated for lay-off may be entitled to bump an employee in a lower rank in the department if he/she meets all the requirements of the lower rank. If an employee is dropped to a lower rank, due to reduction in force, the employee will be compensated at the lower rank pay. 13.12 Loss of Seniority. The Seniority rights of an employee shall terminate upon:

• Voluntary termination • Retirement (excluding DROP participants) • Termination for just cause • Layoff exceeding twelve (12) months • Failure to return from any authorized leave of absence (including FMLA and

PPL) within three (3) working days of the scheduled return date. • Failure to report for work within fourteen (14) calendar days from the receipt of

a letter of recall from layoff or failure to notify the District of intent to return to work within five (5) calendar days of the date of receipt of a letter of recall from layoff.

13.13 Probation of Newly Hired Employees. New employees shall be on probation for a period of twelve (12) months, during which time the District will have the right to retain the employee, extend the probation of the employee or dismiss the employee at the District’s sole discretion. Employees undergoing introductory training and/or orientation will be on probation during the training and/or orientation, and will remain on probation for at least twelve (12) months from the completion of the training and/or orientation process.

The District shall have the right to extend probation up to an additional twelve (12) months after the initial twelve (12) month period.


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ARTICLE FOURTEEN

HOLIDAYS

14.1 The following holidays shall be recognized:

1. New Year’s Day 2. President's Day 3. Memorial Day 4. Fourth of July 5. Labor Day 6. Veterans Day 7. Thanksgiving Day 8. Christmas Day

14.2 All shift employees shall receive additional pay equal to twelve (12) hours at their straight hourly rate of pay for all holidays referenced in 14.1. Any employee who uses unscheduled personal paid leave (UPPL) one shift prior to, the day of, or one shift after a holiday referenced in 14.1 shall not receive additional pay for said holiday. All additional hours paid for holidays shall not be considered when calculating hours qualifying for overtime. Any shift employee mandated (ordered overtime) to work a day referenced in 14.1 shall be compensated at two (2) times their normal hourly rate.

14.3 Non-shift employees shall have such holidays off with compensation at their straight hourly rate of pay. If operational needs require non-shift employees to work a scheduled holiday, the employee will be compensated for the hours worked on the holiday at one and one-half (1.5) times their hourly rate of pay.

14.4 Non-shift employees shall have the choice of Friday or Monday off with pay and shall be selected with the approval of the Fire Chief, should any of the above- mentioned holidays fall on a Saturday or Sunday. 14.5 The District agrees that “holiday routine” shall apply to those holidays set forth in Section 14.1, and September 11th. Holiday routine shall also apply to Saturdays and Sundays provided all department training, that has been scheduled a minimum of at least one (1) month prior, will be completed prior to due date. Holiday routine shall be defined to mean a relaxed work schedule for the duty shift, after inspection of all equipment to District standards, all repairs/maintenance of all equipment, and constant achievement of operational readiness. The Union agrees that in the event certain job tasks are deemed urgent or emergent in nature, employees shall comply with such work assignments as they may be directed to complete.


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ARTICLE FIFTEEN

STATION FACILITIES

Living facilities shall be provided for those employees working, during their assigned shifts or tours of duty. Such facilities shall include: well-ventilated and adequate sleeping quarters, showers, bathrooms, dining areas, study areas, kitchen, and lounge, for which areas may serve as one or more of the functions listed above and may or may not be the same at each facility. Facilities will include air-conditioning.

15.1 In the event it becomes necessary for the District to modify or change any of the existing living facilities, it shall assure that the total living facilities of each station shall not be reduced below the equivalent of those existing, as of the effective date hereof. 15.2 Employees shall keep fire station(s), grounds and all quarters in a well-maintained appearance, to include but not limited to, clean, neat, secure, organized, and in good appearance and repair.

15.3 All shift employees will be furnished with full-size lockers.

15.4 A Union desk and file cabinet, at the expense of the Union, will be allowed at one (1) of the fire stations. All consideration will be given to placing this desk within the boundary of the living quarters as described above.

15.5 All lockers shall be subject to inspection, by the Fire Chief, in accordance with Federal, State, or Local Law.

15.6 The District shall, without cost to the employees, provide adequate parking facilities within reasonable distance of its owned or operated buildings and facilities.

15.7 No private business, including the sale of any personal property, will be conducted by any employee from any station facility or while on duty. In particular, no vehicles or any other items shall have any "For Sale" signage or any other indication on them that they are for sale while they are located on District property.

15.8 Employees bringing vehicles marked with “For Sale” signs shall be required to park these vehicles behind the stations or at an off-site location. Under no circumstances will vehicles marked with “For Sale” signs be parked in front of any station. In addition, employee towing trailers or boats with them to work shall be required to park these vehicles behind or on the side of the stations or an off-site location. If there is not adequate parking available at a station for the parking of a trailer, the employee towing the trailer must have the trailer removed from the station property.

HOUSEKEEPING DUTIES

15.9 The Union agrees that the routine maintenance and repair of the station(s), facilities, vehicles and other equipment, is the responsibility of the employees. These items include, but


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are not limited to, painting, patching, cleaning, replacing, moving, and relocating.

15.10 The District agrees that maintenance and repairs, which require the services of a journeyman or carpenter, plumbers, electricians, etc., shall not fall within the responsibility of the employees. These items may include those which may require licensure or certification to be accomplished, are onerous or unreasonable, or require permitting. 15.11 Those tasks normally requiring the services of a journeyman, carpenter, plumbers, electricians, etc., may be done by employees on a voluntary basis; however, the employer agrees not to require such tasks of the employees

15.12 The District shall provide drinking water filtration systems at each station facility. The District shall provide bottled water and other liquids for on-scene emergency calls.

15.13 The District shall provide a common washing machine, dryer and laundry detergent at each station for cleaning uniforms and bedding.


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ARTICLE SIXTEEN

INSURANCE

16.1 Health Benefits for Employees.

The District reserves the right to terminate existing coverage and enter into a contract with other companies or opportunities for comparable coverage provided there is no reduction in benefits. In the event the District elects to terminate coverage and enter into a contract with another company for comparable coverage, it will be without a lapse of insurance coverage.

The District will offer employees insurance benefits, including major medical, dental and vision coverage. The Union acknowledges that current coverage as provided by and as afforded by Lee County Board of County Commissioners (BOCC), is subject to modifications, changes and amendments, from time to time, by Lee County BOCC.

