Funding Alternatives for 

Emergency Medical and 

Fire Services

FA-360 | October 2023

Mission Statement

We support and strengthen fi re and emergency medical 

services and stakeholders to prepare for, prevent, mitigate 

and respond to all hazards.

Preface i

Preface

This report was prepared through a contract between the U.S. Fire Administration 

(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.

This document, originally written in 2009, was updated in March 2020 to reflect 

pandemics in general and to provide more current information. The March 2020 

version was further revised in February 2022 to reflect lessons learned from the 

COVID-19 pandemic, and to add a section on state preparedness in support of local 

response capabilities.

The information provided in this document is meant solely for informational purposes 

and is not intended to be an endorsement of any non-federal entity by the Federal 

Emergency Management Agency (FEMA), U.S. Department of Homeland Security, or 

the U.S. government. 

The updated information provided in this report would not have been possible without 

the following dedicated individuals: 

ĵ Project administrator and principal investigator: Michael A. Wieder, associate 

director, OSU Fire Protection Publications, and executive director, IFSTA

ĵ Principal researcher: Kevin M. Roche, FACETS LLP

ĵ Principal writer (2022 update): Natasha R. Nau, RNC LLC/FACETS LLP

The USFA would like to thank the following individuals for providing oversight for this 

project:

ĵ Bill Troup: USFA project manager

ĵ John Brasko: USFA project manager

Note: The programs, links, points of contact and phone numbers in this document 

were current as of publication. They may have changed, been removed, etc., and 

may no longer be active. In that case, please search online for current information 

on the program or agency. 

Additionally, new programs may have been started subsequent to publication of 

this guidance that are not in this guide. Periodically checking for new grants and 

other funding programs is important to finding new sources of funding.
ii Funding Alternatives for Emergency Medical and Fire Services
Table of Contents iii

Table of Contents

Preface ...................................................................................................................... i

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

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

Writing an effective grant proposal ................................................................................ 3

Local revenue and funding alternatives.................................................................. 3

State and federal funding programs........................................................................ 4

Private sector sources................................................................................................ 5

Fire and EMS community grants .............................................................................. 6

Implications of funding choices....................................................................................... 6

Scope................................................................................................................................... 7

Sources of information..................................................................................................... 7

Summary ............................................................................................................................ 8

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

Grant fundamentals.......................................................................................................... 9

Basic components of a proposal..................................................................................... 12

Cover letter ................................................................................................................. 12

Executive summary (or abstract) ............................................................................. 13

Introduction ................................................................................................................ 13

Problem statement (or needs/risk assessment) ................................................... 14

Goals and objectives ................................................................................................. 15

Methods ....................................................................................................................... 15

Evaluation .................................................................................................................... 17

Sustainability .............................................................................................................. 18

Project budget............................................................................................................. 18

Supporting attachments (or appendices) ............................................................... 20

Where to get help.............................................................................................................. 20

Interaction and networking ............................................................................................. 21

State agencies ............................................................................................................ 21

Other associated organizations ............................................................................... 22

Books on how to write a grant proposal........................................................................ 23

Help for nonprofit organizations..................................................................................... 25

Where to find help on the internet ................................................................................. 25

Chapter 4: Local Revenue and Funding Alternatives.......................................... 27

Sources of local revenue .................................................................................................. 27

Taxes ............................................................................................................................ 27

Local property (ad valorem) tax ............................................................................... 27

Fire flow tax ................................................................................................................ 29
iv Funding Alternatives for Emergency Medical and Fire Services

Sales taxes .................................................................................................................. 29

Income tax .................................................................................................................. 31

Real estate transfer tax ............................................................................................. 32

Utility-user tax ............................................................................................................ 32

Development impact and user fees................................................................................ 33

Development impact fees ........................................................................................ 33

User fees ..................................................................................................................... 33

Emergency response service fees ........................................................................... 34

Nonresident fees ........................................................................................................ 34

Inspection fees............................................................................................................ 34

Plan review and permitting fees............................................................................... 36

Hazardous materials fees ......................................................................................... 36

Special service (standby and fire watch) fees ........................................................ 37

Emergency medical services user fees ................................................................... 38

Fines, forfeitures and penalties....................................................................................... 38

Fines for nuisance alarms.......................................................................................... 39

Seized assets .............................................................................................................. 39

Enterprise funds and utility rates ................................................................................... 40

Sale of assets and services .............................................................................................. 40

Sale of used equipment ............................................................................................ 40

Sale of services ........................................................................................................... 40

Sale of delinquent tax certificates ........................................................................... 41

Facility rentals and leases.......................................................................................... 41

Fire protection subscription service ....................................................................... 42

Assessment districts......................................................................................................... 43

Special purpose districts .......................................................................................... 43

Benefit assessment districts .................................................................................... 43

Borrowing .................................................................................................................... 45

Entrepreneurial emergency medical services............................................................... 48

Billing for ambulance services ................................................................................. 48

Private ambulance company contract agreement ................................................ 49

Emergency medical services subscription programs ........................................... 49

Interfacility transport ................................................................................................ 50

Paramedic intercept ................................................................................................... 51

Paramedic/physician assistant in-home services.................................................. 51

Cost-saving strategies....................................................................................................... 52

Cost-sharing ................................................................................................................ 52

Purchasing cooperatives............................................................................................ 52

Strategic alliances ...................................................................................................... 53

Consolidation .............................................................................................................. 53

Outsourcing................................................................................................................. 54

Leasing ......................................................................................................................... 54

Nontraditional fundraising ideas .................................................................................... 55

Raffles........................................................................................................................... 55

5k, 10k and fun run events ....................................................................................... 56

Barbecue/other meal fundraiser ............................................................................. 56
Table of Contents v

Bingo ............................................................................................................................ 56

Bottled water .............................................................................................................. 56

First-aid kits ................................................................................................................ 56

Fundraising bricks ...................................................................................................... 56

Carnivals....................................................................................................................... 56

Car wash ...................................................................................................................... 57

Catalog ........................................................................................................................ 57

Coffee fundraiser ....................................................................................................... 57

Cookbooks .................................................................................................................. 57

Coupon books ............................................................................................................ 57

Custom T-shirts, ball caps and other items ........................................................... 57

Direct-mail campaign ................................................................................................ 57

Email campaign .......................................................................................................... 57

Drive-in movie............................................................................................................. 58

Healthier fundraising snacks .................................................................................... 58

Kid safety IDs .............................................................................................................. 58

Seasonal fundraising events .................................................................................... 58

Silent auctions............................................................................................................. 58

Social media campaign .............................................................................................. 58

Sports tournaments .................................................................................................. 59

Vending machines ...................................................................................................... 59

Wait tables .................................................................................................................. 59

Website and internet fundraising ............................................................................ 59

Things to consider ............................................................................................................. 59

Chapter 5: State Funding for Fire and Emergency Medical Services ................ 63

State sources of revenue.................................................................................................. 63

Low-interest loans ...................................................................................................... 63

Surplus vehicles and equipment ............................................................................. 64

Special purpose grants ............................................................................................. 64

Matching grants ......................................................................................................... 64

Technical assistance .................................................................................................. 65

Subsidized training ..................................................................................................... 65

State-managed federal grants......................................................................................... 66

Opportunity title: Community Development Block Grant.................................... 66

Opportunity title: Indian Community Development Block Grant........................ 67

Opportunity title: Volunteer Fire Assistance Grant .............................................. 67

Opportunity title: Western States Wildland Urban Interface Grant Program .. 68

Opportunity title: Federal Excess Personal Property Program............................ 68

Opportunity title: State Fire Assistance................................................................... 68

Opportunity title: Hazard Mitigation Grant Program............................................ 69

