U.S. Fire Administration

Funding Alternatives for 

Emergency Medical and 

Fire Services

FA-331/April 2012

U.S. Fire Administration

Mission Statement

We provide National leadership to foster a solid foundation for our fire and emergency services stakeholders in 

prevention, preparedness, and response.
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Preface

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Preface

The U.S. Fire Administration (USFA) would like to acknowledge the U.S. Department of Homeland Security’s (DHS’s) Office of Health Affairs for providing the substantial support necessary to perform this research 

and to develop this report.

This report was prepared through a cooperative agreement between the USFA and the International Fire 

Service Training Association (IFSTA) at Oklahoma State University (OSU). IFSTA and its partner OSU Fire 

Protection Publications has been a major publisher of fire service training materials since 1934 and, through 

its association with the OSU College of Engineering, Architecture, and Technology, it also conducts a variety 

of funded technical research on fire and emergency services and fire and life safety issues.

The extensive information provided in this report would not have been possible without the dedication and 

efforts of the following people assigned to this project:

•	 Project Administrator—Nancy J. Trench, Assistant Director for Research, Fire Protection Publications, OSU;

•	 Principal Investigator/Project Manager—Michael A. Wieder, Executive Director, IFSTA;

•	 Editor and Proofreader—Cindy Finkle, Research Assistant, Fire Protection Publications, OSU;

•	 Principle Writer—Scott Somers, FACETS LLP; and

•	 Principal Researcher—Kevin M. Roche, FACETS LLP.

The content of this report was reviewed by a group of subject matter experts (SMEs) and organizational representatives who have extensive knowledge and interest in this topic. The USFA and DHS’s Office of Health 

Affairs would like to thank the following individuals and organizations for providing this oversight:

•	 Bill Troup—USFA;

•	 Richard Patrick—DHS, Office of Health Affairs;

•	 Dr. Jeffrey Lindsey, Ph.D.—Assistant Fire Chief, Alexandria Fire Department, VA;

•	 Bruce Evans—Emergency Medical Services (EMS) Chief, North Las Vegas Fire Department, International Association of Fire Chiefs (IAFC) Liaison to the National Association of EMS Physicians 

(NAEMSP);

•	 Mark Light—Executive Director/Chief Executive Officer (CEO), IAFC;

•	 Sean Caffrey—Interim EMS Operations Program Manager, EMTS Section, Colorado Department of 

Public Health and Environment;

•	 Philip Oakes—National Program Director/Trainer, National Association of State Fire Marshals (NASFM);

•	 Dennis Mitterer—MS, BSN, Emergency Medical Technician-Paramedic (EMT-P);

•	 Ronny J. Coleman—Representative for the National Volunteer Fire Council (NVFC);

•	 Dr. Lori Moore-Merrill—Assistant to the General President, International Association of Fire Fighters (IAFF); and

•	 Catherine Patterson—Branch Chief, Assistance to Firefighters Grants, Federal Emergency Management Agency (FEMA).
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Table of Contents

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Table of Contents

Chapter 1: Introduction .....................................................................................................1

Chapter 2: About This Manual ..........................................................................................3

Local Revenue and Funding Alternatives ......................................................................................................3

State and Federal Funding Programs ............................................................................................................4

Private-Sector Sources ..................................................................................................................................4

Writing an Effective Grant Proposal .............................................................................................................5

Implications of Funding Choices ..................................................................................................................5

Scope ............................................................................................................................................................5

Sources of Information.................................................................................................................................6

Summary .....................................................................................................................................................6

Chapter 3: Writing an Effective Grant Proposal ...............................................................9

Grant Fundamentals .....................................................................................................................................9

Basic Components of a Proposal .................................................................................................................10

Where to Get Help .....................................................................................................................................15

Interaction and Networking ....................................................................................................................... 16

Books on How to Write a Grant Proposal................................................................................................... 18

Help for Nonprofit Organizations ..............................................................................................................19

Where to Find Help on the Internet ...........................................................................................................19

Chapter 4: Local Revenue and Funding Alternatives ......................................................23

Sources of Local Revenue ...........................................................................................................................23

Development Impact and User Fees ............................................................................................................26

Fines, Forfeitures, and Penalties .................................................................................................................32

Enterprise Funds and Utility Rates .............................................................................................................34

Sale of Assets and Services ..........................................................................................................................34

Benefit-Assessment Districts .......................................................................................................................35

Borrowing ..................................................................................................................................................37

Entrepreneurial Emergency Medical Services .............................................................................................39

Cost-Saving Strategies.................................................................................................................................42

Nontraditional Fundraising Ideas ...............................................................................................................45

Chapter 5: State Funding for Emergency Medical Services ............................................49

State Sources of Revenue ............................................................................................................................49

State-Managed Federal Grants ..................................................................................................................... 51

Specific State Grants and Aid Programs ......................................................................................................53

Alabama.................................................................................................................................................. 53

Alaska .................................................................................................................................................... 53
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Arizona ................................................................................................................................................... 55

Arkansas ................................................................................................................................................. 55

California ................................................................................................................................................ 57

Colorado .................................................................................................................................................. 59

Connecticut ..............................................................................................................................................60

Florida .................................................................................................................................................... 61

Georgia ................................................................................................................................................... 62

Hawaii .................................................................................................................................................... 62

Idaho ...................................................................................................................................................... 62

Illinois ....................................................................................................................................................64

Indiana ................................................................................................................................................... 65

Iowa ....................................................................................................................................................... 65

Kansas ....................................................................................................................................................66

Kentucky .................................................................................................................................................66

Maine ..................................................................................................................................................... 67

Maryland................................................................................................................................................. 67

Montana ..................................................................................................................................................68

New Mexico .............................................................................................................................................68

North Carolina ......................................................................................................................................... 69

North Dakota ........................................................................................................................................... 70

Ohio ....................................................................................................................................................... 70

Oklahoma ................................................................................................................................................ 72

Oregon .................................................................................................................................................... 73

Pennsylvania ............................................................................................................................................. 73

Tennessee ................................................................................................................................................. 74

Texas ...................................................................................................................................................... 74

Utah....................................................................................................................................................... 75

Virginia................................................................................................................................................... 76

Washington.............................................................................................................................................. 79

Wisconsin ...............................................................................................................................................80

Wyoming ................................................................................................................................................ 82

Chapter 6: Federal Funding for Emergency Medical Services and Fire Agencies ..............85

Federal-Funding Basics...............................................................................................................................85

Types of Federal Grants ..............................................................................................................................85

Data Universal Numbering System Number ...............................................................................................86

Federal Grants ............................................................................................................................................86

Chapter 7: Foundations and Corporate Grants ............................................................. 103

Foundations ............................................................................................................................................. 103

Common Types of Foundation Grants ......................................................................................................104
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Corporate-Giving ..................................................................................................................................... 105

Program-Related Investments ................................................................................................................... 106

Philanthropy and Private Grants ............................................................................................................... 106

Appendix A: Successful Grant Application Example..................................................... 117

Appendix B: State Emergency Medical Services Offices ............................................... 137

Appendix C: State Fire Marshal Offices ......................................................................... 143

Appendix D: State Homeland Security Contacts ........................................................... 149

Appendix E: State Emergency Management Agencies ................................................... 155

Appendix F: Success Stories ........................................................................................... 161
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Introduction

1

Chapter 1: Introduction

Emergency medical services (EMS) departments and fire departments provide invaluable services in their 

communities. In the United States, EMS agencies and fire departments respond to millions of calls for 

service each year.1

 Service expectations placed on EMS and fire services organizations, including the fire 

service’s role in EMS delivery, response to natural disasters, hazardous materials incidents, technical rescue, 

and acts of terrorism, have steadily increased.

This expanding mission comes at a time when local government budgets are stretched increasingly thin, 

which translates into more duties with fewer dollars to support them. A needs-assessment survey, conducted by the U.S. Fire Administration (USFA) in cooperation with the National Fire Protection Association 

(NFPA), documents a concerning lack of appropriate training, as well as inadequate facilities and equipment 

necessary to maintain basic fire and EMS response capabilities among the U.S. fire service, particularly in 

rural and volunteer fire departments. Few departments have the capability to handle unusually challenging 

events, such as wildland urban interface (WUI) fires, hazmat, or major floods.

Striking the right balance between different sources of local revenue has become an essential skill for EMS 

and fire administrators and chief officers. So, too, has the ability to identify and acquire grants and other 

alternative revenues.

To meet this critical need and serve its constituents regarding effective methods for obtaining funding, USFA 

developed the publication, Funding Alternatives for Fire and Emergency Services in 1993 and completed an update and 

revision of this document in 1999. This has been one of the USFA’s most popular publications with thousands of copies being distributed and downloaded from the USFA website. In 2009, supported by the Department of Homeland Security (DHS) Office of Health Affairs, the USFA partnered with the International 

Fire Services Training Association (IFSTA) to update and revise the December 1999 edition of the report in 

order to provide the most up-to-date information regarding sources of funding for local-level EMS agencies 

and fire departments.

A key part of the project initiative was an enhanced study of critical funding issues for both fire and nonfire-service-based EMS systems. EMS is an essential public service in local communities. When illness or 

injuries strike, citizens depend upon EMS to respond with timely, high-quality care. According to the Institute of Medicine (IOM), more than 16 million patients arrive at the emergency room by ambulance each 

year. Even more are treated onscene without transport. A significant challenge for EMS is to ensure stable 

and sufficient revenue to provide for adequate prehospital care of the sick and injured. An optimal level of 

service in EMS typically presupposes revenue from more sources than taxpayer funding alone. 

EMS agencies and fire departments require funding for expenses such as equipment, training, and salaries in 

order to provide necessary protection to their respective communities. However, with tighter budgets, less 

government subsidies, and fewer donations, it is becoming increasingly more difficult for EMS agencies and 

fire departments to meet greater and more complex demands for its services.

However, there have been many recent changes in the availability of Federal funding for EMS agencies and 

fire departments, including the Firefighter Investment and Response Enhancement (FIRE) Act, the Staffing 

for Adequate Fire and Emergency Response (SAFER) Act grant program(s), as well as other important grant 

programs. This updated document includes sources of Federal funding as well as other new and innovative 

funding sources not discussed in previous editions.

1 “Fire in the United States 2003–2007,” 15th ed. USFA. October 2009.
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About This Manual

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Chapter 2: About This Manual

The purpose of this manual is to identify the various grants and innovative funding alternatives available for 

emergency medical services (EMS) and fire protection services. Where appropriate, a discussion of the pros 

and cons of a particular funding source is discussed. In some instances, examples are given to illustrate how 

alternative funding is being successfully implemented in EMS agencies and fire departments across the country.

This report is divided into the following several major sections identifying various sources of available 

funding and revenue options. 

Local Revenue and Funding Alternatives

The funding alternatives available at the local level vary widely, though the ability of the EMS administrator or fire chief to influence changes in these sources will vary considerably based on local preferences and 

State and local laws. Many enterprising departments have found new revenue streams through the sale of 

services. The discussion of local revenue sources includes

•	 Taxes: These include taxes on real property, personal income, and sales transactions. Other taxes 

include real estate-transfer taxes and utility-user taxes. New taxes can go into a city’s general fund 

to be divided up by elected officials or can be earmarked specifically for EMS and fire services.

•	 Development Impact and User Fees: These fees are charged to ensure that those benefitting from 

an activity pay their fair share of the costs related to that activity.

•	 Fines, Forfeitures, and Citations: Some jurisdictions now issue citations to those who engage in 

high-risk activities that may later require a rescue. Other areas dedicate a portion of fines to fund 

EMS and fire services.

•	 Enterprise Funds and Utility Rates: Local governments may establish an enterprise fund for cityoperated services. Ambulance service, for example, may be run like a municipal business where it is 

expected to earn revenue to support its operations.

•	 Sale of Assets and Services: Some EMS and fire agencies sell used equipment or services to produce 

revenue.

•	 Benefit Assessments: Special districts may be established for the purpose of supporting EMS and 

fire services. These districts can assess a benefit assessment similar to a property tax but based on 

the “benefit” received by each property. These charges are a way to circumvent property-tax limitations and can also improve the equity of charges for EMS.

•	 Borrowing: Cities and towns have a number of options for borrowing revenue needed to purchase 

capital equipment and facilities including General Obligation bonds and Certificates of Participation. 

Not-for-profit organizations may have access to low-cost 501(c)(3) revenue bond financing or may 

take out a traditional bank loan.

This section also discusses creative ways fire chiefs and EMS administrators have raised revenue for their 

agency such as creating private ambulance company contracts to reimburse for fire-based EMS, billing for 

department-operated ambulance services, offering subscription programs, providing interfacility transport, 

creating paramedic intercept agreements with surrounding communities, and piloting innovating healthcare programs. The section concludes with time-tested cost-saving strategies and miscellaneous fundraising 

ideas for rural and volunteer fire and EMS agencies.
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State and Federal Funding Programs

In addition to sources of local revenue derived from taxes and other local government financial mechanisms, 

EMS agencies and fire departments may be able to obtain considerable funding from State and Federal programs. Two chapters list grants available from States and the Federal government.

Often, Federal grant funding flows to the local level through the States. However, some States provide direct funding for EMS, especially in rural areas. Many States offer grant aid and low-interest loans for capitalimprovement projects. On the other hand, some States have no funding for local programs. Most State 

Fire Marshal’s Offices and EMS bureaus offer technical assistance to local agencies and subsidized training 

programs to first responders. 

EMS administrators and fire chiefs in States without funding may wish to consider what other States are doing and determine if some of those methods might be feasible in their State. The taxpayers pay for EMS one 

way or the other, but some approaches may be more palatable or more equitable than others.

Agencies of the Federal government offer thousands of grants and special programs to State and local governments; many of them may apply to EMS. Some programs are not specifically earmarked for fire or EMS 

but can be used for those purposes, such as community block grants. 

Private-Sector Sources

Private foundations and corporate-giving programs donate millions of dollars annually for education, arts, 

and community development, among other projects and programs. Career and volunteer EMS and fire agencies may be able to raise funds for capital purchases or to improve service delivery through these sources, 

especially in rural communities or poor urban areas. When looking at these options, caution should be taken 

to ensure that accepting donations from these types of programs does not result in the appearance of a corporate preference or conflict of interest. This is of particular importance for EMS and fire organizations that 

are government-funded. This is of lesser concern for volunteer organizations that operate outside the direct 

control or funding of their local government. Some public EMS and fire departments establish separate 501(c)

(3) nonprofit organizations to accept donations for local causes related to their mission. Among the private 

sector sources of giving are

•	 Foundations: Some communities are fortunate to have community/public foundations whose funds 

can be used for providing special public safety services, starting new programs, helping low-income 

areas, or other services allowed by charter. There are also national independent and corporate foundations that donate to communities across the country. Foundations provide a source of revenue 

through general operating support grants, planning grants, seed money, management assistance 

grants, and facilities and equipment grants.

•	 Corporate-Giving: Many public safety agencies have been successful in soliciting grants and services from national corporations. Companies are often interested in providing community assistance 

in cities and towns where they have a corporate presence or where their employees live. Corporategiving has public relations benefits and emergency service administrators should be ready and willing to recognize corporate sponsors whenever possible. Corporate-giving comes in the form of cash 

donations, in-kind contributions, and even executive loan programs.

•	 Program-Related Investments: In addition to grants, cash, or in-kind donations, foundations and 

corporations may be a source of low-interest or zero-interest loans, particularly for capital-improvement projects.
About This Manual

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Writing an Effective Grant Proposal

The final chapter of this manual presents fundamentals of developing grant proposals to assist EMS administrators and fire officers in preparing appropriate documentation in pursuit of grants from government and private 

sources. While this advice is generally applicable to any grant application, grant seekers must always read, understand, and follow the specific program guidelines for grant opportunity.

Implications of Funding Choices

Each agency providing EMS and fire protection must consider the range of opportunities and the local and 

State constraints in shaping its funding policy and determining its budget. Funding influences the amount 

of response resources available and the scope of preventative activities which, in turn, influences patient 

outcomes. The funding issue is not one to be left solely to accountants and financial officers; it is a vital 

public policy issue that deserves community input.

The choice of funding approaches also raises fundamental questions about governance and equity. Many 

questions about EMS have become part of the larger national health-care debate: Is EMS solely a private 

good where users of prehospital medical services pay for the burden of the services provided to them? Or, 

is EMS a public good provided by the community to people in need, and the cost spread across society? Perhaps EMS should be treated like insurance, in which the fees charged are a function of the risk presented? 

Who should provide EMS?

These are fundamental questions about our values and the role of government in society and apply to the fire 

service as much as they do EMS or any service the government provides. Different communities are taking 

radically different approaches; many seem uneasy about charging for services beyond the taxes paid, while 

others have found it to be the only way to fund critical public safety services.

Providers of emergency services should consider the wide variety of funding alternatives available to finance 

services and perhaps improve the equity of paying for the service. Citizens often balk at new fundraising mechanisms. Changing the way public safety is funded can profoundly affect the way government is 

viewed, and change the unwritten contract between a government and its citizens on major issues such as 

representation and the purposes and goals of government. EMS and fire leaders must take a collaborative 

and participatory approach to addressing complex public policy issues, including discussions about the role 

of EMS and fire agencies in the community and how public safety services are funded.

Finally, local government charters and State constitutions may limit the extent to which EMS agencies and 

fire departments can generate revenue. Some States prohibit volunteer ambulance agencies from billing for 

services. Others have restricted the amount of development impact fees that can be charged and prohibited 

the adoption of new user fees. Before developing any new cost-recovery program, EMS managers should 

consult with an attorney to discuss any limitations.

Scope

This manual discusses alternative sources of revenue available to fund EMS and fire protection in all types of 

systems: career or volunteer, urban or rural, advanced life support (ALS), or basic life support (BLS). While 

fire-based EMS agencies and private-sector ambulance companies are an important part of many systems, 

some of the grants and funding sources contained herein apply only to the fire service. The fire service is 

the primary first responder in many communities and many fire departments play a major role in providing 

EMS. Currently, fire departments with cross-trained dual-role personnel constitute 38 percent of EMS responders in the United States, more than any other single-system type.2

 Many of the Federal grants autho2 “EMS By the Numbers,” National Association of Emergency Medical Technicians (NAEMT).
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rized by Congress since 9/11 focus on enhancing the capabilities of first responders to respond to terrorist 

events and incidents of national significance, particularly in law enforcement and fire departments. Regardless, non-fire-based EMS agencies should find many of these innovative funding alternatives applicable to 

their organization. 

Sources of Information

The birth of the Internet era has produced an “information superhighway” providing users with timely 

access to information. Nearly every grant-making agency, public or private, has a web presence; though 

some are more conspicuous than others. Websites contain far more information about a grant than can be 

included in this manual. It is recommended that researchers use this manual to locate grants and gain ideas 

about what funding alternatives might be available, then conduct additional research on the web or at the 

local library.

Several websites were particularly useful in compiling this manual. Grants.gov (www.grants.gov) and the 

Federal Grants Wire (www.federalgrantswire.com) are free resources that index thousands of grants and 

loan programs from nearly every Federal agency. The Federal Emergency Management Agency (FEMA) 

maintains a website for the Assistance to Firefighters Grant program (www.fema.gov/firegrants) with details 

about each grant, grant writing tips, workshop schedule, and online application. The Foundation Center 

(www.foundationcenter.org) profiles private-sector resources as well as provides online tutorials on grantwriting skills. Finally, State agency websites contain information about passthrough grants managed by the 

State or State-funded programs that might be useful to EMS providers.

Uniform Resources Locators (URLs) to funding source webpages are included whenever available. It should 

be noted, however, that while these URLs are provided for the convenience of the reader, webpages are 

subject to link-rot over time. That is, links pointing to webpages, servers, and other Internet resources may 

become permanently unavailable or out of date. If this happens, it is recommended that the researcher attempt to use an Internet search engine to search the name of the grant or contact the grant-making agency 

directly to inquire if the grant is still available.

In addition to a review of websites and databases, a detailed bibliographic search was undertaken. Project 

staff, staff of the U.S. Fire Administration (USFA) and International Fire Service Training Association (IFSTA), and the peer-review team also contributed many ideas. Some success stories were obtained from contacting past grant recipients to provide a brief synopsis of their project.

Every effort was made to compile a comprehensive listing of grants and programs available to EMS agencies. 

In doing so, however, some programs may have been overlooked. They either were not known to those persons contacted or otherwise not included in the literature or websites reviewed for this project. It is also possible that grants and programs listed here are no longer available. Grant seekers should contact grant-making 

agencies directly to find out which programs are currently funded and what funding may become available 

in the future. Regardless, this manual should provide a good starting point for EMS managers seeking information on innovative solutions and alternative funding sources to support EMS in their community.

Summary

Historically, fire protection and EMS provided by fire departments have been funded as part of the municipal budget; only ambulance companies billed for their services. Pressured by the tax revolts of the 1970s 

and 80s and the fiscal crises of the early 1990s and late 2000s, EMS and fire administrators are thinking 

like entrepreneurs, increasing organizational efficiency, and seeking out new revenue streams. Changes in 

health-care financing and new legislation are challenging, traditional approaches to managing EMS. These 
About This Manual

7

pressures are particularly difficult for EMS and fire providers as they come at a time when there are increased demands for the services they provide and a need to add capacity in order to prepare for emerging 

threats to public health and safety, such as terrorism and pandemic. 

Public safety providers need to know the range of possible funding alternatives available to them, especially 

those that have proven effective. This manual describes alternative sources of funding and revenue-producing opportunities that may be used to finance EMS and fire protection systems.
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Writing an Effective Grant Proposal

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Chapter 3: Writing an Effective Grant Proposal

Successful grant writing involves thoughtful planning and preparation. It takes time and persistence to succeed. A successful grant is one that is well-prepared, thoughtfully planned, and concisely packaged. 

Whether pursuing a government grant or private dollars, it is important to read and understand the specific 

program guidelines for that grant opportunity. Always follow the exact specifications of the grant in the application. Every grant or foundation provides information on program priorities and the information needed 

to include in an application in order to be successful. Failing to request top-priority items is the number one 

reason why applications are unsuccessful. Reading the guidelines will give the applicant a good idea of what 

information is needed to include in the application narrative. 

Government agencies and large foundations may have formal application packets, strict guidelines, and 

fixed deadlines that must be adhered to. However, the steps outlined here can generally be applied to any 

grant-seeking effort. This is not a rigid formula; rather it is a suggested approach that can help the grantseeker get organized and write a winning grant proposal.

Grant Fundamentals

For many, grant writing can be an intimidating prospect. But, with a little diligence, the rewards can help 

fund projects important to the safety, health, and welfare of the local community. So, where does one start? 

The following are five important grant fundamentals to consider when planning a grant application.

1. Identify Grant Opportunities First.

Too often, grant-seekers get caught up identifying and ranking agency needs, then searching out grants for 

their top priorities. Does it matter that getting a grant for an automatic external defibrillator (AED) may not 

be at the top of the list? If a grant is available for the AED, why not apply? Rather than looking for grants to 

fund a particular project, look at grants and see if they meet an agency need. Try to align the agency’s needs 

with national priorities and where the money is located.

Searching for grant opportunities has never been easier. This guide contains hundreds of government grants 

and private foundation funding sources with important information such as a grant synopsis, contact information, and websites. The advent of the Internet has made searching for grants even easier. Research available grant opportunities and match funding to an organizational need.

2. Research Opportunities.

Once you have identified a grant and matched it to an agency need, it is important to fully understand the 

nature of the grant. Failing to request top-priority items in a grant is the number one reason why applications are unsuccessful. It does not matter how well written an AED grant application is, if it is submitted to 

a grant that focuses on paramedic training, the grant will almost assuredly be rejected. 

Because most grants are competitive, it is important to understand the grantor’s priorities and match the 

department’s needs with those priorities. The key to successfully obtaining grants is to read the grant guidance. Pay particular attention to the funding priorities, specified application procedures and documents, 

signature requirements, and deadlines. 

Before applying for a grant, ask the following questions:

•	 Is the agency eligible to apply?

•	 Is the project eligible for consideration in terms of goals, timing, and type of activity?
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•	 What are the grantor’s priorities?

•	 Who and what projects have they funded in the past?

•	 Which expenses can be funded by the grant?

3. Write a Good Narrative.

The information provided in the narrative is what the peer reviewers use to determine if they recommend 

your project for funding. A poorly written or confusing narrative is a quick path to rejection. The grantor 

must be able to read and understand what it is the department is applying for and what it’s trying to accomplish. At a minimum, the narrative should provide a project description, including community risk and 

budget, an explanation of the financial need, a description of the cost-benefit of the proposed project, and an 

explanation of how the project will improve daily operations.

At some point, perhaps after the first or second draft is completed, seek out a neutral third party to review 

the proposal-working draft for continuity, clarity, and reasoning. Ask for constructive criticism at this point, 

rather than waiting for the grantor agency to volunteer this information during the review cycle. For example, has the writer made unsupported assumptions or used jargon or excessive language in the proposal? 

4. Follow All Instructions Carefully.

Before submitting the final package, verify that all of the instructions have been followed carefully, all of 

the requested documentation has been included in the application packet, the information is accurate, and 

required signatures are included. Some Firefighter Investment and Response Enhancement (FIRE) Act grant 

applications are rejected because they lack the required documentation or signatures. Be sure to keep a copy 

of the submission for the agency’s records. Above all, do not miss the deadline; it is the only way to know 

for sure the application will be considered.

Many grantor agencies now offer online application submittal. Use this process whenever possible. Online 

applications dramatically simplify the process and they do not allow the writer to submit an incomplete application. Be sure to print a hard copy of the application and save the email confirmation receipt.

Following all instructions also includes complying with reporting requirements. Nearly all grants require 

some form of progress report and closing report. Grantors are primarily interested in how the funds were 

used to meet the department’s needs and ensure they match the requirements of the grant. Remember, 

misappropriation of grant monies can be considered theft and subject to civil and criminal prosecution.

5. Get Help.

Grant writing can be a daunting task. Don’t be afraid to ask for help. There are many ways to become educated on grant writing and grant management. Online tutorials are available and many private agencies and 

academic institutions offer classes and workshops. The Foundation Center (www.foundationcenter.org) is a 

leading source of information on philanthropy, fundraising, and grant programs. It offers online resources 

and free assistance at any of its regional offices. 

Basic Components of a Proposal

In general, the basic components of a standard grant proposal include the following:

•	 cover letter;

•	 executive summary or abstract;
Writing an Effective Grant Proposal

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•	 introduction describing the grant-seeker or organization;

•	 problem statement or needs assessment;

•	 goals and objectives;

•	 methods;

•	 evaluation;

•	 sustainability; and

•	 project budget.

Cover Letter

The cover letter should provide a clear, concise overview of the organization, project description, and financial need. It should be written on letterhead, signed by the organization’s highest official, and addressed to 

the individual at the funding source with whom the organization has dealt. Be sure to refer to any previous 

discussions with the grant manager. The cover letter should demonstrate a familiarity with the mission and 

goals of the grant-making agency or foundation, and emphasize the ways in which the application contributes to these goals. Cover letters should be no more than one page. 

Executive Summary (or Abstract)

Also referred to as a cover sheet, the purpose of the executive summary is to provide the reader with an 

overview of the longer grant application. Think of it as a condensed summary of the entire application. It 

is designed to persuade the readers that the project is a winner and should be funded. 

The executive summary should include a description of the applicant and contact information, a definition 

of the problem to be solved, a statement of the objectives to be achieved, an outline of the activities and 

procedures to be used to accomplish these objectives, a description of the evaluation design, plans for the 

project at the end of the grant, and a statement of what it will cost the funding agency. It should also identify other sources of funding or collaborative partnerships involved in the project.

The executive summary should be brief—no more than two or three paragraphs. Resist the temptation to 

pad the executive summary with details. The purpose of the summary is to present the facts and entice 

the reviewer to read the entire proposal. Keep the language strong and positive. Tailor the information to 

the audience. Technical language is fine for a peer-review process, but may be too much in a philanthropic 

grant review. 

Remember, the executive summary is the first thing the grant reviewers will read. If it is poorly written, it 

may be the last thing they read and the project will not be funded.

Introduction

In the introduction, applicants describe their organization and demonstrate that they are qualified to carry 

out the proposed project; they establish their credibility and make the point that they are a good investment. 

Most proposals require a description of an applicant’s organization. In two pages or less, provide a brief 

history of your organization, call volume, current budget and funding challenges, problem or risk, and proposed project solution. Highlight the organization’s mission and goals and be sure to demonstrate how the 

subject of the grant proposal fits within or extends those mission and goals.
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Discuss the organization’s structure. If the organization has a board of directors, describe how board members are recruited and their level of participation. If the organization has an active volunteer group, describe the function volunteers perform. Provide qualifications of the professional staff related to the grant 

application and their levels of expertise.

Describe your community characteristics and briefly explain any special services targeted towards at-risk 

groups. Describe the constituency served, any special or unusual needs they face, and why they rely on 

agency programs. Cite the number of people who are reached through organizational programs. 

Problem Statement (or Needs Assessment)

This section lays out the reason for the proposal. It should clearly and concisely demonstrate that a relevant, 

compelling problem or need exists. Whenever possible, include qualified third-party research/evidence to 

help justify the need. 

The best way to collect information about the problem is to conduct a needs assessment. The information 

provided should be both factual and directly related to the problem addressed by the proposal. Areas to 

document include

•	 Purpose for developing the proposal.

•	 Beneficiaries—who are they and how will they benefit?

•	 Social and economic costs to be affected.

•	 Nature of the problem (provide as much hard evidence as possible).

•	 How the applicant organization came to realize the problem exists and what is currently being done 

about the problem.

•	 Stress the gaps that exist in addressing the problem that will be remedied by the proposal.

•	 Sustainability—explain how the program will continue to benefit the community after the grant 

funding has been exhausted.

•	 Most importantly, specify the manner through which problems might be solved. Review the resources needed, considering how they will be used and to what end.

One of the pitfalls to avoid is presenting the absence of the solution as the actual problem, or circular reasoning. For example, the lack of a Spanish-speaking drowning prevention program is not a problem—the 

problem is that the community has a high rate of child drowning in Spanish-speaking communities. A persuasive argument would document the child-drowning data in the community in comparison to Englishspeaking areas. Case studies or academic publications may be cited to demonstrate how similar programs 

have been successful in other communities in reducing child drowning.

Goals and Objectives

Setting goals and objectives is an important part of project planning and grant writing. Goals are statements 

about general aims or purposes of a program. An objective is a precise, measurable statement of what a 

program intends to achieve during a specific period of time toward a particular desired outcome.

Goals are abstract, whereas objectives are specific statements that state who will make what change, by how 

much, where, and when. A commonly used acronym for writing program objectives is SMART: specific, 

measurable, achievable, realistic, and time-specific. 
Writing an Effective Grant Proposal

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Remember, if the proposal is funded, the stated objectives will probably be used to evaluate program progress, so be realistic.

Methods

The objectives explain to the grantor agency what will be achieved by the project. The methods section 

describes the specific activities that will take place to achieve those objectives. A specific plan (or method) 

should be laid out for each objective in the grant proposal. The methods section should describe how, 

when, and why.

•	 How: Describe the process to be used to achieve the objectives in a rational, direct description of 

the actions that will accomplish the objectives. Be sure to include innovative features of the proposal which could be considered distinct from other proposals under consideration. The methods 

must match the stated objectives. 

•	 When: Present a timeframe for the grant project or program. When will the project begin? When 

will each step be completed? It may be helpful to reviewers to present a visual version of the project 

timeline to help them understand and evaluate the planning and feasibility. 

•	 Why: Wherever possible, justify the course of action to be taken. Why will the work plan best 

meet the objectives? If requesting funding for a product, why will that product best work to accomplish the objectives? Including case studies and expert testimony as part of the grant application are 

ways to help answer these questions. 

Projects can be easily laid out using off-the-shelf illustrator software programs that run on any personal 

computer. A Program Evaluation and Review Technique (PERT) chart could be useful in justifying some 

proposals. This software can be used to create a PERT chart that provides a graphical representation of all 

tasks in a project and the way tasks are related to each other. 

The methods section should include

•	 A restatement of the problems and objectives.

•	 A clear description and explanation of the project scope and activities.

•	 Activities to occur including the related resources and staff needed for the project.

•	 A flowchart of the organizational features of the project describing how the parts interrelate, where 

personnel are needed, and what they are expected to do.

•	 Timeline of activities.

•	 Whenever possible, use appendices to provide details, supplementary data, references, and information requiring more detail.

Evaluation

Grantor agencies want to know that they are getting their money’s worth and that grant money was spent 

properly. An evaluation plan should be built into the project. Including an evaluation plan in the grant 

application indicates that the grantee takes the objectives seriously and wants to know how well they have 

been achieved.

There are two types of formal evaluation: product and process. Product evaluation addresses the result that 

can be attributed to the project, as well as the extent to which the project has satisfied the stated objectives. 
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Process evaluation addresses how the project was conducted, in terms of consistency with the stated plan of 

action and the effectiveness of the various activities within the plan. Either or both might be appropriate to 

a project. The evaluation approach will depend on the nature of the project and its objectives.

Most grants contain some form of program evaluation or reporting requirement. The requirements of the 

proposed project should be fully understood before applying. Evaluations may be conducted by an internal 

staff member, an external auditor, or both. The applicant should state the amount of time needed to evaluate, how the feedback will be distributed among the proposed staff, and a schedule for review and comment 

for this type of communication. 

Evaluation requires both coordination and agreement among the program decisionmakers. Above all, a 

grantor agency’s requirements should be highlighted in the evaluation design. Some agencies may require 

specific evaluation techniques such as designated data formats (such as an existing information-collection 

system) or they may offer financial inducements for voluntary participation in a national evaluation study. 

Typically, Federal grants will have a description of the exact evaluation methods and reporting requirements 

in the grant’s program guidance documents.

Sustainability

A clear message from grantor agencies today is that grant-seekers will be expected to demonstrate how the 

overall activity can be sustained beyond the grant performance period and that the project has potential 

long-term benefits. The narrative should describe a plan for continuation beyond the grant period and outline all other contemplated fundraising efforts and future plans for applying for additional grants. Projections for operating and maintaining facilities and equipment should also be given.

Project Budget

The budget for a proposal can be as simple as a one-page statement of the projected revenue and expenses. 

A proposal may, however, require a more complex presentation, perhaps including a page on projected support and notes explaining various items of expenses. If costs are straightforward, a simple spreadsheet may 

suffice. Otherwise, use of a narrative format to explain unusual line items in the budget may be necessary. 

The narrative should be succinct, dealing only with the budget, not a restatement of the project. Alternatively, consider using footnotes attached to specific line items needing more explanation.

Generally, budgets are divided into two categories: personnel costs and nonpersonnel costs. In preparing 

the budget, the applicant may first review the proposal and make lists of items needed for the project. The 

personnel costs include

•	 salaries (including increases in multiyear projects);

•	 benefits, such as health insurance and retirement plans; and

•	 consultants and contract services.

The items in the nonpersonnel costs include

•	 space/office rental and leasing costs;

•	 utilities;

•	 equipment purchase or rental;

•	 training to use new equipment;
Writing an Effective Grant Proposal

15

•	 travel expenses; and

•	 office supplies (photocopying, computer supplies, etc.).

The budget proposal should also account for in-kind contributions. These services or materials can oftentimes be used as a “match” for many grants. Examples of in-kind contributions include

•	 volunteers and probono services;

•	 use of building space and utilities;

•	 transportation;

•	 printing and advertising costs; and

•	 insurance.

A well-prepared budget justifies all expenses and is consistent with the proposal narrative. Some areas in 

need of an evaluation for consistency are

•	 Salaries of the proposal in relation to those of the applicant organization should be similar.

•	 If new staff persons are being hired, additional space and equipment should be considered, as necessary.

•	 If the budget calls for equipment purchase, it should be the type allowed by the grantor agency.

•	 If additional space is rented, the increase in insurance should be supported.