The District will pay 100% of the premium for the employee's health insurance coverage.

16.2 Dependent Coverage for Health Insurance. The Employee will pay 20% of the premium for any dependent health insurance coverage.

16.3 Accidental Death Insurance. The District shall provide accidental on-duty death insurance on all full-time employees classified as fire suppression or rescue personnel. The coverage shall conform to Florida State Statutes and be provided by a third party insurance agency identified in a separate agreement.

16.4 Life Insurance. The District shall provide $75,000 in term life insurance for each employee.

16.5 Short Term Disability Insurance. The District shall provide Short Term Disability Insurance (STD) as described in a separate third party agreement. The STD insurance benefits are administrated by a third party. Employees on short term disability will be required to reimburse the District for the 20% dependent health insurance co-pay as described in 17.2, Flexible Spending Account (FSA), and any optional or supplemental insurance the employee may have at the time of disability. Employees on STD shall be paid a maximum of 75% of their hourly rate while on STD, with the District funding the difference between the STD benefit and 75%. If an employee returns to work on light duty that employee shall be paid 100% of their hourly rate and STD benefits discontinued.

16.6 Long Term Disability Insurance. The District agrees to maintain Long Term Disability Insurance (LTD) as described in a separate third party agreement. The LTD insurance benefits are administrated by a third party and are available after Short Term Disability (STD) benefits have been exhausted.


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ARTICLE SEVENTEEN

DISABILITY LEAVE AND COMPENSATION

17.1 ON-THE-JOB INJURY/ILLNESS. An employee who sustains an on-the-job illness or injury that is compensable under the workers’ compensation law shall receive their regular wages (but not overtime wages) and all employment benefits paid by the District for up to the first twelve (12) months that they are unable to receive a release from their workers’ compensation physician to return to full duty (with no restrictions). Each employee agrees to assign to the District any and all compensation they receive during the period referenced above from the District’s workers’ compensation insurance or any other District purchased insurance. If the employee remains disabled after the first twelve (12) months referenced above, the employee shall cease receiving their regular wages paid by the District and District benefits. 17.2 OFF-THE-JOB INJURY/ILLNESS. An employee who sustains an off-the-job illness or injury who is unable to receive a release from the District's physician to return to full duty (with no restrictions) will be afforded the opportunity to participate in the District's Short Term Disability insurance and the District's Long Term Disability insurance. The District's Short Term Disability insurance and Long Term Disability insurance is provided by a third-party insurance carrier to the District and is subject to any modifications, changes and amendments made unilaterally by the District and/or the third-party insurance carrier, from time to time. 17.3 TRANSITIONAL/LIGHT DUTY WORK. Employees who sustain an on-the- job or an off-the-job injury or illness shall return for transitional or light duty work, if available, as soon as the employee is released by the workers’ compensation physician (for on-the-job injury/illness) or the District's physician (for off-the-job injury/illness) to do so. Employees performing transitional or light duty work shall not receive holiday pay and shall have the holidays off as outlined in Article 14. An employee who is working in a transitional or light-duty work capacity will be compensated at their regular hourly rate of pay and will receive their District benefits. If applicable, the hourly rate of pay and PPL monthly accrual will be converted from shift to non-shift rates while working in transitional or light-duty capacity. The granting of transitional or light duty work to an employee does not impact the District's ability to separate the employee from the District as provided in this Agreement, including this Article.

17.4 FMLA APPLICABILITY. For Family and Medical Leave Act (FMLA) eligible employees, any FMLA entitlement shall run concurrently with any leave received pursuant to this Article in accordance with applicable law, rules and regulations, including the District's FMLA policy. Employees must have worked for the District for twelve (12) months and a minimum of 1,250 hours to be eligible for FMLA. 17.5 SEPARATION. At any point when a permanent disability is identified for an employee , or if an employee is unable to receive a release from the District's physician to return to full duty (with no restrictions) after twelve (12) months from the initial on-the- job injury/illness or nine (9) months off-the-job injury/illness, then that employee shall be separated from the District, unless the Fire Chief, at his sole discretion, approves a leave of absence for the employee pursuant to Article Twelve (12) of this Agreement.


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ARTICLE EIGHTEEN

PENSION AND RETIREMENT

18.1 All employees shall be covered under the Florida Retirement System and the Fort Myers Beach Retiree Insurance Trust Fund (Voluntary Employee’s Beneficiary Association (VEBA) Trust).

18.2 The Parties agree that employees who retire on or after January 1, 2015, shall have an opportunity to participate in the District's healthcare plan, for the retiree and their family, at the retiree's sole and full cost and at no cost to the District.

18.3 Payments shall be made by retirees as described above not later than the 10th day of each month for health insurance premiums owed to the District by the retiree. The failure of a retiree to pay the District on or before the 15th day of each calendar month will constitute a breach of this provision by the retiree and the District's obligations to the retiree to participate in the District's healthcare plan as described above will cease. However, each retiree will have one time per calendar year to remit a payment up to 30 days late, as long as the full amount due is paid within said 30-day grace period. Nothing herein shall in any way affect the District's obligation to offer a retiree the option to participate in the District's group health insurance program as provided by Florida Law at the retiree's expense.

18.4 The District agrees to allow retirees to purchase life insurance through the District’s life insurance plan at no additional cost to the District.

18.5 The District agrees to contribute to the VEBA Trust on or before January 15th of 2018, 2019 and 2020 in the amount equal to 1.5 percent of budgeted wages for all District 3 employees for the fiscal year in which the contribution is made. Should other participant groups not contribute the same percentage, this article may be reopened by either party.


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ARTICLE NINETEEN

HEALTH, SAFETY & RELATED PERFORMANCE STANDARDS SAFETY COMMITTEE

19.1 The District shall establish a Safety Committee in accordance with Florida Administrative Code 69A-62.042.

19.2 The District will consent to activate the Tri-County Critical Incident Stress Debriefing Team (CISD) upon request of the Union. It is understood there will be no cost or expense to the District. The Tri-County Critical Incident Stress Debriefing Team will arrange the meeting place, so as not to interfere with the normal operations of the District.

19.3 The District agrees to allow employee(s) who are a part of the CISD Team to attend monthly team meetings while on duty as long as no overtime cost is incurred and minimum staffing is not affected. 19.4 The District agrees to allow one (1) member of the CISD Team to attend a debriefing incident outside the District while on duty as long as no overtime cost is incurred and minimum staffing is not affected.