Specific state grants and aid programs.......................................................................... 70

Alabama ....................................................................................................................... 70

Alaska ........................................................................................................................... 71

Arizona ......................................................................................................................... 73

Arkansas....................................................................................................................... 73

California...................................................................................................................... 75

Colorado ...................................................................................................................... 76

Connecticut.................................................................................................................. 78
vi Funding Alternatives for Emergency Medical and Fire Services

Florida........................................................................................................................... 78

Georgia......................................................................................................................... 80

Hawaii........................................................................................................................... 81

Idaho............................................................................................................................. 81

Illinois ........................................................................................................................... 85

Indiana.......................................................................................................................... 86

Iowa .............................................................................................................................. 86

Kansas .......................................................................................................................... 87

Kentucky ...................................................................................................................... 88

Maine............................................................................................................................ 88

Maryland...................................................................................................................... 89

Massachusetts ............................................................................................................ 90

Michigan....................................................................................................................... 91

Minnesota.................................................................................................................... 92

Montana....................................................................................................................... 92

Nebraska...................................................................................................................... 93

Nevada ......................................................................................................................... 93

New Hampshire .......................................................................................................... 94

New Jersey .................................................................................................................. 95

New Mexico ................................................................................................................. 95

New York ...................................................................................................................... 96

North Carolina............................................................................................................. 97

North Dakota............................................................................................................... 98

Ohio .............................................................................................................................. 99

Oklahoma .................................................................................................................... 102

Oregon .........................................................................................................................103

Pennsylvania ............................................................................................................... 103

South Carolina.............................................................................................................105

South Dakota...............................................................................................................105

Tennessee ....................................................................................................................106

Texas.............................................................................................................................106

Utah .............................................................................................................................. 107

Virginia .........................................................................................................................108

Washington.................................................................................................................. 112

West Virginia................................................................................................................ 114

Wisconsin..................................................................................................................... 114

Wyoming ...................................................................................................................... 115

Chapter 6: Federal Funding for Emergency Medical Services and Fire 

Agencies ............................................................................................................. 117

Federal funding basics...................................................................................................... 117

Types of federal grants .............................................................................................. 118

System Award Management number............................................................................. 119

Federal grants .................................................................................................................... 120

U.S. Department of Agriculture ............................................................................... 120

U.S. Department of Transportation — Pipeline and Hazardous Materials 

Safety Administration.......................................................................................... 123

U.S. Environmental Protection Agency.................................................................... 126

Federal Emergency Management Agency............................................................... 126

Homeland Security Grant Program.......................................................................... 131
Table of Contents vii

U.S. Fire Administration............................................................................................. 132

U.S. Forest Service......................................................................................................134

U.S. General Services Administration...................................................................... 135

U.S. Department of Health and Human Services................................................... 135

U.S. Department of Health Resources and Services Administration..................140

U.S. Department of Housing and Urban Development ........................................140

Chapter 7: Foundations and Corporate Grants ................................................... 143

Foundations .......................................................................................................................143

Common types of foundations and grants.................................................................... 145

General operating support grants .......................................................................... 145

Planning grants ..........................................................................................................145

Startup grants or seed money ................................................................................. 145

Management assistance grants ............................................................................... 145

Facility and equipment grants .................................................................................146

Corporate giving ................................................................................................................146

Cash donations ...........................................................................................................146

In-kind contributions ................................................................................................. 147

Executive loan programs .......................................................................................... 147

Program-related investments ......................................................................................... 147

Philanthropy and private grants .....................................................................................148

Appendix A: Successful Grant Application Example........................................... 159

Appendix B: State Emergency Medical Offices.................................................... 169

Appendix C: State Fire Marshal Offices ................................................................ 175

Appendix D: State Homeland Security and Emergency Management 

Agencies ............................................................................................................. 181

Appendix E: State Emergency Management Agencies ....................................... 187

Appendix F: Success Stories ................................................................................... 191

Acronyms.................................................................................................................. 195
Photo courtesy of iStock.
Chapter 1: Introduction 1

Chapter 1: Introduction

Emergency medical services (EMS) departments and 

fire departments provide invaluable services in their 

communities (Figure 1.1). In the United States, these 

agencies 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, acts 

of terrorism and participation in community events, 

have steadily increased in number and escalated 

in severity.

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 USFA in cooperation with the National Fire Protection Association 

(NFPA), highlighted a concerning deficiency of appropriate training, inadequate facilities, 

and outdated or wanting equipment as critical gaps necessary to maintain basic fire 

and EMS response capabilities among the U.S. fire service, particularly in rural and 

volunteer fire departments.2 Few departments have the capability to handle unusually 

challenging events, such as wildland urban interface (WUI) fires, hazardous materials 

or major floods. EMS agencies are also frequently asked to get involved with their 

community by working with the local police department to acquire grants for things 

such as active shooter training.

Striking the right balance between different sources and expenditures 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 revenue sources. 

Fire departments not only need to seek funds for operational needs to serve their 

community, but also ensure that they are applying for activities such as smoke alarm 

funding to assist in fire prevention or community risk reduction efforts. 

To meet this critical need and serve its constituents regarding effective methods for 

obtaining funding, the USFA developed the original publication, “Funding Alternatives 

for Fire and Emergency Services,” in 1993 and completed updates and revisions to this 

document in 1999 and 2012. This has been one of the USFA’s most popular publications 

with thousands of copies being distributed or downloaded from the USFA website. 

In 2020, the USFA partnered with IFSTA to update and revise the April 2012 edition of 

“Funding Alternatives for Emergency Medical and Fire Services” 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 

EMS, both fire service and non-fire service based. EMS is an essential public service in 

local communities. When illness or injury strikes, citizens depend upon EMS to respond 

with timely, high-quality care. According to the National Academy of Sciences, Institute 

of Medicine, more than 16 million patients arrive at the emergency room by ambulance 

Figure 1.1. Courtesy of Ron Jeffers, Union City, 

New Jersey.
2 Funding Alternatives for Emergency Medical and Fire Services

each year.3 Even more are treated on scene without transport. A significant challenge 

for EMS is to ensure stable and sufficient revenue to provide for adequate pre-hospital 

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, fewer government subsidies and fewer 

donations, it is becoming increasingly more difficult for fire and emergency services 

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

volume has steadily risen over the last decade, representing almost two-thirds of the 

reported calls for service nationally.4

However, there have been many recent changes in the availability of federal funding 

for fire departments, including the Assistance to Firefighters Grants (AFG) program(s), 

which are established by the Firefighter Investment and Response Enhancement (FIRE) 

Act, as well as other important federal agency grant programs. This updated document 

includes new sources of federal and state funding as well as other new and innovative 

funding sources not discussed in previous editions.

For years, there have been changes in the federal grants’ Notices of Award, eligibility, 

application processes, submission requirements and the amount of federal funding 

that is available to EMS/fire departments. Much of this change is based on information 

collected through response reports, responder death and injury reports, training and 

exercise reports, equipment malfunctions, surveys, and the analyses of data extracted 

from the National Fire Incident Reporting System (NFIRS). These data, along with USFA 

tracking of civilian fire fatalities reported in the U.S. media, provide information on 

the status and scope of the fire problem in the U.S. The results are then presented 

to Congress each year to justify additional funding requests. The data also define 

the amount of funding, the types of EMS/fire departments that will be eligible to 

receive it, and for what purpose the funding will be used. Currently, funds may be 

used for equipment, training and exercises, salary, additional staff, or apparatus. 

Furthermore, and unfortunately, over the previous 2 years, COVID-19 has had an 

enormous negative impact on first responders and their capabilities and capacity to 

support local communities. Congress took swift action to provide crisis funding to 

supplement the pandemic’s effects on agency budgets. However, this crisis funding 

was somewhat delayed in distribution and does not address the ongoing long-term 

impact of the pandemic on America’s fire and EMS departments. 