•	 In the case of Federal grants, if an indirect cost-rate applies to the proposal, the division between direct and indirect costs should not be in conflict, and the aggregate budget totals should refer directly 

to the approved formula.

•	 If matching funds are required, the contributions to the matching fund should be taken out of the 

budget unless otherwise specified in the application instructions.

If pursuing a Federal grant, it is very important to become familiar with government guidelines for Federal domestic assistance. In learning to develop a convincing budget and determining appropriate format, 

reviewing other grant proposals is often helpful. The applicant may ask the grantor agency for copies of 

winning proposals. Appendix A provides an example of a successful grant application in support or rural 

emergency services.

Where to Get Help

Grant writing can be confusing and takes time and expertise. Applicants should consider taking a grant 

workshop to strengthen grant-writing and grant-management skills. The Federal Emergency Management 

Agency (FEMA) webpage for Assistance to Firefighter Grants (AFG) (www.fema.gov/firegrants/) offers online grant-management tutorials. The tutorial provides step-by-step instructions on how to manage grants. 

FEMA also sponsors grant-management workshops for applicants to learn the details about specific grants 

and talk directly to AFG regional contacts.

Colleges and universities typically offer grant-writing workshops. These programs can help those who wish 

to strengthen their grant-writing skills to acquire and master the techniques of preparing, writing, and 
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winning proposals from various funding sources. These workshops focus on the basics of the grant-writing 

process, effective ways to write and prepare grant applications, finding sources of funding, and other relevant topics.

Many municipalities hire a grants coordinator to perform grant-seeking, grant administration, and grantcoordination activities across city departments. Grant coordinators may perform any number of the following tasks:

•	 Research and identify Federal, State, and private grant-funding opportunities.

•	 Develop and catalog external resources in the areas of training, grant-funding sources, and other 

grant-related resources.

•	 Provide assistance in determining grant eligibility.

•	 Provide technical assistance and training to departments in grant writing, preparation, and 

management.

•	 Develop and implement administrative procedures and controls for grant-application process.

•	 Facilitate interdepartmental coordination and communication on multidepartmental grant projects 

to ensure that grants are processed and administered in a timely manner and according to grant 

requirements.

•	 Provide technical expertise in determining grant-compliance requirements.

Smaller departments and volunteer organizations might consider hiring a grant consultant. Consultants 

typically charge an hourly fee. Some grant writers charge according to the size of the agency. For example, 

those with a budget of $250,000 or less get a 10- to 15-percent reduction in the hourly rate charged to agencies whose budgets are bigger. In any case, hiring a consultant may be worth the expense if it means the 

difference between receiving a grant or not.

When hiring a grant consultant, be sure the applicant has a strong understanding of the grant-life cycle process including grant-seeking, grant writing, and the grant-management process. Practical experience in these 

areas is highly desirable. The applicant should demonstrate considerable experience in research, finance, or 

public administration, including obtaining funding for grant projects and programs, and grant writing.

Interaction and Networking

Completing a grant proposal is a major step to obtaining a government grant or foundation funding. Interaction with these organizations may assist an emergency medical services (EMS) agency or fire department 

in their quest for grant funding, as well as help them identify when opportunities arise for grants and when 

the “time is right” for grant proposals. Interaction and networking are key elements in marketing the department, the grant proposal, and finding new funding sources.

State Agencies 

Each State EMS bureau, fire marshal’s office, or Homeland Security/Emergency Management agency is responsible for the direction of public health and safety at the State level with requirements filtering down to 

the local level. Most State authority is supported by State legislation which enables the agency to carry out 

its responsibilities, establishes limits of authority, and provides some appropriations from State funds. The 
Writing an Effective Grant Proposal

17

State office may be a separate authority or it may be housed within another State agency, such as the State 

health department or highway/transportation department. Functions of the State office include

•	 regulation of provision of ambulance or medical transportation and fire protection services;

•	 establishment of training standards for EMS and fire personnel;

•	 interoperable communication systems;

•	 disaster planning, response, and financial assistance;

•	 data collection; and

•	 system evaluation.

It is important to understand the political authority and activities of the State EMS, fire, and Homeland Security offices in order to successfully participate in the system at the local level. Because most State EMS offices are within the State’s public health system, authority, and legislative initiatives should also take a public 

health or “preventive” approach. When attempting to receive funding from State offices, it is essential to 

understand the laws and associated regulations that have an impact on particular areas of the profession. To 

increase effectiveness when dealing with the State EMS, fire, and Homeland Security offices, agency leaders 

should know the answers to the following questions:

•	 What does the State EMS, fire, and/or Homeland Security office do?

•	 How are its activities authorized?

•	 Who is involved with implementation?

•	 What other statutes or regulations exist?

Other Associated Organizations

In addition to understanding the State’s lead EMS, fire, and Homeland Security agencies, it is also important to be aware of other influential organizations. Lead agencies in every State exchange information and 

services with many other organizations, agencies, and support groups. One entity—and an integral part of 

the EMS system structure—is the State-level advisory board or council. Although considered to be advisory 

in nature, this board or council is usually politically strong, and its recommendations to the State EMS lead 

agency can significantly impact the direction of the EMS program. Again, effective preparation for influencing this agency involves researching the answers to important questions:

•	 When and where does the council meet?

•	 Who are the members?

•	 What EMS areas do they represent?

•	 How often are they appointed and by whom?

Other organizations that can affect change in the EMS arena are State affiliates of various EMS organizations, 

the State board of nursing, and the State medical society. Also, in addition to the State lead agency, there 

are several related State agencies to consider in EMS initiatives. Each State’s governor’s office has an Office 

of Highway Safety, which has a similar agency at the national level, the National Highway and Traffic Safety 

Administration (NHTSA) of the Department of Transportation (DOT). This national office provides limited 
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funding for EMS initiatives. Since the State Office of Highway Safety represents the governor’s office, it becomes a valuable link in the network chain, not only for financial purposes but also for its political support. 

Spin-off programs administered by this office include passenger restraints, motorcycle safety, alcohol and 

drug use, and impaired driving programs, all of which are related to improving emergency medical care. 

New program initiatives, legislation, and other activities should include the involvement of these offices 

from the beginning.

Books on How to Write a Grant Proposal

If you need help writing a grant proposal, these selected handbooks can help applicants become successful 

grant writers. Check your local library for these and additional resources.

The Complete Book of Grant Writing: Learn to Write Grants Like a Professional. Nancy Burke Smith and E. Gabriel Works, 

2006. This book covers every section of grant proposal, instructs how to make proposal compelling, explains timetable. Includes sample proposals, letters of inquiry, and support letters.

Complete Idiot’s Guide to Grant Writing. Waddy Thompson, 2007. This overseer of fundraising activities for a 

foundation describes each step of the process including how to determine who can receive a grant and for 

what, how to find donors, how to create a budget, how to write a compelling proposal, and how to overcome obstacles. 

Demystifying Grant Seeking: What You Really Need to Do to Get Grants. Larissa Golden Brown and Martin John Brown, 

2001. Practical advice on building a grant-seeking process for your organization beginning with dispelling 

myths/fears that get in the way of effective grant-seeking and continuing with entire grant-seeking process 

improvement. 

The Everything Grant Writing Book. Judy Tremore and Nancy Burke Smith, 2008. This book discusses all aspects 

of grant-writing process to help you succeed in competitive world of grant funding. 

Foundation Center’s Guide to Proposal Writing, 1997. A manual on basic, finer points of grant-seeking. Covers proposal planning, writing, and postgrant followup. It includes actual examples, excellent insider information, 

and tips from grant-givers in question-answer format. 

Foundation Fundamentals: A Guide for Grant Seekers. Mitchell F. Nauffts, 1994. A comprehensive, easy-to-read guidebook with facts needed to understand world of foundations. It helps identify appropriate foundation funding sources and provides detailed instructions on researching private foundations. 

Grant Application Writer’s Handbook. Liane Reif-Lehrer, 2005. This was written by an author who’s been on the 

receiving end of many research grants. It covers all steps and features helpful forms and tips. 

Grant Proposal Makeover: Transform Your Request from No to Yes. Cheryl A. Clarke and Susan P. Fox, 2007. Covers how 

to edit a proposal to improve chances of success. Insider tips from funders.

Grant Writing for Dummies. Bev Browning, 2009. A step-by-step guide to writing winning proposals. This text 

covers grant types, terminology, explanation of failure/success of proposals, samples, and etiquette for following up. 

How Foundations Work: What Grantseekers Need to Know about the Many Faces of Foundations. Denis McIlnay, 1998. An inside 

look at foundations. The author debunks myths and provides productive strategies for dealing with foundations. 

The “How To” Grants Manual: Successful Grantseeking Techniques for Obtaining Public and Private Grants. David G. Bauer, 2003. 

This contains detailed, experienced information on every step of the grant-application process and best 

methods for approaching foundations, corporations, and government funding sources. 
Writing an Effective Grant Proposal

19

How to Develop and Write a Grant Proposal. Merete F. Gerli, CRS Report for Congress, 2007. Order Code RL32159. 

This report is intended for members and staff assisting grant-seekers in districts and States and covers writing proposals for both government and private foundations grants.

How to Write a Grant Proposal: Everything You Need to Create a Winning Proposal. Matthew Lesko and Sarah Priestman, 

2004. This explains Lesko’s 10-step program for writing a winning grant proposal. 

How to Write a Grant Proposal. Cheryl Carter New and James Aaron Quick, 2003. Writing a proposal is the end 

of a process, not the beginning. This book concentrates on behind-the-scenes, prewriting work that makes 

the difference between winning and losing proposals. Guidance for educational institutions, government 

agencies, for-profit businesses, traditional nonprofits, and others. 

How to Write and Get a Grant. Matthew Lesko and Mary Ann Martello, 2002. This outlines government and 

nonprofit grant sources and provides advice on preparing applications and proposals. 

The Only Grant Writing Book You’ll Ever Need. Ellen Karsh and Arlen Sue Fox, 2006. This book treats grant writing 

as the final, not-too-difficult step in a comprehensive, methodical process. 

“Thank You for Submitting Your Proposal”: A Foundation Director Reveals What Happens Next. Martin Teitel, 2007. The do’s 

and don’ts drawn from 30 years of experience in the funding world. The text includes “Grant Seeker’s Reality Check” with concise, easy-to-grasp advice. 

Webster’s New World Grant Writing Handbook. Sara Deming Watson, 2004. Covers every step of proposal development, as well as what should happen after it’s sent. 

Winning Grants Step by Step: Support Centers of America’s Complete Workbook for Planning, Developing, and Writing Successful Proposals, 2002. An excellent workbook for planning and composing grant proposals. It includes exercises to 

develop skills and meet requirements of both government agencies and private funders. 

Help for Nonprofit Organizations

Earning More Funds: Effective, Proven Fundraising Strategies for Every Non-Profit Group. Chip and Ralfie Blasuis, 1995. All 

types of nonprofit fundraising ideas plus short, useful overview of grant-writing fundamentals. 

Everything Fundraising Book: Create a Strategy, Plan Events, Increase Visibility, and Raise the Money You Need. Rich Mintzner 

and Sam Friedman, 2003. This includes sections on “All About Grants” and “Grant Writing.” 

Everything Guide to Fundraising: From Grassroots Campaigns to Corporate Sponsorships–All You Need to Support Your Cause. Adina 

Genn, 2009. Contains details about organizing a fundraising campaign. “All About Grants” and “Grant 

Writing 101” sections are also included. 

Fundraising for Non-Profit Groups: How to Get Money from Corporations, Foundations, and Government. Joyce Young, 2002. A 

discussion of funding and helpful descriptions of entities who supply money for nonprofit organization work. 

Where to Find Help on the Internet

“Developing and Writing Grant Proposals” 

www.vfda.gov or http://purl.access.gpo.gov/GPO/LPS1729

This is an instructional document on Catalog of Federal Domestic Assistance website. Look for “Writing 

Grant Proposals” in lower left menu. 
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Education World–The Grants Center

www.educationworld.com/a_admin/archives/grants.shtml

Grant information for educators including grant writing resources, guides. Available grants/grant originators are arranged by subject. 

EMS Grants Help

www.emsgrantshelp.com

A resource for EMS, ambulance, and paramedic grants. It provides members of EMS with the most comprehensive resource for EMS grant listings, information, and resources. Registration is free.

Federal Grants Wire

www.federalgrantswire.com

Federal Grants Wire is a free resource for Federal grants, government grants, and loans. The site currently 

indexes over 2,400 Federal grants and loans organized by sponsoring agency, applicant type, subject area, 

and a convenient directory to begin a search. The site includes multiple resources which provide information such as how to write a grant proposal, tips on applying for Federal grants, application eligibility requirements, and more.

Fire Grants Help

www.firegrantshelp.com

Fire Grants Help provides firefighters and fire departments with a comprehensive resource for grant information and assistance. It features a grant database and grant-assistance tools such as research guidance, 

grant-writing tips, grant resources, and more.

The Foundation Center

http://foundationcenter.org

This site includes many features, some free and others fee-based. Free features include “Foundation Finder” 

with profiles of foundations (searchable by name or part of name, State, or zip) and “990 Finder” allowing 

review of Internal Revenue Service (IRS) filings from foundations (searchable by organization name, geography, Employer Identification Number (EIN)). It also features free and fee-based online classes, reference 

guides (under “Get Started” and then “Get Answers”) with items of interest to individual grant-seekers and 

nonprofits, online tutorials, links to nonprofit resources, and much more. 

GovBenefits.gov 

www.govbenefits.gov/

This site enables individuals to locate Federal and State benefits including loans and grants (over 1,000 programs included) for which they may be eligible. Users can search by keyword or in predetermined topic areas. 

The site offers a confidential questionnaire to produce a list of programs for which a person may be eligible. 

Grants.gov 

www.grants.gov

A place for organizations (government, educations, public housing, nonprofit, some small businesses) to 

find and apply for Federal grants. It lists information on over 1,000 grant programs. The site can perform 

basic keyword search, browse by category or agency, or perform an advanced search. 
Writing an Effective Grant Proposal

21

International Association of Fire Fighters (IAFF)

www.iaff.org/grants/

The IAFF Grants Administration has staff dedicated to assisting its local affiliate departments with guidance 

for grant-application writing and review. Web resources include links to all AFG grant applications and 

guidance.

NVFC Fire and Emergency Services Grant Writing Guide 

www.nvfc.org/files/documents/Grant_Writing_Guide.pdf

The National Volunteer Fire Council (NVFC) developed this simple-to-follow guide to help departments 

navigate the complexities of applying for Federal grants. This guide is designed to make the process less 

daunting and assist departments and their grant writers in preparing a competitive application.

Proposal Writing Short Course 

http://foundationcenter.org/getstarted/tutorials/shortcourse/index.html

Located on the Foundation Center website, this site offers advice on preparing a grant proposal. 

Sample Grant Proposals 

www.theideabank.com/onlinecourse/samplegrant.php

This website includes sample proposals and narratives from successful grant writers from the AFG program.
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Local Revenue and Funding Alternatives

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Chapter 4: Local Revenue and Funding Alternatives

There are a wide variety of funding mechanisms available to municipalities to meet the cost of public 

services through both a Budget Plan and a Capital Improvement Program. Facilities and services that are 

provided to all citizens as a benefit of living in the city are paid for by a number of revenue sources. Rules 

regarding these revenue sources will vary from State-to-State and agencies using the same funding mechanisms may have very different methods of implementation, approval, or authority. This chapter provides a 

general overview of various local revenue sources; debt financing (borrowing); emergency medical services 

(EMS) billing; cost-saving strategies; and volunteer and nonprofit fundraising ideas.

Sources of Local Revenue

The most common source of funding for local governments is taxes. These include property taxes, sales 

tax, excise tax, income tax, and an assortment of regulatory and user fees. Which types of taxes available to 

local governments is determined by each State Constitution? Senior executives in emergency services must 

familiarize themselves with how their jurisdiction is funded and understand the political and legal limitations of taxes as a source of local revenue. 

Taxes

Cities, counties, and special districts, such as a fire district, have the authority to levy a variety of taxes. 

These taxes are either general purpose or special taxes. Special taxes must be used for the specific purpose 

for which they are imposed. The word “tax” has become one of the most dreaded words in the American 

lexicon. The attitudes and preferences of those who bear the tax ultimately will determine the tax structure 

in the local community. 

Local Property (Ad Valorem) Tax

An ad valorem tax (Latin for according to value) is a tax based on the value of real estate or personal property. 

It is perhaps the most common source of funding for municipal and county services. A property tax is typically levied at a set rate per dollar of assessed value. There are two forms of property tax: primary and secondary. The primary component of a property tax is used to fund general operating expenses, while the secondary component is used to fund special obligations, such as the repayment of bonds and budget overrides. 

Property taxes may provide an advantage for local governments in that they are 1) a potentially large and 

stable source of revenue, 2) are exportable to absentee property owners who escape local sales or income 

taxes yet still benefit from public safety services, 3) are familiar to citizens and business owners, 4) have 

limited risk of taxpayer avoidance, 5) are equitable in that the benefits derived from the services funded by 

the tax are associated with higher property values, and 6) they are deductible from Federal income taxes.

While the property tax remains the mainstay of the local revenue structure, it is one of the most politicallyunpopular taxes. A key reason for dissatisfaction is that a property tax falls on unrealized gains in property 

values, making it punitive for those who may be property rich but cash poor, such as senior citizens who live 

on fixed-retirement incomes. Many States have experienced taxpayer revolts that limit increases in property 

valuation or require a super-majority of voters to approve any tax increases. The most well-known examples 

include Proposition 13 in California and the Taxpayer Bill of Rights (TABOR) legislation in Colorado.

States that limit or prohibit a local property tax may authorize a “parcel tax” instead. Real estate is divided 

and sold in parcels. A parcel tax is similar to a property tax in that it is a tax on land. It differs in that the 

parcel tax is a tax on the real estate parcel itself, not on the value of the parcel. Parcel taxes are commonly 

used in California to fund school districts and fire and EMS districts. 
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Administrators considering property-tax increases to fund fire and EMS needs should consider implementing remedies to reducing taxpayer dissatisfaction such as tax-deferrals to provide tax relief to low-income 

residents; Homestead programs that exempt a fixed dollar-amount or percentage of a property’s assessed 

value; or split tax rolls that tax single-family residential properties at one rate and all other properties at a 

higher rate.

Taxpayers may also be more agreeable to a property tax when its revenues are dedicated solely to fire and 

EMS. For example, in May 2007, voters in Queen Creek, AZ, approved that community’s first property tax 

dedicated to the establishment of a public fire and EMS department. 

Fire Flow Tax

The fire flow tax is a type of property tax that is assessed to properties based on a computed fire flow requirement, typically using an Insurance Services Office (ISO) formula for fire flow. The tax can be used to 

cover the cost of fire protection and other emergency service functions. The fire flow tax amount is determined by calculating the risk factor of a property based on a specific formula. The Morgan-Orinda (CA) 

Fire District charges a rate of $0.06 per unit of risk to determine the tax bill for each property.

An advantage of the fire flow tax is that it can generate significant revenue and the charge computation can 

be computerized and done automatically. A fire flow tax can also be used to incentivize fixed fire protection systems, such as residential fire sprinklers. The Moraga-Orinda Fire District allows a reduction of 50 

percent for residential fire sprinklers. Since the fire flow tax is due annually, the benefit of the reduced tax 

recurs each year. 

However, the fire flow tax is a tax and faces many of the same issues as traditional forms of taxation, including opposition from taxpayers and businesses.

Sales Taxes

Next to property tax, sales taxes are the most important revenue sources for local governments. A sales tax 

generates revenues by imposing a tax on retail and other sales activities. These taxes go into a community’s 

general revenues that support a myriad of services including fire protection and EMS.

A sales tax tends to be a more popular choice for raising revenue than a property tax. An important reason 

for this is that the tax is paid only when someone purchases an item. In this way, the tax is collected in 

small increments over time. The tax also reaches nonresidents who shop or visit a community and consume municipal services, but do not pay a property tax. 

It is not uncommon for sales taxes on some goods to be earmarked for purposes benefiting consumers of 

those goods. An excise tax is a type of sales tax that is applied to selective products or services. Excise taxes 

are typically benefits-based in that they are intended to recover at least part of a public service from those 

who benefit from it. In 2009, the New Mexico Legislature enacted the EMS Rescue Act, which increased the 

Liquor Excise Tax to improve delivery of EMS, trauma, stroke, and cardiovascular emergency services. 

Communities that have a thriving tourism industry often enact excise taxes on services that cater to tourists 

and conventioneers. Such taxes are sometimes referred to as a “transient occupancy tax,” or bed tax. Visitors often place a large demand on emergency providers, but may not directly or fully support the services 

they use through property taxes on hotels, restaurants, or other tourist industries. Various excise taxes help 

make up the difference. For example, a bed tax may be added to the cost of a hotel room and additional 

taxes tacked on to the cost of a car rental. The revenue generated from these excise taxes typically go to a 

city’s general fund which pay for a variety of services.
Local Revenue and Funding Alternatives

25

Excise taxes are especially appropriate to consider where the transient population is large relative to the resident population, or where the transient population places a disproportionate demand on emergency services.

As a rule, the excise tax on tourist industries typically enjoy high political appeal because of their relative 

ease to administer locally, and because the burden of the tax is on nonresidents, not local voters. They do, 

however, muster significant opposition from local tourism industries and a city’s Chamber of Commerce. 

One consideration in implementing a transient excise tax is the local tax burden in comparison to neighboring communities. Increased taxes could decrease demands for those services and offset any new revenues 

expected from the tax. If the tax rate is noticeably higher in a community, business revenues and tax collections may be lower as visitors stay in neighboring jurisdictions with lower tax rates. This possibility must 

be evaluated in the context of the jurisdiction based upon the type and number of visitors, local economic 

conditions, and the tax rate of neighboring, competing communities. 

Sales taxes are subject to certain exemptions, particularly for goods and services considered “basic needs.” 

This is typically done to balance out the regressive nature of the sales tax. The most common exemption of 

this type is for grocery food items and prescription drugs.

There are growing concerns about an overreliance on sales-tax revenue. Over time, households are spending more money on services, which are generally not taxed. Another problem is the growth of Internet 

sales of goods is eating away at the sales-tax base. Virtual or Internet companies that do not have a physical presence in a community but ship goods for sale to a buyer within that community may be beyond the 

ability of the jurisdiction to collect. 

Sales-tax revenue is subject to the ups and downs of the economy. During the “Great Recession,” significant 

declines in sales-tax revenue in many parts of the country led to local governments making blanket budget 

cuts, brownouts, layoffs, hiring freezes, labor concessions, and benefit-cost reductions.

Income Tax

An income tax is typically assessed on the wages and earnings of individuals, but may also be applied to the 

net income of unincorporated small businesses. Forty-three States levy some level of income tax. In a few 

States, local governments can also levy an income tax. One of the strengths of a personal income tax is the 

capacity to reach nonresidents who commute to jobs in the city. These commuters use city services but do 

not contribute their fair share for the cost of providing these services through property or sales taxes.

A portion of the City of Delaware, OH, income tax is dedicated to fund fire and EMS in that community. In 

November 2010, citizens voted to increase the levy 3/10 of 1 percent to provide additional funding for the 

city’s emergency services. The new revenue was used to make capital improvements to aging fire stations 

and add capacity to the city’s growing southeast side.

Income-tax funding for public safety may also come in the form of surtax. Surtax is an add-on tax that is 

assessed as a percentage of the Statewide income tax owed. For example, if a taxpayer owes $1,000 in State 

income tax and if the surtax rate is 2 percent, the amount owed in income surtax to the local Fire or EMS 

District would be $20.00. Counties in Iowa may impose a countywide EMS income surtax, though few actually do.

Like property taxes, State and local income taxes are deductible from the Federal income tax. Another benefit is that the income tax is based on the ability to pay. However, since a large number of small businesses 

pay a personal income tax, Chambers of Commerce historically oppose the assessment of local income 

taxes. Income taxes are also sensitive to the business cycle and are not as stable as property taxes.
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Real Estate Transfer Tax

Real estate transfer taxes are special-purpose taxes assessed on the sale of property. Usually, they are a percentage of the selling price of the real estate. Real estate transfer taxes have sometimes been levied to provide an additional source of revenue for public safety and public works projects. Proceeds from such taxes 

are pooled with other general-fund revenues but can be earmarked for specific purposes.

Thirty-five States and the District of Columbia impose some form of real estate transfer tax. California, 

Louisiana, and Ohio real estate taxes are imposed only at the local level. In Delaware, Maryland, Michigan, 

New Jersey, Pennsylvania, Washington, and West Virginia, some localities may impose a real estate transfer 

tax in addition to the State transfer tax.3

Most often, these taxes are used in areas with high single-family home ownership. Unlike property taxes, 

which are passed on to renters and low-income residents, a transfer tax is imposed only on those with incomes sufficient to purchase real estate. In some cases, first-time homebuyers may be exempted from the tax. 

Another advantage is that they are easy to collect so they have a low administrative cost. They can be collected 

along with property taxes at the time of closing on the mortgage or when the deed transfer is registered.

However, real estate transfer taxes are not without controversy. The tax is heavily opposed by realtors, 

home builders, and other real estate interests. Arizona preemptively banned local governments from implementing them and other States and localities have considered repealing the tax. Since most States require a 

local jurisdiction to get legislative approval to implement a real estate transfer tax, adoption is almost certain 

to face significant political opposition.

Utility-User Tax

A utility tax is a charge on the use of public utilities such as telephone, cell phone, cable television, gas and 

electric services, municipal water, wastewater, and garbage collection. The utility tax applies to both businesses and homeowners. Taxes are collected by the utility as part of its regular billing procedure and then 

remitted to the city. A utility-user tax may be imposed as a special tax, earmarked for a specific purpose, or 

a general tax to be used for a variety of municipal needs.

Proceeds from the utility-user tax are used to fund local government services. The tax pays for law enforcement, fire protection, EMS, maintenance of city parks and streets, youth programs, and other general-fund 

services. Laws may include exemptions for seniors and low-income residents.

The Western Wayne County Ambulance Trust Authority covers the communities of Stillwater, Perkins, and 

Glencoe, OK. In 2011, the Authority implemented a Resident Benefit Program attaching a $5-per-month fee 

to residents’ utility bills. The fee covers the utility account holder and all permanent members of the household. Residents can opt out of the program but are responsible for the full cost associated with prehospital 

medical treatment and transportation.

Development Impact and User Fees

Development impact and user fees are imposed to pay for the cost of programs or facilities that reduce the 

negative impact of an activity or specific business on a community. Fees are charged to ensure that those 

benefiting from an activity pay their fair share of the costs related to that activity. Costs may include licensing or permitting, cost recovery, inspection, and enforcement costs. Examples include an Enhanced 9-1-1 

(E9-1-1) fee assessed against local communication services to recover costs for services and equipment that 

allow customers to dial 9-1-1 emergency services. 

3 Federation of Tax Administrators: www.taxadmin.org
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Development Impact Fees

An impact fee is a direct charge levied by local governments against developers to help offset the cost of 

new growth. Impact fees most often take the form of a one-time permit charge assessed at the time of plat 

approval or an application for a building permit. These fees provide a city funding for capital projects. Cities may only impose fees on developments that will benefit from the infrastructure improvements. The fees 

cannot be used to fund operational expenses. Therefore, impact fees cannot be used for maintenance or to 

eliminate deficiencies in older neighborhoods. 

Impact fees can provide some financial relief for growth-related problems. In California, some cities collect 

fees for such urban-growth needs as road improvements, mass transit, public art, low-income housing, daycare centers, and job training. Arizona allows impact fees for fire, police, parks, recreation, libraries, public 

buildings, and streets. Like real estate transfer taxes, impact fees are facing increasing political scrutiny 

from real estate interest groups. Today, 26 States have implemented the use of impact fees, mostly in the 

western States, along the Atlantic coast, and in the Great Lakes region of the country. 

User Fees

Cities have the authority to impose direct charges, or fees, on individual users of services. Use of these revenues is restricted to paying for the service for which the fees were collected. User fees are a fairly efficient 

way to distribute the costs of government services. Many communities are serviced by private ambulance 

providers. As such, a price can be affixed to some services, such as transportation or EMS-standby services, 

and the customer billed for the provision of those services. Fire departments and EMS agencies have assessed a number of EMS-related user fees as a means of cost recovery or alternative funding.

Emergency-Response Service Fees

Fire and EMS agencies have experimented with charging fees to insurance companies to raise revenue to 

support services. Typically, automobile insurance policies provide coverage for medical expenses and ambulance transportation, but not for fire- or police-response services. These fees try to recoup the cost of 

providing noncompensated prehospital medical treatment and rescue activities. 

This fee is not without controversy. Proponents point out that a high portion of motor-vehicle accidents 

to which fire and EMS agencies respond to involve drivers who are nonresidents and not part of the local 

tax base. Opponents of the fee, particularly the insurance industry which calls it a “crash tax,” claim that 

emergency responses to vehicle accidents are part of the regular duties of first responders and are funded by 

local taxes. Nonresidents will pay sales taxes and transient taxes that help to cover their portion of the costs. 

Arizona, Utah, and Kansas have preemptively banned emergency-response service fees.

Inspection Fees

Inspection fees have long been used by fire departments to provide funding for fire prevention. Fee schedules vary among jurisdictions. Inspection fees may be based upon the type of inspection conducted (initial 

or reinspection), the occupancy (educational, industrial, residential, etc.), and the size of the building. Many 

departments charge a flat fee for initial inspections with additional fees for each subsequent reinspection. 

Additional fees may be charged when special hazards are present, such as hazardous materials storage areas.

Business self-inspection programs have become an accepted way to address low-hazard occupancies, while 

making certain the fire department has the necessary information on businesses operating within the jurisdiction and the types of hazards present. Self-inspection programs involve sending a checklist to the registered 

business operator. The owner completes and returns the checklist to the fire department along with a nominal 

fee in exchange for a Certificate of Inspection. Some fire departments conduct random audit inspections to 

ensure proper compliance. Self-inspection programs only work for low-hazard occupancies. The advantage 

is that self-inspections collect information the firefighters need, while also providing a revenue stream for fire 

prevention services at little cost to the department. The following is one example of a fire inspection schedule.
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FIRE InsPECTIon FEE sChEduLE

Effective From June 15, 2010 to June 15, 2011

Existing Fire Prevention Inspection Fees

(a) A fee shall be imposed by the Village for each inspection performed by the Fire/Rescue Department 

and shall be according to the fire inspection fee schedule herein set forth below.

AnnuAL FIRE InsPECTIon FEE sChEduLE

Assembly Occupancies (Based on Occupant load)

A-3 Class A (greater than 999) $162.98

A-2 Class B (between 300 and 999) $114.09

A-1 Class C (between 50 and 299) $70.63

Educational

E-1 Under 5,000 sq. ft. $54.34

E-2 5,001 to 10,000 sq. ft. $108.66

E-3 All others $54.85

Daycare centers $54.85

Health Care/Institutional

Ambulatory health-care centers $54.85

Limited-care facilities $54.85

C-1 Nursing homes $162.98

Hospitals $271.64

Detention and Correction Occupancies

All types $271.64

Residential Occupancies (per unit charge)

M-F Multifamily 1-2 stories $5.44

M-F Multifamily 3-4 stories $5.44

M-F Multifamily 5 stories and over $5.44

A L Assisted living (per bed) $5.44

D-1 Hotel or motel facility (per bed) $5.44

Mercantile, Business and Storage

B-1 3,000 sq. ft. and under $54.85

B-2 3,001 to 6,000 sq. ft. $70.63

B-3 6,001 to 10,000 sq. ft. $114.09

B-4 10,001 sq. ft. and over $162.98

Industrial/Manufacturing

F-1 Under 12,000 sq. ft. $81.48

F-2 12,000 and over $162.98

Other structures and required permits by National Fire Protection Association (NFPA) $54.85

Review of fire and/or disaster operational plans $54.85

Locked or blocked exit door will be immediate fine of $81.59 each
Local Revenue and Funding Alternatives

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Initial fee covers initial inspection and one reinspection trip. Final inspection fee will be based upon the 

number of inspections needed for compliance, in accordance with reinspection fee schedule.

REInsPECTIon FEE sChEduLE

All additional inspection trips shall have accumulative charges based upon the following schedule.

Total charge

Single inspection trip AFIFS*

Second inspection trip is no charge $0.00 + AFIFS*

Third inspection trip fee is $38.04 $38.04 + AFIFS*

Forth inspection trip fee is $76.08 $144.12 + AFIFS*

Fifth inspection trip fee is $$152.16 $266.28 + AFIFS*

Sixth inspection trip fee is $304.32 $570.60 + AFIFS*

Seventh inspection trip fee is $608.64 $1,179.24 + AFIFS*

Eighth inspection trip fee is $1,217.28 $2,396.52 + AFIFS*

Ninth inspection trip fee is $2,434.56 $4,831.08 + AFIFS*

Tenth inspection trip fee is $4,869.12 $9,700.21 + AFIFS*

Each additional trip doubles the previous 

inspection charge.

*AFIFS is the Annual Fire Inspection Fee Schedule.

As of 4/29/2009, per Chief, anything other than listed specifically above gets charged minimum Plan 

Review of $80.72.

(b) A fee shall be imposed by the Fire/Rescue Department for the review of plans, drawings, specifications, engineered submittals, shop drawings, sketches, and for inspections for all new construction, 

renovations, or demolition within the Village and shall be according to the fee schedule below.

FIRE/REsCuE PLAns REVIEW And ConsTRuCTIon InsPECTIon FEE sChEduLE

The following formula, which is based on the square footage of the proposed work, will be used to determine Plan Review fees.

$0.27 for every square foot of construction, demolition, and renovation of construction in the Village of 

Tequesta, except for single-family residential occupancies.

Minimum plan review and permit fee shall be $81.48.

Review of plans or specifications that are not sealed by a licensed architect or engineer shall increase the 

permit fee by 50 percent.

Commencement of work prior to issuance of permit shall double the required permit fee.

A fee of $38.04 shall be charged for each failed inspection, which requires an additional trip to the job site.

Plan Revisions

Minor revisions: 10 percent of original fee

Major revisions: 50 percent of original fee

Minimum revision fee: $54.34

Restamp: $5.43 per page
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A fee of $108.66 shall be charged for a waterflow test. Fee to be paid in advance.

The Department of Fire/Rescue services shall charge $92.36 per hour for all consultations such as prepermit 

meetings, bidding conferences, conceptual design reviews, Development Review Committee (DRC) review, 

and/or conferences. The minimum charge shall be $135.82.

Required permits under the Florida Fire Prevention Code which are not included in the construction square 

footage fee shall be in accordance with the following table. Minimum fee of $54.34, plus the following 

charges.

Fire Suppression Sprinkler System (charge per head) $1.09

Liquefied Petroleum (LP) Gas Installation (charge per connection) $2.18

Fire Pump installation and acceptance test $108.66

Fire-Suppression Hood Minimum Fee

Hood suppression system (per nozzle) $2.18

Standpipe system (per hose outlet) $5.44

Fire Alarm System (per device) $1.09

Other required permits (includes shutters) Minimum Fee

Fire watch details that are required by the Code and/or required by the fire chief shall be charged at a rate 

of $38.04 per hour.

Commencing May 2007, and every year thereafter, all hourly rate charges and permit fees shall be adjusted 

annually by an annual cost index. The annual cost index shall be the average of the May Consumer Price 

Index for All Urban Consumers, Southern Region, and the May Consumer Price Index, Medical Care Group.
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Plan Review and Permitting

Many fire departments review building plans for fire code compliance and inspect the installation of fire 

protection systems during construction. The fire department often receives part of the permit fees paid to 

the jurisdiction for these services.

Fees are also charged for occupancy permits, special hazards permits, reviewing plans for building renovations, and reviewing new fire protection systems in existing buildings. Fees are also often charged for 

inspecting daycare centers, hotels, hospitals, nursing homes, spray-painting businesses, and other specific 

occupancies that require special permits to operate.