19.5 In an effort of maintaining health and wellbeing, the District agrees to establish a mandatory physical fitness program for operational personnel, which shall take place for one (1) hour each shift.

19.6 The District and Union agree that an impaired employee would compound the inherent risks associated with employee job responsibilities and pose a threat to the safety of his/her co-workers and the general public. In recognition of the foregoing, a random drug and alcohol testing program, as described in District Policy 108, will be established and conducted by random selection throughout the year using an outside vendor.

19.7 All employees are prohibited from reporting to work or performing work/duties while impaired by a controlled substance, alcohol, illegal drug, prescription or non-prescription drug; or using District property or one’s position to facilitate the manufacture, distribution, sale, dispensation, possession or use of a controlled substance or illegal drug.

19.8 In an effort of maintaining health and wellbeing, the District and Union agree to hold a mandatory medical evaluation process meeting relevant NFPA standards, paid for by the District.

FIREFIGHTER MINIMUM PERFORMANCE STANDARDS

19.9 This Article will address minimum levels of performance standards as a condition of continuing employment, as may be implemented by the Fire Chief and incorporated by reference herein. The same minimum levels of performance standards shall be measured, at the Fire Chief’s discretion. If the performance standard is the result of a physical ailment,


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assessment shall be conducted at a mutually agreed upon location. Employee performance measuring shall be overseen by a third party familiar with Florida Minimum Standards and shall adhere to the State of Florida Bureau of Fire Standards, and any District programs/standards implemented.

19.10 A fitness-training program shall be established by mutual agreement between the Union and District. The program shall ensure that each member achieves and maintains a level of physical fitness that will permit them to perform the essential functions of their job, throughout their career, with a minimum risk from injury or serious illness.

Once the program has been established as a District policy, it may be modified or changed by mutual agreement between the Union and District. Either the Union DVP or District may initiate the process to modify the fitness-training program through written notice.

19.11 Once the fitness program has been adopted and initiated, the program will be non-punitive in nature. No employee shall be subject to any disciplinary action for failing the annual fitness test.


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ARTICLE TWENTY

SHIFT EXCHANGES

20.1 Exchange of Duty. Employees may exchange their duty with another employee, subject to the following:

a. Only classification-to-classification and paramedic to paramedic exchanges will be considered. Such exchanges must be requested at least seventy-two (72) hours in advance of the first shift in the exchange and must be approved by the Battalion Chief in accordance with any other requirements of this Agreement.

At the discretion of the Fire Chief, employees formally assigned to a long-term Acting position may trade with other employees meeting the classification of that Acting position.

b. Any duty exchanges without approval of the Battalion Chief may result in discipline and/or use of unscheduled personal paid leave (UPPL) by the employee making the request.

c. Employees are limited to being away from their regular assigned duty shift as a result of shift exchanges for three hundred sixty (360) hours per fiscal year (October 1 through September 30)

d. No employee may be scheduled to be on duty for more than a forty-eight (48) hour period as a result of duty exchanges.

e. If employment ends while an employee owes or is owed a shift, repayment rights are lost. In no event shall any shift exchange result in any expense to the District.

f. An employee who agrees to a shift exchange, but who leaves work early because of an illness shall have the time deducted from their PPL accrual and be subject to any components of UPPL.

In addition, if the shift is then below minimum staffing levels and results in the District incurring overtime costs, then the employee's accrued PPL leave will be deducted at the rate of one and one half (1-1/2) hours for each hour absent, except in the case where such overtime was incurred strictly as a result of a management action or decision.

g. Any Employee who agrees to a shift exchange but fails to report to work for the

agreed shift shall have the time deducted from accrued PPL, be subject to any components of UPPL, and be subject to disciplinary action.

h. At the discretion of the Fire Chief, employees filling a principal officer role within the IAFF Local 1826, which includes the President, Vice-President, Secretary, or Field Representative, along with, the District Vice President (DVP) for District 3 that conduct an approved shift exchange for official union business related to the


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FMBFCD, shall not have such time counted towards the totals as detailed in Article 20.1(c). As such, individuals filling union roles as defined in this subsection are limited to a total of forty-eight (48) hours of shift exchange from their regular assigned duty shift for Union Business as defined by this subsection per fiscal year (October 1 through September 30).

i. New-Hire Probationary employees may only be eligible for shift exchanges for extenuating circumstances at the discretion of the Fire Chief for the first six (6) months of employment, which may be extended for additional months not to exceed the probationary period at the discretion of the Fire Chief.

j. Employees working a shift exchange will not be eligible for educational, training, or similar leave during the time of the shift exchange they are scheduled to work.

20.2 Hardship

The number of duty exchanges may be extended, if the need arises due to a hardship on the employee, with the approval of the Fire Chief.


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ARTICLE TWENTY-ONE

WORK SCHEDULES, HOURS OF DUTY AND OVERTIME

21.1 Shift and Non-Shift Work. In compliance with the Fair Labor Standards Act (FLSA), the District uses a fourteen (14) day work period for firefighters working 24-hour shifts. The District uses a seven (7) day workweek for all other unit personnel.

21.2 Shift Employees' Hours of Duty and Non-Shift Employees' Work Schedules.

a. A normal tour of duty for a shift employee consists of twenty-four (24) hours

on duty, from 0800 to 0800, and forty-eight (48) hours off duty unless assigned to a “Rover” position or to fulfill a temporary operational or non-operational assignment.

b. No more than two (2) shift employees may be assigned to a work schedule

outside of the above listed “normal” tour of duty for a period up to one (1) year to fulfill the position of “Rover”, which includes shift assignment based on vacancies, anticipated vacancies, and operational needs rather than a set schedule. Rovers will be selected using the following criteria:

1. All Firefighters are eligible as long as they are not on probation, in the

medical credentialing process, a Lead Paramedic, or opted out of the monthly ambulance rotation.

2. The opportunity to work as a Rover shall be offered to each Firefighter, beginning with the most senior Firefighter who is qualified as an Acting Driver Engineer.

3. If the most senior qualified Firefighter refuses the opportunity, it will be offered to the next successive qualified Firefighter based on seniority.

4. In the event there are no qualified volunteers, the process will be duplicated for Firefighters without the Acting Driver Engineer Qualification.