Notes

1

“Fire in the United States,” 20th edition (2008-2017), USFA.

2“Fourth Needs Assessment of the U.S. Fire Service,” (November 2016), NFPA.

3“Hospital-Based Emergency Care: At the Breaking Point,” (2007), National Academies Press.

4“Fire Department Overall Run Profile as Reported to the National Fire Incident Reporting System (2017),” (May 2019, 

volume 20, issue 1), Topical Fire Report Series, USFA.
Chapter 2: About This Manual 3

Chapter 2: About This Manual

The purpose of this manual is to identify and describe the various grants and innovative 

funding alternatives available for EMS and fire protection services. Where appropriate, the 

pros and cons of a particular funding source are discussed. In some instances, examples 

are given to illustrate best practices that this alternative funding is successfully obtained 

and used in EMS agencies and fire departments across the country.

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

funding and revenue options. Alternative funding sources and amounts may depend 

on the type of organization, its size and location, and the population it supports. 

Funding, other than grants, may include charges for service, public fundraisers or 

dollars acquired through individual or organization donations or small business loans.

This publication is not a guide to submitting grant applications, nor will it describe how 

to build a business plan or use or explain investments, profits, earnings or capital. 

Additionally, the document does not address the FEMA Public Assistance disaster 

reimbursement program.

Writing an effective grant proposal

Though this report is not a guide to submit grant applications, Chapter 3: Writing an 

Effective Grant Proposal presents fundamentals for preparing 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 each grant opportunity.

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 funding 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 in Chapter 4: Local Revenue and 

Funding Alternatives includes:

ĵ 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.

ĵ Development impact and user fees.

These fees are charged to ensure that those benefiting from an activity pay their 

fair share of the costs related to that activity. An impact fee is levied for new 

development to pay for building or enlargement of infrastructure that is compelled 

by and benefits the new development. A user fee is a payment in order to use a 

particular government service or facility.
4 Funding Alternatives for Emergency Medical and Fire Services

ĵ Fines and citations.

Some jurisdictions issue citations to those who engage in high-risk activities that 

require an emergency service intervention or rescue. Other areas dedicate a 

portion of jurisdictional fines to fund EMS and fire services.

ĵ Enterprise funds and utility rates.

Local governments may establish an enterprise fund for city-operated services. 

Enterprise funding is a pay-for-service model. For example, ambulance service 

runs like a municipal business where it is expected to earn revenue to support its 

operations.

ĵ Sale of assets and services.

Some EMS and fire agencies sell used equipment, such as used fire apparatus, 

ambulances, portable equipment, etc., or services, such as hall rental, to produce 

revenue.

ĵ Benefit assessments.

The property owner pays an involuntary charge for public improvements and 

services that provides a special benefit to the property owner. An example of this 

is the establishment of special fire and EMS districts for the purpose of supporting 

responder services. These districts can assess a benefit similar to a property tax. 

The assessment, however, is 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 fire or EMS services.

ĵ Borrowing.

Cities and towns have a number of long- and short-term options for borrowing 

revenue needed to purchase capital equipment and facilities. These options 

include general obligation (G.O.) bonds, bond anticipation notes, certificates of 

participation and lines of credit. Not-for-profit organizations may have access to 

low-cost 501(c)(3) revenue bond financing or may take out a traditional bank loan.

ĵ Other funding options.

Other creative ways fire chiefs and EMS administrators have raised revenue for 

their agencies have included 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 

innovative health care programs.

It is extremely important for EMS and fire agencies to form and maintain positive 

working relationships with their municipality officials so that they are continuously 

aware of the agencies’ current projects and funding needs. 

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. There are 3 chapters (Chapter 

5: State Funding for Fire and Emergency Medical Services, Chapter 6: Federal Funding 

for Fire and Emergency Services, and Chapter 7: Foundations and Corporate Grants) 

that list grants available from states and the federal government.
Chapter 2: About This Manual 5

Often, federal grant funding flows to the local level through the 

states. However, some states provide direct funding for EMS and 

fire services, especially in rural areas. Many states offer grant 

aid and low-interest loans for capital improvement projects 

(Figure 2.1). On the other hand, some states have no funding 

for local programs. Most state fire marshal’s offices and state 

EMS agencies 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. Taxpayers pay for EMS in their community in one 

way or another; however, some approaches may be more 

palatable or more equitable than others.

Agencies of the federal government offer many grants and 

special programs to state and local governments; several 

of them 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. 

Figure 2.1. Courtesy of Mike Wieder, 

Private sector sources Stillwater, Oklahoma.

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 corporate preference or conflict of 

interest. This situation is a 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. Private sector sources of giving 

discussed in Chapter 7 include:

ĵ Foundations.

Some communities are fortunate to have community/public foundations whose 

funds can be used to provide special public safety services, start new programs, 

help 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.

ĵ 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. Corporate giving has public relations benefits; 

emergency service administrators should be ready and willing to recognize 
6 Funding Alternatives for Emergency Medical and Fire Services

corporate sponsors whenever possible. Corporate giving comes in the form of 

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

ĵ Program-related investments

In addition to grants, cash or in-kind donations, foundations and corporations may 

be a source of low- or zero-interest loans, particularly for capital improvement 

projects.

Fire and EMS community grants

Chapter 7 explores grants that are focused on causes that directly serve the residents 

of the community where the EMS or fire service resides. These include smoke/carbon 

monoxide detector campaigns and active shooter scenario training programs.

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 number of response resources available and the scope 

of prevention activities which, in turn, influence patient outcomes and fire mitigation 

activity. 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. EMS and fire 

service agencies should work with their municipality as a team to determine efficient 

short- and long-term funding sources based on existing and future needs.

Funding choices and approaches also raise fundamental questions about governance 

and equity. Many questions about EMS have become part of the larger national health 

care debate. For example, is EMS solely a private good where users of pre-hospital 

medical services pay for the burden of the services provided to them? 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. The questions apply to the 

fire service as much as they do to EMS or any service government provides. Some 

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. Some fire departments are taking the other 

extreme and follow a subscription fire protection service (also called “Pay-For-Spray”) 

policy, which has proven to be politically controversial and dangerous at times. 

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. 

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. 

Citizens often balk at new fundraising mechanisms, so EMS and fire service leaders 

must take a collaborative and participatory approach to addressing complex public 

policy issues, including discussions with the whole community 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 ambulances from billing for services. Others have restricted the amount of 
Chapter 2: About This Manual 7

development impact fees that can be charged and prohibited the adoption of new 

user fees. Before developing any new cost-recovery program, EMS and fire managers 

should assess the current political climate of their municipality to both identify potential 

hurdles, as well as supporters. Public officials should also consult an attorney to discuss 

any limitations. 

Scope

This document discusses alternative sources of revenue available to fund EMS and 

fire protection in all types of systems: career, volunteer or combination; urban, rural, 

territorial or tribal; and advanced life support (ALS), basic life support (BLS) or tiered. 

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 

most communities, and fire departments play a major role in providing EMS. Many of 

the federal grants authorized 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

Nearly every grant-making agency, public or private, has a web presence, although 

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 available funding alternatives, then 

conduct additional research on the internet or at the local library.

The explosion of social media has expanded the sharing of grant information beyond 

traditional websites. Platforms such as Facebook, Twitter, Instagram and LinkedIn have 

created excellent networks for agencies to share information about the availability 

of grants, program details, deadlines and status updates. These are designed to 

be succinct snippets that grab the readers’ attention. The function of hashtags has 

connected grant seekers to grant programs in an extremely efficient way. Hashtags and 

“liking” or “following” a specific agency has broadened grant seeker’s search capability 

tenfold. Grant information can be obtained much faster now with the automatic and 

push notifications that social media platforms have to offer.