Departments may also charge a fee for special event permits such as public events, the use of fireworks, 

large tent events (circuses, beer tents, etc.), as well as other special purposes such as open burning or movie 

production sets.

Often, the problem with plan review and permitting is that the fee is not set high enough to recover the 

full costs of the services provided. They are among the fees that developers, builders, and others expect to 

pay but object to any increases in the fees. Local governments need to consider whether they want the fees 

to cover the entire cost of providing the service or only a portion, and whether they want them indexed in 

some way or recomputed annually or at least every few years. These are policy decisions made by elected 

officials and need the informed input from the fire chief and fire marshal. Departments may encourage 

waiving all or part of these fees to encourage installation of additional automated fire protection systems.

Hazardous Materials Fees

Maintaining the capability to respond effectively to hazardous materials incidents adds significant costs for 

local jurisdictions. Hazardous materials response requires hundreds of hours of training and continuing 

education, specialized equipment, and technical expertise to conduct inspections. Hazardous materials occupancies do not have to be large or unusual to pose a challenge, such as a microchip manufacturing plant, 

the local pool store and exterminator business can pose significant problems for first responders. Seemingly 

minor incidents involving hazardous materials can keep fire companies occupied for long periods of time 

and present dangers to the public, responders, and the environment.

To offset the expense of providing hazardous materials response capabilities, some fire departments have 

adopted a hazardous materials storage and inspection fee. Revenue from this fee helps ensure steady income 

for training fire inspectors and covering the cost of specialized inspection services.

Many fire departments also charge for hazardous materials team response, both to offset the cost of the response and to incentivize proper maintenance of hazardous materials facilities. The fee also helps replace 

equipment used to mitigate a spill or release. Federal law requires the owner or transporter of released hazardous materials to pay cleanup costs, including fire department and EMS costs, which helps to justify these fees.

Special Service (Standby and Fire Watch) Fees

Fees for “special” services attempt to recover or offset the costs from the users of the service. These fees 

may be charged for services such as EMS standby at a football game or fire watch at a concert venue. The 

users often pay less than they would if they contracted with a for-profit provider for the service and often 

receive intangible benefits such as communications links that can quickly get additional resources to an 

event if an emergency develops.

Sometimes, fire and EMS agencies provide personnel to who serve offduty and are paid directly by the special event, rather than through the agency or local government. Either way (onduty or offduty), protection 

is provided for a special purpose, and the agency receives reimbursement for the service.
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The downside of these special fees (and fees in general) is that the public may expect these services to be 

provided routinely, without further charge, as part of their taxes. A public education campaign may be necessary to prevent discontent and resistance. Special services fees can be presented to the public as improving equity to all taxpayers, by not using everyone’s taxes to subsidize those who require services above the 

level provided to everyone else.

In addition to stand-by fees, fire departments may charge special service fees for such services as hazardous 

materials response, water rescue, fire protection system resets, fire inspections, and permitting.

Emergency Medical Services User Fees

Many fire departments have historically offered EMS without charging a service fee, unless the patient was 

transported to the hospital. Increasingly, fire and EMS agencies are implementing nontransportation-related 

fees for service in an effort to recoup cost of supplies. The San Antonio Fire Department charges whenever 

EMS personnel are called out to do a medical assessment, even if the patient isn’t transported to the hospital. 

This nontransport charge averages $85. The department also charges a fee for EMS supplies and medications ranging from $5 for Albuterol or Dextrose to $170 for Diazepam and Amiodarone.4

The EMS service fee has been successful in paying for a portion of the cost of maintaining EMS capacity. 

Similar fees have helped fire departments maintain existing levels of service and, in some cases, engage in 

new services.

Fines, Forfeitures, and Penalties

In some U.S. cities (and several other Nations), people responsible for fires or certain high-risk rescue activities may be held financially accountable for their actions, and to pay for the cost of emergency services. Recovery of costs is intended to not only defray the cost of providing rescue services, but to change behavior 

in order to deter risk-taking behavior among the public.

Depending on State law, cost-recovery measures may need to be approved by legislative act. Taking people 

to court to recover costs, such as suing after a large incident, are often unsuccessful without previously enacted legislation.

For example, Section 28-910 of the Arizona Revised Statutes authorizes fire and rescue organizations to bill 

motorists who knowingly cross a barricaded flood area. Known as the “Stupid Motorist Law,” the law allows fire departments and rescue organizations to impose a fee (or fine) for the rescue of a motorist out of a 

flooded area, up to a maximum of $2,000.

Alaska adopted legislation to assist in enforcing seatbelt use as well as to generate revenue for EMS agencies 

in the State. The legislation states that if a person is guilty of an infraction concerning seatbelt usage, they 

can be fined up to $15 per person. Fines are higher (up to $500) for children not in proper Alaska safety-restraint systems. The courts have the ability to waive this fee if the person convicted donates $15 to the EMS 

agency providing services in the area which the violation occurred. This program generates supplemental 

funding for EMS agencies in the State.

The Ohio EMS grant program funds improvements to enhance EMS and trauma patient care in the State. All 

EMS and trauma system grants are funded through the collection of seatbelt fines.

California Senate Bill 12 established the Maddy Emergency Medical Service Fund. Maddy is a mandated 

program funded by revenue generated from fines, forfeitures, and penalties collected for all criminal offenses. Funds are intended to reimburse providers for the costs associated with providing emergency care 

4 San Antonio Fire Department EMS Billing Policies and Fees: www.sanantonio.gov/safd/emsbilling.asp?res=1024&ver=true#listing 
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to uninsured patients. Seventeen percent of Maddy funds in Merced County support the county EMS agency 

that provides oversight of EMS, such as certification of emergency medical technicians (EMTs), monitoring 

ambulance services, and expenses related to the maintenance of quality emergency-response systems.

Fines for Nuisance Alarms 

Most new commercial buildings and an increasing number of residences have fire detection systems that 

can trigger unwanted fire alarms requiring the response of the fire department. Each false alarm creates 

some danger for the public and firefighters. In 2009, fire departments responded to 16 false alarms for 

every 10 fires, and 45 false alarms for every 10 structure fires.5

 From 2000 to 2009, 24 firefighters died responding to unwanted fire alarms, including malicious false alarms and alarm malfunctions.6

Increasingly, cities are adopting nuisance and unwanted alarm ordinances that include fines to encourage 

better maintenance of systems, place greater responsibility on the system owner for unnecessary or inappropriate actions triggering alarms, and recover some of the costs of responding to these types of alarms.

According to the NFPA, one-quarter of jurisdictions issue violation notices for false alarms and almost 

one-third (31 percent) assess fines or penalties. This approach has proven effective at reducing nuisance 

alarms. A March 2007 NFPA Journal article entitled “Nuisance Alarms” documented a successful management approach to addressing a false alarm problem in three multitowered commercial highrise buildings 

in Calgary, Alberta, Canada. Through a combination of increased training, improved procedures and communications, investigation of causes, and assessment of fines and penalties, false alarms were reduced by 50 

percent between 2003 and 2006.

The False Alarm Reduction Association (FARA) has a model fire alarm ordinance available on their website 

(www.faraonline.org).

False medical alarms are increasingly becoming a problem for fire departments and EMS agencies and some 

cities have instituted penalties for these incidents as well. Rockford, IL began charging a fine for false medical alarms in February 2010. A fine is assessed for more than five false alarms per year. The primary subscriber of the medical-alarm service is assessed a $100 fine for each false alarm from 5 to 8, $200 for the 9th 

and 10th incident, and $300 for each false-alarm response above that.

Seized Assets

Another source of funds, equipment, and vehicles accessed by a growing number of public safety agencies 

are the assets seized during drug raids. Where the fire and EMS agency can demonstrate that illegal drug 

activity has increased the demand for services, such as through EMS records of illegal drug overdoses, or 

that first responders have participated in drug-related incidents (such as hazardous materials team response 

to drug labs, Special Weapons and Tactics (SWAT) paramedics in support of drug raids, and treating victims 

of raids), they may be able to share in money and equipment seized by law enforcement in drug-related 

arrests and raids. They money may have to be used for the purchase of special equipment for assistance in 

drug-related incidents, but can include vehicles, ambulances, communications equipment, computers, and 

other resources. The equipment does not have to be used solely for drug-related incidents so long as it is 

available for such incidents.

5 “Unwanted Fire Alarms.” NFPA, 2011.

6 “Firefighter Fatalities in the U.S.” NFPA, 2010.
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Enterprise Funds and Utility Rates

The enterprise fund consists of a city’s utility programs such as electric, natural gas, water, wastewater, and 

trash collection. Utility rates are charged to users of a city-provided service. The net income from these 

utilities can be transferred to the general fund to help pay for operating costs for general governmental services such as police, fire, EMS, and parks and recreation.

Often, local governments establish an enterprise fund for city-operated ambulance service. For example, 

the Carson City Fire Department has an ambulance enterprise fund which bills a patient’s insurance company for ambulance transportation and related prehospital-care expenses. The revenue generated from these 

services pays for the operation and maintenance costs of the ambulance services, including paramedic salaries. The City of Petaluma, CA operates its ambulance service as an enterprise fund with the fees charged 

for service covering all expenditures of the program.

Sale of Assets and Services

The sale of surplus department assets or charging for special services can provide a new revenue stream. 

Sale of Used Equipment

Some departments have raised revenues by selling used equipment and apparatus to other agencies or to 

collectors. The Wisconsin EMS Association maintains a webpage that contains a listing of used EMS equipment placed for sale by nonretail organizational and individuals.7

 Listings range from ambulances to gurneys, cascade systems, and cardiac defibrillators/monitors.

Sale of Services

Some EMS agencies sell services to other organizations. A principle example of this is charging fees for training to other local agencies or the private sector. These charges may just offset costs, or they can be established 

to provide net income. Training services are provided either as a fee-per-student or on a contract basis.

When considering the use of training as a source of revenue, several factors should be considered to ensure 

that the training of others does not negatively affect the training of the fire department or EMS agency’s 

own personnel. Many departments are cash-strapped or unable to provide all of the diverse EMS continuing education required today. The department offering to train others must make sure it has the qualified 

personnel and facilities available to provide the training without overloading its instructors or interfering 

with its scheduled training. Serious consideration should also be given to liability.

In addition to providing training services to other organizations, many departments provide training to 

private companies and individuals for a fee. Training such as cardiopulmonary resuscitation (CPR) courses, 

babysitter classes, and first-aid certification require relatively few resources and fit well within the mission 

of the department. They can be quite profitable, too.

City fire departments have also been involved in selling driver-training services to industry; providing medical 

physicals for personnel in smaller departments; providing mechanic services; and contracting EMS billing services. For example, the Carson City, NV, Fire Department, Emergency Medical Services Division provides ambulance billing service for the Central Lyon County Fire District as a means of generating additional revenues.

Sale of Delinquent Tax Certificates

Local governments rely on property taxes to fund essential services such as public schools, law enforcement, road construction, parks, and fire and EMS services. When taxes are not paid, the government does 

7 Wisconsin used EMS equipment website: www.wisconsinems.com/index.php?module=cms&page=27 
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not have the operating capital it needs to fund these programs. As a means of recovering lost income from 

delinquent taxpayers, county governments offer tax-lien sales at auction to the public. The purchaser pays 

the delinquent taxes on behalf of the property owner and in exchange is given first-lien position on the 

title, ahead of mortgages, deeds of trust, and judgments. Under the terms of the sale, which differ from 

county to county, if the debt is not repaid in a specified period of time, the purchaser of the tax lien may 

foreclose on the property.

Facility Rentals

Fire departments often rent out meeting space for private functions. Some departments intentionally design 

new stations to include meeting space that is not only useful to the department, but also serves as a community facility. Departments can rent out a dining hall or large room for dances, parties, exercise classes, 

weddings, and other gatherings. Some of these organizations provide catering upon request. The fire department needs to ensure that they have adequate liability insurance for hosting these types of events. 

The Mountain Preserve Reception Center is owned and operated by the United Phoenix Fire Fighters Local 493. The Mountain Preserve offers a view of the Valley and is available for conferences, banquets, and 

weddings. Conference rooms provide meeting space for union events and meetings and are rented out to 

generate revenue for the organization.8

Facility rentals may face the same type of opposition as fees for service in that the public may feel they are 

being double-charged for a facility—once through taxes and again with a user fee. As with other charges, a 

department must weigh the potential public indignation in charging for service against the revenue raised. 

Charging for events that are clearly private affairs may prove more acceptable to the public.

Fire Protection Subscription Service

Used more frequently in EMS, subscription services for fire protection may be offered to residents or property owners outside of an incorporated city or town or organized fire district. A contract is set for a specified period of time and the fees based on a cost-per-square-foot or risk-based formula.

As of 2009, Karns, TN, Volunteer Fire Department (VFD) received no tax funding for its services and only 

21 percent of community residents donated to the agency. In 2010, the Karns VFD successfully implemented a subscription service program asking residents to pay $0.07 per square foot of property. The average subscription fee is between $100 and $200 per household. The department responds to all requests 

for assistance, regardless of membership. However, nonsubscribers are billed for services including fires, 

automobile accidents, gas leaks, fire alarm activations, illegal burns, and any other type of call. Fees for responding to a structure fire start at $1,900 for the first hour. Revenue raised from the subscription program 

is being programmed for apparatus purchases and the construction of a new fire station. Karns’ firefighters 

remain volunteers despite the change in funding method.

Subscription programs have created controversy when fire departments refused to extinguish fires in nonsubscribing properties. This policy also does not fare well with community residents and voters. Communities considering a subscription service program need to clearly inform the public about the planned rules, 

fees, and penalties in order to reduce misconceptions.

Benefit-Assessment Districts

Benefit assessments are a common financing tool. Assessments are charges on real property or businesses 

levied to pay for facilities or services within a predetermined area according to the benefit resulting from 

8 Mountain Preserve Reception Center: www.mprc.net/index.html
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the improvements. Typically, citizens or local governments will establish a special district for the purpose 

of levying an assessment to finance capital improvements or provide local services. There are two types of 

assessment districts: Special-Purpose Districts and Benefit-Assessment Districts. 

Special-Purpose Districts

Special-purpose districts, sometimes referred to as special-district government, are defined by the U.S. Census Bureau as limited purpose governmental units that exist as separate corporate entities that have fiscal 

and administrative independence from general-purpose governments such as county, city, or township governments. Fiscal independence means that the special district may determine its own budget, levy taxes, 

collect charges for services, and issue debt without review from another local government. Administrative 

independence comes from the fact that members of the governing board are elected by the people of the 

district. Special-purpose districts provide a specific service to residents that are not provided by the generalpurpose government. Examples of special-purpose districts include fire protection districts, ambulance 

service districts, county hospital districts, and county health-care and mental health-care districts.

The Apache Junction, AZ, Fire District is a special-purpose district that provides fire and EMS to the City of 

Apache Junction and several unincorporated communities in Pinal County. Fire Board members are elected 

independently and are not members of a city council. Board members provide policy oversight for the district and set the tax rate to fund fire protection. 

While most districts rely on taxes as a main source of revenue, some special-purpose districts are operated as 

an enterprise. Enterprise districts are run like a business, charging customers for services and maintaining a 

positive cashflow. For example, the Jackson Parish Ambulance Service District in Louisiana is an enterprise 

district operating similar to a private business where services are financed primarily through user charges.

Benefit-Assessment Districts

Occasionally, a county, city, or township government may form a benefit-assessment district within its 

boundaries by ordinance. Formation of the district is done to address a deficiency in infrastructure or service delivery which falls short of community standards in terms of public safety, health, or welfare. Unlike 

special-purpose districts, a benefit-assessment district does not have a separate governing board, rather the 

county Board of Supervisors or city council manages the implementation of services funded through the district. This is because a benefit-assessment district is a funding mechanism, not an implementing authority. 

Services are typically financed through property taxes, parcel taxes, or a special taxing formula assessed to 

properties based on the direct benefit they receive from the district. Examples of factors that have been used 

to measure benefit include a fire flow factor as measured in gallons per minute (gpm); a response-time factor based on the distance to the closest fire station; a tanker credit computed in rural areas and reflecting the 

benefit of having a tanker in placed without fire hydrants; an insurance benefit based on the ISO or similar 

fire protection insurance rating; use or risk classification of the property; and special services such as prefire 

planning, hazardous materials team, building inspections, heavy-rescue service, among other special benefits.

The assessment may be levied throughout the entire jurisdiction or may be limited to certain areas or zones. 

In 2010, the Perry, MI City Council established a special-assessment district within the town limits to defray 

the cost of providing ambulance service. Ambulance services funded, in part, by a $35 per household tax 

on all parcels in the town. 

A benefit assessment can be an important resource for financing fire protection and EMS in a community. 

It is especially beneficial in States with restrictions on local property taxes, such as in Washington or California. The downside to benefit assessment is that it may be cumbersome to undertake. In addition to 
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legislative restrictions, fees for each property must be assessed in a fair manner, billed, and collected. The 

ability to undertake such as project may depend largely on the cooperation of the local general-purpose 

government’s finance and tax collection departments. Citizens must be made aware that the assessment is 

specifically to maintain or improve emergency services; otherwise, it may be perceived as just another tax 

measure. In many jurisdictions, property owners may have the right to protest the assessment and ask for a 

public vote. 

Borrowing

Major capital improvements can be funded by borrowing money and repaying it over time. This can be accomplished with bonds, certificates of participation, not-for-profit revenue bond financing, or traditional borrowing.

Bonds

Bonds are a way for a local government to issue debt or, in other words, raise funds. A city issues bonds to 

support voter-approved projects and then agrees to pay back the bonds with interest. Bond funding is for 

assets with a long, useful life such as buildings, utility systems, or vehicles. The assets should have the same 

useful life or longer than the time it takes to repay the bond. For example, if a rescue station has a useful 

life of 20 years, the time it takes to repay the bond should not exceed 20 years. Bond funds cannot be used 

for operations, for instance, employee salaries. Bonds usually carry a lower-interest rate than other types of 

funding; therefore, it is an attractive way of financing.

One of the considerations in determining interest rate is a local government’s ability to repay the bonds. 

This ability is determined by a private assessment company that assigns the city a “bond rating.” In order 

to receive and maintain a high bond rating and thus a low-interest rate, a city needs to have sound financial 

practices and policies. One example is to keep enough to maintain an adequate fund balance, typically between 8 and 10 percent, in the city’s general fund and enterprise fund. If the fund balance falls below this 

amount, it could cost the community in the form of increased interest rates on borrowing.

There are three main types of bonds:

1. General Obligation (G.O.) Bonds: G.O. Bonds are a common type of municipal bond. They are secured unconditionally by the full faith, credit, and taxing authority of the jurisdiction issuing them. 

If the taxes levied by the city or town are not sufficient to pay the debt service on the bonds, the issuer is legally obligated to either raise taxes or broaden the tax base to cover the payments. 

2. Utility Revenue Bonds: Projects that fall into this category include items related to a city’s enterprises such as gas, water, wastewater, and electric. Bonds used for these projects are repaid from 

revenues received from the city’s customers of that particular utility.

3. Excise Tax Bonds: Excise Tax Bonds are repaid by revenues derived from taxation of a particular 

activity or asset. For example, a bond issue for the construction of a medical facility may be repaid 

from an excise tax on cigarettes. 

Certificates of Participation

Some local governments and special districts are not allowed to issue bonds. An alternative may be a Certificate of Participation (COP). COPs are financing mechanisms similar to G.O. Bonds, but the principal as 

well as interest are paid along the way, similar to a home mortgage. They are used to fund large or complex 

financial obligations in a manner similar to leasing but without violating restrictions on debt financing. The 

borrower sells certificates of participation to investors who agree to provide funds in exchange for repayment of the principle plus semiannual interest payments on a fixed schedule.
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For example, a township government wishes to finance the purchase of a new rescue vehicle which costs 

approximately $180,000, but the town cannot issue bonds. The trustees of the town can hire an investment 

banker, bond counsel, and trustee to prepare the appropriate documents, offer the COP securities for sale, 

and manage the disbursement of funds to COP holders. In exchange for the capital to purchase the vehicle, 

the township trustees agree to make annual appropriations to repay the certificate holders and make semiannual interest payments. While the obligation remains outstanding, the certificate holders hold title to the 

vehicle through the COP trustee.

The advantages of a COP include

•	 They do not violate restrictions on long-term debt financing common among certain forms of government, e.g., townships or imposed by State law.

•	 They permit public entities to incur a continuing obligation without going into debt.

•	 In some instances, they are the least costly public-financing mechanism.

•	 In most cases, they are tax exempt, which attracts a large investor base.

•	 Usually, they do not require voter approval.

The disadvantages include

•	 COPs may be more expensive than direct lease or lease/purchase agreements for making relatively 

small purchases.

•	 The risk to the lenders that the local government might not appropriate funds every year to finance 

the annual payment on the obligation generally makes them more expensive (higher interest rate) 

than G.O. Bonds.

•	 The cost of issuing COPs is higher than direct leasing. They involve bond counsel, investment bankers, a certificate trustee, rating agency fees, and printing of investment documents. These costs must 

be added to the amount financed so they can be paid from the sale of proceeds.

•	 To achieve favorable interest rates, a reserve fund may also be required. This amount must also be 

added to the amount borrowed.

•	 The complex legal requirements associated with this type of financing may make it somewhat cumbersome and time consuming to use.

Even though COPs do not require voter approval, care should be taken to ensure that they are broadly supported by the public.

501(c)(3) Revenue Bond Financing

501(c)(3) Revenue Bonds are a low-cost source of tax-exempt financing for capital-improvement projects for 

qualified not-for-profit organizations. Just like public sector fire and EMS departments, nonprofit agencies 

may need to purchase or construct a new facility, improve existing facilities, or acquire new equipment to 

provide community emergency services. A nonprofit fire/EMS agency may be able to finance expenditures 

on a tax-exempt basis and receive substantial savings through the use of tax-exempt 501(c)(3) bonds.

To issue 501(c)(3) Revenue Bonds, a governmental authority must act as the issue of the bonds, passing its 

tax-exempt status onto the nonprofit organization. Because the income earned by purchasers of these bonds 
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is tax exempt from Federal and, in some cases, State taxes, these bonds traditionally carry a lower interest 

rate and longer terms than conventional bank loans. This saves the nonprofit agency money and gives them 

better loan terms.

The benefits of 501(c)(3) Revenue Bonds include

•	 Tax-exempt bonds financing typically offers interest rates that are 20–35 percent less than conventional taxable alternatives.

•	 Tax-exempt debt may be issued on a long-term fixed-interest rate bases, compared to most taxable 

debt usually issued for shorter terms at variable interest rates.

•	 Funds can be used for fixed-asset projects (land, buildings, equipment) that further the tax-exempt 

mission of the not-for-profit agency.

•	 Certain 501(c)(3) borrowers may be able to refinance debt and/or finance working capital used to 

support operations.

•	 Bond proceeds can be used to pay for eligible costs while the borrower’s funds, including donations, 

can remain invested.

Traditional Loans

Many fire/EMS agencies, particularly independent volunteer organizations, use traditional forms of borrowing money through banks and lending institutions. These loans are also used for capital improvements such 

as construction of stations, refurbishing existing stations, and vehicle and equipment purchases. Fire/EMS 

agencies should exercise due diligence in “shopping” for a loan, searching for the best interest rate and loan 

terms. Some banks and lending institutions will provide lower-interest loans or different loan options for 

volunteer, service-oriented organizations, particularly if the lending institution is based in the community 

being served.

Many States have created revolving loan funds to help finance rural fire and EMS projects. In a revolvingloan fund, a loan is made to an agency and, as repayments are made, funds become available for new loans 

to other agencies. The Arkansas Department of Health manages a Rural Health Services Revolving Fund. 

The intent of the legislation was to provide resources to help rural communities retain basic medical services, including EMS. The Illinois Finance Authority maintains a Fire Truck Revolving Loan Program to 

help rural communities finance the purchase or replacement of fire trucks. The program will loan up to 

$250,000 on a 20-year loan. The State of Pennsylvania maintains a fire service loan program that provides 

loans at a 2-percent interest rate.

Entrepreneurial Emergency Medical Services

Providing EMS presents an opportunity for managers to think entrepreneurially by exploring ways to sell 

EMS to individuals or neighboring jurisdictions. In many communities, fire chiefs are writing contracts 

with private basic life support (BLS) ambulance companies to reimburse the costs of providing fire-based 

advanced life support (ALS) services. A few are experimenting with innovative service delivery that not 

only provides a new revenue stream, but also has the opportunity to provide proactive EMS-based public 

health services to the community. 

Billing for Ambulance Services

Whether an ambulance service is large or small, municipal or rural, career or volunteer, billing insurance for 

patient care and ambulance transportation allows the department to tap a consistent revenue stream to sup-
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port EMS operations. Medicare is the largest single payer for ambulance services in the United States. There 

are lengthy and specific requirements to qualify for reimbursement found in Medicare regulations. Navigating these rules is challenging, but absolutely essential to a successful billing program. Many third-party 

insurers also use Medicare rates and guidelines as the foundation for their own reimbursement standards.

Before starting an insurance billing program, an EMS provider must be certified by Medicare as a provider. 

EMS providers must apply for provider status and submit proof that they meet all State standards for ambulance 

services. Any service operating with exemptions from State EMS standards will be denied reimbursement.

For an ambulance transport to be covered, ambulance services must be deemed medically necessary and 

reasonable. This is established by the patient’s condition and the treatment provided. The prehospital 

patient-care report is an essential part of establishing medical necessity. 

Proper documentation is absolutely essential for accurately and appropriately collecting reimbursement. 

Poor field documentation is a major impediment to receiving payment from third-party insurers. EMS 

managers should establish a quality-assurance program to review paperwork. Medical control should provide periodic review of patient-care report and ambulance transport documentation standards as part of 

EMT refresher courses and paramedic continuing education. 

Medicare will only cover transportation to appropriate facilities. Generally, this means the facility must be 

equipped to provide needed hospital or skilled nursing care for the illness or injury involved. For first responders, this typically means transporting to a hospital or critical-access hospital. EMS agencies providing 

facility-to-facility transport have additional paperwork requirements.

EMS agencies may receive reimbursement for mileage. As a general rule, only mileage to the nearest appropriate hospital equipped to treat the patient is covered. 

A proper understanding of the beneficiary signature rules is critical to proper billing of Medicare; private 

third-party payers typically require signatures as well. Crews must obtain patient signatures and understand who can sign on the patient’s behalf if the patient cannot sign on their own behalf. Health Insurance 

Portability and Accountability Act of 1996 (HIPPA) law also requires patients be notified of their privacy 

rights and a signature obtained to confirm they received this information. Consult www.hippa.org for information about necessary components of the signature form. 

It is the responsibility of each EMS provider submitting claims to Medicare and third-party insurers to become familiar with the insurance coverage and reimbursement requirements. The Centers for Medicare 

and Medicaid Services (CMS) Ambulance Billing Guide is a useful overview of Medicare Part B guidelines. 

The information guide and other manuals are available online (www.medicarehic.com). A good billing 

company can help the EMS provider avoid the pitfalls and set up a successful billing program.

Private Ambulance Company Contract Agreement

A fire department that provides EMS response, but does not transport patients, may still be able to recover the 

cost of EMS through contract agreements with ambulance providers. Many communities contract with private, for-profit ambulance companies for BLS ambulance-transportation services, while the fire department 

provides ALS paramedic response. Under this arrangement, if a fire department paramedic provides ALS 

services on the BLS transport vehicle, the private ambulance company can charge ALS rates. A contract can 

be structured so that the private ambulance company pays the fire department the difference between the 

BLS and ALS rates, as well as reimbursing the fire department for ALS supplies used during patient treatment.
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Emergency Medical Services Subscription Programs

A growing number of jurisdictions are implementing EMS subscription programs as an alternative to directly charging users of ambulance-transportation services. An EMS subscription program is a voluntary 

membership program that is designed to help protect families and businesses financially in the event of a 

medical emergency while also helping an EMS provider recover at least some of the cost expended in the 

provision of critical services such as EMS. 

There are two basic types of subscription service. The first is a flat yearly fee charged per household, which 

covers all charges for any EMS service provided. The second variation is a small annual fee that covers only 

those expenses not paid by medical insurance. The user signs up for the program and authorizes the EMS 

provider to file reimbursement claims directly with the user’s health insurer when services are provided. 

Most insurance plans do not cover the full cost of ambulance services. With a subscription plan to the local 

EMS provider, the user would not be charged for uncovered expense. Nonsubscribers would be sent a bill 

for the remaining balance.

For example, in 2006, the City of Suffolk, VA, began charging for emergency-ambulance transportation as 

part of the city’s EMS Revenue Recovery Program. The city began offering subscription services for an annual fee of $60 per household to defray out-of-pocket expenses, such as health insurance copayments and 

deductibles. A residential subscription also includes family members who reside in assisted living or nursing facilities located in the city.9

The city of Costa Mesa, CA, implemented a subscription program in 2005, charging $36 per household 

or business. There is also a $12 financial hardship membership fee for those who can demonstrate a need 

using a specific formula. The city estimated that revenues raised through the selling of EMS subscriptions 

would minimally be $210,000, depending on the success of the marketing and advertising campaign.

It is difficult to anticipate how many people will actually subscribe to an EMS subscription program, but experience has shown that about 15 percent of households can be expected to participate. Clearly, any move 

to adopt a subscription program should be preceded with a thorough market analysis to project a subscription rate, program costs, and anticipated revenue.

The overhead costs of a subscription program and potential loss of patient revenues from subscribers who 

use ambulance service could reduce overall system revenue. Current estimates by EMS agencies using subscription programs is that subscribers use EMS at a rate about double that of nonsubscribers. However, 

because subscribers constitute a small portion of the base population, subscriber usage is usually offset by 

nonsubscribers. 

It is important to seek legal advice when setting up a subscription program so that requirements of Medicare and Medicaid are met by the approach taken. EMS agencies must also consider the administrative time 

and marketing costs that will be necessary upon implementation of the program.

Interfacility Transport

Third-party insurance providers may pay the cost of hospital-to-hospital ambulance transportation for qualified patients, along with medically-necessary supplies and services. The revenue generated from these 

contracts can help offset the cost of providing ambulance-transportation service in the community. Nearly 

every for-profit ambulance company offers some form of interfacility transportation service. More recently, 

public sector EMS agencies have begun to do so as well. 

9 Suffolk EMS subscription service and EMS Revenue Recovery Program: www.suffolk.va.us/fire/ems.html
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Beginning in 2008, the Lisbon, WI, Fire Department began offering interfacility transport from Community Memorial Hospital in Menomonee Falls to other hospitals in the Milwaukee, Waukesha, and Madison areas. The Ashland, WI, Fire Department also provides interfacility transports from starting locations within 

the city of Ashland to medical facilities throughout Wisconsin, Michigan, and Minnesota.

Many hospitals, skilled-care facilities, nursing homes, and health insurers will contract with an EMS provider for ambulance interfacility transportation services. However, for first-responder EMS agencies, these 

contracts must not detract from the primary mission to provide emergency response to the critically sick 

and injured with their jurisdiction. 

Paramedic Intercept

Paramedic intercept is ALS treatments provided by a paramedic to a patient being transported by another 

ambulance service. Typically, the paramedic unit meets the ambulance onscene or “intercepts” them en 

route to the hospital. 

Under an Intercept Agreement, when a paramedic provides ALS services on the BLS transport vehicle, the 

BLS service may charge ALS rates. The paramedic service provider receives the difference between the BLS 

and the ALS rate, and the BLS ambulance company provides its patients with a higher level of care while 

reducing its overhead costs. In this way, the BLS agency becomes a payer for ALS services.

Since insurance companies reimburse only for ambulance-transportation services, a nontransport ALS entity 

cannot bill the insurance directly. If State law prohibits the ambulance company from billing a third-party 

insurer for its services, then the ALS service will not be able to recover its costs from insurance.

Paramedic/Physician Assistant In-Home Services

Some fire departments are experimenting with innovative ways to reduce 9-1-1 calls and unnecessary ambulance transports by providing in-home patient treatments. The Mesa, AZ, Fire Department conducted a 

pilot program where a two-person nontransport response vehicle, staffed with a paramedic and a physician’s assistant (PA), provided “house calls” to patients with flu-related symptoms or urgent-care calls that 

could be treated at home. 

While EMS providers can only bill third-party payers for transportation services, a PA (or nurse practitioner) 

can receive reimbursement for patient evaluation and on-scene treatments. A public-private partnership 

between a hospital and EMS provider could provide a new, innovative service delivery model that generates 

revenue for both entities. At the time this manual was written, this program was still in the pilot stages in 

Mesa. However, this case study provides an intriguing look into innovative services that may provide alternative funding to EMS in the near future.

Cost-Saving Strategies

Creative fire officers and EMS managers must look for new tools and new approaches to acquiring the resources necessary to provide quality EMS. There are innovative tools and techniques available that can help 

reduce costs or stretch the department’s budget. A few methods include cost-sharing, purchasing cooperatives, strategic alliances, consolidation, and outsourcing. 

Cost-Sharing

One of the most sensible ways to reduce costs is to share costs for facilities and services with nearby jurisdictions. Collaborating with other agencies can leverage funds to produce a program or allow joint-use of 

equipment or facilities that would otherwise not be economically feasible. Training facilities, communications equipment, and disposable items are often purchased jointly. Some neighboring agencies may share 
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the costs of building and operating stations to serve both jurisdictions. The difficulty in cost-sharing is 

coming to an agreement on control of shared resources and determining fair and equitable costs.

Purchasing Cooperatives

Purchasing cooperatives provide a mechanism to achieve cost-reduction for equipment procurement by aggregating demand to get lower prices from suppliers. The North Central EMS Cooperative, for example, is 

a nonprofit purchasing group, controlled by its members, that enables volume discount on EMS products, 

supplies, and services through group purchasing. In a little over a decade, the co-op has grown to over 

2,000 members across 49 States, Canada, Trinidad, the Bahamas, and the United Arab Emirates. Co-op 

members have access to volume-discount purchasing with name-brand vendors. Savings range from 10 to 

55 percent on an array of equipment and disposable items, free shipping, and special ambulance pricing.10

Strategic Alliances

While some local governments join together to make capital purchases or share operating costs, other 

achieve something similar by forming strategic alliances to provide services to surrounding jurisdictions. 

This can help receive budget problems in both the jurisdiction providing the service and those receiving the 

service. It can also provide benefits in the form of increased levels of service through economies of scale 

and by having more equipment and personnel available to serve either’s needs.

Forming strategic alliances may be used for providing basic services, or just for special services such as 

heavy rescue, hazardous materials, or ALS response.

Strategic alliances most often involve a smaller municipality aligning with a larger neighbor to provide 

service that they would not be able to afford independently. A small suburb, for example, may not be able 

to afford to equip and staff its own independent, paid fire or EMS department, but may be able to pay a 

bordering city or county to provide services for them. The Phoenix Regional Dispatch Center is a strategic 

alliance of over 20 area fire departments that receive dispatch and communications services from the Phoenix Fire Department on a contract basis. This arrangement cuts the cost of separate dispatch centers and 

personnel, and improves automatic aid and incident management operations.

Consolidation

The consolidation of several departments into a single agency may provide one of the most efficient and 

cost-effective means of providing EMS. Savings are realized through the elimination of duplicate functions 

such as management, training, and communications. Consolidation may be thought of as the ultimate version of cost-sharing, on a larger, more permanent scale. The newly formed Indianapolis Emergency Medical 

Services (IEMS) was a consolidation of Wishard Health Service and the Indianapolis Fire Department EMS 

agencies. IEMS is itself part of the new division of the Department of Public Safety which merges the financial strength and business acumen of Health and Hospital Corporation; the city’s public safety resources; 

and the medical expertise, performance, and research assets of the Indiana University School of Medicine.