5. In the event no volunteers select the opportunity, the District will appoint the least senior Firefighter for a time period of up to six (6) months. Firefighters who are appointed are exempt from re- appointment for a period of five (5) years.

c. At no time will employees be allowed to work (on-duty) for more than forty-

eight (48) hours within a seventy-two (72) hour period, with the exception of shift reassignment and a declared state of emergency.

d. Non-shift employees are scheduled to work, at minimum, a forty (40) hour

workweek, which may be adjusted or set by the Fire Chief at the Fire Chiefs sole discretion.


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21.3 Additional Hours. During the fourteen (14) day work period identified in Article 21.1, shift employees will be paid on an averaging method, 112 hours per pay period, with hours worked in excess of 106 compensated at an overtime rate of one-and-one half (1 ½ ) times regular rate, except as noted in Article 21.4. During the seven (7) day work week identified in 21.1, non-shift employees will be paid overtime at the rate of one-and-one half (1 ½) for hours worked in excess of forty (40) in the work week. 21.4 State of Emergency Hours and Compensation. The District reserves the right to recall employees during a declared state of emergency (federal, state or local declared emergency). Overtime assignments during a state of emergency shall supersede assignment or procedures as established in Article 21.6. Any employee required to work during a declared state of emergency shall be compensated at the overtime rate of one-and-one half (1 ½ ) times regular rate, for hours worked beyond the normal work schedule of that employee.

21.5 Use of unscheduled personal paid leave (UPPL) will reduce the hourly rate of pay from one-and-one half (1 ½) to the regular (non-overtime) hourly rate for each hour of UPPL used within the pay period. 21.6 Utilization of overtime, assignment of overtime, and selection of personnel to work overtime shall be done at the discretion of the District and within the parameters of this Article.

21.7 Prior to commencing any secondary/outside employment, an employee shall notify the District in writing.

21.8 Employees accepting secondary/outside employment acknowledge that their employment with the District is primary, and agree to immediately resign from their secondary/outside employment in the event that such employment is found to be in violation of F.S. 112.312 on Standards and Code of Ethics of Public Officers and employees, or if the employment conflicts or interferes with the employees performance of his/her duties for the District.


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ARTICLE TWENTY-TWO

PAY PLANS Section 1 The following section applies to the positions of Firefighter, Driver Engineer, Lieutenant, Captain, and Captain II. 22.1 The District and Union agree that each employee’s contribution to the organization is unique. Therefore, the Parties have identified several objective measures that define the appropriate level of compensation for each individual. The factors used to determine each individual’s compensation include: • Rank & Job Classification • Longevity (Experience) • Educational Enhancements • Acting Out-of-Class Qualification

• Lead Paramedic Responsibilities • Acting Out-of-Class Differential • Rescue Differential (Ambulance) • Medical Precepting Differential

22.2 Base Hourly Wage – The base hourly wage serves as the foundation for compensating members of the bargaining unit. Each rank and classification within the chain-of-command includes progressively higher levels of responsibility. To compensate the employee for assuming the higher level of responsibility, the base hourly wage for all 56-hour employees in the position of Firefighter, Driver Engineer, Lieutenant, Captain, and Captain II for the 2017/2018 fiscal year is depicted in the below Operations Base Hourly Wage Chart.

The following classifications are not effective until October 1, 2019 and members are not eligible to achieve these positions until after that date. Driver Engineer 1st Class, Lieutenant 1st Class, Captain 1st Class, and Captain II 1st Class

Rank & Job Classification Base Hourly WageFirefighter 4th Class $ 16.00 Firefighter 3rd Class $ 17.00 Firefighter 2nd Class $ 17.50 Firefighter 1st Class $ 18.00 Driver Engineer 2nd Class $ 22.00 Driver Engineer 1st Class $ 22.50 (Effective October 1, 2019)Lieutenant 2nd Class $ 26.00 Lieutenant 1st Class $ 26.50 (Effective October 1, 2019)Captain 2nd Class $ 26.00 Captain 1st Class $ 26.50 (Effective October 1, 2019)Captain II 2nd Class $ 28.00 Captain II 1st Class $ 28.50 (Effective October 1, 2019)

Operations Base Hourly Wage Chart


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22.3 The below Operations Classification Requirement Chart identifies components required to achieve each Classification in the Base Hourly Wage Chart (22.2). (Example: The items listed in the "Firefighter 3rd Class" category are required to become a "Firefighter 3rd Class". All components are cumulative of the previous classification for the specified rank and current position descriptions (Example: To qualify for "Firefighter 1st Class" the candidate must meet the components of "Firefighter 4th Class through 1st Class").

The following classifications are not effective until October 1, 2019 and members are not eligible to achieve these positions until after that date. Driver Engineer 1st Class, Lieutenant 1st Class, Captain 1st Class, and Captain II 1st Class

FIREFIGHTER DRIVER ENGINEER LIEUTENANT/CAPTAIN CAPTAIN II4th Class 2nd Class 2nd Class 2nd Class

Meet all required parameters of current job description




3rd Class 1st Class (Effective October 1, 2019) 1st Class (Effective October 1, 2019) 1st Class (Effective October 1, 2019)Successful completion of the probationary period Successful completion of the probationary period Successful completion of the probationary period Successful completion of the probationary period

Eligible one (1) year after attainment of Driver Engineer 2nd Class.

Eligible one (1) year after attainment of Lieutenant/Captain 2nd Class.

Eligible one (1) year after attainment of Captain II 2nd Class

Meet all course and certification components of Firefighter 4th through 1st Class

Florida State Fire Instructor II certification

NWCG S-231 (Engine Boss) Course Meet all course and certification components of Driver Engineer 2nd & 1st Class

National Incident Management System (NIMS) 300 & 400 certifications

Approved certification as Florida Incident Safety Officer

Approved Bachelor Degree or higher as defined by the Florida Firefighters Supplemental C ti PApproved Associate Degree or higher as defined

by the Florida Firefighters Supplemental Compensation Program.Approved FMBFD Acting Officer Status or Approved EVOC Instructor while maintaining a Florida Commercial Drivers License

NWCG S-330 (Strike Team/Task Force Leader) Course

2nd ClassEligible one (1) year after attainment of Firefighter 3rd ClassFSFC approved Aerial Operator Course completion.Florida State Certified Pump OperatorApproved FMBFD Acting Driver Engineer or Lead Paramedic

1st ClassEligible one (1) year after attainment of Firefighter 2nd Class.Florida State Certified Fire Officer I

RANK

Operations Classification Requirement Chart

Completion of all approved Emergency Services Leadership Institute (ESLI) courses and ESLI designation achievement

Twelve (12) credit hours towards approved Bachelor degree or higher as defined by the Florida Firefighters Supplemental Compensation Program. (Must be credits not used in any previous class advancement or toward Associate degree)

Maintain the Center for Public Safety Excellence (CPSE) Fire Officer (FO) Accreditation


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22.4 Educational Enhancements – The citizens of the District benefit when our members are well-trained and highly educated. In order to assist with the development of its members, the District supports the following enhancements depicted in the below Operations Educational Enhancements Chart:

Each employee’s Loaded Hourly Wage shall be calculated by applying the sum of the applicable values for the Base Hourly Wage, Longevity, and Educational Enhancements.