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 Grants Wire site can be searched by applicant type, government agency, 

subject area or assistance type. FEMA maintains a website for the AFG program (www.

fema.gov/firegrants) with details about each grant, grant writing tips, workshop schedule 

and online application portal. The Foundation Center (https://fconline.foundationcenter.

org) profiles private-sector resources as well as providing online tutorials on grant 

writing 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.
8 Funding Alternatives for Emergency Medical and Fire Services

Uniform Resource 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 for this project. Project staff, staff of the USFA and 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 and fire 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 and fire managers seeking information 

on innovative solutions and alternative funding sources to support EMS fire services 

in their community.

Summary

Historically, fire protection and EMS provided by fire departments have been funded 

as part of the municipal budget and/or through fundraising. Only private ambulance 

companies traditionally billed for their services. Pressured by the tax revolts of the 

1970s and 1980s, the fiscal crises of the early 1990s and 2000s, the increased call 

volume, training and safety requirements, and the current volunteer crisis, EMS and 

fire administrators are thinking more like entrepreneurs, increasing organizational 

efficiency and seeking new revenue streams. Changes in health care financing and new 

legislation are challenging traditional approaches to managing EMS and fire services. 

These pressures are particularly difficult for EMS and fire services providers as they 

come at a time when there are increased demands for the services they provide and 

a need to add capacity to prepare for emerging threats to public health and safety, 

such as wildfire, civil unrest, terrorism and pandemics. 

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

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 developing the application. Every grant agency 

or foundation provides information on program priorities and the information needed 

to include in an application to be successful. Failing to request top-priority grant-listed 

items is the number 1 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 grant seeker 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 5 important grant 

fundamentals to consider when planning a grant application. 

1. Identify grant opportunities. 

Federal grant funding opportunities are advertised via a 

Notice of Funding Opportunity. These may be located at the 

Grants.gov (https://www.grants.gov) site. The EMS agency 

or fire department must follow all the requirements and 

meet the conditions outlined in order to apply. There are 

different types or categories of grants, depending upon 

what they are offered to provide the award for and who is 

eligible to apply. 

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 

automated external defibrillator (AED) may not be at the 

top of the list? If a grant is available for the AED, why not 

apply (Figure 3.1)? 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.

Figure 3.1. Courtesy of Mike Wieder, 

Stillwater, Oklahoma.
10 Funding Alternatives for Emergency Medical and Fire Services

If possible, it is extremely helpful to have a “library” of grant applications ready “on 

a shelf.” From the date an application period is announced to the time submissions 

are due is typically short. Create an inventory of projects by category and draft 

budget and narrative “skeletons” so that you have projects at your fingertips when 

funding opportunities become available. 

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 grant-listed 

items in a grant is the number 1 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:

ĵ Is the agency eligible to apply? 

ĵ Is the project eligible for consideration in terms of goals, timing and type of 

activity? 

ĵ What are the grantor’s priorities? 

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

ĵ Which expenses can be funded by the grant? 

ĵ Is the agency capable of submitting a quality application?

Ý Does the agency have the resources and time to complete a quality 

application?

Ý Does the agency have the data/statistics to support the argument? 

Ý Is the agency’s argument compelling?

ĵ What type of grant is it? Advance grant? Matching (or cost-sharing) grant? 

Challenge grant? Reimbursement grant?

ĵ If it is a matching (cost-sharing) grant, how much is the match/share, can the 

agency fulfill it if awarded and by when must it be spent?

ĵ If it is a reimbursement grant, does the agency have enough cash flow to 

execute the program?
Chapter 3: Writing an Effective Grant Proposal 11

3. Write a good narrative.

The information provided in the narrative is what the peer reviewers use to 

determine if they will 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 and better serve the community. 

Many narratives have character, word or page count restrictions. Oftentimes, 

grant writers feel compelled to use the entire space available to them. This can 

lead to the usage of filler language. It is important to be concise while still ensuring 

your argument is exhaustive. Provide an executive summary right up front. The 

grantor typically has hundreds or thousands of applications to review. Get your 

point across early and most importantly, be unique! Provide specific details that 

will set you apart from your competition. 

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? Ask for this review as soon as you have a solid 

draft. Do not wait until the last minute so that the reviewer can provide thorough 

feedback and you have enough time to reflect any changes. The key to a good 

narrative is rewriting it as many times as necessary!

4. Follow all instructions carefully.

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

carefully followed. Ensure that all of the requested documentation has been 

included in the application packet. Make sure that the information is accurate and 

required signatures are included. Some 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 that 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 careful that you 

are using the optimal internet browser for that specific portal and that you are 

saving your work every few minutes. Many portals have time-out features and/

or do not have real-time saving capabilities. It is therefore highly recommended 

not to type the narrative directly into the portal but rather use a word processor 

that you can copy and paste from. Be sure to save an electronic copy (in a word 

processor or as a PDF), print a hard copy of the application and save the email 

confirmation receipt. The “Snapshot” function is often helpful when printing or 

saving a PDF is not permitted. 
12 Funding Alternatives for Emergency Medical and Fire Services

Following all instructions also includes 

complying with reporting requirements. 

Nearly all grants require some form of 

progress report(s) and a 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 

(Figure 3.2). 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 early on 

in the process. 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 Directory Online (FDO) by Candid (formerly known 

as The Foundation Center) 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. 

Figure 3.2. Courtesy of Mike Wieder, 

Stillwater, Oklahoma.

Basic components of a proposal

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

ĵ Cover letter

ĵ Executive summary or abstract

ĵ Introduction describing the grant seeker or organization

ĵ Problem statement or needs assessment

ĵ Goals and objectives

ĵ Methods

ĵ Evaluation

ĵ Sustainability

ĵ Project budget

ĵ Supporting attachments or appendices

Cover letter 

The cover letter should provide a clear, concise overview of the organization, project 

description and financial need. It should be written on agency 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 1 page; many are only 1 to 3 paragraphs. 
Chapter 3: Writing an Effective Grant Proposal 13

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 why it should be funded. The executive summary should include 

the following components:

ĵ A description of the applicant and contact information.

ĵ A definition of the problem to be solved.

ĵ A statement of the objectives to be achieved.

ĵ An outline of the activities and procedures to be used to accomplish these objectives.

ĵ A description of the evaluation design.

ĵ Plans for the project at the end of the grant.

ĵ A statement of what it will cost the funding agency.

ĵ Identification of other sources of funding or collaborative partnerships involved 

in the project.

The executive summary should be brief — no more than 2 or 3 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 or if they have an overwhelming number of applications, 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 2 pages or 

less, provide a brief history of your organization, call volume, current budget, 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 that mission and those goals. Be careful to not only focus on 

your organization. Grantors award grants when the applicant enables them to meet 

their mission or achieve one (or more) of their goals. Grantors fund their needs, not 

yours. Be sure to make the necessary connection.

Discuss your 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 

toward at-risk groups. Include language about the land, terrain and infrastructure 
14 Funding Alternatives for Emergency Medical and Fire Services

Figure 3.3. Courtesy of Ron Jeffers, 

Union City, New Jersey.

(transportation and other) to give the grantor a picture of the jurisdiction (Figures 3.3 

Figure 3.4. Courtesy of Mike Wieder, 

Stillwater, Oklahoma.

and 3.4). Describe the constituency served, any special or unusual needs they face, 

and why they rely on agency programs. If the current economic or political climate 

negatively impacts the organization, include a mention of how it does. Cite the number 

of people who are reached through organizational programs. 