There are obstacles to consolidation. One of the largest can be a power struggle that often occurs as chief 

officers and managers are, understandably, reluctant to give up any control over operations. Political bodies 

and citizens often fear loss of control in getting locked into a level of service and corresponding expenditures for a long time. Unions could resist over issues of compensation, personnel rules, and other issues. 

Sometimes, the cost-per-capita increases for some parties to a consolidation.

10 North Central EMS Cooperative: www.ncemsc.org/ 
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Outsourcing

It is common for businesses and government to contract-out for services to an external provider. Organizations that outsource do so for several reasons including: reducing the cost of the service to the organization; 

placing more focus on the core business; improving quality; accessing special expertise or technical proficiency; access to new information technology; and transferring liability. 

Ambulance billing is a frequent topic of outsourcing discussions in departments that provide such services. 

Billing Medicare, Medicaid, and private insurance is complex, time-consuming, requires special expertise, 

and, if done incorrectly, can result in a loss of revenue and even subject the agency to external audits and fines. 

When considering outsourcing services, care should be taken to draft a comprehensive Request for Proposals (RFP) to evaluate potential contractors. The RFP should clearly define performance standards, measurable goals, and clearly-defined fee structure. The billing agency should demonstrate expertise with the 

rules and regulations of both Federal and State medical transportation reimbursement regulations. 

In 2010, the City of Memphis Division of Fire Services signed a contract with a private EMS billing service to 

process 80,000 transports annually. The contract also called for the private service to implement a complete 

field data-collection service including electronic Patient Care Reporting (ePCR) software set up for wireless 

communication from vehicles. The system was anticipated to save the city $175,000 annually in fees alone. 

Motivation for the change was a need to transition from a paper-based system to an electronic one, with the 

aim of improving the level of patient care, while increasing ambulance-reimbursement revenue.

Outsourcing won’t always be the right answer, but it should be something EMS chiefs consider when looking for ways to save money.

Leasing

Leasing is a common financing strategy for many businesses with billions of dollars of equipment leased 

annually. Leasing allows an organization to acquire equipment and technology needed today, while spreading payments out affordably over time. This also allows an agency to reserve capital to finance daily operations or other expenses.

Leasing is much less used in the fire service because most fire apparatus is custom built. However, many 

businesses lease ambulances and fleet purchasers can supply sport utility vehicles (SUVs) to EMS agencies for 

use as command vehicles or paramedic intercept cars.

Tax-exempt, lease-purchase financing is a variation on the traditional lease. It offers several benefits:

•	 requires no down payment;

•	 tax-exempt interest rate;

•	 allows an agency to pay for assets over time;

•	 builds equity in the leased equipment with the first payment;

•	 at the end of the lease term, the department owns the equipment;

•	 flexible payment terms; and

•	 eliminates the paperwork and voter-approval required under debt financing.
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In a lease-purchase agreement, however, an agency can end up paying far more for the vehicle than if they 

had purchased the vehicle outright. The terms of leasing need to be compared to a traditional purchase or 

the use of bonds, COP, or other debt-financing mechanisms.

Nontraditional Fundraising Ideas

Fundraisers are still a major part of alternative funding for many rural and volunteer fire and EMS departments. Ideas for fundraisers are limited only by the imagination. These fundraising events also provide the 

opportunity to present information on public life safety, health, and wellness. Don’t try to compete with 

the local schools by selling candy or cookies. Be creative. Here are just a few ideas.

50/50 Raffle

The perfect fundraiser to hold at any event where there will already be a crowd of people, such as a sporting 

event or county fair. Tickets can be sold for $1 to $5. When a winner is drawn, that person receives half of 

the total dollar amount collected; the department keeps the other half.

5k, 10k, and Fun Run Event

People of all ages and athletic ability can take part in a fun run/walk event. It’s a great way to raise money 

while promoting health and fitness. In addition to revenue raised from registration fees, consider combining this event with others such as a 50/50 raffle, barbecue lunch, health snack sales, t-shirt sales, and others.

Barbecue Fundraiser

A traditionally popular fundraiser, but requires a lot of volunteers and a few good cooks. Sponsors can help 

provide food, grills and fuel, tables and seating, and tents, along with door prizes and children’s activities.

Basketball Tournament

A great way to raise money while promoting fitness! Three-on-three tournaments are a great way to raise 

money. This fundraiser is relatively inexpensive to setup and money is raised through entry fees. Earn extra money setting up a concession stand, selling photos and shirts, and selling ad space. Work with the local 

health club, YMCA, or school district for suitable basketball courts. Consider other sporting event tournaments like bowling, golf, or flag football.

Bingo

It offers players the chance to win prizes, but it’s also a social outing. Bingo is a game popular among seniors. Consider setting up health-screening booths at the bingo event and offer blood pressure checks, glucose readings, vaccinations, and health screenings. The agency may not raise money for these services, but 

it’s a great way to raise goodwill along with extra cash.

Bottled Water

Bottled water with your custom label can be sold year-round and is a walking billboard for your agency. As 

Americans become more health conscious, candy, cookies, pizza, and other foods are tougher to sell (especially for a public health agency like EMS). 

First-Aid Kits

Run a drive offering small first-aid kits for home or car. It is a good idea to take orders before making a 

bulk purchase. Ask vendors if they can personalize the kit, adding your department’s logo and message. 

What better way for an EMS provider to fundraise?
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Fundraising Bricks

These are a great way to raise funds for new construction projects. Engraved bricks can be used for fundraising and recognize the donor at the same time. It is not uncommon for bricks to sell for several hundred dollars, even a thousand dollars or more. Auction off bricks in prime locations or group bricks for larger donors.

Car Wash

A staple of many volunteer fire departments; a car wash is quick and easy to setup.

Catalog

Catalogs have become one of the biggest moneymakers for fundraising. Make sure to select the right catalog 

depending on the season. It should have good merchandise at reasonable prices.

Coffee Fundraiser

Hosting a coffee fundraiser is a trendy idea. The agency can setup a “coffeehouse” at the station for people to 

visit and learn more about the organization. Bags of ground or whole-bean coffee can be sold to raise even 

more funds or delivered for those who can’t attend in-person. Most people don’t question $8–$10 per pound.

Cookbooks

Firefighters are also known (fairly or not) to be good cooks. Have the department put together a few favorite recopies from its members, take some photos, and put together a cookbook to sell.

Coupon Books

Coupon books are very popular in North America and are another big-seller. The coupons have to be a 

good value for the money to get people to buy them.

Custom T-shirts and Other Items

A lot of people like to wear or use items from public safety organizations. These can be popular fundraising 

items. However, do not sell any item that might look like a uniform.

Direct-Mail Campaign

This is raising money the old fashioned way: asking for it. Direct-mail fundraising can be effective, but it 

does have high overhead costs including the cost of printing, materials, and postage.

Email Campaign

Email campaigns are much cheaper and easier to run than direct mail. Consider putting together a monthly 

email newsletter with a permanent link to a donation website.

Healthier Fundraising Snacks

These days, people want healthier choices. Healthy snacks offer an opportunity for the fire/EMS agency to 

raise funds as well as awareness of healthy eating habits.

Kid Safety IDs

Kid safety ID fundraisers not only raise funds, they also serve a great public safety purpose. Child safety 

fundraisers work best when they are geared toward parents with preschoolers and elementary school-aged 

children. Kits retail from $8 to $25 with the organization netting about 40 percent.
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Seasonal Fundraising Events

There are a number of fundraising ideas for each season. Consider hosting a haunted house for Halloween. 

Hold a turkey raffle for Thanksgiving. Christmas ideas include wreath sales, calendars, and holiday cards. 

Vending Machines

These machines have a very high-profit margin. Both new and used vending machines are available online. 

It’s a great way to raise money year round.

Wait Tables

Ask your local restaurant to allow members to wait tables and collect tips as a fundraiser. Some restaurants 

may even provide a matching donation or donate a portion of the night’s sales to the fire/EMS agency.

Website and Internet Fundraising

Most departments have a webpage. Why not give visitors the opportunity to financially support the organization? Have the Webmaster add a page for credit card donations that deposit directly to the agency’s bank 

account. 

Things to Consider

Volunteer organizations may have an advantage in being able to raise money with fewer restrictions than 

career departments. Donations to the volunteers are usually tax deductible. Some career departments establish foundations to receive tax-deductible donations for special purposes. However, volunteer organizations need to be aware that they are still regarded as a public service entity and may be held accountable for 

the methods they use to raise funds and how the money is spent. Volunteers must abide by State and local 

ordinances, which may vary considerably across the country. For example, bingo may be legal in one district but illegal in another; and jurisdictions may have different rules about financial disclosure.

Fire/EMS departments should carefully consider the costs versus benefits of taking on new fundraising projects. Year-round fundraising activities such as bottled water sales or vending machines are time-consuming 

for members, whereas an annual fund drive may be easier to take on as a project. 

The clarity and content of the fund-raising message to the public must also be given careful thought. Will 

the money be earmarked for a specific project, such as the purchase of an automated external defibrillator (AED) or fire truck? Or will the money go towards operational expenses? It is typically easier to raise 

money for a specific project than for general operational costs.

Fire/EMS departments should tailor their fundraising activities to their community characteristics and preferences. Would a small community respond best to door-to-door efforts? Would a larger, more affluent 

community respond better to a direct-mail campaign? Are the local citizens likely to attend a bingo event 

or would they respond better to a barbecue? 

Departments should consider getting the local media involved in the fundraising effort. The press can 

help agencies distribute flyers, produce newspaper articles highlighting the event, and create advertisements 

from print, radio, and cable television. To get the word out, agencies may want to consider presentations at 

local civic and religious organizations to solicit on behalf of the department. If the agency has tax-exempt 

status, consider reaching out just before the end of the year to allow a donor to make a tax-deductible donation before the tax year concludes. Be careful not to constantly bombard the community or they could get 

the impression that the department is only in business to raise money.
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There are many community resources that fire/EMS departments can use to assist them in their fundraising efforts. For example, local businesses may be willing to advertise promotional messages for fundraising 

campaigns. Schools may be willing to let departments send flyers home with children. Local celebrities 

may be willing to endorse the efforts as well.
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Chapter 5: state Funding for Emergency Medical services

Much of the funds dispersed to emergency medical services (EMS) organizations by States come from Federal passthrough grants such as the Community Development Block Grants or the State Homeland Security 

Grant Program. These grants are managed within various State agencies and transferred to local or tribal 

governments and non-fire-based EMS organizations. Good sources of information on available grants can 

be found in State Departments of Health, Departments of Transportation (DOTs), Departments of Natural 

Resources, Insurance Departments, State Fire Marshal’s Office, and Department of Emergency Management 

and/or Homeland Security, among others. States may also have their own intrastate mechanisms to provide 

funding for EMS.

This section provides a list of alternative revenue sources available from State agencies, both passthrough 

and State funding programs. Although every effort was made to compile a comprehensive listing of programs, newer programs may not be presented here. Regardless, this list should provide agencies looking for 

alternative funding with a good starting point for information about existing programs. Further, by seeing 

the options available in other States, fire and EMS agencies may be able to encourage the development of 

new programs in their own State.

State Sources of Revenue

In addition to administering the dispersal of Federal funds, many States provide direct funding through 

grants, loans, or technical support for local EMS. These programs are financed through dedicated funding streams such as insurance surcharges or driving-related fees and fines. State governments may supply 

support services such as loans, surplus equipment, special-purpose grants, matching grants, technical assistance, and training.

Low-Interest Loans

Many States may make funds available through low- or zero-interest loans, with favorable terms of 20 years 

or more, for capital improvements and purchases. Such programs are often setup in a revolving loan fund 

so that money paid back to the lender can be loaned out again to other fire/EMS agencies. One example, 

the Illinois Office of the State Fire Marshal and the Illinois Finance Authority jointly administer a program 

to provide zero-interest, revolving loan program for the purchase of ambulances by not-for-profit EMS or 

local government agency that provides EMS. Money is lent on a 10-year repayment term.

Surplus Vehicles and Equipment

Secondhand fire apparatus, ambulances, and equipment suitable for rescue squads are available through 

the State at little or no cost, especially for rural and volunteer departments. The challenge is finding them. 

Some may be available through the State forest service, others from the National Guard. Many States have 

offices specifically responsible for the disposition of State assets. The State Procurement Office may be able 

to assist agencies in locating used State equipment.

States may also have contracts with local dealerships guaranteeing lowest price. Fire departments and EMS 

agencies may be able to purchase vehicles at State contract prices.

Special-Purpose Grants

From time to time, some States earmark funds for a particular program area of interest. Additionally, excess 

funds are sometimes available from the State legislature at the end of the fiscal year. These funds may be 

made available in the form of grants to various organizations in the State. Contact the local State representative or State senator to inquire about the availability of such funds and the process involved to apply for them.
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Matching Grants

Matching grants are a common source of funds for local agencies at the State level. While either the Federal 

or State government may fund these programs, the dispersal of funds is generally left up to the State agency 

tasked with managing the grant. These grants require the department to match a portion of the grant. 

Depending on the grant guidance, this can be cash or in-kind contributions. Rural and volunteer organizations may receive a discounted rate on matching grants.

For example, in Oklahoma, the State legislature appropriates funds each year for grants and cost-share programs administered by the Oklahoma Forestry Services, a Division of the Department of Agriculture, Food, 

and Forestry. These programs provide financial aid and matching grants for rural fire departments to construct facilities or purchase equipment. The Rural Fire 80/20 Reimbursement Grant reimburses rural fire 

departments for up to 80 percent of the cost of equipment purchases or fire station projects.

The Florida Department of Health, Bureau of Emergency Medical Services, offers two types of matching 

grants. The General Matching Grant is available to private, urban and rural organizations involved in EMS 

where the State pays 75 percent of the approved budget and the grantee pays 25 percent. The Rural Matching 

Grants are available to public and private organizations involved in EMS which are based in and provide services for counties with a population of 100,000 or fewer people and a population density of less than 100 persquare-mile. For this grant, the State pays 90 percent of the approved budget and the grantee only 10 percent.

Technical Assistance

The State Fire Marshal’s Office and Bureau of Emergency Medical Services may be sources of programmatic 

support, technical assistance, and reporting, and a centralized database information collection to assist fire 

departments and EMS agencies in accomplishing their public health and safety missions. Often, State EMS 

offices provide services such as trauma and critical care informatics, regional coordination, regulations and 

compliance, assistance in writing quality assurance plans, and guidance documents for treatment protocols, 

EMS curricula, etc. The State Fire Marshal is a source of technical support to local fire departments on fire 

protection engineering questions, fire code interpretations, and opinions on the application of fire safety 

laws and regulations. The State Fire Marshal’s Office may also help collect and analyze data to determine 

the causes of fire and burns and assist with the development of appropriate prevention plans. A few State 

Fire Marshal Offices provide fire investigative services as well.

Subsidized Training

Many States subsidize the cost of fire and EMS training, particularly for rural and volunteer departments. 

The Ohio Department of Commerce Division of State Fire Marshal provides grant funding for fire department reimbursement of State-certified fire classes conducted at the Ohio Fire Academy. Training grants and 

the availability of certified fire training varies significantly from State to State. Chief fire officers are advised 

to contact their State Fire Marshal’s Office for details and availability. 

Across the country, State EMS offices oversee the training and certification of emergency medical technicians (EMTs) and paramedics. Some States provide grants or scholarships to qualified individuals, especially 

rural or volunteer EMTs. The Texas Department of Rural Affairs maintains a Rural Emergency Medical Services/Trauma Enhancement Grant. The purpose is to develop and improve rural EMS response, delivery, 

and service capacity. Grants are awarded for EMT training, continuing education courses, and certification 

of instructors, among other uses. 

In addition, the Texas DOT, Traffic Safety Division, provides a Rural/Frontier EMS Education Fund in conjunction with the Texas Engineering Extension Service (TEEX). The fund covers tuition for initial, refresher, and recertification of EMT, EMT-I, and paramedics. TEEX also hosts continuing education courses such 

as advanced cardiac life support (ACLS) and emergency medical dispatch (EMD). 
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State-Managed Federal Grants

opportunity Title: Community development Block Grant (CdBG)

Sponsor: U.S. Department of Housing and Urban Development (HUD).

Purpose: CDBG is a flexible program that provides communities with resources to address a wide 

range of unique community development needs. The CDBG program provides annual 

grants on a formula basis to States and local governments. 

Eligible Activities: Seventy percent of CDBG funds must be used for activities that benefit low- and moderate-income persons. In addition, each activity must meet one of the following national objectives: benefit low- to moderate-income persons, prevention or elimination of 

slum and blight, or address community development needs having a particular urgency 

because existing conditions pose a serious and immediate threat to the health or welfare of the community for which other funding is not available.

Eligibility: The CDBG entitlement program allocates annual grants to central cities of the Metropolitan Statistical Areas, cities of at least 50,000, and qualified urban counties over 

200,000. States distribute CDBG funds to nonentitlement localities.

HUD provides flexible grants to help cities, counties, and States recover from Presidentially-declared disasters, especially in low-income areas, subject to availability of 

supplemental appropriations.

Texas, Arizona, California, and New Mexico set aside 10 percent of their State CDBG 

funds for improving living conditions for colonial residents. The Insular Areas CDBG 

program provides grants to four designated insular areas: American Samoa, Guam, 

Northern Mariana Islands, and the Virgin Islands.

More Information: www.hud.gov/offices/cpd/communitydevelopment/programs

opportunity Title: Rural Fire Assistance (RFA) Grant Program

Sponsor: U.S. Department of the Interior (DOI).

Purpose: The RFA Grant Program is designed to increase firefighter safety and enhance the fire 

protection capabilities of rural fire departments. Emphasis is placed on departments 

that protect communities of less than 10,000 and play a substantial role in the protection of Federal lands managed by the U.S. DOI.

Eligible Activities: Funding assistance is available for wildland fire personal protective equipment (PPE), 

wildland fire-hand tools, new generation fire shelters and training, Project 25-compliant radios, basic wildland fire training, and apparatus purchased from local DOI units 

through “negotiated fixed price sale.”

Eligibility: 

•	 Statewide agreement with State Forester or cooperative fire agreement with an 

Interior Bureau;

•	 fire department with a service area of 10,000 or less;
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•	 a fire department with at least one station that serves a community of more than 

10,000 that also encompasses a rural zone or community; and/or

•	 a fire department that serves a community of 10,000 or more that also provides 

fire protection services through contract or agreement to an adjoining rural 

community.

More Information: www.nifc.gov/rfa/

Notes: The maximum allowable Federal contribution for each cooperating rural fire department is $20,000. The Federal/Cooperator cost-share ration cannot exceed 90/10; the smaller portion being the cooperator’s responsibility. Cooperator 

contributions may be in the form of in-kind service.

opportunity Title: Volunteer Fire Assistance (VFA) Grant

Sponsor: U.S. Department of Agriculture (USDA), U.S. Forest Service (FS).

Purpose: Provides financial assistance to train, organize, and equip fire departments in rural areas and rural communities to prevent and suppress fires. 

Eligible Activities: Training and expenses related to training activities, costs associated with organizing a 

fire district, risk assessment and hazard mitigation planning, fire tools, PPE, equipment 

renovation, self-contained breathing apparatus (SCBAs), hoses and nozzles, purchase or 

lease of fire apparatus, etc. Activities that cannot be funded through the grant include 

EMT or paramedic training and equipment.

Eligibility: Rural community with a 10,000 or less population.

More Information: www.fs.fed.us/fire/partners/vfa/

Notes: A requirement of the VFA Grant Program is a 50/50 match for the Federal funds on a reimbursable basis. Departments 

must spend their matching funds or provide in-kind services prior to receiving the grant funds. The maximum grant 

amount for each project is $20,000.

opportunity Title: Western states Wildland urban Interface (WuI) Grant Program

Sponsor: USDA, FS.

Purpose: The focus of this funding is mitigating risk in WUI areas. Funding is available to western States and awarded through a competitive process with emphasis on hazard-fuel 

reduction, information and education, and community and homeowner action. 

Eligible Activities: Reduce hazardous fuels/restore fire-adapted ecosystems (defensible space around homes 

and structures, prescribed fire, thinning), improve prevention/education in the WUI 

(Firewise programs, Project Learning Tree, pamphlets, and promotional materials), and 

creation of Community Wildfire Protection Plans.

Notes: The grant amount must be matched 50/50 by the recipient using a non-Federal source. Title III funds under the Secure 

Rural Schools and Community Self-Determination Act of 2000 (www.fs.usda.gov/) are not considered Federal dollars 

and may be used as a match.
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Specific State Grants and Aid Programs

In all cases, legislative appropriations to grant programs administered by State agencies are not guaranteed nor should they be solely relied upon. Applicants are strongly encouraged to consider the long-term 

sustainability of their programs and seek alternative sources of support and funding. The grant programs 

presented in this section may be cancelled or unfunded at any time. Consult the administrative contact 

provided for current information.

Alabama

opportunity Title: Wildland Fire Prevention Grant

Sponsor: Alabama Forestry Commission.

Purpose: To assist the Alabama volunteer fire service in reducing the number of wildfires and resulting structural loses, while increasing the visibility and importance of volunteer fire 

departments in their communities.

Eligible Activities:

•	 public relations and education;

•	 leverage private funds and corporate sponsorships for wildland fire prevention 

activities;

•	 community wildfire prevention planning; and/or

•	 coordinate wildland fire prevention programs with the local Alabama Forestry 

Commission.

Eligibility: Volunteer fire departments organized as part of a municipality or nonprofit organization; county fire associations organized as a nonprofit organization; and District fire associations organized as a nonprofit.

Website: www.aavfd.org/admin.html

Contact: Alabama Association of Volunteer Fire Departments 

550 Adams Avenue, Suite 345 

Montgomery, AL 36104

(334) 262-2833

Fax: (334) 262-2834

Alaska

opportunity Title 1: Alaska Code Blue Project

Sponsor: Health and Social Services, Division of Public Health, Emergency Programs.

Purpose: The Code Blue Project was started in 1999 in an effort to identify, prioritize, and seek 

funding for essential equipment for rural EMS in Alaska. The program is coordinated 

by a Steering Committee comprised of a representative from several State agencies. The 

program has resulted in the purchase of over 25 new ambulances, rescue vehicles, patient care equipment, training equipment, and more.
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Eligible Activities: Items are reviewed at the regional and State levels prior to inclusion in the Code Blue 

Database. General categories of equipment within the database include

•	 patient care;

•	 training;

•	 emergency vehicles;

•	 radio/communications equipment;

•	 ambulances;

•	 emergency equipment; and

•	 communications infrastructure.

Eligibility: Rural EMS providers in Alaska.

Website: www.chems.alaska.gov/EMS/Programs/code_blue.htm

Contact: EMS Programs 

410 Willoughby Avenue, Room 103 

P.O. Box 110616 

Juneau, AK 99811-0616 

Main: (907) 465-1733 

Certification: (907) 465-6736

EMS: (907) 465-4101

Opportunity Title 2: Alaska Highway Safety Office (AHSO) Grant

Sponsor: AHSO.

Purpose: To reduce the number of injuries and deaths resulting from traffic crashes on Alaska’s 

public roadways. The AHSO prefers innovative projects that provide solutions to identifiable problems, implements proven strategies, show a commitment on behalf of the 

applicant to sustain and contribute to success, and have measurable outcomes.

Eligible Activities:

•	 public education campaigns;

•	 equipment and materials;

•	 traffic record systems; and

•	 training and travel directly related to the project.

Eligibility: Includes EMS.

Website: www.dot.state.ak.us/stwdplng/hwysafety/grantinfo.shtml
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Contact: Alaska Highway Safety Office 

P.O. Box 112500 

3132 Channel Drive 

Juneau, AK 99811-2500

Fax: (907) 465-4030

Notes: Projects that include matching funding receive special considerations. Grants are awarded on a “cost-reimbursement” 

basis. Grantees are required to submit reimbursement vouchers on a monthly basis.

Arizona

Opportunity Title: Arizona Governor’s Office of Highway Safety (GOHS) Grant

Sponsor: Arizona GOHS.

Purpose: GOHS funds highway safety projects using Federal 402 State and Community Highway 

Safety Grants, 410 Alcohol Incentive, 408 Information Systems Improvement, and Motorcycle Safety funds. Additionally, GOHS receives funding through the U.S. Department of Justice (DOJ) for Underage Drinking Enforcement.

Eligible Activities: The GOHS grant supports the Arizona Highway Safety Plan in specifically-targeted areas including impaired driving, speed and police traffic services, and occupant protection. Proposals are also accepted for Emergency Medical Services, Motorcycle Safety 

programs, and Pedestrian and Bicycle Safety programs.

Eligibility: For Fire and EMS Departments: Per National Highway Traffic Safety Administration 

(NHTSA), as long as the proposal is traffic-safety related, it will be evaluated and reviewed for perspective funding by both GOHS and NHTSA. Unfortunately, there is no 

established list of allowable projects and each proposal will be evaluated on a case-bycase basis.

Website: www.azgohs.gov/grants-opportunities

Contact: Arizona Office of Highway Traffic Safety (602) 255-3216.

Arkansas

opportunity Title 1: Act 833 Fire Grant Program

Sponsor: Arkansas Department of Emergency Management.

Purpose: Act 833 of 1991 is to provide funding for qualified fire departments and is not intended 

for daily or operation funding. It must be directly related to firefighting capabilities 

and can only be used for training, equipment procurement, and capital expenditures. 

Funds are distributed to each county based on population.

Eligible Activities: Approved fire training courses through the Arkansas Fire Training Academy, National Fire 

Academy (NFA), Arkansas Department of Emergency Management, and/or fire training 

centers, colleges or universities, and approved by the Arkansas Fire Protection Services 

Board. Procurement of new or modernization of current firefighting equipment; and capital expenditures and/or security pledges (10 percent or less) to be used in financing of 

firefighting equipment, initial capital construction, or improvement of fire departments 

including purchase of property, construction of stations, and firefighting apparatus.
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Eligibility: Fire departments.

Website: www.adem.arkansas.gov

Contact: Arkansas Fire Protection Services Board C/O 

Office of Fire Protection Services 

Arkansas Department of Emergency Management 

Building #9501–Camp Joseph T Robinson 

North Little Rock, AR 72199-9600 

(501) 683-6781

Notes: Act 833 funds are subject to audits; therefore, they must be used in accordance with Act 833 rules and regulations. Beginning in 2008, random, onsite audits will be conducted on fire departments which receive or have received Act 833 funds.

opportunity Title 2: Rural Community development/Rural Fire Protection Grant Program

Sponsor: Arkansas Department of Rural Services.

Purpose: Applicants from incorporated towns of less than 3,000 in population and unincorporated rural areas are eligible for up to $15,000 in matching funds under this program. 

The match ratio on the program is 50/50. Communities wishing to apply for projects 

under the program must provide one-half of the cost of the project as match. Match 

may be comprised of in-kind labor, in-kind materials, or cash, and must be available 

at the time of application. Applications for this program are accepted August through 

March of each year.

Eligible Activities: The Arkansas Rural Services Block Grant Program (RSBGP) funds new construction or 

renovation of community centers, fire stations, or multipurpose buildings, and the purchase of fire trucks (pumper, tanker, brush, or certain service trucks). This grant is made 

possible through a partnership with the Arkansas Economic Development Commission.

Eligibility: Incorporated and unincorporated cities and towns in rural Arkansas with less than 3,000 

population; population must be 51 percent low- to moderate-income (LMI); and is not 

within the outer boundary of any city or town having a population of 20,000 or more.

Website: www.arkansas.gov/drs/index.html

Contact: Department of Rural Services 

Attn. RSBGP Coordinator 

101 East Capitol, Suite 202 

Little Rock, AR 72201 

(888) 787-2527

Notes: The RSBGP is a nine-to-one matching program. This requires that the applicant must be able to match its grant award 

with cash, in-kind labor, in-kind materials, or land at a rate of one dollar to every nine grant dollars (10 percent). Land 

used for matching purposes must be owned by the city or county applying.
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Opportunity Title 2: California Traffic Safety Grant

Sponsor: California Office of Traffic Safety.

Purpose: The California Office of Traffic Safety administers grants to fund projects and programs 

to reduce traffic deaths, injuries, and economic losses. 

Eligible Activities: EMS expenses including ambulance and equipment purchases up to 25 percent of the 

total cost. Grants can be used to mitigate traffic safety program deficiencies, expand on 

going activities, or develop new programs.

Eligibility: Government agencies.

Website: www.ots.ca.gov/grants/default.asp

Contact: California Office of Traffic Safety 

2208 Kausen Drive, Suite 300 

Elk Grove, CA 95758 

(916) 509-3030

Notes: Grant funding cannot replace existing program expenditures, nor can traffic safety grants be used for program maintenance, research, rehabilitation, or construction.

opportunity Title 3: Fire safe California Grants Clearinghouse

Sponsor: Fire Safe California.

Purpose: Fire Safe California provides a one-stop shop that simplifies the process of finding and 

applying for grants to improve California’s community wildfire preparedness.

Eligible Activities: Funds are available to assist with hazardous fuels treatments, community wildfire protection planning, and education addressing wildfire safety and hazardous risk-reduction 

within the WUI.

Eligibility: Organizations working in California and representing their communities including 

State, local, county, interstate, intermunicipal, special districts, independent school districts, State-controlled institutions of higher learning, private colleges and universities, 

Native American communities, and eligible for-profit and nonprofit organizations (must 

have a Federal EIN and be registered as a business).

Website: www.grants.firesafecouncil.org

Contact: California Fire Safe Council 

502 West Route 66, Suite 17 

Glendora, CA 91740

1-800-FS CALIF (372-2543)
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Colorado

opportunity Title 1: Emergency Medical and Trauma services Provider Grant Program

Sponsor: Colorado Department of Public Health and Environment.

Purpose: The EMS and Trauma Provider Grant Program assists private and public organizations in 

improving and expanding the emergency medical and trauma system in Colorado. 

Eligible Activities: Funding is available for the purchase of ambulances and equipment, communications, 

data collection, injury-prevention programs, and personnel services and recruitment 

efforts.

Eligibility: Applicants must have their purpose of provision of emergency medical and trauma services in Colorado to be eligible.

Website: www.cdphe.state.co.us/em/grants

Contact: Colorado Department of Public Health & Environment 

HFEMSD-EMTS-C1

4300 Cherry Creek Drive South 

Denver, CO 80246-1530

(303) 692-2980

Fax: (303) 691-7720

Notes: The grant program does not fund land acquisition, capital construction, fire apparatus, uniforms, disposables, and infrastructure. 

opportunity Title 2: Colorado Rural health Care Grant Program

Sponsor: Colorado Rural Health Center.

Purpose: The general purpose of this program is to improve the provision of health-care services 

in rural Colorado. The funds are intended to support outpatient primary care/outpatient care is considered to be the basic, entry-level care provided by clinicians. 

Eligible Activities: Equipment, construction, physical plant improvements, vehicles and vehicle upgrades, 

information technology, and staff training or education.

Eligibility: Only applicants from rural Colorado are eligible to apply. Rural applicants have the 

option to contract for urban-based services or resources to meet the objectives of their 

grant proposals.

Website: www.coruralhealth.org/programs/crhcgp

Contact: Colorado Rural Health Center 

3033 South Parker Road, Suite 606 

Aurora, CO 80014 

(800) 851-6782

Notes: The maximum award amount is $50,000 per applicant.
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State Funding for Emergency Medical Services

61

Eligible Activities: Small items of equipment or material that would aid in fire investigation or the prosecution of arson. There must be sufficient need to justify the expense and qualified 

personnel available to operate and maintain the equipment.

Eligibility: Requests must come from official State or local fire marshal offices, fire departments, 

police departments, or the State’s Attorney’s offices.

Website: www.ctfairplan.com

Contact: Connecticut FAIR Plan 

Anti-Arson Committee

P.O. Box 280200 

East Hartford, CT 06128-0200 

(860) 528-9546

Notes: The maximum grant will not exceed $500 in any 12-month period.

Florida

opportunity Title 1: Florida EMs County Grant Program

Sponsor: Florida Department of Health.

Purpose: The Department of Health, Bureau of Emergency Medical Services is authorized to dispense grants. Forty-five percent of these funds are made available to the 67 boards of 

county commissioners (BCCs) to improve and expand prehospital EMS systems in their 

county.

Eligible Activities: EMS vehicles and equipment purchases.

Eligibility: EMS county grants are awarded to BCCs.

Website: www.fl-ems.com/Grants/Grants.html

Contact: County Grant

Emergency Medical Services 

4052 Bald Cypress Way, Bin C18 

Tallahassee, FL 32399-1738

(850) 245-4440

opportunity Title 2: Florida highway safety Grant Program

Sponsor: Florida DOT.

Purpose: The Traffic Safety Grant Program provides seed funding to solve traffic safety problems 

from educational and enforcement approaches. Topics addressed include alcohol, seatbelts and child-safety seats, police traffic services, speed and aggressive driving, traffic 

records, motorcycle, roadway, community traffic, and pedestrian and bicycle safety.

Eligible Activities: Funding for State and local programs. Also, some funding of the emphasis areas has 

resource centers that provide technical assistance, publications, and safety materials.

Eligibility: State agencies, universities, units of local government, and nonprofit organizations.

Website: www.dot.state.fl.us/default.shtm
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Contact: Florida Department of Transportation 

1211 Governor’s Square Boulevard 

Magnolia Center 2, Suite 300 

Tallahassee, FL 32301

(850) 245-1504

Notes: Since these grants are intended to be seed funding, local agencies are expected to pick up some of the program costs, 

especially for any personnel, in the second and third years of funding.

Georgia

opportunity Title: Georgia Local Law Enforcement and Fire services state (LLEFs) Grant

Sponsor: Georgia Criminal Justice Coordinating Council.

Eligible Activities: General purpose fire and police grants.

Eligibility: By the nature of this program, only local government agencies are eligible to apply.

Website: www.cjcc.ga/gov

Contact: (404) 657-1963

Hawaii

opportunity Title: hawaii highway safety Grant Program

Sponsor: Hawaii DOT.

Purpose: The grant supports State highway safety programs, designed to reduce traffic crashes 

and resulting deaths, injuries, and property damage. 

Eligible Activities: EMS—To ensure appropriate treatment through a coordinated system of emergency 

medical care for persons injured in highway crashes.

Eligibility: The grant funds are for traffic safety purposes only.

Website: www.hawaii.gov/dot

Contact: (808) 587-6301

Notes: The State of Hawaii has developed priority levels for funding based on data from highway collisions in the State. Priorities reflect the number of injuries and deaths each year. As a result, Hawaii has deemed equipment purchases by EMS to 

be a “lower priority” for funding.

Idaho

opportunity Title 1: Idaho highway safety Grant Program

Sponsor: Idaho Transportation Department.

Purpose: The goal of the program is to reduce deaths and injuries from motor-vehicle crashes 

through funding programs and activities that promote safe travel on Idaho’s transportation systems, and through collecting, maintaining, and disseminating reliable crash 

statistics. Projects that are considered for funding must address the emphasis areas 

identified in Idaho’s Strategic Highway Safety Plan.
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Eligible Activities: Crash Response (EMS)—The goal of this program area is to enhance appropriate, timely, and safe response to crashes to reduce the time that it takes first responders to remove injured crash victims from the crash site and transport them to advanced medical 

treatment. Funding priorities for this area are for the purchase of extrication equipment and/or educational opportunities.

Eligibility: State and local governmental units and nonprofit organizations.

Website: www.itd.idaho.gov/ohs/programs.htm

Contact: Idaho Transportation Department 

Office of Highway Safety 

P.O. Box 7129 

Boise, ID 83707-1129

(208) 334-8100

opportunity Title 2: Communities at Risk

Sponsor: Idaho Department of Lands.

Purpose: Provides financial assistance to local jurisdictions in Idaho for efforts that support fire 

prevention activities. 

Eligible Activities: Funds may be used for planning efforts (including the use of Geographic Information 

System (GIS) software and support), the hiring of countywide WUI coordinators, and 

education efforts such as FIREWISE. Funds may also be used to reduce hazardous fuels 

accumulations on non-Federal lands, however, use of funds for this purpose may require environmental clearance.