Base Hourly Wage + Longevity + Educational Enhancements = Loaded Hourly Wage

Example: $18.00 (Firefighter 1st Class) + $3.78 (Credentialed Paramedic) + $1.50 (Certified Acting Driver Engineer) + $1.00 (Associate Degree) + $1.00 (Lead Paramedic) = $25.28

To achieve the Lead Paramedic, Acting Driver Engineer, or Acting Lieutenant designation, the District will hold examinations at least quarterly if there are interested and eligible candidates, and an identified vacancy. To achieve these designations, the parameters found in Article 24: Promotions, sections 24.6 and 24.7 will apply. To achieve the Lead Paramedic designation, the Fire Chief shall select from the top three (3) successful candidates for each vacancy available through a ranking established using the additional parameters found in Article 24: Promotions, section 24.4.

Educational Enhancement Hourly Rate Eligibility

Credentialed Paramedic $3.78

Paramedics who successfully complete the Department's Credentialing Program, are released through the Department's Medical Director, and maintain FMBFD Credentialed Status.

Acting Out-of-Class Certification $1.50

Members ranked as Firefighter, Driver Engineer, or Captain meeting position requirements to Act-Out-of Class, who perform as assigned. (Number of eligible candidates is at the discretion of the District, and members may only receive compensation for one (1) Acting-Out-of-Class Certification.

Associate Degree $1.00Firefighters and Driver Engineers with an approved Associate Degree as defined by the Florida Firefighters Supplemental Compensation Program.

Bachelor Degree $1.00All Members with an approved Bachelor Degree as defined by the Florida Firefighters Supplemental Compensation Program.

Lead Paramedic $1.00

Firefighter and Driver Engineer Paramedics meeting position requirements of the Lead Paramedic, who perform as assigned. (Number of eligible candidates is at the discretion of the District)

Operations Educational Enhancements Chart


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22.5 Differentials – In addition to the hourly rate, the District has added differentials available to the employee when they are riding on an ambulance, medical precepting, and when acting out-of-class depicted in the below Operations Differential Chart and following sections.

Loaded Hourly Rate + Differential (when performing) = Total Hourly Wage Example: $18.00 (Firefighter 1st Class) + $3.78 (Credentialed Paramedic) + $1.50 (Certified Acting Driver Engineer) + $1.00 (Associate Degree) + $1.00 (Lead Paramedic) + $1.50 (Medical Precepting) + $0.50 (Rescue Differential) = $27.28

22.6 Rescue Differential – All Non-Probationary (New Hire Probation) FMBFD Credentialed Firefighters and Driver Engineers assigned to an ambulance for more than four (4) continuous hours shall receive a differential.

• In order to be fair and equitable, the opportunity to be assigned to an ambulance shall be distributed evenly among all Firefighters and Driver Engineers using a monthly ambulance rotation schedule on the employee’s regularly assigned shift.

• One (1) Driver Engineer and two (2) Firefighters per shift (A, B or C), who are not Medical Preceptors or Medical Preceptees, will be allowed to opt-out of the monthly ambulance rotation. The ability to opt-out shall be offered to each employee starting with the most senior Driver Engineer and the most senior Firefighter based on seniority-in-rank. If no employees opt-out then the least senior Driver Engineer and least senior Firefighters who are not Medical Preceptors or Medical Preceptees will be exempt from the ambulance rotation. Opted-out members may still be assigned to an ambulance on a non-routine basis, however these members will not be included in the monthly ambulance rotation schedule.

22.7 Acting Out-of-Class Differential – Periodically, the District has temporary vacancies that can be filled by members who are trained and certified to move up into the next rank. Any time a member works out-of-class for more than four (4) continuous hours they shall receive a differential. If the employee fails to maintain the established standards, the employee will automatically forfeit acting out-of-class privileges and all related pay, to include related Educational Enhancement Acting-Out-of-Class Certification pay, until the employee can demonstrate sufficient competency and maintain established standards. The District will make attempts to equitably manage Acting-Out-of-Class opportunities, however operational needs will be the first priority in determining each Acting Out-of-Class instance, and the Captain II position will have preference over Lieutenant and Captain for Acting-Out-of-Class. 22.8 Medical Precepting Differential – Lead Paramedics actively precepting one (1) or more preceptees shall receive a differential added to their hourly wage if assigned to precept for more than four (4) continuous hours. If the employee fails to maintain the established standards, the

Differentials Hourly RateRescue Differential $0.50Acting Out-of-Class Differential $1.00Medical Precepting Differential $1.50

Operations Differential Chart


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employee will automatically forfeit precepting privileges and all related pay, to include related Educational Enhancement Lead Paramedic pay, until the employee can demonstrate sufficient competency. The District will make attempts to equitably manage Medical Precepting opportunities, however operational needs will be the first priority in determining each Medical Precepting instance. 22.9 If a shift employee is temporarily assigned to a non-shift workweek, the employee's Loaded Hourly Wage will be adjusted by a factor of 1.4375, excluding any holiday pay. 22.10 Urban Search & Rescue (USAR) Team members will be paid for activations only when an activation number and mission number is issued by the State of Florida or Lee County or under local mutual aid in Lee County. USAR members shall participate in training while on-duty if no trainings are offered while a member is off duty or if staffing permits. When training off-duty, for a Mandatory class, time spent during such training shall be paid at time-and-a-half and must be pre-approved by the Executive Assistant Fire Chief of Operations. Travel time will not be compensated when training off-duty. Members shall submit documentation of class description and time spent training. Section 2 The following section applies to the position of Life Safety Specialist. 22.11 The District and Union agree that each employee’s contribution to the organization is unique. Therefore, the parties have identified objective measures that define the appropriate level of compensation for each individual. The factors used to determine each individual’s compensation include qualifications, education, and longevity (experience).