Typically, applicants have a pre-prepared introduction “on a shelf” that only needs to 

be updated or tweaked depending upon the topic of the grant. For example, if the 

grant is for extrication equipment, it would be important to mention how many motor 

vehicle accidents are included in your call volume and how many lane miles of road 

the organization is responsible for protecting. 

Problem statement (or needs/risk assessment) 

This section lays out the reason for the proposal. It should clearly and concisely 

demonstrate a relevant, compelling problem or need that exists. Whenever possible, 

include qualified third-party research/evidence to help justify the need. Remember, 

a grantor will fund needs, not opportunities. 

The best way to collect information about the problem is to conduct a needs or risk 

assessment. The information provided should be both factual and directly related to 

the problem addressed by the proposal. Areas to document include: 

ĵ The purpose for developing the proposal. 

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

ĵ Social and economic costs to be affected. 

ĵ Nature of the problem (provide as much hard evidence as possible) and its 

relationship to a larger set of problems/issues.

ĵ How the applicant organization came to realize the problem exists and what is 

currently being done about the problem. 

ĵ Stress the current gaps that exist in addressing the problem that will be remedied 

by the proposal.

ĵ Sustainability — explain how the program will continue to benefit the community 

after the grant funding has been exhausted. 
Chapter 3: Writing an Effective Grant Proposal 15

ĵ 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. 

ĵ Many EMS and fire grants require a risk assessment. Depending upon the applicant’s 

organization, this could involve different approaches. Regardless of what type 

of analysis you pursue, ensure that probability, consequence and impact are 

components. 

Some may also reference a SWOT (Strengths, Weaknesses, Opportunities and Threats) 

analysis they have conducted. 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 English-speaking areas. Case studies or academic publications may be 

cited to demonstrate how similar programs have been successful in other communities 

in reducing child drowning. 

In the problem statement, it is important to use benchmarks and best practices 

across the industry to demonstrate why the organization considers their situation to 

be a problem. These comparisons, along with parallels to national standards, are key 

to forming a gap analysis (discrepancy between the way things are and the way they 

ought to be).

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; they represent 

the idealized dream of what the organization hopes to accomplish. 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 or end product. Connect the goals 

and objectives back to the organization’s mission as well as to the grantor’s mission. 

When writing, list your goals and objectives in chronological order and ensure that 

you use action verbs.

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. Another acronym that is commonly used is SIMPLE, which adds immediate, 

practical, logical and evaluable to the mix. 

Remember, if the proposal is funded, the stated objectives will probably be used 

to evaluate program progress, so be realistic. Do not commit to promises that the 

organization cannot deliver on. Discuss them with the personnel who will be directly 

responsible for executing and evaluating the program to confirm they agree. Ask for 

their input and adjust accordingly. 

Methods

The objectives explain what will be achieved by the project to the grantor agency. 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 who, what, how, when and why. Avoid 

confusing your objectives (ends) with your methods (means).
16 Funding Alternatives for Emergency Medical and Fire Services

ĵ Who and what: Detail the key personnel who will be involved, such as staff, subjects 

and collaborators. Establish credibility.

ĵ 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. 

ĵ When: Present a time frame 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.

ĵ 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 

(https://www.boisestate.edu/online/2022/02/11/what-is-pert-in-project-management/) 

could be useful in justifying some proposals (Figure 3.5). 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:

ĵ A restatement of the problems and objectives. 

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

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

ĵ 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. 

ĵ A timeline of activities. 

ĵ Appendices to provide details, supplementary data, references and information 

requiring more detail, whenever possible.
Chapter 3: Writing an Effective Grant Proposal 17

Figure 3.5. Example of a Fire Engine Grant PERT Chart

Receive grant award

[August]

Select grant committee

and review grant 

requirements

[August]

Committee works with

procurement to draft 

fire engine

specifications

[September]

Advertise fire engine

bid opportunity

[October]

Receive/accept fire

engine, issue final

payment request, submit

closeout grant report

[August]

Review submissions,

make an award, 

negotiate contract terms

[November]

Fire engine build and

progress payments/grant

drawdowns and

performance reporting

[December - July]

 

 





Courtesy of Phoenix, Arizona, Fire Department.

It is extremely important to your project, goals and method selection that decisions are 

data driven. Ideally, a fire or EMS department has previously tracked key performance 

indicators and outcome-based assessment measures. If your particular department 

does not have its own data to communicate its needs effectively, leverage similar local 

departments’ data to benchmark against. National groups such as the NFPA, National 

Institute for Standards and Technology, National Volunteer Fire Council (NVFC), National 

Association of Emergency Medical Technicians (NAEMT) and the National Association 

of EMS Physicians are also great resources.

Evaluation

Grantors 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 2 common types of formal evaluation: product (or outcome) and process. 

Product (or outcome) 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. 

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 
18 Funding Alternatives for Emergency Medical and Fire Services

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. Avoid committing to tracking data for 

the evaluation that is prohibitive. Choose the data you will gather wisely and make it 

realistic. In addition to internal evaluations, external evaluations such as user-based 

surveys are popular. Determine if community input is applicable for your project first.

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. 

If the fire or EMS department lacks a long-term planning document, it is time to create 

one. Typically, these plans have centered around capital items and can span 3, 5 or 10 

years. However, recently, more and more organizations have begun to develop long-term 

operating plans trying to anticipate any future planned staffing or materials changes. 

Grantors want to see how this particular proposed project fits into your organization’s 

overall plan. It clearly displays competing priorities and supports the need for the grant 

funding or outlines your responsibility in spreading the burden over multiple sources.

Project budget

The budget for a proposal is the best place for a grant writer to start because it forms 

the entire request. A budget can be as simple as a 1-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 or 

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 and not a restatement 

of the project. Alternatively, consider using footnotes attached to specific line items 

needing more explanation. If you do not have a fiscal background, it is important to 

show your project budget to someone who does; they may catch a vital missing piece.

Generally, budgets are divided into 2 categories: personnel costs and non-personnel 

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: 

ĵ Salaries (including increases in multiyear projects). 

ĵ Benefits, such as health insurance and retirement plans.

ĵ Consultants and contract services.
Chapter 3: Writing an Effective Grant Proposal 19

The items in the non-personnel costs include: 

ĵ Space/office rental and leasing costs.

ĵ Utilities.

ĵ Equipment purchase or rental.

ĵ Vehicle purchases (Figure 3.6).

ĵ Training to use new equipment. 

ĵ Travel expenses. 

ĵ Office supplies (photocopying, computer supplies, etc.). 

Unless an item is sole source, the grant writer should avoid 

using brand names to follow procurement policies and allow 

for flexibility. 

Within the 2 categories above, there are direct and indirect costs. Direct costs are 

explicit project expenditures or “line items.” Indirect costs are not itemized and are 

often a set allowable percentage of the grant request. Federal agencies and foundations 

often term these “facilities and administration costs.” 

Cost-sharing may be a requirement of the budget the organization must submit. 

These are the costs that the organization will contribute or match. A cost share can be 

internal (a portion of costs are allocated) or external (from other sources). Determine 

if the cost share must be cash or if in-kind is allowable. There may be no cost-sharing 

requirement, but the organization may want to volunteer a cost share if it is a stable 

financial position.

The budget proposal should also account for in-kind contributions. In-kind contributions 

are services or materials that are part of the project but are not considered part of the 

financial package of the grant. These services or materials can oftentimes be used as a 

“match” for many grants. Examples of in-kind contributions include:

ĵ Volunteers and pro bono services.

ĵ Staff time (if allowable). 

ĵ Use of building space and utilities. 

ĵ Transportation. 

ĵ Printing and advertising costs. 

ĵ Insurance. 