Eligibility: County Wildland Fire Interagency Groups, county governments, communities, nonprofit entities.

Website: www.idahofireplan.org/grants

Contact: Idaho Department of Lands 

(208) 373-3854

opportunity Title 3: Community Fire Protection (formerly “steven’s Funds”) and Bureau of 

Land Management (BLM) Partnership Fund

Sponsor: Idaho Department of Lands.

Purpose: Provide funding for hazardous fuels treatments on private lands that are adjacent to National Forest (Community Fire Protection) and BLM (Partnership Fund) property. 

Eligible Activities: Funds may only be used for hazardous fuels work and not for related activities.

Eligibility: County Wildland Interagency Groups or county governments.

Website: www.idahofireplan.org/grants
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Illinois

opportunity Title 1: Emergency Medical services Assistance Fund

Sponsor: Illinois Department of Public Health.

Purpose: The Emergency Medical Systems Assistance fund offers grant opportunities each year 

for EMS providers to purchase equipment and pay for training to help increase the 

safety of all Illinois residents.

Eligible Activities: EMS equipment and training.

Eligibility: EMS providers.

Website: www.idph.state.il.us

Contact: Illinois Department of Public Health 

535 West Jefferson Street 

Springfield, IL 62716 

(217) 785-2083

Opportunity Title 2: The Heartsaver Automated External Defibrillator (AED) Grant Program

Sponsor: Illinois Department of Public Health.

Purpose: The Heartsaver AED Fund is for the purpose of providing matching grants for the purchase of AEDs. 

Eligible Activities: Purchase of AEDs.

Eligibility: Any school, Public Park District, Municipal Recreation Department, Conservation District, Forest Preserve District, College, or University in the State of Illinois.

Website: www.idph.state.il.us

Contact: Illinois Department of Public Health 

535 West Jefferson Street 

Springfield, IL 62716 

(217) 785-2083

opportunity Title 3: Illinois state Fire Marshal Grants

Sponsor: Office of the Illinois State Fire Marshal.

Purpose: The Office of the Illinois State Fire Marshal has several grant opportunities for fire departments and fire districts, including the New Fire District Grant, Arson Fines Grant, 

Training Reimbursement Grant, and the Small Equipment Grant.

Eligible Activities: Small equipment, arson equipment, and training.

Eligibility: Any Illinois fire department or fire district.

Website: www.state.il.us/osfm
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Contact: Office of the Illinois State Fire Marshal 

1035 Stevenson Drive

Springfield, IL 62703 

(218) 785-4717

Notes: In order for a fire department or fire district to be eligible for any grant program from the Office of the State Fire Marshal, 

the department or district must be in compliance with the NFIRS Recording Program.

Indiana

opportunity Title: Burn Care and Prevention Grants

Sponsor: St. Joseph Community Health Foundation.

Purpose: Accidents are the leading cause of burns. Over the years, donors provided these restricted funds to promote burn-prevention education and to help educate health-care 

professionals and first responders to emergency situations to treat severe burns with 

best care practices available. Grants typically range between $500 and $5,000.

Eligible Activities: Burn-prevention education, burn-treatment training.

Eligibility: Nonprofit agencies classified as 501(c)3, some governmental agencies involved in related 

service areas may be eligible for support.

Website: www.sjchf.org

Contact: The St. Joseph’s Community Health Foundation 

2826 South Calhoun Street 

Fort Wayne, IN 46807 

(260) 969-2001 x201

Iowa

opportunity Title: Iowa West Foundation Grants

Sponsor: Iowa West Foundation.

Purpose: The foundation will consider grant applications covering a wide range of community 

needs with a focus on community development and beautification, economic development, education, and human and social needs. 

Eligible Activities: Past grant recipients have received funding for building improvements, small equipment, protective equipment, and grass-fire apparatus.

Eligibility: Communities in southwest Iowa and eastern Nebraska, the primary focus being on Council Bluffs and Pottawattamie County with a secondary focus on surrounding counties.

Website: www.iowawestfoundation.org/index.cfm

Contact: Iowa West Foundation 

25 Main Place, Suite 550 

Council Bluffs, IA 51503 

(712) 309-3003
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Kansas

opportunity Title: Fire Injury Prevention Program Grant

Sponsor: Kansas Department of Health and Environment (KDHE).

Purpose: The overall purpose of the Kansas Fire Injury Prevention Program is to make funds 

available for community programs to reduce injuries due to fires and burns.

Eligible Activities: Examples of KDHE activities include smoke-alarm installations, fire safety training and 

education, non-English-speaking public education programs, and participation in workshops, training, and other meetings.

Eligibility: Private or nonprofit community-based organizations, units of State government, and 

units of local government serving a population of 50,000 or less. Fire departments and 

other public safety agencies are particularly encouraged to apply.

Website: www.kdheks.gov/kfipp/index1.html

Contact: Kansas Department of Health and Environment 

1000 Southwest Jackson, Suite 230 

Topeka, KS 66612-1274

(785) 368-7290

Notes: Fire departments should accurately report fire incidents to the State Fire Marshal’s Kansas Fire Incident Reporting System 

(KFIRS).

Kentucky

opportunity Title: search and Rescue Grant

Sponsor: Kentucky Division of Emergency Management.

Purpose: The purpose of this grant is to solve identified problems or concerns for Kentucky Rescue Squads. Priority for grant funding will be given to rescue squads that have no other 

means of funding, i.e., Federal grants, Kentucky Office of Homeland Security (KOHS) 

grants, etc., and to requests that fulfill unique needs within a community or region, and 

teams that do not charge for services.

Eligible Activities: Purchase of minimum equipment required in Chapter 39F and optional rescue equipment.

Eligibility: Kentucky Rescue Squads.

Website: www.kyem.ky.gov

Contact: Kentucky Division of Emergency Management 

SAR Coordinator - 1025 Capital Center Drive, Suite 101 

Frankfort, KY 40602

(502) 607-1601
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Maine

opportunity Title: Maine highway safety Grants

Sponsor: Maine Bureau of Highway Safety.

Purpose: The Highway Safety Grants are used to reduce deaths, injuries, and property damage 

resulting from traffic crashes. The Bureau of Highway Safety addresses those highway 

safety problems that relate to the behavioral factors of drivers, pedestrians, cyclists, and 

other highway users.

Eligible Activities: EMS—Within this category, funds are dedicated to support training, public information and education, equipment acquisition, staff support, and program administration. 

Funded projects can provide direct services and/or system improvements.

Eligibility: Fire departments and EMS agencies.

Website: www.maine.gov/dps/bhs/index.shtml

Contact: Maine Bureau of Highway Safety 

164 State House Station

Augusta, ME 04333-0164 

(207) 626-3840

Maryland

opportunity Title: Maryland Institute for Emergency Medical services systems (MIEMss) 

Radio Grant Program

Sponsor: MIEMSS.

Purpose: Under the Radio Grant Program, MIEMSS reimburses a county (combination) and/or 

volunteer company in the county, up to a specified amount for the purchase, and installation where appropriate, of new narrowband mobile and portable radios that meet the 

MIEMSS specifications. There is a specific mobile radio and a specific portable radio 

that can be purchased under the Radio Grant Program which are compliant with Federal Communications Commission (FCC) requirements and meet the operational needs of 

the Maryland EMS communications system. Under the Radio Grant Program, MIEMSS 

reimburses the grantee up to $1,300 for the purchase of a Motorola Model CDM 1250 

mobile radio including, where appropriate, installation costs, and MIEMSS reimburses 

the grantee up $1,300 for the purchase of the Kenwood TK 390 portable radio, mobile 

charger and, where appropriate, installation. 

Eligible Activities: Purchase of radios and broadband communications equipment.

Website: www.miemss.org/home/MIEMSSRadioGrantInformation/tabid/186/Default.aspx

Contact: 653 West Pratt Street 

Baltimore, MD 21201

Phone: (800) 762-7157

Email: info@miemss.org 

Notes: It is the intention of MIEMSS to start operating in the narrowband mode during the second half of calendar year 2012. 

Moving into narrowband operations will involve switching over EMS Operating Programs (EMSOPs) in phases over a multiweek period. It is MIEMSS’ hope that all counties and/or volunteer companies will have taken advantage of the Radio Grant 

Program and will have replaced nonnarrowband-capable radios with narrowband-capable radio equipment by July 1, 2012. 
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Montana

opportunity Title: Montana Emergency Medical services Grant Program

Sponsor: Montana DOT.

Purpose: The Montana DOT provides competitive grants to EMS providers for acquiring or leasing ambulances or emergency-response vehicles or for purchasing equipment, other 

than routine supplies, for training, communication, and medical treatment.

Eligible Activities: Ambulance and emergency-response vehicle purchases, training, communications 

equipment, patient-care equipment.

Eligibility: A licensed EMS provider may apply if 1) it has been in operation for at least 12 months, 

2) it bills for services at a level that is at least equivalent to the Medicare billing level, 

and 3) a majority of its active EMTs are volunteer.

Website: www.mdt.mt.gov

Contact: Montana Department of Transportation 

(406) 444-7289

Notes: An eligible EMS applying for a grant under this section shall provide a 10-percent match for any grant funds.

New Mexico

opportunity Title: new Mexico Fire Protection Grant

Sponsor: New Mexico Public Regulation Commission.

Purpose: This grant provides funding for apparatus, PPE, communications equipment, or other justified needs.

Eligible Activities: Class A or Urban-Interface pumpers, water tankers, PPE, communications and radio 

equipment, pump testing, wildland apparatus, and other approved expenditures.

Eligibility: Insurance Services Office (ISO) Class 7, 8, 9, or 10 fire departments.

Contact: New Mexico Fire Marshal’s Office 

Attention: Fire Protection Grant Application 

P.O. Box 1269 

Santa Fe, NM 87504 

(505) 476-0174

Notes: Requires a minimum matching fund commitment of 20 percent from the department. All applicants must be in compliance with NFIRS.
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North Carolina

opportunity Title 1: Fire/Rescue Grants and Relief Fund—Volunteer Rescue and EMs Fund

Sponsor: North Carolina Office of the State Fire Marshal.

Purpose: To assist rescue organizations to purchase equipment and make capital expenditures. 

Eligible Activities: Apparatus and equipment. Furniture, copiers, fax machines, manuals, land purchases, 

refurbish or upgrades to SCBAs, refurbish vehicles, refurbish communications equipment are typically not considered for matching funds.

Eligibility: Fire departments must meet the following requirements to receive the tax that is collected within their district: 1) rescue provider is all volunteer, with the exception of 10 

paid positions, 2) rescue provider is recognized by the Department of Insurance as a rescue or rescue EMS provider, 3) rescue provider must meet eligibility criteria of the North 

Carolina Association of Rescue and EMS, 4) county recognizes organization as providing 

rescue or rescue/EMS or EMS, and 5) rescue provider must be certified by the Office of 

Emergency Medical Services to request advanced life support (ALS) equipment.

Website: www.ncdoi.com/OSFM 

Contact: The Volunteer Rescue/EMS Fund 

Office of State Fire Marshal 

1202 Mail Service Center 

Raleigh, NC 27699-1202

(919) 661-5880

Notes: This grant requires matching funds.

opportunity Title 2: north Carolina highway safety Grant

Sponsor: North Carolina DOT.

Purpose: The mission of the Governor’s Highway Safety Program is to plan and execute a comprehensive highway safety program for North Carolina in order to reduce the number 

and severity of crashes and the resulting fatalities and injuries on the State’s roadways 

using present and potential resources available on the local, State, and national levels.

Eligible Activities: EMS—To develop and enhance methods of responding to motor-vehicle crashes and 

transporting and treating injured persons.

Eligibility: Fire departments and EMS agencies.

Website: www.ncdot.gov

Contact: NCDOT Governor’s Highway Safety Program 

(919) 733-3083
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North Dakota

opportunity Title: north dakota highway safety Grant

Sponsor: North Dakota Department of Transportation (NDDOT).

Purpose: The NDDOT Traffic Safety Office receives funds through NHTSA to administer programs to reduce motor-vehicle crashes on North Dakota’s roadways and the fatalities 

and injuries associated with these crashes.

Eligible Activities: EMS—Funds in this permissible State practice (PSP) area are passed to the North Dakota 

Department of Health for 1) training, testing, certification, and continuing education 

for EMS personnel, and 2) emergency-vehicle operations.

Eligibility: Fire departments and EMS agencies.

Website: www.dot.nd.gov

Contact: North Dakota Department of Transportation 

Traffic Safety Office

608 East Boulevard Avenue 

Bismarck, ND 58505-0700

Ohio

opportunity Title 1: Fire Training Grant

Sponsor: Ohio State Fire Marshal.

Purpose: Reimbursement is available for specific fire training classes, including the cost of training manuals and student workbooks up to the maximum amount that is authorized.

Eligible Activities: Training.

Eligibility: Fire departments that provide primary fire protection to an area with a permanent population of 25,000 or less.

Website: www.com.ohio.gov/fire 

Contact: (800) 515-0023

Notes: Training grant awards are subject to availability of funds.

opportunity Title 2: Revolving Loan

Sponsor: Ohio State Fire Marshal.

Purpose: The Small Government Fire Department Services Revolving Loan Program was created 

by the Ohio General Assembly to assist local governments in funding certain fire department major-related expenses.

Eligible Activities: A revolving loan can be used to expedite the purchase of major firefighting, rescue, or 

EMS equipment. It can also be used for the construction or renovation of fire department buildings.

Eligibility: Fire departments.
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Website: www.com.ohio.gov/fire

Contact: Department of Commerce, Administration–Fiscal East 

P.O. Box 4009 

6606 Tussing Road

Reynoldsburg, OH 43068-9009

(800) 515-0023

opportunity Title 3: ohio EMs Grants Program

Sponsor: Ohio EMS Board.

Purpose: The program is broken up into four different grants, identified by their priority. The 

first priority is given to EMS organizations for the training of personnel, for the purchase of equipment and vehicles, and to improve the availability, accessibility, and quality of EMS in Ohio. Lower priority is given to research into public education of injury 

prevention, effectiveness of medical procedures related to adult and pediatric trauma, 

and social support service mechanisms for trauma victims and their families. 

Eligible Activities: Training, purchase of equipment and vehicles, trauma-care research.

Eligibility: Public, private, and nonprofit EMS agencies and EMS agencies established by a joint 

fire district.

Website: www.ems.ohio.gov

Contact: Grants Administration 

Ohio Division of EMS 

1970 West Broad Street 

Columbus, OH 43223

(800) 233-0785

opportunity Title 4: Rural Community Financial Assistance (RCFA)

Sponsor: Ohio State Fire Marshal.

Purpose: The RCFA is a matching program to cover the cost of tuition and lodging at the Division 

of State Fire Marshal’s Ohio Fire Academy. Recipients are responsible for travel, meals, 

and other expenses. Only firefighters from communities serving a population of less 

than 10,000 qualified. However, for multicommunity projects, the 10,000 may be exceeded, provided none of the communities in the project have more than 10,000 people. 

Eligible Activities: Training at Ohio Fire Academy.

Eligibility: Fire departments serving a population under 10,000.

Website: www.com.ohio.gov/fire

Contact: (888) 726-7731

Notes: This fund will not cover cost incurred for State certification (fire or EMS) training.
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Oklahoma

opportunity Title 1: Rural Fire 80/20 Reimbursement Grant

Sponsor: Oklahoma Division of Forestry.

Purpose: The objective of this program is to provide financial assistance to rural fire departments 

serving communities under 10,000 in population. With this grant, communities can 

purchase equipment for the fire department or build, remodel, or expand a fire station. 

Eligible Activities: Fire-station construction and purchase of equipment.

Eligibility: Fire departments or fire districts serving a population under 10,000.

Website: www.forestry.ok.gov

Contact: Oklahoma Department of Agriculture, Food, and forestry 

2800 N. Lincoln Boulevard 

P.O. Box 528804 

Oklahoma City, OK 73152 

(405) 288-2385

Notes: No advanced payments will be made. Grant amounts may be claimed only on a reimbursement basis. 

Opportunity Title 2: Community Wildfire Protection Plan (CWPP) Reimbursement Grant

Sponsor: Oklahoma Division of Forestry.

Purpose: The grant reimburses costs incurred for the development of a CWPP in accordance with 

minimum requirements for such plans.

Eligible Activities: Wildfire planning.

Eligibility: Eligible applicants are communities (cities, towns) and fire departments. County governments are not eligible.

Website: www.forestry.ok.gov

Contact: Oklahoma Department of Agriculture, Food, and Forestry 

2800 North Lincoln Boulevard 

P.O. Box 528804 

Oklahoma City, OK 73152 

(405) 288-2385

Notes: This is a 100-percent Federal passthrough reimbursement grant. Recipients can only make purchases after their community has been officially awarded a grant and received a copy of the State purchase order. Expenses prior to the State 

purchase order date will not be eligible for this grant.
State Funding for Emergency Medical Services

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Oregon

opportunity Title: oregon highway safety Program

Sponsor: Oregon DOT.

Purpose: To provide funding to community hospitals and/or EMS providers for community hospital projects that affect the treatment and outcome of traffic-related injuries.

Eligible Activities: EMS—for training, equipment, and outreach.

Eligibility: Applicants must be community hospitals or their EMS providers.

Website: www.oregon.gov/ODOT/TS/safetyprograms.shtml

Contact: Oregon Department of Transportation 

Transportation Safety Division

EMS Program Manager 

235 Union Street Northeast 

Salem, OR 97301-1054 

(503) 986-3293

Pennsylvania

opportunity Title 1: Volunteer Fire Company and Volunteer Ambulance service Grant Program 

(VFCVAsGP)

Sponsor: Pennsylvania Office of the State Fire Commissioner.

Purpose: The VFCVASGP provides grants for volunteer fire, ambulance, and rescue companies.

Eligible Activities: Construction and/or renovation of facilities; purchase or repair of equipment; debt reduction associated with facilities or equipment purchases; and training and certification 

of members.

Eligibility: Volunteer fire companies, volunteer ambulance services, and volunteer rescue squads.

Website: www.portal.state.pa.us/portal/server.pt/community/state_fire_commissioner_

home/4462

Contact: (717) 651-2207

opportunity Title 2: Emergency Medical services operating Fund (EMsoF)

Sponsor: Pennsylvania Department of Health.

Purpose: To provide funding to maintain, improve, and develop the quality of the EMS system 

within this Commonwealth.

Eligibility: Any provider of EMS applying for EMSOF funding must be in full compliance with all 

regulations, policies, and priorities of the State and regional EMS systems.

Website: www.dsf.health.state.pa.us/health/lib/health/ems/emsof.pdf
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State Funding for Emergency Medical Services

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Eligibility: Licensed EMS providers, registered first-responder organizations, Regional EMS/Trauma 

Advisory Councils (RACs), EMS education organizations, and prehospital injury-prevention organizations.

Website: www.dshs.state.tx.us/default.shtm

Contact: Texas Department of State Health Services 

Office of Emergency Medical Services/Trauma Systems Coordination 

(512) 458-7470

Notes: Matching funds requirement.

opportunity Title 2: Governor’s Extraordinary Emergency Fund

Sponsor: Texas Department of State Health Services.

Purpose: Funding is set aside each fiscal year from the EMS and Trauma Care System Account 

(911 Funds), the Trauma Facilities and Trauma Care System Fund (enacted by Senate 

Bill 1131, 78th Legislature), and the Designated Trauma Facility and Emergency Medical 

Services Account (enacted by House Bill 3588, 78th Legislature) to support the emergent, unexpected needs of EMS providers or Department of Social and Health Services 

(DSHS)-approved organizations. Proposals are evaluated based on impact to the regional or Statewide EMS/trauma system. 

Eligible Activities: Funding for emergent, unanticipated needs of EMS providers. Emergency funds are not 

intended to expand service.

Eligibility: Licensed EMS providers, registered first-responder organizations, and licensed hospitals.

Website: www.dshs.state.tx.us/default.shtm

Contact: Texas Department of State Health Services 

Office of EMS/Trauma Services 

MC 1876, P.O. Box 149347 

Austin, TX 78714-9347 

(512) 834-6700, Extension 2377

Utah

opportunity Title: utah Fire department Assistance Grant

Sponsor: Utah Division of Forestry, Fire and State Lands.

Purpose: The fire department assistance grant is an interagency, cooperative program, administered by the Division of Forestry, Fire & State Land (FFSL), to provide financial assistance 

to Utah’s fire departments. Funding can be used for wildland or structural fire training, 

prevention, PPE, and basic suppression equipment. This grant is made up of three different sources of funding; two Federal and one State; RFA from the DOI, VFA from the 

U.S. Forest Service, and funds through the Utah Fire and Rescue Academy (UFRA) made 

available by the Utah Fire Marshal Office through the Fire Prevention Board. These 

funding sources have been blended into a single program in an attempt to simplify the 

process for Utah’s fire departments.
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Eligible Activities: Initial organizations (start-up costs), training, fire shelters, fire prevention equipment 

and materials, PPE, basic suppression tools and equipment, and other special needs.

Eligibility: Fire departments.

Website: www.ffsl.utah.gov

Contact: Utah Division of Forestry, Fire and State Lands 

1594 West North Temple, Suite 3520 

Salt Lake City, UT 84114-5703 

(801) 538-5427

Notes: All grant awards require a match from the recipient. VFA money is a 50/50 match. RFA and UFRA monies are a 90/10 

match.

Virginia

opportunity Title 1: Virginia Fire Incident Reporting system (VFIRs) Grant

Sponsor: Virginia Department of Fire Programs (VDFP).

Purpose: The purpose of this grant program is to provide an incentive to those jurisdictions not 

currently participating in VFIRS by lessening the economic burden.

Eligible Activities: VFIRS ‘hardware’—inclusive of a PC, printer, and connectivity equipment.

Eligibility: Any independent city, county, or incorporated town is eligible to apply.

Website: www.vafire.com

Contact: Information Statistics Manager 

Virginia Department of Fire Programs

1005 Technology Park Drive 

Glen Allen, VA 23059-4500 

(804) 249-1990

opportunity Title 2: Fire service Board Mini Grant

Sponsor: VDFP.

Purpose: The objective of the Virginia Fire Services Board (VFSB) Training Mini-Grant program 

shall be 1) to enhance fire training facilities and capabilities, 2) develop application and 

program processes, 3) offer equal opportunity for localities to apply and be considered, 

4) assist VFSB in making fair awards, and 5) permit VDFP to efficiently administer the 

program.

Eligible Activities: Training projects.

Eligibility: Independent cities, counties, or towns incorporated within counties. Application must 

be made through a locality’s government.

Website: www.vafire.com
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Contact: Grants Manager 

1005 Technology Park Drive 

Glen Allen, VA 23059-4500 

(804) 371-0220

Notes: No single locality (city, town, or county) shall make application for nor be eligible for more than one award per MiniGrant cycle.

opportunity Title 3: Rescue squad Assistance Fund

Sponsor: Virginia Department of Health.

Purpose: The Financial Assistance for Emergency Medical Services Grants Program, known as 

the Rescue Squad Assistance Fund (RSAF) Grant Program, is a multimillion dollar grant 

program for Virginia nonprofit EMS agencies and organizations.

Eligible Activities: Items eligible for funding include EMS equipment and vehicles, computers, EMS management programs, courses/classes and projects benefiting the recruitment, and retention of EMS members.

Eligibility: Virginia nonprofit agency/organization involved in EMS.

Website: www.vdh.virginia.gov/OEMS/Grants/index.htm

Contact: Grants Manager 

Office of Emergency Medical Services 

1041 Technology Park Drive 

Glen Allen, VA 23059-4500 

(804) 964-7600

opportunity Title 4: EMs Training Funds Program

Sponsor: Virginia Office of EMS.

Purpose: The EMS Training Fund program is designed to provide financial assistance for Virginia-certified EMS providers and Virginia Office of EMS-approved EMS courses. These 

funds shall supplement local support for EMS courses.

Eligible Activities: Virginia Office of EMS-approved EMS courses.

Eligibility: Nonprofit entities and Virginia-certified EMS providers.

Website: www.vdh.state.va.us/OEMS/Training/EMSTF.htm

Contact: Virginia Office of EMS 

1041 Technology Park Drive 

Glen Allen, VA 23059
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State Funding for Emergency Medical Services

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Website: www.vafire.com

Contact: Grants and Local Aid Manager 

Virginia Department of Fire Programs

1005 Technology Park Drive 

Glen Allen, VA 23059-4500 

(804) 371-0220

Notes: The Burn Building Grant Program for permanent burn buildings is a matching/cost-sharing program. 

Washington

opportunity Title 1: Wildland Fire Training

Sponsor: Washington State Department of Natural Resources (DNR).

Purpose: DNR sponsors wildland fire training in partnership with Wenatchee Valley College and 

with support from the U.S. DOI.

Eligible Activities: Wildland firefighting courses.

Eligibility: Rural fire departments and fire districts.

Website: www.dnr.wa.gov/RecreationEducation/Topics/FireInformation/Pages/rp_fire_

dnrfdassistprog.aspx

Contact: DNR Fire District Assistance Coordinator 

(360) 902-1306

opportunity Title 2: Wildland Fire Assistance Grants

Sponsor: Washington State DNR.

Purpose: Administered by DNR through funding from the U.S. Department of Agriculture, this 

grant program provides 50-percent match for purchases of PPE and general equipment.

Eligible Activities: PPE and general equipment.

Eligibility: Opportunities for these grants are available to fire protection districts and departments 

in Washington State that 1) respond to wildland fires on private, State, or Federal lands, 

2) serve communities with a population of 10,000 or fewer residents, and 3) serve a 

community of more than 10,000 residents and a service area that includes a rural community of fewer than 10,000 residents.

Website: www.dnr.wa.gov/RecreationEducation/Topics/FireInformation/Pages/rp_fire_

dnrfdassistprog.aspx

Contact: DNR Fire District Assistance Coordinator 

(360) 902-1306

Notes: A 50-percent match is required.
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Opportunity Title 3: Firefighter Property Program

Sponsor: Washington State DNR.

Purpose: This program helps fire protection districts and fire departments get fire engines and 

fire tenders (vehicles that bring water, foam, or dry chemicals to fire trucks in the field) 

suitable for low-cost conversion to wildland use. Fire districts receive the title to the 

property. Districts may have to pay the expense of transporting the vehicle from an 

out-of-State location.

Eligible Activities: Wildland fire apparatus.

Eligibility: Opportunities to obtain equipment through this program may be available to fire protection districts and fire departments in Washington that 1) agree to put the vehicle in 

service within a year of taking possession, and 2) are willing to assist DNR in protecting Washington wildlands from wildfire.

Website: www.dnr.wa.gov/RecreationEducation/Topics/FireInformation/Pages/rp_fire_

dnrfdassistprog.aspx

Contact: DNR Fire District Assistance Coordinator 

(360) 902-1306

Notes: This program replaces the Federal Excess Property Program (FEPP) in Washington State.

Wisconsin

opportunity Title 1: Preparedness and Volunteer Training

Sponsor: Wisconsin Office of Justice Assistance.

Purpose: This grant program is designed to enhance community emergency preparedness and 

participation capabilities by engaging citizens to become fully aware, trained, and practiced on how to prevent, protect/mitigate, prepare for, and respond to all threats and 

hazards. Grant funds will enable training for personal preparedness, instructors, exercises, ongoing volunteer programs, and surge capacity response.

Eligible Activities: Funding may be used for personnel, employee benefits, travel/training, supplies, and 

other operating expenses, consultants/contractual and other.

Eligibility: Open to qualified units of local government on a competitive basis.

Website: www.ojp.usdoj.gov/saa/wi.htm

Contact: Wisconsin Office of Justice Assistance

1 South Pinckney Street, Suite 615 

Madison, WI 53703-3220 

(608) 261-7538

Notes: All expenses must be new and cannot replace existing State or local government funding.
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Eligible Activities: PPE, forest-fire training; forest-fire prevention and WUI; forest-fire suppression tools, 

equipment, supplies and materials; dry hydrants; communication equipment for forestfire suppression or protection; mapping and GIS; and off-road, all-wheel drive vehicles, 

all-terrain vehicles of 1/2-ton to 5-ton capacity that are used primarily for forest-fire 

suppression.

Eligibility: Wisconsin fire departments that have an executed forest-fire suppression agreement 

with DNR. Wisconsin county/area fire associations if a majority of the fire department 

members serve organized forest-fire control areas designated by the DNR.

Website: www.dnr.wi.gov/org/caer/cfa/LR/ffp/grants.html

Contact: Grant Manager 

Wisconsin Department of Natural Resources 

P.O. Box 7921 

Madison, WI 53707-7921 

(608) 267-0848

Notes: The FFP program is a 50/50 cost-share reimbursement grant program.

Wyoming

opportunity Title 1: Mineral Royalty Grants

Sponsor: Wyoming Office of State Lands and Investments.

Purpose: Pursuant to W.S. 9-4-604(a), the Mineral Royalty Grants are awarded to 1) alleviate an 

emergency situation which poses a direct and immediate threat to health, safety, or 

welfare, or 2) to comply with a Federal or State mandate, or 3) to provide an essential 

public service.

Eligible Activities: Varied, includes water projects, acquisition of emergency vehicles, public administration buildings, and health-care facilities, among others.

Eligibility: Counties, municipalities, Joint Powers Boards, and certain special districts.

Website: http://slf-web.state.wy.us/grants/mrgsheet.aspx

Contact: Office of State Lands and Investments 

122 West 25th Street 

Cheyenne, WY 82002

Opportunity Title 2: Wyoming Traffic Safety Grant

Sponsor: Wyoming DOT.

Purpose: The Wyoming Department of Transportation’s Highway Safety Grant Program’s goal is 

to reduce traffic crashes, deaths, injuries, and the associated economic losses in Wyoming through the coordinated efforts of State, local agencies, and other safety partners. 

The Highway Safety Program provides project funding to help achieve stated programs’ 

goals and objectives which address identified highway safety problems. Priorities of 

safety effort and location are based on projects with the greatest likelihood to impact 

crash and injury reduction.
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Eligible Activities: EMS. Under the statutory provisions administered by the Federal Highway Administration (FHWA), the safety areas.

Eligibility: Fire departments and EMS agencies.

Website: www.dot.state.wy.us

Contact: Highway Safety Program Office 

Wyoming Department of Transportation 

5300 Bishop Boulevard

Cheyenne, WY 83009-3340

(307) 777-4257
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Chapter 6: Federal Funding for Emergency Medical services 

and Fire Agencies

This chapter lists major grants available from key Federal agencies that can be used to secure alternative 

funding for fire protection, emergency medical services (EMS), and disaster preparedness and recovery. 

The Federal government is the largest source of grants for the EMS and fire services. There are more than 

1,000 grant programs offered by 26 Federal grant-making agencies. Since 9/11, billions of Federal dollars 

have been made available to States, local fire departments, and EMS organizations in the form of grants and 

funding programs for homeland security and related programs, including EMS. 

Much of the Federal grant budget is passed to the States through formula or block grants. Examples include the Emergency Management Performance Grants (EMPG) and the Homeland Security Grant Program 

(HSGP). From there, it is up to the States to decide how to use the money. There are, however, direct Federal grant programs to fire and EMS agencies such as the Assistance to Firefighters Grant (AFG).

The State governor’s office is usually an excellent resource for information on Federal funds administered 

by the State. Local members of the U.S. House of Representatives or the U.S. Senate also may be helpful in 

bridging the gap between Federal programs and local governments or nonprofit EMS agencies.

Federal-Funding Basics

Nearly every Federal government agency has its own grant or loan program. Each is intended to serve a 

particular purpose and comes with its own set of rules and program guidance. 

Understanding the various types of Federal grants is important because the funding mechanism selected 

will influence the strategy employed to access the funds and how funds can be used. For example, many 

of the grants identified here are competitive grants. A competitive grant, or project grant, is one where applicants vie for limited funds. Peer-reviewers score applications and money is awarded to those applicants 

with the highest scores. Federal grants may be direct or passthrough. Direct grants are given directly to 

the agency applying for it; whereas passthrough grants require the State to apply to the Federal government, 

then the State hands out grant money to agencies that request it. Grants may be unrestrictive in terms of 

use, but usually come with specific guidelines stated in the program guidance.

This guide focuses on grants, but Federal loan programs are also available as an alternative-funding source. 

Loan funds go directly to the applicant, which is responsible for repayment. The main advantage of a grant 

is that it does not have to be paid back as long as the conditions of the grant program are met.

Types of Federal Grants

Federal grants can be grouped into the following major categories.

Block Grants

A block grant does not involve competition. The Federal government simply distributes funds to the States 

based on an established formula. Formula grants flow directly to State agencies that subgrant the funds 

through a proposal process or otherwise turn the funds over to local governments or nonprofit agencies. 

Project Grants

Project grants are the most common form of Federal grant. Depending on the program requirements, EMS 

organizations gain access to the funds through a competitive-bidding process. Application to a project grant 

does not guarantee an award and the amount received by grantees is not predetermined by a formula.
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Demonstration Grants

Demonstration grants are pilot projects generally involving a small number of sites in an effort to learn 

more about the effectiveness of a new program. An effective demonstration grant program may lead to 

further funding in the form of discretionary or project grants. Demonstration grants are awarded competitively and can go to State or local governments or community-based organizations depending on the 

eligibility requirements.

Congressional Earmarks

Earmarks are explicitly specified in appropriations by the U.S. Congress. They are not competitively awarded and have become highly controversial because of the role of paid political lobbyists in securing them. 

Data Universal Numbering System Number 

All organizations applying for a Federal grant or cooperative agreement must have a Data Universal Numbering System (DUNS) number. Individuals who would personally receive a grant or cooperative agreement award from the Federal government apart from any business or nonprofit organization they may operate, and foreign entities, are exempt from this requirement. 

The DUNS number is a unique nine-character identification number provided by the commercial company 

Dun & Bradstreet (D&B). The DUNS number is D&B’s copyrighted, proprietary means of identifying business entities on a location-specific basis worldwide.

A DUNS number remains with the company location to which it has been assigned even if it closes or goes 

out-of-business. The DUNS number is widely used by both commercial and Federal entities and was adopted as the standard business identifier for Federal electronic commerce in October 1994. The DUNS was 

also incorporated into the Federal Acquisition Regulation (FAR) in April 1998 as the Federal government’s 

contractor identification code for all procurement-related activities.

DUNS Q&A: www.usda.gov/rus/telecom/dlt/pdf_files/duns_qa.pdf

DUNS Number Guide: www.ccr.gov/pdfs/DUNSGuideGovVendors.pdf

Request a DUNS number by web at: http://fedgov.dnb.com/webform or toll free at (866) 705-5711 

Federal Grants

U.S. Department of Health and Human Services (HHS)

opportunity Title 1: health Resources and services Administration (hRsA) Rural health Care service 

outreach Grant

Purpose: The Office of Rural Health Policy’s Rural Health Care Services Outreach Grant Program 

encourages the development of new and innovative health-care delivery systems in rural communities that lack essential health-care services. The emphasis of this grant 

program is on service delivery through collaboration, requiring the lead applicant organization to form a consortium with at least two additional partners. The community 

being served must be involved in the development and ongoing operations of the program to appropriately address the needs of the population.

Eligible Activities: Rural medical services.
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Eligibility: Eligible lead applicants are rural, nonprofit private or public entities that represent a 

consortium of three or more organizations that deliver health-care services in rural areas. Only the applicant organization is required to be a rural private or public not-forprofit entity. Faith-based and community-based organizations are eligible to apply.

Website: www.ruralhealth.hrsa.gov/funding/outreach.htm

Contact: Outreach Grant Program Coordinator 

HRSA, Office of Rural Health Policy 

(301) 443-6894

Fax: (301) 443-2803

opportunity Title 2: delta health Initiative Cooperative Agreement Program

Purpose: The Delta Health Initiative Cooperative provides funding to an alliance to address longstanding, unmet rural health needs of the Mississippi Delta Region. 