22.12 Base Hourly Wage – The base hourly wage serves as the foundation for compensating members of the bargaining unit. Each classification includes progressively higher levels of responsibility. To compensate the employee for assuming the higher level of responsibility, the base hourly wage for all 40-hour employees in the position of Life Safety Specialist for the 2017/2018 fiscal year is depicted in the below Life Safety Base Hourly Wage Chart.

Position & Job Classification Base Hourly WageLife Safety Specialist 4th Class $ 30.00 Life Safety Specialist 3rd Class $ 31.00 Life Safety Specialist 2nd Class $ 32.00 Life Safety Specialist 1st Class $ 33.00

Life Safety Base Hourly Wage Chart


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Life Safety Classification Requirement Chart

POSITIONLIFE SAFETY SPECIALIST

4th ClassMeet all parameters of current job description

3rd ClassEmergency Vehicle Operator Course (EVOC) and certificationCertified Car Seat Installation TechnicianHeart Saver CPR/AED Instructor certifiedNational Association of Fire Investigators (NAFI) certified Fire/Explosion InvestigatorFlorida State Fire Inspector II certified

2nd ClassFlorida State Fire Investigator certifiedFlorida State Fire & Life Safety Educator certifiedFFP 2706 Public Information Officer

1st ClassNational Fire Protection Association (NFPA) Certified Fire Plan ReviewerFire Service Code Administrator CertifiedNFPA Certified Fire Protection Specialists

22.13 The below Life Safety Classification Requirement Chart identifies components required to achieve each Classification in the Base Hourly Wage Chart (22.12). (Example: The items listed in the "Life Safety Specialist 2nd Class" category are required to become a "Life Safety Specialist 2nd Class". All components are cumulative of the previous classification for the specified rank and current position descriptions (Example: To qualify for "Life Safety Specialist 1st Class" the candidate must meet the components of "Life Safety Specialist 3rd Class through 1st Class"). Section 3 The following section applies to all District 3 positions. 22.14 Longevity (Experience) – Each employee’s experience enhances their ability to serve within the District. The District will calculate longevity as a percentage of the Base Hourly Wage and will adjust each employee’s Base Hourly Wage on the first full pay period following the employee’s anniversary date:

• By 2.5% of the Base Hourly Wage upon the completion of five (5) full years of service • By an additional 0.5% upon every full year completion after five (5) years to a maximum

of 12.5% Example: Employee with four (4) full years does not receive longevity.

Employee with five (5) full years receives 2.5%. Employee with six (6) full years receives 3%.

22.15 To be fiscally responsible, the District must account for the total cost to fund this entire Agreement. At the same time, the District also intends to preserve the member’s standard of living by acknowledging that the cost of goods and services changes each year. Therefore, the District will automatically adjust the Base Hourly Wage for implementation the first full pay period in October each year based on the average Consumer Price Index for Urban Wage Earners (CPI-W), South Urban Region for the previous twelve (12) months (ending May 31 of the current year) up to a maximum of 3%. In the event the ad valorem revenue is insufficient to fund


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the total cost of operating the District, both parties agree to automatically open this article (Article 22 Pay Plans) for renegotiation. 22.16 Employees are responsible for initiating classification and enhancement changes. Upon attainment or loss of the required components for a classification or enhancement, the employee will follow District procedures for reporting the information. The District will have up to four (4) weeks to complete the assessment process and respond to an employee’s request for advancement. If advancement is warranted, wage alterations will occur after submittal of the proper documentation by the employee following District procedures, and upon the first full pay period the employee is assessed as having met all the requirements. Loss in classification or enhancement requirements will be assessed based on the time period the employee met the classification or enhancement requirements.

22.17 Wage increases related to promotion shall begin on the first day of the first full pay period following the promotion date. Each employee’s longevity shall be adjusted in the first full pay period following the employee’s anniversary date with the District. 22.18 The employer will deposit payroll on a bi-weekly basis through a direct deposit payroll plan so long as authorized by the employee. All employees who are not participants in the direct deposit payroll plan shall be paid by check on a bi-weekly basis and mailed to the employee’s home address.

22.19 All compensation, with the exception of Differentials (Rescue, Acting Out-of-Class, and Medical Precepting), shall be effective October 1, 2017. Calculations for retroactive payments will be made by the District and approved by the Union prior to making payment to the employees.

22.20 To implement the components of this article:

• Existing members ranked as Firefighter will be placed into Classifications based on their full continuous years of service at the time of this Collective Bargaining Agreements ratification.

• Existing non-probationary members in the position of Life Safety Specialist will be placed into Classification 3, unless meeting the requirements for a higher Classification.

• Members will not be eligible to advance in Classification until all components of the Classification Requirements are met for the Classification being obtained, and all other Classifications below that Classification for the respective Rank/Position.

• All members in the rank of Lieutenant, Captain, and Captain II will begin at 2nd Class, and will not be eligible to obtain 1st Class until October 1, 2019 and all Classification Requirements have been met. All existing probationary members receiving the current paramedic experience incentive shall remain at that rate until Classification 3 is obtained.

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ARTICLE TWENTY-THREE

MEDICAL PRIVILEGES

23.1 The Union and District mutually acknowledge and agree that Medical Quality Assurance (MQA) and Quality Improvement (QI) in the performance of Emergency Medical Services (EMS) is of paramount importance to the community, employees, and the District. The responsibility of assuring MQA/QI rests jointly with the Medical Director, Fire Chief, and Employees. However, ultimate authority for instituting MQA/QI systems, policies, procedures, and performance measures rests solely with the Medical Director and Fire Chief.

23.2 The Union agrees that the District’s Medical Director is the sole grantor of EMS privileges within the District, and he/she after consultation with the Fire Chief may order EMS remediation consistent with District policy for any EMS provider operating under his/her medical authority. Orders for remediation from the Medical Director consistent with the provision of this article and District policy shall not be the subject of Grievances or Arbitration.

23.3 The Medical Director has the authority to place Paramedics and Emergency Medical Technicians (EMTs) on suspension of privileges and may revoke Paramedic and EMT privileges with just cause. Medical Director ordered remediation may include performance reviews, skills testing, and written evaluation.