Perhaps the most overlooked area in a budget is the method(s) of procurement. It is 

common to think about what you need and how much; however, many grant writers 

forget to mention the organization’s policies on how they must make the purchase(s). 

This is 1 of the pitfalls of the grant timeline, and it often results in requesting extensions 

to the grant performance period because the time it takes to solicit competitive bids 

or informal quotes for an item can be lengthy. If the item or service has already gone 

through a procurement process, make sure you mention this! It makes your project 

more “shovel-ready.”

A well-prepared budget justifies all expenses and is consistent with the proposal 

narrative. Some areas in need of an evaluation for consistency include:

ĵ Salaries of the proposal in relation to those of the applicant organization should 

be similar.

ĵ Fringe benefits (if allowable) should be at a similar percentage to other similar 

organizations nationwide. If the rate is drastically different, ensure that an 

explanation is provided. 

Figure 3.6. Courtesy of Mike Wieder, 

Stillwater, Oklahoma.
20 Funding Alternatives for Emergency Medical and Fire Services

ĵ If new staff persons are being hired, additional space and equipment should be 

considered as necessary.

ĵ If the budget calls for equipment purchase, it should be the type allowed by the 

grantor agency.

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

ĵ If shipping/freight is allowable for a purchase, it should be included in the budget.

ĵ 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.

ĵ 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.

ĵ If there are any operating implications from a capital purchase, staffing grant or 

training program, ensure that these costs are listed somewhere as well as how 

the organization will sustain them.

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: Successful Grant Application Example provides an example of a successful grant 

application in support of rural emergency services. 

Supporting attachments (or appendices)

The majority of grants require that the applicant attach or submit supporting 

documentation for their request. This can include operational documents such as 

organizational charts or articles of incorporation. Many grantors require financial 

support including quotations, estimates and invoices to prove that applicants have 

done their research. They may even require bank direct deposit Automated Clearing 

House (ACH) forms (in the event of an award). Depending upon the grant program, 

letters of support and/or letters of commitment may also be part of the submission. It 

is important to read the guidelines and be aware of this requirement at the beginning 

of the process to allow yourself enough time to contact outside agencies, tell them 

about your project and solicit their assistance in writing a letter. 

Where to get help

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

taking a grant workshop to strengthen their grant writing and grant management skills. 

As well, there may be a local organization that routinely gets grants and may be able to 

assist or mentor them. The FEMA webpage for AFG (www.fema.gov/firegrants/) offers 

online grant management tutorials. The tutorials provide 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 winning proposals from various funding sources. 
Chapter 3: Writing an Effective Grant Proposal 21

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 or counties hire a grants coordinator to perform grant seeking, 

grant administration and grant coordination activities across city departments. Grant 

coordinators may perform any number of the following tasks:

ĵ Research and identify federal, state and private grant funding opportunities. 

ĵ Develop and catalog external resources in the areas of training, grant funding 

sources and other grant-related resources. 

ĵ Aid in determining grant eligibility.

ĵ Provide technical assistance and training to departments in grant writing, 

preparation and management.

ĵ Develop and implement administrative procedures and controls for grant application 

process.

ĵ Facilitate interdepartmental coordination and communication on multidepartment 

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

manner and according to grant requirements.

ĵ 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% 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. Often, a grant consultant’s fee(s) is eligible 

for reimbursement as a part of the grant application. Check the grantor’s eligibility 

guidelines to determine if this is being offered. You may also wish to ask the consultant 

for a list of references from organizations that they have previously assisted.

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 and closeout 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 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 
22 Funding Alternatives for Emergency Medical and Fire Services

supported by state legislation that enables the agency to carry out its responsibilities, 

establishes limits of authority and provides some appropriations from state funds. 

The state office may be a separate authority, or it may be housed within another state 

agency, such as the state health department, highway/transportation department, 

state emergency management agency, department of insurance or another state 

agency. Functions of the state agency may include functions such as: 

ĵ Regulation of provision of ambulance or medical transportation and fire protection 

services and codes. 

ĵ Establishment of training standards for EMS and fire personnel. 

ĵ Interoperable communication systems. 

ĵ Disaster planning, response and financial assistance. 

ĵ Data collection. 

ĵ 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: 

ĵ What do the state EMS, fire and/or homeland security offices do? 

ĵ How are their activities authorized? 

ĵ Who is involved with implementation? 

ĵ 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 EMS advisory board or council. Although generally 

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: 

ĵ When and where does the council meet? 

ĵ Who are the members? 

ĵ What EMS areas do they represent? 

ĵ How often are they appointed and by whom? 

Other organizations that can effect change in the EMS arena are state affiliates of 

various EMS organizations, the state board of nursing and the state medical society. 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 that 

has a similar agency at the national level named the National Highway Traffic Safety 

Administration (NHTSA) of the U.S. Department of Transportation (DOT). This national 
Chapter 3: Writing an Effective Grant Proposal 23

office provides limited funding for EMS initiatives (Figure 3.7). 

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. Spinoff 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. 

Regional and/or county level organizations, if they exist depending 

upon the state, are also invaluable resources. Many grant programs 

actually prioritize joint regional applications, so it is important to 

consistently maintain partnerships and stay updated on what nearby 

agencies’ needs are. These agencies and fire training schools will 

often solicit individual EMS and fire agencies for data to compile 

in a larger report, complete surveys, create strategic plans and more. It is important 

to participate in these efforts and be a team player. It may warrant you a spot in a 

regional grant application in the future. 

Figure 3.7. Courtesy of 

Bob Esposito, Pennsburg, 

Pennsylvania.

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.

ĵ “The Complete Book of Grant Writing: Learn to Write Grants Like a Professional” 

(second edition). Nancy Burke Smith and E. Gabriel Works, 2012. This book covers 

every section of a grant proposal, instructs how to make proposals compelling 

and explains the timetable. Includes sample proposals, letters of inquiry (LOIs) 

and support letters. 

ĵ “The Complete Idiot’s Guide to Grant Writing” (third edition). Waddy Thompson, 

2011. 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. 

ĵ “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. 

ĵ “The Everything Grant Writing Book” (second edition). Judy Tremore and Nancy 

Burke Smith, 2008. This book discusses all aspects of the grant writing process to 

help you succeed in the competitive world of grant funding. 

ĵ “The Foundation Center’s Guide to Proposal Writing” (sixth edition). Jane C. Geever, 

2012. A manual on basic, finer points of grant seeking. Covers proposal planning, 

writing and post grant follow-up. It includes actual examples, excellent insider 

information and tips from grant givers in question-answer format. 
24 Funding Alternatives for Emergency Medical and Fire Services

ĵ “Foundation Fundamentals: A Guide for Grant Seekers” (fifth edition). Mitchell F. 

Nauffts, 1994. A comprehensive, easy-to-read guidebook with facts needed to 

understand the world of foundations. It helps identify appropriate foundation 

funding sources and provides detailed instructions on researching private 

foundations. 

ĵ “Grant Application Writer’s Handbook” (fourth edition). Liane Reif-Lehrer, 2005. 

This was written by an author who has been on the receiving end of many research 

grants. It covers all steps and features helpful forms and tips. 

ĵ “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. 

ĵ “Grant Writing for Dummies” (sixth edition). Beverly A. Browning, 2016. A step-bystep guide to writing winning proposals. This text covers grant types, terminology, 

explanation of failure/success of proposals, samples and etiquette for following up. 

ĵ “How Foundations Work: What Grantseekers Need to Know about the Many Faces 

of Foundations.” Dennis McIlnay, 1998. An inside look at foundations. The author 

debunks myths and provides productive strategies for dealing with foundations. 

ĵ “How to Write a Grant: Become a Grant Writing Unicorn.” Meredith Noble, 2019. 