Eligible Activities: Projects funded under this cooperative agreement may include, but are not limited to, 

improving communication and coordination among key health-care providers; implementing health education, intervention, and wellness promotion; improving access to 

health-care services (e.g., nonemergency medical transport); improving quality health 

assessment data to promote information-based health services; education and health literacy; workforce training and entrepreneurial opportunities; telehealth and other health 

information technologies; and new construction of public health-related facilities.

Eligibility: Organizations must be a non-Federal, not-for-profit alliance. The alliance must consist of 

no fewer than four academic institutions and must include the State Medical Association 

and State Hospital Association.

Website: www.hhs.gov

Contact: Delta Health Initiative Program Coordinator 

DHHS/HRSA, Office of Rural Health Policy 

(301) 443-7321

Fax: (301) 443-2803

Notes: HRSA is requiring applicants for this funding opportunity to apply electronically through Grants.gov All applicants must 

submit in this manner unless the applicant is granted a written exemption from this requirement in advance by the Director of HRSA’s Division of Grants Policy.

opportunity Title 3: Rural Access to Emergency devices Grant Program

Purpose: The purpose of the Rural Access to Emergency Devices Grant Program is to purchase 

automated external defibrillators (AEDs) that have been approved or cleared for marketing by the Food and Drug Administration (FDA) and to provide defibrillator and basic 

life support (BLS) training in AED usage through the American Heart Association, the 

Red Cross, or other nationally-recognized training courses.

Eligible Activities: Purchase of AED devices.
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Eligibility: Awards will be made to community partnerships. These partnerships are defined as a 

consortium of first responders (e.g., EMS, law enforcement, and fire departments) and 

local for-profit and nonprofit entities that may include, but are not limited to, long-term 

care facilities, rural-health clinics, community-health centers, post offices, libraries, and 

other civic centers, athletic facilities, and senior organizations applying as a community 

partnership. All applicant organizations have to be located in an eligible rural county or 

eligible rural census tract of urban counties. 

Website: http://ruralhealth.hrsa.gov/funding/aed.htm Eligible rural counties can be found at: 

http://ruralhealth.hrsa.gov/funding/eligibility The eligible census tracts of urban counties 

are included in the document identified above. To identify the Census Tract where your 

organization is located, visit the webpage at: http://app.ffiec.gov/geocode/default.htm

Contact: RAED Program Coordinator 

Office of Rural Health Policy 

(301) 443-7529

Fax: (301) 443-2803

Opportunity Title 4: Public Access to Defibrillation Demonstration Projects (PADDP)

Purpose: The purpose of the PADDP grant program is to develop and implement innovative, 

comprehensive, community-based public-access defibrillation demonstration projects 

that: 1) provide cardiopulmonary resuscitation (CPR) and automated external defibrillation to cardiac arrest victims in unique settings, 2) provide training to community 

members in CPR and automated external defibrillation, and 3) maximize community 

access to AED.

Eligible Activities: Purchase of AED devices and associated Public Access Defibrillation projects.

Eligibility: To be eligible, the applicant must be a political subdivision of a State, a Federally-recognized Native American community, or a tribal organization. Partnerships may be 

composed of emergency-response entities such as training facilities, local emergency 

responders, fire and rescue departments, police, community hospitals, and nonprofit 

entities and for-profit entities concerned about cardiac-arrest survival rates.

Website: www.hrsa.gov/ruralhealth/about/community/defilibration.html

Contact: PADDP Program Coordinator 

Office of Rural Health Policy-Room 9A-55 

5600 Fishers Lane

Rockville, MD 20857 

(301) 443-7320

Fax: (301) 443-2803

opportunity Title 5: small Rural hospital Improvement Program (shIP)

Purpose: The purpose of this grant is to help small, rural hospitals to 1) pay the costs related to 

implementation of prospective payment systems (PPS), 2) comply with provisions of 

the Health Insurance Portability and Accounting Act (HIPPA) of 1996, and 3) reduce 

medical errors and support quality improvement.
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Eligible Activities: Grants may be used to purchase technical assistance, services, training, and information 

technology. Proposed initiatives should include efforts to support quality improvement 

and adopting of health-information technology.

Eligibility: The SHIP grant program funds are geared towards assisting small, rural hospitals that 

are essential access points for Medicare and Medicaid beneficiaries. Eligible small, rural 

hospitals are non-Federal, short-term general acute-care facilities that are located in a 

rural area of the United States and the territories, including faith-based hospitals. For 

the purpose of this program, 1) small is defined as 49-staffed beds or less and 2) rural 

is defined as either located outside of a Metropolitan Statistical Area (MSA) or located 

within a rural census tract of a MSA, as determined under the Goldsmith Modification 

or the Rural Urban Commuting Areas (RUCAs). Hospitals may be for-profit or not-forprofit. Tribally-operated hospitals under Titles I and V of P.L. 93-638 are eligible to the 

extent that such hospitals meet the above criteria. Regardless of geographic location, all 

designated Critical Access Hospitals (CAHs) are eligible.

Website: A link to the application is available through Grants.gov at: https://apply07.grants.gov/

apply/UpdateOffer?id=17401

Contact: SHIP Program Coordinator 

Office of Rural Health Policy 

(301) 443-0835

Fax: (301) 443-2803

Notes: Eligible hospitals should contact their State Office of Rural Health.

opportunity Title 6: small healthcare Provider Quality Improvement (shCPQI) Program

Purpose: The purpose of the SHCPQI grant is to assist rural providers with the implementation 

of quality improvement strategies, while improving patient care and chronic disease 

outcomes. The focus of the SHCPQI grant is on quality improvement for the following 

chronic diseases: diabetes mellitus (DM) and cardiovascular disease (CVD).

Eligible Activities: Primary care quality improvement programs.

Eligibility: To be eligible for SHCPQI, applicants must meet one of the following criteria: 1) be 

located in rural areas as determined by eligible rural county census tracts, 2) the applicant exists exclusively to provide services to migrant and seasonal farm workers in rural 

areas, or 3) be a Tribal government whose grant-funded activities will be conducted 

within their Federally-recognized Tribal area.

Contact: SHCPQI Program Coordinator 

(301) 443-4107

Fax: (301) 443-2803
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Eligibility: The applicant organization must be a public or nonprofit entity that is a network or is a 

member of a network that includes at least three separately owned health-care providers 

or other entities that provide or support the delivery of health-care services.

Contact: Program Coordinator 

Office of Rural Health Policy 

(301) 443-8335

Fax: (301) 443-2803

Notes: A funding preference will be given to qualified applicants that can demonstrate any of the following three criteria: 

1) Those applicants where the service area is located in an officially-designated health professional shortage area (HPSA), or 

2) is a medically-underserved community (MUC) or serves medically-underserved populations (MUPs), or 3) applicants 

whose projects focus on primary care and/or wellness and prevention strategies.

U.S. Department of Agriculture (USDA)

opportunity Title 1: Rural development Community Facilities Program

Purpose: Community programs provide loans and grants and loan guarantees for water and environmental projects, as well as community-facilities projects. Water and environmental 

projects include water systems, waste systems, solid waste, and storm-drainage facilities. Community facilities projects develop essential community facilities for public use 

in rural areas and may include hospitals, fire protection, safety, as well as many other 

community-based initiatives.

Eligible Activities: Hospitals, fire protection, safety, EMS, ambulances.

Eligibility: Rural communities.

Website: www.rurdev.usda.gov/HCF_CF.html

Contact: For more information about this program, or to file an application, contact the local USDA service center in your area. The website to find your local office is: http://

offices.sc.egov.usda.gov/locator/app 

opportunity Title 2: Rural Emergency Response Initiative

Purpose: To develop the capacity and ability of private, nonprofit, community-based housing and 

community development organizations, and low-income rural communities to improve 

housing, community facilities, and community and economic development projects in 

rural areas. 

Eligible Activities: Rural Community Development Initiative grants may be used for, but are not limited to, 

1) training subgrantees to conduct a program on home-ownership education; 2) training subgrantees to conduct a program for minority business entrepreneurs; 3) providing technical assistance to subgrantees on how to effectively prepare a strategic plan; 4) 

provide technical assistance to subgrantees on how to access alternative-funding sources; 5) building organizational capacity through board training; 6) developing training 

tools, such as videos, workbooks, and reference guides to be used by the subgrantee; 

7) providing technical assistance and training on how to develop successful childcare 

facilities; and 8) providing training on effective fundraising techniques. 
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Eligibility: Purchase of construction of facilities including, but not limited to, fire apparatus, fire 

department buildings, multiservice buildings, rescue and ambulance-service buildings, 

rescue and ambulance and equipment, architectural and engineering feeds, and rightof-way assessments.

Website: www.rurdev.usda.gov/HAD-RCDI_Grants.html

Contact: For more information about this program, or to file an application, contact the local 

rural development office in your area.

opportunity Title 3: distance Learning and Telemedicine (dLT) Program

Purpose: The DLT program is specifically designed to meet the educational and health-care needs 

of rural America through the use of advanced telecommunications technologies. The 

DLT program provides grants, loans, and loan-grant combinations as a source of financing and technical assistance for rural telecommunications systems.

Eligible Activities: Telemedicine and telecommunications.

Eligibility: 1) Currently deliver or propose to deliver DLT services for the term of the grant. To 

receive a grant, the purposes must meet the grant definition of distance learning and/

or telemedicine. 2) Be legally organized as an incorporated organization or partnership; 

an Indian tribe or tribal organization; a State or local unit of government; a consortium; 

or other legal entity, including a private corporation organized on a for-profit or not-forprofit basis with the legal capacity to contract with the U.S. government. 3) Operate a 

rural-community facility or deliver DLT services to entities that operate a rural-community facility or the residents of rural areas at rates calculated to ensure that the benefit of 

the financial assistance passes through such entities or to residents of rural areas.

Website: www.usda.gov/wps/portal/usda/usdahome

Contact: Director, ASD–Telecommunications Programs 

STOP 1550, Room 2844 

1400 Independence Avenue, Southwest

Washington, DC 20250

(202) 720-0413 

Fax: (202) 720-1051

U.S. Department of Health Resources and Services Administration (HRSA)

opportunity Title: Medicare Rural hospital Flexibility Grant (Flex)

Purpose: The Flex grant provides funding to State governments to spur quality and performanceimprovement activities; stabilize rural hospital finance; and integrate EMS into their 

health-care systems. Flex-funding encourages the development of cooperative systems 

of care in rural areas, joining together CAHs, EMS providers, clinics, and health practitioners to increase efficiencies and quality of care. 
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Eligible Activities: The Flex program requires States to develop rural health plans and funds their efforts 

to implement community-level outreach and technical assistance to advance the following goals:

•	 improve quality of care and performance management;

•	 improve and integrate EMS;

•	 develop and implement rural health networks;

•	 support existing CAHs and eligible hospitals; and

•	 designate CAHs in the State.

Eligibility: Only States with CAHs or potential CAHs are eligible for the Flex program. 

Website: www.hrsa.gov

Contact: HRSA, Office of Rural Health Policy 

5600 Fishers Lane, Room 9A-42 

Rockville, MD 20857 

(301) 443-7322

Fax: (301) 443-2803

U.S. Department of Transportation (DOT)

opportunity Title: hazardous Materials Emergency Preparedness (hMEP) Grant

Purpose: The Hazardous Materials Emergency Preparedness (HMEP) grant program is intended 

to provide financial and technical assistance as well as national direction and guidance 

to enhance State, territorial, tribal, and local hazardous materials emergency planning 

and training. The HMEP grant program distributes fees collected from shippers and 

carriers of hazardous materials to emergency responders for hazmat training and to Local Emergency Planning Committees (LEPCs) for hazmat planning.

Eligible Activities: Hazardous materials emergency planning and training.

Eligibility: Grant funds are passed through to tribal and local emergency management offices having 

functional and active LEPCs and Transportation Environmental Resource Councils (TERCs).

Website: www.phmsa.dot.gov/hazmat/grants

Contact: U.S. Department of Transportation 

Pipeline and Hazardous Materials Safety Administration 

Hazmat Grants Program/PHH-50 

East Bldg, 2nd Floor 

1200 New Jersey Avenue Southeast

Washington, DC 20590

(202) 366-1109

Notes: Grant may require non-Federal matching funds.
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U.S. Forest Service

opportunity Title: Federal Excess Personal Property (FEPP) Program

Purpose: The FEPP program was enacted by Congress under the Federal Property and Administrative Services Act of 1949 and the Cooperative Forestry Assistance Act of 1978. The act 

directs the Secretary of Agriculture to encourage the use of FEPP to assist in reducing 

State fire budgets by loaning Federal-owned property to State foresters and their cooperators. To qualify for this program, a fire department must meet a number of requirements, one being a responsibility for providing fire protection on wildlands within the 

department’s jurisdiction. The U.S. Forest Service monitors the use of loaned property 

to ensure that all FEPP acquired is used 90 percent for fire protection support and only 

10 percent for other support.

Eligible Activities: Wildfire equipment.

Eligibility: Fire departments. Unlike the Volunteer Fire Assistance (VFA) Program, which benefits 

communities with a population at or below 10,000 residents, recipients of FEPP need 

only have wildland or rural fire responsibility that satisfies the State Forester.

Website: www.fs.fed.us/fire/partners/fepp/index.html

Contact: Contact your local State Forester for information.

U.S. Fire Administration (USFA)

opportunity Title: harvard Fire Executive Fellowship Program

Purpose: The Harvard Fire Executive Fellowship Program is sponsored through a partnership between the International Association of Fire Chiefs (IAFC), the International Fire Service 

Training Association (IFSTA), the National Fire Protection Association (NFPA), and the 

Department of Homeland Security—U.S. Fire Administration (DHS/USFA). Each organization funds the tuition costs for several scholarships.

Eligible Activities: Several senior fire executives will be awarded fellowships to attend Harvard’s annual 

Program for Senior Executives in State and Local Government.

Eligibility: Senior fire executives.

Website: www.usfa.fema.gov/training/nfa/higher_ed/degree_programs/harvard

Contact: International Association of Fire Chiefs 

ATTN: Harvard Fire Executive Fellowship Program 

4025 Fair Ridge Drive, Suite 300 

Fairfax, VA 22033-2868 

(800) 238-3358, Extension 1072 (or 301)
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U.S. Department of Housing and Urban Development (HUD)

opportunity Title: hud Good neighbor next door Program

Purpose: Law enforcement officers, pre-Kindergarten through 12th-grade teachers, and firefighters/emergency medical technicians (EMTs) can contribute to community revitalization 

while becoming homeowners through HUD’s Good Neighbor Next Door Sales Program. HUD offers a substantial incentive in the form of a discount of 50 percent from 

the list price of the home. In return, you must commit to live in the property for 36 

months as your sole residence.

Eligible Activities: Purchase of eligible single-family homes located in revitalization areas. Full-time public 

safety officers may purchase a HUD-owned home at 50 percent of the market value of 

the home.

Eligibility: Full-time public safety officers including police officers, firefighters, and EMTs.

Website: www.hud.gov

Contact: U.S. Department of Housing and Urban Development 

451 7th Street Southwest 

Washington, DC 20410

(202) 708-1112

U.S. Department of Homeland Security (DHS)

Opportunity Title 1: Assistance to Firefighters Grants (AFG)

Purpose: AFGs provide financial assistance directly to fire departments and nonaffiliated EMS organizations to enhance their capabilities with respect to fire and fire-related hazards. Its 

primary goal is to help fire departments and nonaffiliated EMS organizations meet their 

firefighting and emergency-response needs. AFG seeks to support organizations that lack 

the tools and resources necessary to more effectively protect the life and safety of the 

public and their emergency-response personnel with respect to fire and all other hazards.

Eligible Activities: Fire department priorities include training, equipment, personal protective equipment 

(PPE) gear, firefighter wellness and fitness, modifications to fire stations and facilities, 

and firefighter vehicle acquisition. Nonaffiliated EMS organization priorities include EMS 

operations and safety, EMS training, EMS equipment acquisition, EMS PPE, EMS wellness 

and fitness, modifications to EMS stations and facilities, and EMS vehicle acquisition.

Eligibility: Fire departments and EMS organizations.

Website: www.fema.gov/firegrants

Contact: Fire department personnel who have questions regarding the AFGs can reach the Federal 

Emergency Management Agency’s (FEMA’s) Grant Programs Directorate (GPD) AFG Program staff at firegrants@dhs.gov

Notes: AFG has specific, population-based non-Federal matching requirements. See AFG 

guidelines for more information.
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Opportunity Title 2: Staffing for Adequate Fire and Emergency Response (SAFER) Grants

Purpose: SAFER grants provide financial assistance to help fire departments increase their cadre 

of frontline firefighters. The goal is to assist local fire departments with staffing and 

deployment capabilities so they may respond to emergencies whenever they occur, assuring their communities have adequate protection from fire and fire-related hazards.

Eligible Activities: SAFER offers grants to support activities in two categories: 1) hiring of firefighters, and 

2) recruitment and retention of volunteer firefighters.

Eligibility: Volunteer and combination fire departments, career fire departments, municipalities 

and fire districts, Statewide or local volunteer firefighter interests organizations.

Website: www.fema.gov/firegrants

Contact: Fire department personnel who have questions regarding the SAFER grants can reach 

FEMA’s GPD AFG Program staff at firegrants@dhs.gov

opportunity Title 3: Fire Prevention and safety (FP&s) Grants

Purpose: The purpose of the AFG is to enhance the safety of the public and firefighters with respect to fire and fire-related hazards. The GPD also administers the FP&S grants as part 

of the AFG Program.

Eligible Activities: FP&S offers grants to support activities in two categories: 1) activities designed to reach 

high-risk target groups and mitigate incidences of deaths and injuries caused by fire and 

fire-related hazards (the “Fire Prevention and Safety Activity,” and 2) research and development activities aimed at improvements of firefighter safety (the “Firefighter Safety 

Research and Development Activity”).

Eligibility: Eligible applicants for this activity include fire departments, and national, regional, State, 

local, Native American tribal organizations, and/or community organizations that are 

recognized for their experience and expertise in fire prevention and safety programs and 

activities. Both private and public nonprofit organizations are eligible to apply for funding in this activity. For-profit organizations are not eligible to receive a FP&S grant award.

Website: www.fema.gov/firegrants

Contact: Fire department personnel who have questions regarding the FP&S grants can reach 

FEMA’s GPD AFG Program staff at firegrants@dhs.gov

opportunity Title 4: Pre-disaster Mitigation (PdM) Program

Purpose: The PDM program provides funds to States, territories, Indian tribal governments, communities, and universities for hazard-mitigation planning and the implementation of mitigation projects prior to a disaster event. Funding these plans and projects reduces overall 

risks to the population and structures, while also reducing reliance on funding from actual disaster declarations. PDM grants are to be awarded on a competitive basis and without 

reference to State allocations, quotas, or other formula-based allocation of funds.

Eligible Activities: Predisaster planning and related activities.

Eligibility: States, U.S. territories, Indian and tribal governments, cities and townships, and 

universities.
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Website: www.fema.gov/government/grant/pdm/index.shtm

Contact: FEMA Grant Program Directorate 

Call Center

(866) 927-5646

Notes: The PDM program is subject to the availability of appropriation funding, as well as any directive or restriction made 

with respect to such funds. PDM grants are awarded to each State and territory as directed by Congress. Cost-share: up 

to 75-percent Federal cost-share. Small and impoverished communities may be eligible for up to a 90-percent Federal 

cost-share. Projects or initiatives that are eligible for funding under this announcement may or may not involve Geospatial issues (GIS).

opportunity Title 5: Emergency Management Performance Grants (EMPG)

Purpose: The purpose of the EMPG is to assist State and local governments in enhancing and sustaining all-hazards emergency-management capabilities. An all-hazards approach to 

emergency response, including the development of a comprehensive program of planning, training, and exercises, provides the foundation for an effective and consistent response to any threatened or actual disaster or emergency, regardless of the cause.

Eligible Activities: Planning, training, exercises, and related all-hazards preparedness projects.

Eligibility: All 56 States and territories, as well as the Republic of the Marshall Islands and the Federated States of Micronesia.

Website: www.fema.gov/government/grant/empg/index.shtm

Contact: FEMA Grant Program Directorate 

Call Center

(866) 927-5646

Notes: This grant has a non-Federal cost-sharing requirement.

opportunity Title 6: Interoperable Emergency Communications Grant Program (IECGP)

Purpose: IECGP provides governance, planning, training, and exercise funding to States, territories, and local and tribal governments to carry out initiatives to improve interoperable emergency communications, including communications in collective response to 

natural disasters, acts of terrorism, and other manmade disasters. If a State Administrative Agent (SAA) and Statewide Interoperability Coordinator (SWIC)/Statewide Communication Interoperability Plan (SCIP) point of contact certify that its State or territory 

has fulfilled such governance, planning, training, and exercise objectives, the program 

provides the flexibility to purchase interoperable communications equipment with any 

remaining IECGP funds.

Eligible Activities: Planning, training, and exercises.

Eligibility: All 56 States and territories are eligible to apply for IECGP funds.

Website: www.fema.gov/government/grant/iecgp/index.shtm

Contact: FEMA Grant Program Directorate 

Call Center

(866) 927-5646
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Website: www.fema.gov/government/grant/thsgp/index.shtm

Contact: FEMA Grant Program Directorate 

Call Center

(866) 927-5646

Notes: Pursuant to the 9/11 Act, a directly eligible tribe applying for a grant shall designate an individual to serve as a tribal 

liaison with the DHS and other Federal, State, local, and regional government officials concerning preventing, preparing 

for, protecting against, and responding to acts of terrorism.

opportunity Title 10: homeland defense Equipment Reuse (hdER) Program

Purpose: The HDER program provides responder agencies across the Nation access to a substantial 

inventory of radiological detection instrumentation and other equipment that is no longer required by the Federal government. This equipment is rehabilitated and provided 

at no cost to the recipient. In addition, training on the use of the equipment items and 

long-term support for their maintenance and field checks are available.

Eligible Activities: Radiological-detection equipment and related technical support and training.

Eligibility: Any State or local first-responder agency may place an order through their State or urban area HDER point of contact.

Contact: For more information about the HDER program or other initiatives of the Office of Grants 

and Training, contact the Centralized Scheduling and Information Desk (CSID) at (800) 

368-6498 or askcsid@dhs.gov

opportunity Title 11: Commercial Equipment direct Assistance Program (CEdAP)

Purpose: The CEDAP complements the FEMA National Preparedness Directorate’s other major 

grant programs to enhance regional-response capabilities, mutual aid, and interoperable communication by providing technology and equipment, together with training 

and technical assistance required to operate the equipment, to public safety agencies in 

smaller jurisdictions and certain metropolitan areas. 

Eligible Activities: CEDAP funds equipment and training in five categories: extrication devices; thermal 

imaging, night vision, and video-surveillance tools; chemical-, biological-, and radiological-detection tools; information technology and risk management tools; vehicletracking tools.

Eligibility: Eligible applicants include law enforcement agencies and other emergency-responder 

agencies who demonstrate that the equipment will be used to improve their capability 

and capacity to respond to a major critical incident or to work with other first responders. Organizations must submit applications through the Responder Knowledge Base.

Website: www.ojp.sdoj.gov/odp

Contact: FEMA/CEDAP

Centralized Scheduling and Information Desk 

245 Murray Lane, Building 410 

Washington, DC 20528 

(800) 368-6498
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Homeland Security Grant Program (HSGP)

The HSGP suite consists of five subprograms, namely the State Homeland Security Program (SHSP), Urban 

Areas Security Initiative (UASI), Operation Stonegarden (OPSG), Metropolitan Medical Response System 

(MMRS), and Citizen Corps Program (CCP). These are different for the DHS grant programs discussed in 

the previous section of this report.

opportunity Title 1: state homeland security Program (shsP)

Purpose: This core assistance program provides funds to build capabilities at the State and local 

levels and to implement the goals and objectives included in State homeland security 

strategies and initiatives in their State Preparedness Report. 

Eligible Activities: Consistent with the Implementing Recommendations of the 9/11 Act of 2007 (Public 

Law 110-53) (9/11 Act), States are required to ensure that at least 25 percent of SHSP appropriated funds are dedicated towards law enforcement terrorism prevention-oriented 

planning, organization, training, exercise, and equipment activities, including those activities which support the development and operation of fusion centers. 

Eligibility: The SAA is the only entity eligible to apply to FEMA for SHSP funds. Recipients include 

all 50 States, the District of Columbia, Puerto Rico, American Samoa, Guam, Northern 

Mariana Islands, and the U.S. Virgin Islands.

Website: www.fema.gov/government/grant/hsgp/index.shtm

Contact: FEMA Grant Program Directorate 

Call Center

(866) 927-5646

opportunity Title 2: urban Area security Initiative (uAsI)

Purpose: The UASI program focuses on enhancing regional preparedness in major metropolitan 

areas. The UASI program directly supports the national priority on expanding regional 

collaboration in the National Preparedness Guidelines and is intended to assist participating jurisdictions in developing integrated regional systems for prevention, protection, response, and recovery.

Eligible Activities: Consistent with the 9/11 Act, States are required to ensure that at least 25 percent of 

UASI-appropriated funds are dedicated towards law enforcement terrorism preventionoriented planning, organization, training, exercise, and equipment activities, including 

those activities which support the development and operation of fusion centers.

Eligibility: The SAA is the only entity eligible to apply to FEMA for UASI funds. Prospective recipients for the UASI program include the 64 highest risk urban areas. 

Website: www.fema.gov/government/grant/hsgp/index.shtm

Contact: FEMA Grant Program Directorate 

Call Center

(866) 927-5646
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Website: www.fema.gov/government/grant/hsgp/index.shtm

Contact: FEMA Grant Program Directorate 

Call Center

(866) 927-5646
Foundations and Corporate Grants

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Chapter 7: Foundations and Corporate Grants

There are a variety of private-funding sources available through nonprofit foundations and corporate-giving 

programs that may apply to emergency medical services (EMS) and fire services. Typically, these are onetime grants. Sometimes, the funding is multiyear. Virtually none are for continued support of generaloperating expenses. However, private foundations and corporations are an excellent source of revenue providing grants for program planning, seed money for start-up costs, management and technical assistance, 

facility and equipment funding, and program-related investments. Private organizations are also a good 

source for in-kind donations of materials and services, and low-interest loans.

This chapter discusses major sources of funding from foundations and corporate-giving programs. It lists 

major grants available to improve fire and EMS in communities.

Foundations

There are tens of thousands of foundations in the United States. Foundations are nonprofit organizations 

that support charitable activities or community-based organizations that serve the common good. They are 

generally funded through endowments; money given by individuals, families, or corporations. Foundations are generally governed by a board of directors or trustees who oversee the financial assets and operations of their funds, and who decide how the foundation’s money will be allocated.

Grants are funded from income earned from investments made with the endowment. The Internal Revenue 

Service (IRS) requires that independent and corporate foundations pay out at least 5 percent of the year-end 

fair market value of their assets. With rare exceptions, foundations may only donate money to tax-exempt 

501(c)(3) organizations.

The Foundation Center (www.foundationcenter.org) is a leading source of information about foundations 

and philanthropic giving. Their website maintains a comprehensive database on United States and, increasingly, global grant-makers and their grants. The center operates research, education, and training programs 

to assist grant-seekers. In addition to the website, there are five regional libraries/learning centers and a 

network of 450 funding information centers located in public libraries, community foundations, and educational institutions nationwide. Fire chiefs and EMS managers interested in accessing private grants are 

highly encouraged to use this resource.

There are three basic types of grant-making foundations.

Independent Foundations

Independent foundations are the most common type of private foundation. They are not closely associated 

with a for-profit corporation. Independent foundations are formed from the philanthropy of an individual 

or family who establish an endowment to address a social or community cause. Smaller independent 

foundations may be operated by the donor or family members (family foundation); larger foundations typically have an independent board. The Foundation Center has identified 38,339 grant-making independent 

foundations. Often, independent foundations have a narrow focus such as funding the arts or education. 

Independent foundations that make grants available for community healthcare may be an excellent source 

of alternative funding for EMS agencies.

Corporate Foundations

Some for-profit companies funnel their charitable contributions and grants through a corporate foundation. Corporate foundations are separate legal entities, operated by an independent board of directors that 

is usually comprised of company executives and employees. Funding to corporate foundations can be made 

through an endowment, annual contributions from company profits, or a combination of both.
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There are approximately 2,700 grant-making corporate foundations. These companies allocate billions of 

dollars annually for public service projects throughout the United States. National corporate foundations 

have the financial resources to provide generous grants, but the selection process is highly competitive. 

Their interests and application requirements are often well-developed and available to the public through 

annual reports, brochures, and websites. 

While the size of some corporate foundations may be imposing, a well-developed plan may bring a large 

payoff for those determined enough to take on such a project. In formulating ideas, one should keep in mind 

the goals of the foundation and attempt to match organizational and community needs with those goals. 

Community/Public Foundations

Community foundations are independent philanthropic institutions that serve a particular geographic area, 

typically a city or metropolitan region. Their mission tends to be more broadly defined than independent 

(or family) foundations seeking to improve the quality of life in their community. They receive their funding from a variety of individual donors and local businesses to establish endowment funds. Community/

Public foundations are administered by a governing body or distribution committee representative of a 

variety of community interests.

Since community foundations are local, personal contact with board members can be very helpful when 

seeking grant funding for a project. Never underestimate the importance of personal contact.

Proposals for community foundation support should be based upon a well-defined local need. A narrowlyfocused project is more likely to get funded by a small foundation than a broad project whose benefits are 

hard to evaluate.

When dealing with any foundation, independent (family), corporate, or community/public, be aggressive. 

Find out who the right people are and followup on all proposals with telephone calls or personal contact. 

EMS managers and fire chiefs should network within their community–in country clubs, social organizations, service clubs, and places of worship—to find out if any members of the community can help the 

department make contact with grant-makers.

Common Types of Foundation Grants

There are a variety of types of foundation grants. The following is a summary of the more common types.

General Operating Support Grants

Occasionally, a grant will be given to help support general-operating expenses. Organizations can use these 

grants to cover day-to-day activities or ongoing expenses such as administrative salaries, utilities, office supplies, etc. While general-operating support grants can be used at the discretion of the organization, grantmakers expect that all expenditures will be used to support the agency’s overall mission.

Planning Grants

Planning grants are used to help organizations plan new programs. A planning grant can be used to fund 

initial project development work such as conducting a needs assessment, implementing a public participation program, acquiring consultant services, or conducting other planning activities.

Start-up Grants or Seed Money

Grants used to start new projects or organizations are called start-up grants or seed money. Nonprofit seed 

money can be used to cover administrative costs or other operating expenses of a new project. Start-up 

grants are awarded to new organizations or programs, typically in their first few years. Such grants can 
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be multiyear, with funding amounts decreasing each year. For example, a 3-year startup grant may award 

$30,000 the first year, $20,000 the second year, and $10,000 for the third year. After that, it is expected the 

organization or program will be self-sufficient or will have identified other sources of revenue.

Management Assistance Grants

Management assistance grants are meant to strengthen the management capacity of nonprofit organizations. 

Grants may allow organizations to retain technical assistance consultants who help in fundraising, marketing, financial management, etc. Departments might apply for a management assistance grant to help fund a 

fundraiser position.

Facilities and Equipment Grants

Facilities and equipment grants, sometimes referred to as capital-improvement grants, provide funding for 

“brick-and-mortar” projects such as building construction or equipment purchases such as ambulances and 

rescue vehicles. 

Corporate-Giving

In addition to funding through corporate foundations, companies provide support through direct-giving 

programs. This can sometimes be a source of confusion to grant-seekers. Essentially, corporate-giving programs are not separate legal entities so they are not subject to the same IRS laws and foundations. They do 

not have an endowment; rather, they are funded through gifts from corporate profits or in-kind donations. 

Corporations most commonly donate cash, but they may also donate the use of their facilities, property, 

services, or provide advertising support. They may also encourage employees to donate time or money.

Cash Donations

Corporations commonly donate cash. This money can be unrestricted and used for operational expenses or 

may come with stipulations for its use. Keep in mind that corporate-giving is usually closely aligned to the 

company’s business interests or designed to benefit employees, their families, or the community where the 

company is located or does significant business. 

Look for corporations with headquarters, regional offices, or branch locations within the jurisdiction. Some 

industries to consider include fast food restaurants, gasoline companies, factories, and insurance agents. 

Approaching a corporation is similar to a community foundation; keep an emphasis on personal contact. 

Being involved in the local Chamber of Commerce or community-based service organizations such as the 

Rotary Club, can put grant-seekers in contact with local company executives. These businessmen and women can help put the organization in contact with national offices.

When approaching corporations, it is helpful to provide a description of the potential benefits to the corporation, i.e., positive publicity, service to the community where the company does business, local use of 

company products or services, etc. 

Many companies have programs to match donations made by their employees. Find out whether large 

firms which operate in the jurisdiction have such a program. If they do, target their employees for contributions and explain to them that their personal donations will be matched by their employer. In this way, 

local employees will feel they are supporting a local service and that the matching contribution will have an 

even larger effect.
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In-Kind Contributions

Donations of goods and services are extremely valuable, especially for rural and volunteer organizations. 

Private companies of all sizes are often willing to donate in-kind services to support public safety projects, 

particularly if a deduction can be obtained. An in-kind donation of services might include a media production company creating a public service announcement (PSA) for radio or television. A local Webmaster 

might put together a webpage for the fire/EMS department. The local repair shop may donate mechanics, 

preventive-maintenance services, repairs, and parts. 

Whether receiving cash or in-kind donations, it is important for the department to have a way to document 

and track donations. By law, nonprofit organizations cannot provide a donor with the dollar value of an 

in-kind donation. Such valuations are relative to the “fair market value” of the item and may need to be 

professionally assessed and certified elsewhere.

Executive Loan Programs

Another way a corporation can contribute to the local EMS or fire agency is to provide temporary executive 

talent. These programs make it possible for rural and volunteer departments to keep their overhead costs 

low, while providing an opportunity for business executives to invest in their community and build new 

executive leadership skills. In addition, the company enjoys increased visibility and goodwill in the community. Loaded executives come from all areas of the workforce, including middle management, clerical, 

and even retirees. Executive talent to access includes

•	 Chief executive officer;

•	 Chief financial officer;

•	 Chief operating officer;

•	 Corporate controller;

•	 Sales and marketing manager; and

•	 Business development manager.

Program-Related Investments

In addition to grants, cash, and in-kind donations, foundations may make loans, called program-related investments, to nonprofits. IRS rules govern program-related investments. Similar to grants, program-related 

investments can be used to provide funds to organizations that address community needs in line with the 

foundation’s tax-exempt purpose and goals. Loans are usually made at low interest, or even zero interest. 

Unlike grants, program-related investments must be paid back to the foundation. Typically, program-related investments are made for capital-improvement projects such as building projects.

Philanthropy and Private Grants

The following is a list of philanthropic and private-grant sources that may be able to assist EMS and fire service agencies.
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Opportunity Title 1: Automated External Defibrillation (AED) Grant

Organization: www.AEDGrant.com 

Purpose: The AED grant is a corporate buy-down grant program funded by generous donations, 

corporate backing, and AED manufacturer sponsors. This program is designed to help 

institutions and individuals purchase AED devices at affordable prices.

Eligible Activities: AED purchases.

Eligibility: Private and public businesses, agencies, and institutions. Individuals are also welcomed 

to apply.

Website: www.aedgrant.com

Contact: AEDGrant.com

565 Westlake Street, Building 100 

Encinitas, CA 92024

(760) 944-1048

opportunity Title 2: Allstate Foundation

Organization: Allstate Foundation.

Purpose: This foundation invests millions of dollars annually in the United States. The Allstate 

Foundation is dedicated to fostering safe and vital communities where people live, 

work, and raise families. These communities are economically strong, crime-free, and 

residents feel a sense of belonging and commitment. 