23.4 In the event the Medical Director mandates remediation for a Paramedic or EMT, the Paramedic or EMT shall have up to six (6) months to remediate without removing Paramedic or EMT pay during the six (6) month remediation. The Paramedic or EMT must be given the appropriate opportunity to remediate prior to removing any pay. Paramedic or EMT pay shall be removed for suspensions and revocations. If privileges are reinstated, then Paramedic or EMT pay shall also be reinstated beginning on the date of reinstatement of full privileges. The Lead Paramedic qualifications may be removed at any time should the individual not be able to perform within the scope of the position.

23.5 It is the responsibility of the employee to comply with all statutes, rules and regulations for certification and licensure as an EMT or Paramedic including, but not limited to, the application completion process, providing all necessary documents, etc. to retain the required licenses and certifications. The District will pay fees for State of Florida Certifications for EMT’s or Paramedics, whichever capacity is higher.

23.6 Continuing medical education shall be made available to all EMT and Paramedic personnel during Florida’s biennial renewal cycle. Under the direction of the Medical Director, the EMS Division will provide ample opportunities for each member to receive all the required Continuing Education Units (CEUs) necessary to renew their EMT or Paramedic certification. Medical training and testing will cover the entire Lee County protocol over the biennial renewal period. The intent of this process is to conduct periodic assessments on specific subject areas, with any needed development or remediation targeting specific areas of need, rather than the entire protocol.

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ARTICLE TWENTY-FOUR

PROMOTIONS 24.1 All promotional testing will be performed utilizing an assessment based competency method.

24.2 In the event the District determines there is a vacancy, and upon notification of a vacancy and posting by the District, each applicant must meet job description requirements by the promotional test date, with the exception of components found in section 24.3 below. The applicant is responsible for providing all documentation, including all applicable licenses, certifications, and, if applicable, an education plan proving completion requirements can be met by the test date. Application periods will be no less than thirty (30) days from posting of the vacancy.

24.3 In the event there are more vacancies than eligible candidates to test, a two (2) tiered examination process may be implemented. This process will allow candidates who hold the proper rank/position, but do not meet time in grade parameters of a job description to participate in the examination, creating a primary list of fully certified candidates and a secondary list of candidates meeting all requirements except for time in grade. To be eligible as a Tier 2 candidate, the member must have been certified and eligible to work in the applicable out-of-class category for a minimum of one-hundred and twenty (120) continuous days by the promotional test date. Upon the exhaustion of the primary list, the secondary list may be used at the discretion of the District.

a. Should a candidate promote from the secondary list, that candidate will remain in a probationary status until time in grade parameters are met and all other probationary processes are satisfied.

24.4 All aspects of the testing process will be taken into consideration to formulate the final score, with a minimum passing score of 80 percent. The written examination may precede other examination components and will require an 80 percent or higher score to move onto the other examination components. Non-written examination components will include critical failure aspects.

24.5 When a promotion vacancy arises, the test will be given no sooner than sixty (60) days and no more than one hundred twenty (120) days from the District posting the vacancy. The District shall also post the general parameters of the test and suggested study materials from which the test will be constructed. The Fire Chief shall select from the top three (3) successful candidates for each vacancy available. The eligibility list shall remain in effect for a period of two (2) years from the date of the last test unless exhausted (at the discretion of the Fire Chief when less than three (3) qualified candidates remain on the list, or in the event no qualified candidates remain on the list), expired (the two (2) year expiration date is met), or terminated (a declaration of an invalid process) by the Fire Chief. If the Fire Chief is considering the termination of a list, a conference will be held with the District Vice President prior to termination. Once the eligibility list is exhausted and a vacancy occurs, the District will follow

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the process described in Section 24.2. Despite any of the above conditions, the District is not obligated to post a promotional examination within six (6) months of a previous examination for the same position.

24.6 Probation of Newly Promoted Employees. Newly promoted employees shall be considered on probation for a period of twelve (12) months. During this time the District will have the right to retain the employee in the designated classification or, by District action, demote the employee for just cause to the classification previously held by the employee, assuming the employee has maintained the requirements for the position previously held (requirements under this parameter will be based on the requirements at the time when the employee last held that position). If the employee does not meet the qualifications for the previously held position as stated above, the employee will be assessed for a lower or equal position he/she qualifies and will be subject to applicable promotional examinations.

Example: A Driver Engineer is newly promoted to Lieutenant and the District determines the employee will not complete probation, the individual will demote back to Driver Engineer if the employee maintained the same qualifications he or she had at the time promoted from Driver Engineer to Lieutenant.

The District shall have the right to extend probation up to an additional twelve (12) months after the initial twelve (12) month period before deciding to either demote the employee, or retain the employee in the designated class they currently hold. If an employee is demoted for just cause during their promotional probation period in their new job class, their demotion shall be without recourse to the grievance and arbitration procedure. While on Promoted Probation, the District may restrict the employee’s ability to act in a higher capacity or apply to act in a higher capacity. The District may determine the total number of personnel eligible for acting in a higher capacity in total, as well as within a work period, with final approval for any employee to assume a higher capacity resting with the District. 24.7 All employees must continuously maintain an active and satisfactory status for all current job description requirements, including all license(s), education, capability, performance record, and certification(s) for their current position, as well as new or desired job classification for which they are applying and for their new job classification after promotion.

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ARTICLE TWENTY-FIVE

PREVAILING RIGHTS

25.1 Except as specifically abridged or modified by a provision of this Agreement, the Employees shall continue to have, whether excused or not, all rights, privileges, fringe benefits and working conditions heretofore existing as of the date of this Agreement, unless changed by mutual consent in writing.

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ARTICLE TWENTY-SIX

ENTIRE AGREEMENT

26.1 The Parties acknowledge that, during the negotiations which resulted in this Agreement, each had the right and opportunity to make proposals with respect to subjects or matters not removed by law from the area of collective bargaining. The understandings and agreements arrived at, by the Parties after the exercise of such right and opportunity, are set forth in this Agreement.

26.2 This Agreement may be amended by mutual agreement of the Parties. Any amendment must be in writing and approved, ratified and signed by duly authorized representatives of both Parties before it will be effective.