This book will fast track your learning curve to become a talented grant writer. It 

breaks down the complexity and is refreshingly straightforward with a modern 

approach. It comes with downloadable templates and discount access to online 

grant writing courses.

ĵ “The “How To” Grants Manual: Successful Grantseeking Techniques for Obtaining 

Public and Private Grants” (eighth edition). David G. Bauer, 2015. This contains 

detailed, experienced information on every step of the grant application process 

and best methods for approaching foundations, corporations and government 

funding sources. 

ĵ “The Only Grant-Writing Book You’ll Ever Need” (fifth edition). Ellen Karsh and Arlen 

Sue Fox, 2019. Top grant writers and grant givers share their secrets. Classic book 

on grant seeking, providing a comprehensive, step-by-step guide for government, 

nonprofit and individual grant seekers. In an ever-changing economic and social 

climate, these award-winning grant writers help you think “outside the box” and 

diversify funding. Hands-on exercises and in-depth interviews are included. 

ĵ “Perfect Phrases for Writing Grant Proposals.” Beverly Browning, 2008. Hundreds 

of ready-to-use phrases to present your organization, explain your cause and get 

the funding you need. 

ĵ “Proposal Planning & Writing” (sixth edition). Jeremy T. Miner and Kelly C. Ball, 2019. 

This book provides practical strategies for project planning, including identifying 

sponsors, matching grant seeker needs to sponsor priorities, and qualifying 

prospects through preproposal contacts. Proposal writing, including introducing 

a template for letter proposals to private foundations and corporations, describing 

the primary elements of government proposals, and providing tips for constructing 

a realistic budget are discussed.
Chapter 3: Writing an Effective Grant Proposal 25

ĵ “Winning Grants Step by Step: The Complete Workbook for Planning, Developing, 

and Writing Successful Proposals” (fifth edition). Tori O’Neal-McElrath, Lynn Kanter 

and Lynn English, 2019. Changes and developments in the not-for-profit sector are 

integrated into the time-tested grant writing formula that has proven effective time 

and again. The importance of relationship building, social media, online resources 

and budgets for nonprofits in both foundation and public funding grants is discussed. 

Help for nonprofit organizations

The following resources may also be of assistance to agencies involved in writing grant 

proposals:

ĵ “Achieving Excellence in Fundraising” (fourth edition). Eugene R. Tempel, Timothy 

L. Seiler, Dwight F. Burlingame, 2016. Go-to reference for fundraising principles, 

concepts and techniques. Coverage includes evolving technologies, the importance of 

high-net-worth donors, marketing and solicitation, results analysis and performance 

evaluation, crafting an institutional development plan, accountability, credentialing, 

and effective volunteer recruitment, retention and management strategies.

ĵ “The Everything Fundraising Book: Create a Strategy, Plan Events, Increase Visibility, 

and Raise the Money You Need.” Rich Mintzer and Sam Friedman, 2003. This includes 

sections on “All About Grants” and “Grant Writing.” 

ĵ “The 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. 

ĵ “Fundraising for Non-Profit Groups.” Joyce Young, Ken Wyman, John Swaigen, 2002. 

A discussion of funding and helpful descriptions of entities who supply money for 

nonprofit organization work. 

ĵ “How To Write a Nonprofit Grant Proposal: Writing Winning Proposals To Fund 

Your Programs And Projects.” Robin Devereaux-Nelson, 2015. Resources on how to 

write a winning nonprofit grant proposal. This will also provide you with tips to help 

improve your writing skills, steps to follow in the grant application process, how to 

draft a proposed budget, and what to do if your application is accepted or denied.

Where to find help on the internet

The following internet resources may also be of assistance to agencies involved in 

writing grant proposals:

ĵ System Award Management Registration

https://sam.gov/content/home

A System Award Management (SAM) registration is required to bid on government 

contracts or receive government grants.

ĵ Education World, The Grants Center

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

Grant information for educators including grant writing resources and guides. 

Available grants/grant originators are arranged by subject. 
26 Funding Alternatives for Emergency Medical and Fire Services

ĵ Federal Grants Wire

www.federalgrantswire.com 

A free resource for federal grants, government grants and loans. The site currently 

indexes over 15,720 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. 

ĵ The FDO by Candid (formerly known as The Foundation Center)

https://fconline.foundationcenter.org 

This site includes many features, some free, but most are fee-based subscriptions 

(Professional, Essential and Enterprise). 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. 

ĵ www.grants.gov 

A place for organizations (government, education, 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. 

ĵ International Association of Fire Fighters (IAFF)

www.iaff.org/grants-administration/ 

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, FAQs and guidance. 

ĵ NVFC Fire and Emergency Services Grant Writing Guide (2010)

https://www.nvfc.org/wp-content/uploads/2015/09/Grant_Writing_Guide.pdf

The 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. The NVFC also has webinars, trainings, news, and other 

guides and tools for grant writing available on their funding page here: https://

www.nvfc.org/firefighters/funding/.

ĵ Introduction to Proposal Writing

https://learning.candid.org/training/introduction-to-proposal-writing-2/

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

grant proposal. This is a free resource; however, there are many classes that can 

be enrolled in for a fee.
Chapter 4: Local Revenue and Funding Alternatives 27

Chapter 4: Local Revenue and 

Funding Alternatives

There is 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 jurisdiction 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), 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. The types of taxes that are available to local governments are generally 

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. 

Many different sources of local revenue listed below can be in jeopardy during a 

recession and potentially for many years afterward. Leadership should evaluate 

whether it is best to delay projects to conserve cash flow or whether they should be 

fast-tracked due to an unknown future. Often, cuts to grants, donations and other 

sources of revenue can lag behind an economic downturn. 

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 (Figure 4.1). 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, sometimes referred 

to as a millage (mill) rate. The governing body’s assessor 

publishes a grand list annually with the total assessed value 

and reflects any tax exemption programs. The total assessed 

value, which can change drastically in a revaluation year, is 1 

part of the tax (mill) rate calculation; the other portion is the 

governing body’s proposed annual operating (and sometimes 

capital) budget. The financial officers, managers and politicians 

Figure 4.1. Courtesy of IFSTA/Fire 

Protection Publications.
28 Funding Alternatives for Emergency Medical and Fire Services

typically determine the governing body’s needs for that year and put forth a proposed 

budget after soliciting public input. From there, the seesaw prioritization part of the 

budget process ensues where the governing body decides to either cut proposed 

services or raise the tax rate. 

There are 2 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:

ĵ A potentially large and stable source of revenue.

ĵ Exportable to absentee property owners who escape local sales or income taxes 

yet still benefit from public safety services.

ĵ Familiar to citizens and business owners.

ĵ A limited risk for taxpayer avoidance.

ĵ Equitable in that the benefits derived from the services funded by the tax are 

associated with higher property values.

ĵ Deductible from federal income taxes, up to the current federally imposed limit.

During economically uncertain times, such as the COVID-19 pandemic of 2020, citizens 

and/or business owners might be able to defer their taxes depending upon whether it is 

an option offered in that particular state, which can create municipal budget shortfalls.

There are a few economic indicators that leadership should monitor during a recession 

if they rely on property taxes to operate: foreclosure rates, number of real estate-owned 

mortgages, loans sold at auction, and the percentage of mortgage delinquencies over 

90 days. This can predict a sharp decline in property tax payments and therefore 

potential budget cuts. 

While the property tax remains the mainstay of the local revenue structure, it is one of 

the most politically unpopular 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 supermajority of voters to approve any tax increases. The most 

well-known examples include Proposition 13 in California and the Taxpayer Bill of 

Rights 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. 