Eligible Activities: Grant priorities fall into three categories: Safe and Vital Communities, Economic Empowerment and Tolerance, Inclusion and Diversity. A majority of Allstate’s funding is 

dedicated to two signature issues: Teen Safe Driving and Domestic Violence.

Eligibility: 501(c)(3) organizations; Federal and State organizations; municipalities.

Website: www.allstate.com/foundation.aspx

Contact: The Allstate Foundation

2775 Sanders Road, F4 

Northbrook, IL 60062

Notes: The Allstate Foundation has different applications for 501(c)(3) organizations and municipalities.

opportunity Title 3: Bedford Community health Foundation Grant

Organization: Bedford Community Health Foundation.

Purpose: This foundation serves the health-related needs of the citizens of Bedford City, VA, and 

surrounding communities.

Eligible Activities: Rescue squad support, emergency care, EMS equipment.

Eligibility: Nonprofit health-care organizations in the Bedford, VA, area.

Website: www.healthybedford.org
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Contact: Bedford Community Health Foundation 

P.O. Box 1104 

Bedford, VA 24523 

(540) 586-5292

Notes: Grant is limited to applicants from the Bedford, VA area.

opportunity Title 4: Brant Chesney Memorial Grant Program

Organization: Georgia Firefighters Burn Foundation (GFBF).

Purpose: The GFBF has established a special grant program in memory of Gwinnett County career firefighter, Brant Chesney, who lost his life on December 27, 1996, battling a fire 

during his off-duty hours as a volunteer with the Forsyth County Fire Department. 

Grants awarded are to be used by fire departments in the State of Georgia to develop a 

new program or enhance an existing public life safety program, dedicated primarily to 

fire safety and burn prevention education.

Eligible Activities: Fire prevention and life safety education programs.

Eligibility: Applicants must be 1) a Georgia-certified fire department, and 2) have project goal(s) 

achievable within a 6-month period after funding is awarded.

Website: www.gfbf.org 

Contact: Georgia Firefighters Burn Foundation 

2575 Chantilly Drive

Atlanta, GA 30324 

(404) 320-6223

Fax: (404) 320-6190

Notes: Grant is limited to fire departments in Georgia.

opportunity Title 5: Building healthy Communities Grant Program

Organization: The Home Depot Foundation.

Purpose: Grants, up to $2,500, are now available to registered 501(c)(3) nonprofit organizations, 

public schools, or tax-exempt public service agencies in the United States who are using 

the power of volunteers to improve the physical health of their community.

Eligible Activities: Grants are made in the form of The Home Depot gift cards for the purchase of tools 

or materials.

Eligibility: Only 501(c)(3) nonprofit organizations, public schools, or tax-exempt public service 

agencies in the United States are eligible to apply.

Website: http://corporate.homedepot.com/wps/portal/Grants

Contact: Email: community_impact@homedepot.com

Notes: Grants must support work completed by community volunteers. Work must be completed within 6 months of the 

grant award.
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Contact: E-One, Inc.

1601 Southwest 37th Avenue 

Ocala, FL 34474 

(352) 237-1122

Fax: (352) 237-1151

opportunity Title 9: Firehouse subs Equipment Grant

Organization: Firehouse Subs Public Safety Foundation.

Purpose: The Firehouse Subs Public Safety Foundation is dedicated to improving life safety capabilities of emergency-service entities in communities served by Firehouse Subs by 

providing funding, resources, and support to public safety entities.

Eligible Activities: Equipment.

Eligibility: Public safety departments.

Website: www.firehousesubs.com/content.cfm?id=388

Contact: Firehouse Subs Public Safety Foundation 

Attn: Grant Request 

3400 Kori Road

Jacksonville, FL 32257

(904) 886-8300

Notes: Grants are limited to communities served by Firehouse Subs.

Opportunity Title 10: Firefighters Charitable Foundation Grants

Organization: Firefighters Charitable Foundation.

Purpose: The Firefighters Charitable Foundation continues to provide assistance to those in need. 

Grants are given to assist local fire/disaster victims, fire prevention education, volunteer 

fire department equipment purchase, and community safety programs.

Eligible Activities: Grants are available for the following programs: AEDs, community smoke-detector 

programs, fire department equipment, and juvenile firesetter programs.

Eligibility: Fire departments.

Website: www.ffcf.org/grants.html

opportunity Title 11: Fireman’s Fund heritage Program

Organization: Fireman’s Fund Insurance Company.

Purpose: The Fireman’s Fund Heritage is a national community-based program that provides 

funds for equipment, fire prevention tools, firefighter training, fire safety education, 

and community emergency-response programs. Fireman’s Fund employees and agents 

award grants and provide volunteer support for local fire departments, national firefighter organizations, and burn prevention/treatment organizations. Created by Fireman’s Fund Insurance Company as its philanthropic mission, the Fireman’s Fund Heritage program supports firefighters for safer communities. 
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Eligible Activities: Fire equipment, fire prevention, firefighter training, fire safety education, and community emergency-response programs.

Eligibility: Fire departments.

Website: www.firemansfund.com

Contact: Fireman’s Fund Insurance Company 

(866) 440-8716

opportunity Title 12: Fire safety Pledge Program

Organization: Liberty Mutual Insurance.

Purpose: The Fire Safety Pledge program is an interactive fire safety resource for families from 

Liberty Mutual. Ten $10,000 Fire Safety Pledge awards will be awarded to the fire departments in the communities that show the most support. 

Eligible Activities: Nonspecific.

Eligibility: Individuals complete an online Fire Safety Pledge quiz and credit their completed quiz 

to give a point to their local fire department. The fire departments with the most points 

in their respective division will earn a grant. Grants are available to any fire department 

in the 50 States, including the District of Columbia (excluding Guam and Puerto Rico).

Website: www.befiresmart.com/Protect-Your-Community/Fire-Safety-Pledge.aspx

Contact: Email: team@befiresmart.com

Notes: Grants will be awarded based on community population.

opportunity Title 13: FM Global Fire Prevention Grant Program

Organization: FM Global.

Purpose: FM Global provides financial support to organizations working to combat fire. Through 

the Fire Prevention Grant Program, fire departments and fire brigades, as well as national, State, regional, local, and community organizations can apply for funding to 

support a wide array of fire prevention, preparedness, and control efforts.

Eligible Activities: Prefire planning for commercial, industrial, and institutional facilities; fire and arson 

prevention and investigations; fire prevention education and training programs.

Eligibility: Fire departments and brigades, as well as national, State, regional, local, and community organizations.

Website: www.fmglobal.com/page.aspx?id=01060200

Contact: Email: firepreventiongrants@fmglobal.com
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Opportunity Title 14: Georgia-Pacific Bucket Brigade Grant

Organization: Georgia-Pacific.

Purpose: The Georgia-Pacific Bucket Brigade Grant supports volunteer and smalltown fire departments through monetary grants for equipment, resources, and programming, as well as 

safety education materials used in schools. 

Eligible Activities: Grants have been used to fund a variety of necessities, including turnout gear, extrication 

equipment, vehicle repairs or purchases, water pumps, hoses and nozzles, programming 

initiatives, and more.

Eligibility: Communities with Georgia-Pacific facilities or communities where Georgia-Pacific employees reside.

Website: www.gpbucketbrigade.com

Contact: Email: gpbucketbrigade@gapac.com

opportunity Title 15: helen Close Charitable Foundation

Organization: Helen Close Charitable Foundation.

Purpose: Giving primarily for scholarships, a ranch experience for inner-city children, police/

public safety, and animal interests.

Eligible Activities: Disasters, fire prevention and control, and equipment.

Eligibility: Public safety organizations.

Contact: Helen Close Charitable Foundation 

100 West Liberty Street, Suite 1100 

Reno, NV 89501-1959

(775) 786-6141

Notes: Eligible only to northern Nevada and adjacent counties in northern California.

organization Title 16: International Fire Relief Mission (IFRM)

Purpose: The IFRM is a 501(c)(3) nonprofit corporation whose mission is to provide lifesaving 

assistance to active-duty firefighters and rescue personnel in countries lacking adequate 

education or equipment; provide specialized demonstrations on using donated fire and 

rescue equipment in accordance with internationally-recognized standards; and ensure 

successful, long-term assistance by developing international partnerships and collaborations for continued support, preparation, and accountability at the receiving country.

Eligible Activities: Fire and EMS equipment including personal protective equipment (PPE), self-contained 

breathing apparatus (SCBA), compressors, rescue tools, apparatus, and EMS equipment.

Eligibility: Fire and public safety organizations outside the United States.

Website: www.ifrm2007.com/
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Contact: International Fire Relief Mission 

30345 Elm Street 

Lindstrom, NM 55045

(612) 669-8500

opportunity Title 17: The Jeremiah Lucey Grant Program

Organization: The Leary Firefighters Foundation.

Purpose: The Jeremiah Lucey Grant Program, named in honor of actor Denis Leary’s cousin who 

perished in a catastrophic fire in Worcester, MA, provides financial support for the training and equipment needs of uniformed firefighters in board-designated geographic areas.

Eligible Activities: Training and equipment purchases.

Eligibility: Only union-affiliated, uniformed fire departments in board-designated geographic areas are eligible to apply.

Website: www.learyfirefighters.org

Contact: The Leary Firefighters Foundation 

594 Broadway, Suite 409 

New York, NY 10012 

(212) 343-0240

opportunity Title 18: Lacy and Connor search and Rescue Fund

Organization: Carole Sund/Carrington Memorial Reward Foundation.

Purpose: The purpose of the fund is to provide financial assistance to law enforcement agencies 

and nonprofit organizations involved in search-and-rescue operations. These agencies 

are encouraged to apply for financial assistance for training, equipment, or any item 

that can improve their search-and-rescue efforts.

Eligible Activities: Equipment and training, including PPE, field equipment, medical-care equipment, rescue equipment, and dive equipment.

Eligibility: Organizations involved in search-and-rescue operations.

Website: www.carolesundfoundation.com/index.php

Contact: The Carole Sund/Carrington Memorial Fund Foundation 

301 Downey Avenue 

Modesto, CA 95354 

(209) 567-1059
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Eligible Activities: State Farm Safety Grants are directed toward automobile and roadway safety, home safety and fire prevention, disaster preparedness, disaster recovery, and personal financial 

safety and security.

Eligibility: Grants are awarded to nonprofit, tax-exempt organizations under Section 501(c)(3) of the 

U.S. Internal Revenue Code, Canadian charitable organizations, educational institutions, 

and governmental entities.

Website: www.statefarm.com/aboutus/community/grants/company/company.asp

opportunity Title 22: u.s. smokeless Tobacco Company (ussTC) operational Ranger Program

Organization: USSTC.

Purpose: This program awards rugged, off-road utility vehicles to the Nation’s emergency 

responders. 

Eligible Activities: Acquisition of off-road vehicles.

Eligibility: Applying organizations must be based in the United States. The following organizations 

are eligible for consideration as part of this donation program: volunteer and career fire 

departments, police and Sheriff departments, wildlife conservation and enforcement, 

EMS and ambulance organizations, search and rescue, and park or forest rangers.

Website: www.ussmokeless.com/en/cms/Responsibility/Investing_in_Communities/default.aspx

opportunity Title 23: Verizon Foundation Grant

Organization: Verizon Foundation.

Purpose: The Verizon Foundation targets our philanthropic investments to partners and programs 

that achieve meaningful outcomes and measurable results in specific areas within each 

of our funding priorities. 

Eligible Activities: Education, literacy, domestic violence prevention, health care and accessibility, and 

Internet safety.

Eligibility: Applicants must be a 501(c)(3) organization or public school. Applications may be accepted from some government agencies.

Website: http://foundation.verizon.com/grant/guidelines.shtml

Contact: Questions about the program should be directed to your local Verizon Community Relations Manager.

opportunity Title 24: Walgreen Community Grant Program

Organization: Walgreens Pharmacies.

Purpose: The Walgreen Community Grant Program provides funding for programs that focus on 

access to community health and wellness programs, pharmacy education programs and 

mentoring initiatives, civic and community outreach initiatives, and emergency and 

disaster relief.

Eligible Activities: Community health and wellness programs; emergency and disaster relief.
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Eligibility: Limited to nonprofit, tax-exempt organizations under Section 501(c)(3) of the Internal 

Revenue Code.

Website: www.walgreens.com/marketing/about/community/guidelines.jsp

Contact: Email: grants@walgreens.com

opportunity Title 25: The Provident Bank Foundation Grant

Organization: The Provident Bank Foundation.

Purpose: The Provident Bank Foundation supports organizations involved with arts and culture, 

education, health, recreation, and human services.

Eligible Activities: Health and wellness—The foundation supports programs designed to provide essential, 

underlying medical care; be nonduplicative of similar programs in the region; and focus on physical and mental wellness for people in all age categories.

Social and Civic Services—The foundation supports programs designed to improve the 

quality of life in the community and support the underlying social infrastructure, including volunteer organizations that provide services vital to the community such as 

fire departments, rescue squads, and health-care agencies.

The foundation has provided funding for building construction and renovation, capital campaigns, equipment purchases, general-operating support, management development, program development, scholarship funds, and project-seed money.

Website: www.providentnjfoundation.org/index.aspx

Contact: The Provident Bank Foundation 

830 Bergen Avenue

Jersey City, NJ 07306 

(201) 915-5434
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State Emergency Medical Services Offices

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Appendix B: State Emergency Medical Services Offices

Alabama

EMS Division

AL Department of Public Health

The RSA Tower, 201 Monroe Street, Suite 750

Montgomery, AL 36130-3017

(334) 206-5383

www.alapubhealth.org/

Alaska

Section of Common Health and EMS

410 Willoughby, Suite 109

Juneau, AK 99811-0616

(907) 465-3027

www.chems.alaska.gov/

Arizona

Arizona Department of Health, Bureau of EMS

150 North 18th Avenue, Suite 540 

Phoenix, AZ 85007 

(800) 200-8523 

(602) 364-3150

www.azdhs.gov/bems/

Arkansas

Department of Health, EMS and Trauma

4815 West Markham Street, Slot 38

Little Rock, AR 72205-3867

(501) 661-2178

www.healthy.arkansas.gov

California

California EMS Authority

1930 9th Street

Sacramento, CA 95814

(916) 322-4336

www.emsa.ca.gov/

Colorado

Colorado Department of Health & Environment–

EMSDP-PCP-A-5

4300 Cherry Creek Drive

Denver, CO 80246-1530

(303) 692-2991

www.cdphe.state.co.us/em/emhom.html

Connecticut

Connecticut Office of EMS

410 Capitol Avenue

P.O. Box 340308

Hartford, CT 06134-0308

(860) 509-7975

www.ct.gov/dph/site/default.asp

Delaware

Delaware Office of EMS, BHCC

655 Bay Road, Suite 4-H

Dover, DE 19901

(302) 739-4710

www.dhss.delaware.gov/dph/ems/

Florida

Florida Department of Health, Bureau of EMS

2002-D Old Saint Augustine Road

Tallahassee, FL 32301-4881

(850) 245-4444

www.doh.state.fl.us/

Georgia

Georgia Office of EMS

2 Peachtree Street, Suite 12-432

Atlanta, GA 30303

(404) 679-0547

http://ems.ga.gov/

Hawaii

State Emergency Medical Services and

Injury Prevention System Branch

3675 Kilauea Avenue

Honolulu, HI 96816

(808) 733-9210

http://hawaii.gov/health/family-child-health/ems/

index.html

Idaho

Idaho EMS Bureau

590 West Washington

Boise, ID 83702

(208) 334-4000

www.healthandwelfare.idaho.gov/
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Illinois

Division of EMS & Highway Safety, 

Department of Public Health

525 West Jefferson Street

Springfield, IL 62761

(217) 785-2080

www.idph.state.il.us/

Indiana

Indiana Department of Homeland Security

EMS Certifications, E239, IGC-S

302 West Washington Street

Indianapolis, IN 46204-2739

(800) 666-7784

www.in.gov/dhs/3525.htm

Iowa

Iowa Department of Public Health–Bureau of EMS

401 Southwest 7th, Suite D

Des Moines, IA 50309

(515) 725-0322

www.idph.state.ia.us/ems/

Kansas

Kansas Board of EMS

Landon State Office Building

900 Southwest Jackson, Room 1031

Topeka, KS 66612

(785) 296-7296

www.accesskansas.org/ssrv-ksbemsRenew/index.do

Kentucky

Kentucky Board of Emergency Medical Services

275 East Main Street, HS1E-F

Frankfort, KY 40621-0001

(502) 564-8963

www.kbems.org/index.htm

Louisiana

Bureau of EMS

Louisiana Department of Health & Hospitals

P.O. Box 94215

Baton Rouge, LA 70804

(225) 763-5700

www.dhh.louisiana.gov/offices/?id=220

Maine

Maine Board of Emergency–Medical Services 

Central Maine Commerce Center 

45 Commerce Drive, Suite 1 

152 State House Station 

Augusta, ME 04333-0152

Jan Brinkman, RN, EMT-P

Education & Training Coordinator

www.state.me.us/dps/ems/

Maryland

Maryland Institute for Emergency 

Medical Services Systems

653 West Pratt Street

Baltimore, MD 21201

(800) 762-7157

www.rmiemss.org/home/

Massachusetts

Massachusetts Department of Public Health

Office of Emergency Medical Services

2 Boylston Street, 3rd Floor

Boston, MA 02116

(617) 753-7300

www.mass.gov/dph/oems

Michigan

Licensing Division

MDCIS, Bureau of Health Services

201 Townsend Street–Capitol View Building

P.O. Box 30717

Lansing, MI 48913

(517) 335-0918

www.michigan.gov/mdch/0,1607,7-132-2946_

5093_28508---,00.html

Minnesota

Minnesota EMS Regulatory Board

2829 University Avenue, Southeast, #310

Minneapolis, MN 55414-3222

(612) 627-6000

www.emsrb.state.mn.us/
State Emergency Medical Services Offices

139

Mississippi

Mississippi State Department of Health, 

Emergency Medical Services

P.O. Box 1700

Jackson, MS 39215-1700

(601) 576-7366

http://msdh.ms.gov/msdhsite/_static/47.html

Missouri

Missouri Department of Health & Senior Services, 

Bureau of EMS

P.O. Box 590

Jefferson City, MO 65102

(573) 751-6356

http://health.mo.gov/safety/ems/index.php

Montana

Montana Department of Public Health & 

Human Services

EMS & Trauma Services Section

1400 Broadway Street, Cogswell Building

Room C-317

Helena, MT 59620

(406) 444-3895

www.dphhs.mt.gov/ems/

Nebraska

NEDDHS, EMS Division

301 Centennial Mall, South

Lincoln, NE 68509-5007

(402) 471-3578

www.hhs.state.ne.us/ems/emsindex.htm

Nevada

Department of Health & Human Resources, EMS

850 Elm Street

Elko, NV 89801

(775) 753-1154

http://health.nv.gov/EMS_Contacts.htm

New Hampshire

Department of Safety, Div. of EMS

Northern New Hampshire Field Office

55 Maynesboro Street

Berlin, NH 03570

(603) 752-7531

www.nh.gov/safety/divisions/fstems/

New Jersey

Department of Health & Senior Services, OEMS

50 East State Street

Trenton, NJ 08625-0360

(609) 633-7777

www.state.nj.us/health/ems/index.shtml

New Mexico

New Mexico Emergency Medical Systems

1301 Silver Road, Building F

Santa Fe, NM 87507

(505) 476-8200

www.nmems.org/

New York

New York State Department of Health, 

Bureau of EMS

Corning Tower

Empire State Plaza

Albany, NY 12237

(518) 402-0996

www.health.state.ny.us/nysdoh/ems/main.htm

North Carolina

Office of EMS

2707 Mail Service Center

Raleigh, NC 27699-2707

(919) 855-3935

www.ncems.org/

North Dakota

Division of Emergency Health Services, 

North Dakota State Health Department

600 East Boulevard Avenue, Department 301

Bismarck, ND 58505-0200

(701) 328-2388

www.ndhealth.gov/ems/

Ohio

Ohio Division of EMS

P.O. Box 182073

1970 West Broad Street

Columbus, OH 43218-2073

(614) 466-9477

www.ems.ohio.gov/
Appendix B

140

Oklahoma

State Department of Health, EMS Division

1000 Northeast 10th Street

Oklahoma City, OK 73117-1299

(405) 271-4027

www.ok.gov/health/Protective_Health/

Emergency_Medical_Services/

Oregon

Oregon Health Division, EMS & Trauma Systems

P.O. Box 14450

Portland, OR 97214-0450

(503) 731-4011

www.ok.gov/health/Protective_Health/

Emergency_Medical_Services/

Pennsylvania

Department of Health, EMS Office

P.O. Box 90

Harrisburg, PA 17108

(717) 787-8740

www.pa-ems.org/

Rhode Island

Rhode Island Department of Health, EMS

3 Capitol Hill, Room 105

Providence, RI 02908-5097

(401) 222-2401

www.health.state.ri.us/

South Carolina

Division of EMS, SD DEC

2600 Bull Street

Columbia, SC 29201

(803) 545-4204

www.scdhec.gov/health/ems/

South Dakota

Office of EMS

600 East Capitol

Pierre, SD 57501-2536

(605) 773-4031

http://doh.sd.gov/

Tennessee

Department of Health, Division of EMS

426 5th Avenue North, 1st Floor Cordell Hull Building

Nashville, TN 37247-0701

(615) 741-2584

http://health.state.tn.us/ems/

Texas

Texas Department of State Health Services

1100 West 49th Street

Austin, TX 78756-3199

(512) 834-6700

www.dshs.state.tx.us/emstraumasystems.default.shtm

Utah

Department of Health, Bureau of EMS

288 North, 1460 West 2nd Floor

Salt Lake City, UT 84114-2852

(801) 538-6287

www.health.state.ut.us/ems/

Vermont

Vermont Department of Health, EMS

P.O. Box 70

Burlington, VT 05402

(802) 863-7310

http://healthvermont.gov/

Virginia

Office of Emergency Medical Services

Virginia Department of Health

1041 Technology Park Drive

Glen Allen, VA 23059

www.vdh.virginia.gov/oems/

Washington

Emergency Medical Services & Trauma Systems

P.O. Box 47853

Olympia, WA 98504-7853

(360) 236-2800

www.doh.wa.gov/haqa/emstrauma/
State Emergency Medical Services Offices

141

West Virginia

Office of EMS

350 Capitol Street, Room 515

Charleston, WV 25301-3716

(304) 558-3210

www.wvdhhr.org/ocrhs/

Wisconsin

Wisconsin EMS Section

1 West Wilson Street, Room 372

P.O. Box 2659

Madison, WI 53701-2659

(608) 266-0472

www.dhs.wisconsin.gov/ems/

Wyoming

Department of Health, EMS Office

Hathaway Building, 4th Floor

Cheyenne, WY 82002

(307) 777-7955

www.health.wyo.gov/sho/ems/index.html 

American Samoa

Department of Public Health

LBJ Medical Center, American Samoa Government

Pago Pago, AS 96799

(011) (684) 633-5003

Northern Mariana Islands

Department of Public Safety - Fire Division

P.O. Box 10001

Saipan, MP 96950

(670) 664-9081

Puerto Rico

Emergency Medical System

P.O. Box 2702

San Juan, PR 00931-2702

(787) 766-1733

Virgin Islands

Emergency Medical Services/DOH

#48 Sugar Estate

Charlotte Amalie, VI 00802

(809) 776-7708, Extension 4706
142

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State Fire Marshal Offices

143

Appendix C: State Fire Marshal Offices

Alabama

Department of Insurance

P.O. Box 303351

Montgomery, AL 36130-3351

(334) 241-4166

www.aldoi.org/FireMarshal/aspx

Alaska

Department of Public Safety

5700 East Tudor Road

Anchorage, AK 99507-1225

(907) 269-5491

www.dps.state.ak.us/Fire/

Arizona

Department of Building and Fire Safety

1110 West Washington, Suite 100

Phoenix, AZ 85007

(602) 364-1003

www.dfbls.az.gov/contacts.aspx

Arkansas

State Fire Marshal

#1 State Police Plaza Drive

Little Rock, AR 72209

(501) 618-8700

www.arfireprevention.org

California

Department of Forestry & Fire Protection

1131 “S” Street

Sacramento, CA 95814

(916) 445-8200

www.fire.ca.gov/fire_prevention/fire_prevention.php

Colorado

Division of Fire Safety

690 Kipling Street, Suite 2000

Denver, CO 80215

(303) 239-4600

http://dfs.state.co.us/Contact.htm

Connecticut

Christopher Guari, Acting Fire Marshal

Department of Public Safety

1111 Country Club Road

Middletown, CT 06457

www.ct.gov/dps/cwp/view.asp

Delaware

State Fire Marshal’s Office

1537 Chestnut Grove Road

Dover, DE 19904-1544

(302) 739-5665

http://statefiremarshal.delaware.gov/

Florida

Office of the State Fire Marshal

200 East Gaines Street

Tallahassee, FL 32399-0340

(352) 369-2800

www.myfloridacfo.com/sfm/

Georgia

Department of Insurance and Fire Safety

2 Martin Luther King Jr. Drive, Suite 620, West Tower

Atlanta, GA 30334

(404) 656-2064

www.gainsurance.org/FireMarshal/Home.aspx

Hawaii

State Fire Council

636 South Street

Honolulu, HI 96813

(808) 723-7151

http://hawaii.gov/labor/sfc

Idaho

Department of Insurance

700 West State Street, 3rd Floor 

P.O. Box 83720

Boise, ID 83720-0043

(208) 334-4250

www.doi.idaho.gov/sfm/firemars.aspx
Appendix C

144

Illinois

Office of the State Fire Marshal

1035 Stevenson Drive

Springfield, IL 62703

(217) 785-0969

www.state.il.us/osfm/

Indiana

Department of Homeland Security

402 West Washington Street, Room E208

Indianapolis, IN 46204-2243

(317) 232-2222

www.in.gov/dhs/

Iowa

State Fire Marshal’s Office - DPS

215 East 7th Street, 3rd Floor

Des Moines, IA 20319

(515) 725-6145

www.dps.state.ia.us/fm/building/index.shtml

Kansas

State Fire Marshal

700 Southwest Jackson Suite 600

Topeka, KS 66603

(785) 296-3401

www.ksfm.ks.gov

Kentucky

Fire Prevention

101 Sea Hero Road, Suite 100

Frankfort, KY 40601

502-573-0382

http://dhbrc.ky.gov/fp/

Louisiana

Department of Public Safety

8181 Independence Boulevard

Baton Rouge, LA 70806

(800) 256-5452

http://sfm.dps.louisiana.gov

Maine

State Fire Marshal’s Office

52 State House Station

Augusta, ME 04333-0052

(207) 626-3870

www.maine.gov/dps/fmo/

Maryland

Maryland State Police

1201 Reisterstown Road

Pikesville, MD 21208

(410) 653-8980

http://firemarshal.state.md.us/

Massachusetts

Department of Fire Services

P.O. Box 1025

Stow, MA 01775

(978) 567-3111

www.mass.gov/

Michigan

Bureau of Fire Service

300 North Washington Square, 4th Floor

Lansing, MI 48913

(517) 241-8847

www.michigan.gov/lara/0,1607,7-154-28077_

42271_42321---,00.html

Minnesota

Department of Public Safety

444 Cedar Street, Suite 145

Saint Paul, MN 55101

(651) 201-7200

https://dps.mn.gov/divisions/sfm/Pages/default.aspx

Mississippi

Department of Insurance

P.O. Box 79

Jackson, MS 39205

(601) 359-1061

www.mid.state.ms.us/state_fire_marshal/state_

fire_marshal_office.aspx

Missouri

Division of Fire Safety

P.O. Box 844

Jefferson City, MO 65102

(573) 751-2930

www.dfs.dps.mo.gov/DFSStaff.htm
State Fire Marshal Offices

145

Montana

Fire Prevention - Department of Justice

P.O. Box 201415

Helena, MT 59620-1415

(406) 444-2050

www.doj.mt.gov/enforcement/fireprevention/

default.asp

Nebraska

State Fire Marshal

246 South 14th Street

Lincoln, NE 68508-1804

(402) 471-2027

www.sfm.state.ne.us/

Nevada

Office of the State Fire Marshal

107 Jacobsen Way

Carson City, NV 89711

(775) 684-7500

http://fire.state.nv.us/Administration.shtml

New Hampshire

Department of Public Safety

33 Hazen Drive

Concord, NH 03305

(603) 271-3294

www.nh.gov/safety/divisions/firesafety/contactus.html

New Jersey

Division of Fire Safety

P.O. Box 809

Trenton, NJ 08625-0809

(609) 633-6106

www.state.nj.us/dca/divisions/dfs/

New Mexico

Office of the State Fire Marshal

1120 Paseo De Peralta

Santa Fe, NM 87501

(505) 427-0066

www.nmprc.state.nm.us/sfm.htm

New York

NYS Office of Fire Prevention and Control

99 Washington Avenue, Suite 500

Albany, NY 12231-0001

(518) 474-6746

www.dhses.ny.gov/ofpc/

North Carolina

DOI, Office of the State Fire Marshal

1202 Mail Service Center

Raleigh, NC 27699-1202

(919) 661-5880

www.ncdoi.com/osfm/default.asp

North Dakota

State Fire Marshal’s Office

P.O. Box 1054

Bismarck, ND 58502-1054

(701) 328-5555

www.ag.nd.gov/fm/FM.htm

Ohio

Department of Commerce

8895 East Main Street

Reynoldsburg, OH 43068-3395

(614) 752-8200

http://com.ohio.gov/fire/

Oklahoma

Office of the Oklahoma State Fire Marshal

2401 Northwest 23rd, Suite 4

Oklahoma City, OK 73107

(405) 522-5011

www.oklaosf.state.ok.us/~firemar/

Oregon

State Fire Marshal’s Office

4760 Portland Road, Northeast

Salem, OR 97305

(503) 378-3473

www.oregon.gov/OSP/SFM/index.shtml

Pennsylvania

Office of the State Fire Commissioner

2605 Interstate Drive

Harrisburg, PA 17110

(717) 651-2201

www.osfc.state.pa.us/portal/server.pt/community/

state_fire_commissioner_home/4462

Rhode Island

Office of the State Fire Marshal

118 Parade Street

Providence, RI 02909

(401) 462-4200 

www.fire-marshal.ri.gov/
Appendix C

146

South Carolina

Division of Fire & Life Safety

141 Monticello Trail

Columbia, SC 29203

(803) 896-9800

www.scfiremarshal.llronline.com

South Dakota

Office of the State Fire Marshal

118 West Capitol Avenue

Pierre, SD 57501

(605) 773-3562

http://dps.sd.gov/emergency_services/state_fire_

marshal/default.aspx

Tennessee

Division of Fire Prevention

500 James Robertson Parkway, 3rd Floor

Nashville, TN 37243

(615) 741-2981

www.state.tn.us/commerce/sfm

Texas

State Fire Marshal’s Office

P.O. Box 149221

Austin, TX 78714-9221

(512) 305-7900

www.tdi.texas.gov/fire/index.html

Utah

Department of Public Safety, Office of the SFM

P.O. Box 141775

Salt Lake City, UT 84114-1775

(801) 965-4461

http://publicsafety.utah.gov/firemarshal/

Vermont

Division of Fire Safety

1311 US Route 302 - Berlin, Suite 600

Barre, VT 05641-2351

(802) 479-7561

www.dps.state.vt.us/fire

Virginia

Department of Housing and 

Community Development

1005 Technology Park Drive

Glen Allen, VA 23059

(804) 371-0220

www.vafire.com/state_fire_marshal/index.html

Washington

Washington State Patrol, Fire Protection Bureau

P.O. Box 42600

Olympia, WA 98504-2600

(360) 596-4000

www.wsp.wa.gov/fire/firemars.htm

West Virginia

State Fire Marshal’s Office

1207 Quarrier Street, 2nd Floor

Charleston, WV 25301

(304) 558-2191

www.wvfiremarshal.org

Wisconsin

Department of Justice

P.O. Box 7857

Madison, WI 53707-7857

(608) 266-1671

www.doj.state.wi.us/dci/arson

Wyoming

Department of Fire Prevention and Electrical Safety

Herschler 1 West

Cheyenne, WY 82002

(307) 777-7288

www.wyofire.state.wy.us

Guam

Guam Fire Department

1301-1 Central Avenue

P.O. Box 2950

Hagatna, Guam 96932

(671) 472-3304

www.gfd.guam.gov

Northern Mariana Islands

Department of Public Safety–Fire Division

P.O. Box 10001

Saipan, MP 96950

(670) 664-9081
State Fire Marshal Offices

147

Puerto Rico

Puerto Rico Fire Department

Cuerpo de Bomberos de Puerto Rico

Calle Concepcion #23

Guayanilla, PR 00656

(787) 835-2330

United States Virgin Islands

Virgin Island Fire Services

6002 East Diamond Ruby Suite 7

Christiansted, VI 00820

(240) 773-8050
148

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State Homeland Security Contacts