26.3 If any Article or section of this Agreement should be found invalid, unlawful, or not enforceable, by reason of any existing or subsequently enacted legislation or by judicial authority, all other articles and sections of this Agreement shall remain in full force and effect for the duration of this Agreement.

26.4 In the event of invalidation of any Article or section, both the District and the Union agree to meet within thirty (30) days of such determination for the purpose of arriving at a mutually satisfactory replacement for such Article or section.

26.5 This Agreement shall supersede any Past Practice defined in prior Collective Bargaining Agreements.

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ARTICLE TWENTY-SEVEN

DURATION

27.1 Except as otherwise provided herein, this Agreement shall be effective during the period from October 1, 2017 through September 30, 2020.

27.2 Except where otherwise noted, negotiations for a period starting after the three (3) year term of this Agreement may be reopened by either party, serving upon the other, thirty (30) days written notice of its intent to do so, provided such negotiations shall begin no earlier than May 15, 2020 and not later than May 31, 2020.

27.3 Upon mutual written agreement of both Parties, the Agreement or specific Articles may be re-opened at any time during the Agreement.

27.4 Except where otherwise noted, the Union and District may re-open any of the provisions of this document by mutual agreement in writing, as well as either Party may re-open Article 22: Pay Plans, only under the parameters identified in Article 22.15, and Article 18: Pension and Retirement, only under the parameters identified in Article 18.5.

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ARTICLE TWENTY-EIGHT

RATIFICATION

28.1 This Agreement shall become a tentative contract upon being signed by the Fire Chief, the Union District Vice President and a Local 1826 Principal Officer. 28.2 This Agreement shall not become final or binding until its ratification by a majority of the employees in District 3 and its approval by the Board of Fire Commissioners of the Fort Myers Beach Fire Control District. 28.3 All new provisions agreed to within this contract shall be implemented upon ratification, unless otherwise specified in another section of this Agreement. IN WITNESS WHEREOF, the parties have caused this Agreement to be signed by their duly authorized representatives on the 5th day of June, 2018. WITNESSED BY: FORT MYERS BEACH FIRE CONTROL DISTRICT _____________________ __________________________ Matthew Love, Fire Chief Southwest Florida Professional Firefighters and Paramedics, Local 1826, Inc. _____________________ ___________________________ Todd Williamson Local 1826 District 3 Vice President ___________________________ JP Duncan Local 1826 President

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RATIFICATION AND APPROVAL

This is to certify that the Board of Fire Commissioners of the Fort Myers Beach Fire Control District approved this Agreement at its meeting on the 5th day of June 2018. WITNESSED BY: Fort Myers Beach Fire Control District ______________________ BY: ________________________________________ Chair Carol Morris BY: ________________________________________ Secretary Bob Raymond This is to certify that a majority of the employees in the collective bargaining unit approved this Agreement at their meeting on the 29th day of May 2018. Southwest Florida Professional Fire Fighters and Paramedics, Local 1826, Inc. ______________________ BY: ________________________________________ Local 1826 District 3 Vice President Todd Williamson


AGENDA CATEGORY: New Business ITEM 8I AGENDA ITEM: Pay & Position Schedule SUBJECT: 2017-2018 Non-Bargaining Employee Pay & Position Schedule OTHER: N/A


PURPOSE Approve the 2017-2018 Pay & Position Schedule for non-bargaining unit employees.

HISTORY In 2017, the District conducted a study of compensation levels for comparative organizations in the area. This study was used to update existing positions of the organization, with the goal of meeting local averages. This study was used to guide the District’s compensation adjustments to bargaining unit employees, updating the entire scale system. Following the ratification of the IAFF 1826, District 3 Collective Bargaining Agreement, the District is applying the same study parameters to update the non-bargaining unit employee Pay & Position Schedule.

RECOMMENDATION

It is recommend that Commissioners approve the 2017-2018 Pay & Position Schedule.

RECOMMENDED MOTION Motion to approve the 2017-2018 Pay & Position Schedule effective October 1, 2017.


AGENDA CATEGORY: New Business ITEM 8J AGENDA ITEM: Preliminary Capital Budget Presentation SUBJECT: Presentation of preliminary Capita Budget planning for 2018-2019 fiscal year OTHER: N/A

ACTION [Information/Discussion] PURPOSE Provide Board members with planned expenditures from capital plans to include the Re-Capitalization and Sustainment Plan. HISTORY Staff begins the budget process in January of each year and works in phases based on when projections can be made with reliable data, as well as when needs assessment items are reported. At this point, staff has prepared the preliminary capital budget planning figures for the next budget cycle and is working through the general budget parameters as relevant numbers become available. RECOMMENDATION Provide feedback and review of the 2018/2019 preliminary capital budget projections.

AGENDA CATEGORY: New Business ITEM 8K AGENDA ITEM: Infrastructure Funding SUBJECT: Assessment of funding options for capital expenditures OTHER: Facility & Apparatus Considerations


PURPOSE Provide the Board of Fire Commissioners with the financial options available to achieve funding for larger capital replacements such as facilities and fire apparatus.

HISTORY A) In the last fiscal year, the District ordered the replacement of a frontline fire engine. This apparatus was

funded in full upfront, to receive a substantial discount, and after an assessment on financing options and a projection of needs, the District plans to secure the debt services required.

B) As a result of the long-term facility assessment, the planning process has arrived at the need to identify funding options for facility needs to situate the District for the procurement of property and facilities.

C) As part of the District’s Re-Capitalization and Sustainment Plan, and a five-year fleet replacement catch- up, the District has planned for a Ladder Truck replacement in the 2019-2020 fiscal year. The expenditure, like other large fire apparatus procurements, is planned to be established through debt services minus the planned down payment and trade in/re-sale.

At this meeting, staff will describe the funding options and research conducted to properly prepare for these expenditures in the coming months.

RECOMMENDATION Staff recommends Board members review the information presented in preparation for future allocations.


AGENDA CATEGORY: New Business: ITEM 8L AGENDA ITEM: FASD Training Feedback ACTION [Information] PURPOSE This item appears at the request of Commissioner Morris to receive feedback on the recent training events Commissioner Fleming attended related to the Florida Association of Special District.


Materials - fmbfire.org · Phone (239) 590-4200 • FAX (239) 463-6761 Board Of Fire Commissioners...

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Transcript of Materials - fmbfire.org · Phone (239) 590-4200 • FAX (239) 463-6761 Board Of Fire Commissioners...