149

Appendix d: state homeland security Contacts

Alabama

Alabama Department of Homeland Security

P.O. Box 304115

Montgomery, AL 36130-4115

(334) 956-7250

Main Fax: (334) 223-1120

www.dhs.alabama.gov

Alaska

Office of Homeland Security

Department of Military and Veteran Affairs

P.O. Box 5750

Building 4900, Suite B-214

Ft. Richardson, AK 99505

(907) 428-7062

www.ak-prepared.com/

Arizona

Arizona Department of Homeland Security

1700 West Washington Street, #210

Phoenix, AZ 85007

(602) 542-7030

www.azdohs.gov

Arkansas

Department of Emergency Management

Building 9501

Camp Joseph

North Little Rock, AR 72119-9600 

(501) 683-6700

www.adem.arkansas.gov

California

California Emergency Management Agency

3650 Schriever Avenue

Mather, CA 95655

(916) 324-9809

www.oes.ca.gov/

Colorado

Colorado Department of Public Safety

700 Kipling Street

Denver, CO 80215

(303) 239-4398

www.cdpsweb.state.co.us

Connecticut

Department of Emergency Management and 

Homeland Security

25 Sigourney Street, 6th Floor

Hartford, CT 06106-5042

(860) 256-0800 or (800) 397-8876

www.ct.gov/demhs/

Delaware

Delaware Homeland Security Advisor

Department of Safety and Homeland Security

303 Transportation Circle

P.O. Box 818

Dover, DE 19903

(302) 744-2680

http://dshs.delaware.gov/

District of Columbia

Homeland Security & 

Emergency Management Agency

2720 Martin Luther King Jr. Avenue Southeast

Washington, DC 20032

(202) 727-4036

www.dcema.dc.gov/dcema/site/default.asp

Florida

Florida Department of Law Enforcement

P.O. Box 1489

Tallahassee, FL 32302-1489

(850) 410-8300

www.fdle.state.fl.us/osi/DomesticSecurity/

Georgia

Georgia Emergency Management Agency/

Homeland Security

P.O. Box 18055

Atlanta, GA 30316-0055

(404) 635-7000

www.gema.state.ga.us

Hawaii

Hawaii State Civil Defense

3949 Diamond Head Road

Honolulu, HI 96816-4495

(808) 733-4246

www.scd.state.hi.us
Appendix D

150

Idaho

Bureau of Homeland Security

4040 West Guard Street, Building 600

Boise, ID 83705-5004

(208) 422-3040

www.bhs.idaho.gov

Illinois

Illinois Emergency Management Agency

2200 South Dirksen Parkway

Springfield, IL 62703

(217) 557-6225

http://iema.illinois.gov/iema/news/news.asp

Indiana

Indiana Department of Homeland Security

302 West Washington Street, Room E-208

Indianapolis, IN 46204

(317) 232-3986

www.in.gov/sema/

Iowa

Iowa Department of Homeland Security

7105 Northwest 70th Avenue

Camp Dodge Building W-4

Johnston, IA 50131

www.iowahomelandsecurity.org

Kansas

Kansas Homeland Security

2800 Southwest Topeka

Topeka, KS 66611-1287

(785) 274-1001

www.kansastag.gov/kshls_default.asp

Kentucky

Office of Homeland Security

200 Metro Street

Frankfort, KY 40622

(502) 564-2081

http://homelandsecurity.ky.gov/

Louisiana

Governor’s Office of Homeland Security 

and Emergency Preparedness

7667 Independence Boulevard

Baton Rouge, LA 70806

(225) 925-7500

www.ohsep.louisiana.gov

Maine

Department of Defense, Veterans & 

Emergency Management

33 State House Station, Camp Keyes

Augusta, ME 04333-0001

(207) 626-4205

www.maine.gov/mema/homeland/

Maryland

Governor’s Homeland Security Office

The Jeffrey Building

16 Francis Street

Annapolis, MD 21401

(800) 492-8477

www.gov.state.md.us/homelandsecurity.html

Massachusetts

Executive Office of Public Safety and Security

1 Ashburton Place, Room 2133

Boston, MA 02108

(617) 727-7775

www.mass.gov/?pageID=eopshomepage&L=1&L0=

Home&sid=Eeops

Michigan

Homeland Security Advisor

333 South Grand Avenue

P.O. Box 30634

Lansing, MI 48909

(517) 241-0401

www.michigan.gov/homeland/

Minnesota

Homeland Security & Emergency Management

444 Cedar Street

St. Paul, MN 55101

(651) 201-7400

www.hsem.state.mn.us/

Mississippi

Office of Homeland Security

P.O. Box 958

Jackson, MS 39296-4501

(601) 346-1499

www.homelandsecurity.ms.gov
State Homeland Security Contacts

151

Missouri

Missouri Office of Homeland Security

P.O. Box 749

Jefferson City, MO 65102

(573) 522-3007

www.dps.mo.gov/homelandsecurity/

Montana

Montana Disaster & Emergency Services Division

1956 Mount Majo Street

P.O. Box 4789

Ft. Harrison, MT 59636

(406) 841-3911

http://dma.mt.gov

Nebraska

Nebraska Emergency Management Agency

1300 Military Road

Lincoln, NE 68508-1090

(402) 471-7421

www.nema.ne.gov/index.shtml

Nevada

Nevada Homeland Security

2478 Fairview Drive

Carson City, NV 89711

(775) 687-0300

http://homelandsecurity.nv.gov/

New Hampshire

Division of Homeland Security 

and Emergency Management

33 Hazen Drive

Concord, NH 03305

(800) 735-2964

www.nh.gov/safety/divisions/hsem/index.html

New Jersey

New Jersey Homeland Security and Preparedness

P.O. Box 091

Trenton, NJ 08625

(609) 584-4000

www.njhomelandsecurity.gov

New Mexico

New Mexico Department of Homland Security & 

Emergency Management

13 Bataan Boulevard

Santa Fe, NM 87504

or 

P.O. Box 27111

Santa Fe, NM 87502

(505) 476-1051

http://nmdhsem.org/

New York

New York State Division of Homeland Security

1220 Washington Avenue

State Office Campus

Building 7A Suite 710

Albany, NY 12242

(518) 242-5000

www.dhses.ny.gov/oct/

North Carolina

Department of Crime Control and Public Safety

4701 Mail Service Center

Raleigh, NC 27699

(919) 733-2126

www.nccrimecontrol.org

North Dakota

Division of Homeland Security

Department of Emergency Services

P.O. Box 5511

Bismarck, ND 58506

(701) 328-8100

www.nd.gov/des/

Ohio

Homeland Security

1970 West Broad Street

Columbus, OH 43223-1102

(614) 387-6171

www.homelandsecurity.ohio.gov

Oklahoma

Oklahoma Office of Homeland Security

P.O. Box 11415

Oklahoma City, OK 73136-0415

(405) 425-7296

www.homelandsecurity.ok.gov/
Appendix D

152

Oregon

Oregon Military Department

P.O. Box 14350

Salem, OR 97309-5047

(503) 584-3991

www.oregon.gov/OMD/

Pennsylvania

Pennsylvania Emergency Management Agency/

Homeland Security Advisor

2605 Interstate Drive, Suite 380 

Harrisburg, PA 17110

(717) 651-2715

www.homelandsecurity.state.pa.us

Rhode Island

State of Rhode Island 

Emergency Management Agency

645 New London Avenue

Cranston, RI 02920 

(401) 275-4333

www.riems.ri.gov/

South Carolina

South Carolina Law Enforcement Division (SLED) 

4400 Broad River Run Road 

Columbia, SC 29210

(803) 896-7001

www.sled.sc.gov/HSOfficeHome.

aspx?MenuID=HSOffice

South Dakota

Office of Homeland Security 

118 West Capitol Avenue 

Pierre, SD 57501 

(605) 773-3478

http://dps.sd.gov/homeland_security/

Tennessee

Tennessee Department of Safety 

and Homeland Security 

312 Rosa L. Parks Avenue, 25th Floor TN Tower 

Nashville, TN 37243

(615) 532-7825

Fax: (615) 253-5379

www.tn.gov/homelandsecurity

Texas

Texas Department of Public Safety 

Mailing address: 

P.O. Box 4087 

Austin, TX 78773-0001

Street address:

5805 North Lamar Boulevard 

Austin, TX 78752-4422 

(512) 424-2000

www.tsdps.state.tx.us/index.htm

Utah

Department of Public Safety 

4501 South 2700 West 

P.O. Box 1411775

Salt Lake City, UT 84114-1775 

(801) 538-3400

http://publicsafety.utah.gov/

emergencymanagement/

Vermont

Department of Public Safety 

103 South Main Street 

Waterbury, VT 05671-2101

(802) 241-5357

http://hsu.vermont.gov/

Virginia

Division of Law Enforcement 

Standards, Policy and Homeland Security Manager 

Department of Criminal Justice Services 

1100 Bank Street 

Richmond, VA 23219

(804) 225-3899

www.dcjs.virginia.gov/cple/ohs/

Washington

Washington State Patrol

Homeland Security Division 

1519 Alaskan Way South 

Seattle, WA 98134 

(206) 389-2728 

www.wsp.wa.gov/crime/homeland.htm
State Homeland Security Contacts

153

West Virginia

West Virginia Division of Homeland Security 

and Emergency Management

Main Office and 24/7 Emergency Call Center  

1900 Kanawha Boulevard East 

Building 1, Room EB-80 

Charleston, WV 25305 

(304) 558-5380

www.dhsem.wv.gov/Pages/default.aspx

Wisconsin

Wisconsin Homeland Security Council 

ATTN: WING-LGL

2400 Wright Street

P.O. Box 14587 

Madison, WI 53708-0587 

(608) 242-3075

http://homelandsecurity.wi.gov/

Wyoming

Wyoming Office of Homeland Security 

Herschler Building, 1st Floor East 

122 West 25th Street 

Cheyenne, WY 82002-0001

(307) 777-4663

http://wyohomelandsecurity.state.wy.us/main.aspx

Guam

Guam Homeland Security

Office of Civil Defense

Ufisinan Difensia Sibet

221B Chalan Palasyo

Agana Heights, Guam 96910

(671) 475-9600

www.guamhs.org/

Puerto Rico

Homeland Security Advisor 

P.O. Box 9066597 

San Juan, PR 00906-6597 

(787) 721-0435

Virgin Islands

USVI Territorial Emergency Management Agency 

8221 Estate Nisky 

St. Thomas, VI 00803 

(340) 774-2244

www.citema.gov/index.html

American Samoa

Department of Homeland Security 

American Samoa Government 

Pago, AS 96799

(684) 633-2827
154

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State Emergency Management Agencies

155

Appendix E: state Emergency Management Agencies

Alabama

Alabama Emergency Management Agency 

5898 County Road 41 

P.O. Drawer 2160 

Clanton, AL 35046-2160

(205) 280-2200

Fax: (205) 280-2495 

ema.alabama.gov/

Alaska

Alaska Division of Homeland Security 

and Emergency Management

P.O. Box 5750 

Fort Richardson, AK 99505-5750 

(907) 428-7000

Fax: (907) 428-7009 

www.ak-prepared.com

American Samoa

American Samoa Territorial Emergency 

Management Coordination (TEMCO) 

American Samoa Government

P.O. Box 1086 

Pago Pago, AS 96799

(011)(684) 699-6415

Fax: (011)(684) 699-6414 

Arizona

Arizona Division of Emergency Management 

5636 East McDowell Road 

Phoenix, AZ 85008-3495 

(800) 411-2336 or (602) 244-0504 

Fax: (602) 464-6356 

www.dem.azdema.gov

Arkansas

Arkansas Department of Emergency Management 

Building #9501

Camp Joseph T. Robinson

North Little Rock, AK 72199-9600 

(501) 683-6700

Fax: (501) 683-7890 

www.adem.arkansas.gov/

California

California Emergency Management Agency 

ATTN: CSM Alex Cabassa 

Training and Exercise Division 

9800 Goethe Road, Box 46 

Sacramento, CA 95827 

(916) 324-9128

Fax: (916) 324-5929 

www.oes.ca.gov/

Colorado

Colorado Division of Emergency Management 

Department of Local Affairs 

9195 East Mineral Avenue 

Suite 200

Centennial, CO 80112 

(720) 852-6600

Fax: (720) 852-6750 

www.dola.state.co.us/ or www.coemergency.com

Connecticut

Connecticut Office of Emergency Management 

Department of Emergency Management and 

Homeland Security

25 Sigourney Street, 6th Floor 

Hartford, CT 06106-5042 

(860) 256-0800

Fax: (860) 256-0815 

www.ct.gov/demhs/

Delaware

Delaware Emergency Management Agency

165 Brick Store Landing Road 

Smyrna, DE 19977 

(302) 659-3362

Fax: (302) 659-6855 

www.dema.delaware.gov
Appendix E

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District of Columbia

District of Columbia Emergency 

Management Agency

2720 Martin Luther King, Jr. Avenue, Southeast 

Second Floor 

Washington, DC 20032 

(202) 727-6161

Fax: (202) 673-2290 

dcema.dc.gov

Florida

Florida Division of Emergency Management 

2555 Shumard Oak Boulevard

Tallahassee, FL 32399-2100

(850) 413-9969

Fax: (850) 488-1016 

floridadisaster.org

Georgia

Georgia Emergency Management Agency 

935 East Confederate Avenue Southeast 

P.O. Box 18055 

Atlanta, GA 30316-0055 

(404) 635-7000

Fax: (404) 635-7205 

www.gema.state.ga.us

Guam

Guam Homeland Security/Office of Civil Defense 

221B Chalan Palasyo

Agana Heights, Guam 96910 

(671) 475-9600

Fax: (671) 477-3727

www.ghs.guam.gov

Hawaii

Hawaii State Civil Defense 

3949 Diamond Head Road 

Honolulu, HI 96816-4495

(808) 733-4300

Fax: (808) 733-4287 

www.scd.hawaii.gov

Idaho

Idaho Bureau of Homeland Security 

4040 Guard Street, Building 600 

Boise, ID 83705-5004

(208) 422-3040

Fax: (208) 422-3044 

www.bhs.idaho.gov/

Illinois

Illinois Emergency Management Agency

2200 South Dirksen Parkway 

Springfield, IL 62703 

(217) 782-2700 or (217) 782-2700

Fax: (217) 557-1978

www.state.il.us/iema

Indiana

Indiana State Emergency Management Agency 

302 West Washington Street 

Room E-208 A 

Indianapolis, IN 46204-2767

(317) 232-3986

Fax: (317) 232-3895 

www.ai.org/sema/index.html 

Iowa

Iowa Homeland Security & 

Emergency Management Division

7105 Northwest 70th Avenue, Camp Dodge 

Building W-4

Johnston, IA 50131

(515) 725-3231

Fax: (515) 281-3260 

www.iowahomelandsecurity.org

Kansas

Kansas Division of Emergency Management 

2800 Southwest Topeka Boulevard 

Topeka, KS 66611-1287

(785) 274-1409

Fax: (785) 274-1426 

www.kansas.gov/kdem
State Emergency Management Agencies

157

Kentucky

Kentucky Emergency Management

EOC Building

100 Minuteman Parkway, Building 100

Frankfort, KY 40601-6168

(502) 607-1682 or (800) 255-2587 

Fax: (502) 607-1614 

www.kyem.ky.gov/

Louisiana

Louisiana Office of Emergency Preparedness 

7667 Independence Boulevard

Baton Rouge, LA 70806 

(225) 925-7500

Fax: (225) 925-7501 

www.ohsep.louisiana.gov

Maine

Maine Emergency Management Agency 

#72 State House Station 

45 Commerce Drive, Suite #2 

Augusta, ME 04333-0072 

(207) 624-4400

Fax: (207) 287-3180 

www.maine.gov/mema

Mariana Islands

CNMI Emergency Management Office 

Office of the Governor 

Commonwealth of the Northern Mariana Islands 

P.O. Box 10007

Saipan, Mariana Islands 96950 

(670) 322-9529

Fax: (670) 322-7743 

www.cnmiemo.gov.mp

Marshall Islands

National Disaster Management Office 

Office of the Chief Secretary 

P.O. Box 15 

Majuro, Republic of the Marshall Islands 96960-0015 

(011)(692) 625-5181

Fax: (011)(692) 625-6896 

Maryland

Maryland Emergency Management Agency 

Camp Fretterd Military Reservation 

5401 Rue Saint Lo Drive 

Reistertown, MD 21136

(410) 517-3600

Toll-Free: (877) 636-2872 

Fax: (410) 517-3610 

www.mema.state.md.us/

Massachusetts

Massachusetts Emergency Management Agency 

400 Worcester Road

Framingham, MA 01702-5399 

(508) 820-2000

Fax: (508) 820-2030 

www.state.ma.us/mema

Michigan

Homeland Security and 

Emergency Management Division

Michigan Dept. of State Police 

4000 Collins Road

Lansing, MI 48909-8136

(517) 333-5042

Fax: (517) 333-4987 

www.michigan.gov/emd

Micronesia

National Disaster Control Officer 

Federated States of Micronesia 

P.O. Box PS-53 

Kolonia, Pohnpei - Micronesia 96941 

(011)(691) 320-8815

Fax: (001)(691) 320-2785 

Minnesota

Minnesota Homeland Security 

and Emergency Management Division 

Minnesota Dept. of Public Safety 

444 Cedar Street, Suite 223 

St. Paul, MN 55101-6223 

(651) 201-7400

Fax: (651) 296-0459 

www.hsem.state.mn.us
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158

Mississippi

Mississippi Emergency Management Agency

P.O. Box 5644 

Pearl, MS 39288-5644

(601) 933-6362

Toll Free: (800) 442-6362 

Fax: (601) 933-6800 

www.msema.org

Missouri

Missouri Emergency Management Agency 

2302 Militia Drive 

P.O. Box 116 

Jefferson City, MO 65102 

(573) 526-9100

Fax: (573) 634-7966 

sema.dps.mo.gov

Montana

JFHQ-MT

Montana Division of Disaster & Emergency Services 

1956 Mt Majo Street 

P.O. Box 4789 

Fort Harrison, MT 59636-4789 

(406) 841-3911

Fax: (406) 841-3965 

www.dma.mt.gov/des/

Nebraska

Nebraska Emergency Management Agency 

1300 Military Road 

Lincoln, NE 68508-1090 

(402) 471-7421

Fax: (402) 471-7433 

www.nema.ne.gov

Nevada

Nevada Division of Emergency Management 

2478 Fairview Drive 

Carson City, NV 89701 

(775) 687-0300 

Fax: (775) 687-0330 

www.dem.state.nv.us/

New Hampshire

Governor’s Office of Emergency Management 

State Office Park South 

33 Hazen Drive 

Concord, NH 03305

(603) 271-2231

Fax: (603) 271-3609 

www.nh.gov/safety/divisions/bem

New Jersey

New Jersey Office of Emergency Management 

Emergency Management Bureau

P.O. Box 7068 

West Trenton, NJ 08628-0068 

(609) 538-6050 Monday-Friday

(609) 584-5000

Fax: (609) 584-1528 

www.ready.nj.gov

New Mexico

New Mexico Department of Homeland Security 

and Emergency Management (DHSEM) 

13 Bataan Boulevard

P.O. Box 27111

Santa Fe, NM 87502 

(505) 476-9600

Emergency: (505) 476-9635 

Fax: (505) 476-9695 

www.nmdhsem.org/

New York

New York State Emergency Management Office 

1220 Washington Avenue

Building 22, Suite 101

Albany, NY 12226-2251

(518) 292-2275

Fax: (518) 322-4978 

www.semo.state.ny.us/

North Carolina

North Carolina Division of 

Emergency Management

4713 Mail Service Center 

Raleigh, NC 27699-4713

(919) 733-3867

Fax: (919) 733-5406 

www.ncem.org/
State Emergency Management Agencies

159

North Dakota

North Dakota Department of Emergency Services 

P.O. Box 5511 

Bismarck, ND 58506-5511 

(701) 328-8100

Fax: (701) 328-8181 

www.nd.gov/des

Ohio

Ohio Emergency Management Agency 

2855 West Dublin-Granville Road 

Columbus, OH 43235-2206

(614) 889-7150

Fax: (614) 889-7183

www.ema.ohio.gov/ema.asp

Oklahoma

Oklahoma Department of Emergency Management 

2401 Lincoln Boulevard, Suite C51

Oklahoma City, OK 73105 

(405) 521-2481

Fax: (405) 521-4053 

www.ok.gov/OEM/

Oregon

Oregon Emergency Management

Department of State Police

3225 State Street

Salem, OR 97309-5062 

(503) 378-2911

Fax: (503) 373-7833 

www.oregon.gov/OMD/OEM/index.shtml

Palau

Palau NEMO Coordinator

Office of the President 

P.O. Box 100 

Koror, Republic of Palau 96940 

(011)(680) 488-2422

(011)(680) 488-3312

Pennsylvania

Pennsylvania Emergency Management Agency

2605 Interstate Drive

Harrisburg, PA 17110-9463

(717) 651-2001

Fax: (717) 651-2040 

www.pema.state.pa.us/

Puerto Rico

Puerto Rico Emergency Management Agency 

P.O. Box 966597 

San Juan, Puerto Rico 00906-6597 

(787) 724-0124

Fax: (787) 725-4244 

www.gobierno.pr/AEMEAD/Inicio

Rhode Island

Rhode Island Emergency Management Agency 

645 New London Avenue

Cranston, RI 02920-3003 

(401) 946-9996

Fax: (401) 944-1891 

www.riema.ri.gov

South Carolina

South Carolina Emergency Management Division 

2779 Fish Hatchery Road 

West Columbia, SC 29172 

(803) 737-8500

Fax: (803) 737-8570 

www.scemd.org/

South Dakota

South Dakota Division of Emergency Management 

118 West Capitol 

Pierre, SD 57501 

(605) 773-3231

Fax: (605) 773-3580 

www.oem.sd.gov

Tennessee

Tennessee Emergency Management Agency 

3041 Sidco Drive 

Nashville, TN 37204-1502

(615) 741-0001

Fax: (615) 242-9635 

www.tnema.org

Texas

Texas Division of Emergency Management 

5805 North Lamar 

P.O. Box 4087 

Austin, TX 78773-0220 

(512) 424-2138

Fax: (512) 424-2444 or 7160 

www.txdps.state.tx.us/dem/
Appendix E

160

Utah

Utah Division of Emergency Services 

and Homeland Security 

1110 State Office Building

P.O. Box 141710

Salt Lake City, UT 84114-1710 

(801) 538-3400

Fax: (801) 538-3770 

www.des.utah.gov

Vermont

Vermont Emergency Management Agency

Department of Public Safety 

Waterbury State Complex

103 South Main Street 

Waterbury, VT 05671-2101

(802) 244-8721

(800) 347-0488 

Fax: (802) 244-8655 

www.dps.state.vt.us/vem/

Virgin Islands

Virgin Islands Fire Department

Road Town Fire Headquarters

P.O. Box 999

26 Fish Lock Road

Road Town, Tortola BVI VG1110

468 4267/4268

www.fire.gov.vg

Virginia

Virginia Department of Emergency Management

10501 Trade Court 

Richmond, VA 23236-3713

(804) 897-6500

Fax: (804) 897-6556 

www.vaemergency.com

Washington

State of Washington Emergency 

Management Division

Building 20, M/S: TA-20 

Camp Murray, WA 98430-5122 

(253) 512-7000

(800) 562-6108

Fax: (253) 512-7200 

www.emd.wa.gov/

West Virginia

West Virginia Office of Emergency Services 

Building 1, Room EB-80 

1900 Kanawha Boulevard, East 

Charleston, WV 25305-0360 

(304) 558-5380

Fax: (304) 344-4538 

www.wvdhsem.gov

Wisconsin

Wisconsin Emergency Management

2400 Wright Street

P.O. Box 7865 

Madison, WI 53707-7865 

(608) 242-3232

Fax: (608) 242-3247

emergencymanagement.wi.gov/

Wyoming

Wyoming Office of Homeland Security 

Herschler Building, 1st Floor East 

122 West 25th Street 

Cheyenne, WY 82002

(307) 777-4663

Fax: (307) 635-6017 

wyohomelandsecurity.state.wy.us
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Appendix F: success stories

1. El Mirage (Arizona) Fire Department

El Mirage (Arizona) Fire Department purchased extrication equipment with $35,917 donated by a partnership of the Mahoney Company, an Arizona insurance company, and the Firemen’s Fund Insurance Company. 

This equipment will enable El Mirage firefighters to perform extrications of people trapped in automobiles. 

Before this purchase, El Mirage Fire did not have an extrication capability and had to wait on firefighters to 

respond from Sunrise, Peoria, or Sun City to cut victims out of vehicles. The extrication equipment, which 

has cutting, spreading, and ramming attachments, was placed on a new fire engine which will be assigned 

to El Mirage’s second fire station. This location was chosen because it is further from neighboring fire departments that frequently provide extrication services. 

For information, contact El Mirage Fire Department, Howard Munding, Chief, (623) 876-4242.

2. West Virginia Pediatric-Restraint Systems

A chance meeting in a hallway led to purchase of pediatric-restraint systems for West Virginia ambulances, 

to ensure safe transport of children between 10 and 40 pounds. Vicki Hildreth, coordinator for Emergency 

Medical Services (EMS) for Children, had a short conversation with Christina Mullins, director of West 

Virginia Infant, Child, and Adolescent Health, which ended with Ms. Mullins asking Ms. Hildreth to submit a proposal for grant funding through the State’s Injury Prevention Program. It resulted in an award of 

$230,000 through a Federal Maternal and Child Health Services Block Grant, which was enough to purchase 

a thousand child-restraint systems. The unit chosen for purchase rolls compactly, allows for efficient storage 

and retrieval, and is made of nontoxic, easy-to-clean vinyl for simple maintenance and reduced cross-contamination concerns. They have been distributed to the more than 200 West Virginia EMS providers and all 

practicing EMS personnel are being trained in their use.

For information, contact Vicki Hildreth at (304) 558-3956.

Website: www.wvstecs.org/operations/ems-for-children

3. The Bluff Creek (Louisiana) Fire Protection Territory

The Bluff Creek (Louisiana) Fire Protection Territory received a 2010 Georgia-Pacific Bucket Brigade grant of 

$10,000. It was one of 25 grants awarded from among more than 120 applicants in Georgia-Pacific communities in 23 States. Bluff Creek will use the money to replace personal protective equipment (PPE) and 

self-contained breathing apparatus (SCBA) for their volunteer firefighters. Fire Chief Allen McNabb said, 

“We truly appreciate the Georgia-Pacific grant. It will go a long way to help us replace some outdated safety 

equipment for our firefighters. This equipment will help us combat structure fires instead of just containing 

them in our rural community.

For further information, contact Fire Chief Allen McNabb at (225) 683-3827.

4. Savannah (Georgia) Fire and Emergency Services

Firehouse Subs Public Safety Foundation has awarded the Savannah (Georgia) Fire and Emergency Services 

nearly $20,000 to purchase water-rescue equipment. These resources will better equip firefighter/rescue 

technicians to operate at swift water and flood rescue incidents. Equipment being purchased includes wet 

suits, dry suits, masks, snorkels, gloves, boots, helmets, search lines, a variety of tools, dive-repair kits, and 

personal flotation devices. 

For more information, contact Fire Chief Charles G. Middleton (912) 651-6758.

Website: www.savannahfire.org/cityweb/fireweb.nsf
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5. Finger Lakes Migrant Health Care Project

The Finger Lakes Migrant Health Care Project received a Distance Learning and Telemedicine grant of 

$197,877 and leveraged $218,500 in matching contributions to establish the New York State Farmworker Telehealth and Learning Network. The grant funded telemedicine equipment for 13 rural health-care clinics in 

10 of the most medically-underserved counties in the Finger Lakes Region. The project allowed residents’ access to health professionals, specialists, and educational resources at five hub sites. Services provided include 

real-time telemedicine consultation with specialists, dental screenings, Web-based personal health records, 

and distance learning programs for residents and health-care professionals in rural areas of New York.

Website: www.rurdev.usda.gov/STELPRD4009127.html

6. North Charleston (South Carolina) Fire Department

The North Charleston (South Carolina) Fire Department will train all its firefighters as emergency medical 

technicians (EMTs), thanks to Assistance to Firefighters Grant (AFG) of $128,000 with a match of $32,000 

from North Charleston. The department’s medical responses have increased by more than 300 percent 

since 2004 and now make up more than two-thirds of total call volume. Some of the factors contributing 

to the increase include the growth of North Charleston in size and population, an increase in the number 

of seniors which places a higher demand on EMS, and the economic downturn that has caused many more 

people to be uninsured or underinsured. North Charleston firefighters will take 144 hours or training to 

become EMT-basic. “This grant will allow us to significantly improve our capability in providing initial 

medical response in coordination with Charleston County EMS,” said Fire Chief Greg Bulanow.

For more information, contact Fire Chief Greg Bulanow (843) 740-2616.

Website: www.northcharleston.org/residents/Departments/Fire/default.aspx

7. Asher (Oklahoma) Fire and Rescue Department

The Asher (Oklahoma) Fire and Rescue Department received a grant of nearly $11,000 from the Thomas Gilcrease Foundation in 2009. It was a welcome donation and was used for equipment replacement and repairs. 

Jana Gilcrease, a Texas native, had recently moved to the area and was pleasantly surprised at the kind welcome she and her family had received from neighbors. She is Thomas Gilcrease’s granddaughter and president of the foundation. “The foundation’s main purpose is three things,” she said. “We want to help out the 

Native American population, to help with education needs and to give in ways it will benefit the most people. The foundation awards scholarships at Oklahoma State University and gives to other charities and wants 

to help out in this area for its needs too.” When she spoke to other foundation members, they were very receptive to her suggestion to provide the Asher Fire and Rescue Department with the contribution, which she 

and they believed would help a great number of people in Asher and the surrounding communities. “The 

fire department benefits so many people,” she said. “There are always needs–not only fires but medical and 

others. We wanted to give the money so that it would benefit the most people and that’s why we chose to 

give it to the fire department. The city and fire department need a little recognition for all they do.”

8. Stockton (California) Fire Department

The Stockton (California) Fire Department won a Federal grant of $400,000 to buy a rescue truck, but that 

was not enough and the city, hit hard by budget woes, did not have $200,000 to complete the purchase. 

Food 4 Less covered the gap and the new rig is now in service with a Food 4 Less logo on the side.

Website: www.stocktongov.com/government/department/fire/default.html
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163

9. Atlanta (Georgia) Fire Rescue

Atlanta (Georgia) Fire Rescue was awarded a $9.8 million Staffing for Adequate Fire and Emergency Response (SAFER) grant in 2011 to fund 75 new firefighter positions. “The grant accelerates our strategic 

plan for increasing staffing levels and providing better emergency medical system, rescue and fire suppression outcomes, while also enhancing firefighter safety and morale,” said Atlanta Fire Chief Kelvin Cochran. 

Chief Cochran formerly headed the U.S. Fire Administration (USFA), which administers the AFG program. 

“That experience gave me a different approach to the competitive grant process,” he said. The grant will 

solve several lingering staffing problems for the fire department, which has around 800 in field operations. 

The SAFER grant will allow Atlanta to staff each fire apparatus with four firefighters. Currently, over 66 

percent of fire apparatus that respond to emergencies are staffed with only three firefighters. The new hires 

would all but guarantee that all trucks would have at least four firefighters. “That makes a significant difference in saving lives and minimizing property loss,” Cochran said.

For more information, contact Fire Chief Kelvin Cochran (404) 645-7000.

Website: www.atlantaga.gov/Government/Fire.aspx

10. Alaska Code Blue Project

The Alaska Code Blue project is a partnership among the State of Alaska, the U.S. Department of Agriculture 

(USDA) Rural Development Division, tribal and municipal governments, community organizations, the 

Denali Commission, and the Rasmuson Foundation. The mission of the Code Blue Project is to provide essential EMS equipment by leveraging limited State dollars with funding from other nontraditional sources. 

Requests are reviewed and approved at the local and regional levels before being scrutinized by the State’s 

Code Blue Steering Committee. Through the collaborative process, a single prioritized list of essential EMS 

equipment is established annually. During the first decade of the 21st century, $3 million in investments 

from Alaska was the catalyst for additional grants, yielding $15 million in capital projects.

With Code Blue funding, in 2009, the North Tongass Volunteer Fire Department (NTVFD) bought an ambulance and equipment for responding personnel, creating a viable advanced live support (ALS) response 

agency for its service area. This was NTVFD’s second ambulance, allowing the department to provide EMS 

coverage from both its stations and have a backup, if one goes out of service. Jump kits for responding volunteers were also purchased.

In 2010, the Ketchikan Fire Department was awarded an Alaska Code Blue grant to purchase 2 automatic 

external defibrillators (AEDs) on the Port-of-Ketchikan and three AEDs in Ketchikan Police Department vehicles. An additional AED, with more advanced features, was placed in the Ketchikan Fire Department Incident Management vehicle. The cost of the six AEDs was about $10,000, with USDA picking up 55 percent, 

the State of Alaska contributing $2000, and the Ketchikan Fire Department the rest, about $2500.

11. Mecklenburg County, North Carolina

MEDIC, the emergency medical response organization for Mecklenburg County, is the busiest EMS agency 

in North Carolina, as it is located in the State’s most populous county. A consortium of the two hospital systems in the county, Carolinas Healthcare and Presbyterian Healthcare/Novant, runs MEDIC through 

a dedicated contract with Mecklenburg County government. Although it operates under the same fiscal 

guidelines as other county-funded departments, MEDIC received only 32 percent of its funding from Mecklenburg County property taxes in 2010. The remaining 68 percent was generated through service fees 

paid by private insurance, Medicare/Medicaid, and self-paying customers. The county portion of costs per 

transport has dropped from over $400 in 1997 to less than $200 in 2010. MEDIC contracts with the Char-
Appendix F

164

lotte Fire Department and 18 other volunteer departments in the county for first-responder services, and the 

Charlotte Fire Department provides technical rescue services. In 2010, the focused cardiac arrest protocol, 

developed by MEDIC’s medical director to create a highly-choreographed approach to working sudden cardiac arrest patients, yielded a successful resuscitation rate of better than 50 percent of cases. 

12. City of Tracy, California

In 2010, the City of Tracy, CA considered implementation of an EMS service fee as a way to deal with budget 

deficits without having to cut service delivery. Like many California municipalities, Tracy has experienced 

significant declines in property values and consequently in property taxes collected. The proposal called 

for assessing $300 for EMS response but also included a $48 voluntary membership fee for Tracy residents, 

who then would not be assessed additional fees for EMS services they used. Tracy staff estimated that the 

fee structure would generate $455,050 in revenue for the city. However, the measure garnered opposition 

and Tracy City Council decided to delay implementation. 

13. State of Virginia’s Department of Health Rescue Squad Assistance Fund Grant Program

The State of Virginia’s Department of Health (VDH) offers a grant program known as the Rescue Squad Assistance Fund Grant Program for nonprofit EMS agencies and organizations. Items eligible for funding include 

EMS equipment and vehicles, computers, EMS management programs, courses/classes and projects benefiting the recruitment and retention of EMS members. In 2011, the program awarded a total of $3,324,484 to 

88 agencies. Most of the grants awarded require a local match, either 80/20 or 50/50 State/local. Applications must be submitted online via the VDH website (www.vdh.state.va.us/oems/grants/index.htm). 

14. State of Florida’s Department of Health/Bureau of Emergency Medical Services Matching Grants

The State of Florida’s Department of Health/Bureau of Emergency Medical Services offers grants to counties and also matching grants to public and private urban and rural organizations that provide EMS. Applicants who are awarded matching grants are responsible for either 25 percent of all approved costs or 10 

percent. Between 2007 and 2010, 153 grants were approved, for a total of $8,353,526.63 in State funds expended. Projects funded included communications equipment, computer equipment, AEDs, EMS training, 

EMS equipment, vehicles, and ambulance refurbishments. Eligible organizations must apply online at the 

Bureau’s website: www.doh.state.fl.us/demo/ems/Grants/Grants.html

15. Merrimac (Massachusetts) Fire Department

The Merrimac (Massachusetts) Fire Department won Liberty Mutual Insurance’s Be Fire Smart Pledge Program in 2010 with more votes than any fire department in the United States. For having the most people 

take the Fire Smart quiz, the Merrimac Fire Department won $10,000. Fire Chief Ralph Spencer said, “With 

the Be Fire Smart grant, we will further expand our award winning fire and life safety education and juvenile fire intervention programs. This grant will continue to allow the Merrimac Fire Department to provide 

the highest level of service to our customers, the residents and tax payers of the Town of Merrimac.” 

For more information, contact Fire Chief Ralph Spencer (978) 346-8211.

Website: www.merrimacfire.com/

16. East Providence (Rhode Island) Fire Department

The East Providence (Rhode Island) Fire Department received a $5.3 million grant in 2010 from the Assistance to Firefighters Station Construction Grant Program to update fire stations built in 1931 and 1954. 

Additional funding from an American Recovery and Reinvestment Act grant boosted the total available to 
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165

$6.4 million. Firefighters will move out of the stations to a temporary facility in an old school while construction is underway. The funding will pay for making the two stations complete two-story structures, 

renovate electrical, heating, and plumbing systems, pay for sprinkling systems in the two stations plus a 

third one, create additional space for administrative staff, increase the size of the apparatus rooms, and 

modernize the kitchens. Fire Chief Joe Klucznik said, “Naturally, we’re elated...It means we’re going to be 

working out of modern facilities.”

For more information, contact Fire Chief Joe Klucznik (401) 435-7677.

Website: www.eastprovidenceri.net/content/666/738/746/770/default.aspx

17. Goodwin’s Mills (Maine) Fire Department

Goodwin’s Mills (Maine) Fire Chief H. Rodney Carpenter has been an effective grant writer for his small 

department. The community in York County broke ground for additions to its 7-year-old fire station in 

July 2010, paid for with $879,000 in Federal stimulus funds from a grant proposal Carpenter wrote, plus 

$100,000 in local money. The station needed to be upgraded; it lacked the sprinkler and ventilation and exhaust systems that are called for in Federal codes. The four-bay station can hold the department’s trucks, but 

the addition will provide another bay to eliminate some of the double parking that’s needed now. It will 

also provide office space, a kitchen, and sleeping quarters, even though the two full-time firefighters work 

only days. A third firefighter, approved by the town, will also work days, so there will be coverage 7 days a 

week. Chief Carpenter also landed a $128,000 grant for new breathing gear for firefighters. 

For information, contact Fire Chief H. Rodney Carpenter (207) 499-2362.

Website: www.gmfd.org/


For more information or copies of this publication, please contact:

U.S. Fire Administration

16825 South Seton Avenue

Emmitsburg, Maryland 21727

800-561-3356

www.usfa.fema.gov

FA-331/April 2012