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 1 rate and all other properties 

at a higher rate. 
Chapter 4: Local Revenue and Funding Alternatives 29

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, Arizona, 

approved that community’s first property tax dedicated to the establishment of a 

public fire and EMS department. Many local governments throughout the nation are 

separating out the rate dedicated to EMS and fire from the rest of municipal services. 

For example, the Orange County, Virginia, Board of Supervisors voted in March 2020 

to split citizens’ tax bills into 2 parts: 1 portion will show what they are paying for fire 

and rescue services while the other will show what they’re paying to support all other 

county-funded services. 

Fire flow tax 

The fire flow tax is a type of property tax that is assessed to properties 

based on a computed fire water flow requirement, typically using an 

Insurance Services Office (ISO) formula for required fire water flow, usually 

simply referred to as the fire flow (Figure 4.2). 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 Moraga-Orinda (California) Fire District 

has charged the same rate ($0.06 per unit of risk) to determine the tax bill 

for each property since 1997. The statutory limit was set at $0.30, but the 2 

fire districts have disagreed on increasing the rate to keep pace with costs.

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% for residential fire sprinklers. Since the fire flow tax is 

due annually, the benefit of the reduced tax recurs each year. 

However, a fire flow tax is still a tax and faces many of the same issues 

as traditional forms of taxation, including opposition from taxpayers and 

businesses. 

Figure 4.2. Courtesy of 

IFSTA/Fire Protection 

Publications.

Sales taxes 

Next to property tax, sales taxes are the most important and prevalent 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 that increased 

the Liquor Excise Tax to improve delivery of EMS, trauma, stroke and cardiovascular 

emergency services. 
30 Funding Alternatives for Emergency Medical and Fire 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 (hotel) 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 (Figure 4.3). The revenue 

generated from these excise taxes typically goes to a city’s 

general fund which pays for a variety of services. In times of 

economic recession, sales tax revenue is typically one of the 

first to decline, which can jeopardize services. The COVID-19 

pandemic of 2020-2021, for example, led to the steepest 

decline in sales tax revenue in at least 24 years according to 

the National League of Cities.

Similar to property tax, there are economic indicators that leadership can monitor 

that will indicate an upcoming downward trend in sales tax revenue, such as a sharp 

decline in tourism and/or an increase in business vacancies and foreclosures.

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 enjoys high political appeal because of its 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. From 2012 to 2019, various sales and excise taxes on recreational 

marijuana (or cannabis) were instituted in 9 states: Alaska, California, Colorado, Illinois, 

Massachusetts, Michigan, Nevada, Oregon and Washington. At the time of this report, 

Vermont and Maine will most likely join the list soon. Massachusetts dedicates its 

marijuana tax revenue to public safety, while some fire departments, like Pueblo West, 

Colorado, requested its usage to fund the building of a new fire station. 

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. On a local level, sales tax increases can be extremely hard to get 

voters to approve. In November 2017, Barstow, California, attempted to increase its sales 

tax by 0.50% and earmark it for fire and paramedic services, but it was voted down. 

Others have been successful in the feat — Clear Creek County, Colorado, increased its 

Figure 4.3. Courtesy of Mike Wieder, 

Stillwater, Oklahoma.
Chapter 4: Local Revenue and Funding Alternatives 31

sales tax by 0.65% in 2017 to fund its EMS district. For perspective, the last time the 

sales tax was raised in this county was 1976; explanations provided in advance of the 

ballot question have proven to be effective. 

There are growing concerns about an overreliance on sales tax revenue. Over time, 

households are spending more money on services that are generally not taxed. Another 

problem is that the growth of internet sales of goods is eating away at the local 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. During the 2020 COVID-19 pandemic, 

the country saw extreme declines in sales tax revenue, causing many local governments 

to have shortfalls, resulting in major cuts.

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. Currently, 43 

states levy some level of income tax. In a few states, local governments can also levy an 

income tax. For example, Wilmington, Delaware, levies 1.25% Earned Income Tax (EIT) 

for anyone who resides or works in the city, in addition to the state 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. 

However, local EITs are commonly evaded when tenants maintain a mailing address 

rather than a physical address. 

In a portion of the city of Delaware, Ohio, income tax is dedicated to fund fire and 

EMS in that community. In November 2010, citizens voted to increase the levy 0.3% 

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%, 

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. As of 2020, Liberty County was the only county in Florida (out of 65 total) to levy an 

Emergency Fire Rescue Services and Facilities surtax of 0.5%. Martin County, Florida, 

put it on the ballot in 2017, but it was defeated.

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. 
32 Funding Alternatives for Emergency Medical and Fire Services

Real estate transfer tax 

Real estate transfer (or conveyance) taxes are special-purpose taxes assessed on the sale 

of property (Figure 4.4). 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. Real estate 

transfer taxes are not commonly budgeted because they are too 

variable. They are not a guaranteed revenue source because 

they are contingent on the market and other situations. 

There are 35 states (and the District of Columbia) that impose 

some form of real estate transfer tax at the state level. 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. 

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. 

Figure 4.4. Courtesy of Mike Wieder, 

Stillwater, Oklahoma.

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 as 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. California has the largest usage of utility-user tax 

with over 50% of cities and/or counties (or 149 cities and 4 counties) using them.

The Western Payne County Ambulance Trust Authority covers the communities of Stillwater, 

Perkins and Glencoe, Oklahoma. 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 should they require 
Chapter 4: Local Revenue and Funding Alternatives 33

ambulance service. Residents can opt out of the program but are responsible for the full 

cost associated with pre-hospital medical treatment and transportation.

Utility-user taxes have been around for many years and are usually percentage based — 

typically between 6% and 15%. Sierra Madre, California, for example, has had this tax 

since 1993; it was 10% through 2015 but then was reduced to 8%.

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 911 

(E-911) fee assessed against local communication services to recover costs for services 

and equipment that allow customers to dial 911 emergency services. 

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 1-time permit charge 

assessed at the time of plat approval or an application for a 

building permit (Figure 4.5). These fees provide a municipal 

government 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 growthrelated problems. In California, some cities collect fees for 

such urban growth needs as road improvements, mass transit, public art, low-income 

housing, day care 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. At 

the time of this report, 29 states implemented the use of impact fees, mostly in the 

western states, along the Atlantic Coast and in the Great Lakes region of the country. 

Figure 4.5. Courtesy of IFSTA/Fire 

Protection Publications.

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. Something important to keep in mind while considering 

instituting any type of fee is whether it is allowable and reasonable.
34 Funding Alternatives for Emergency Medical and Fire Services

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 

pre-hospital medical treatment and rescue activities. Some Indiana homeowners, 

for example, receive a bill after a fire in the home is extinguished. There must be a 

statutory authorization in order for emergency response service fees to be charged.

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

vehicle accidents to which fire and EMS agencies respond involve drivers who are 

nonresidents of that community 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. A few states, including Arizona, Utah and Kansas, 

have banned emergency response service fees. 

Some states have a law that requires insurance companies to pay while others do not. 

For example, the commonwealth of Pennsylvania does not have such a law; a bill was 

introduced in 2019, but it did not pass. As a result, various municipalities have passed 

an ordinance authorizing their fire department to collect any and all possible insurance 

coverage-related reimbursement. A private company in Pennsylvania actually provides 

over 70 departments with billing services; some of these policies even include fire 

recovery services for efforts rendered and materials used.

Nonresident fees

Over the years, many states have realized that sales and transient taxes might not always 

cover the cost of nonresidents who are visiting a town/city for one reason or another. 

There are 10 states, however, that have outlawed them: Alabama, Arkansas, Florida, 

Georgia, Indiana, Louisiana, Missouri, Oklahoma, Pennsylvania and Tennessee. Statutes 

authorizing nonresident fees vary across the United States. 16 states authorize charges 

for hazardous cleanups while 15 states allow for departments to charge for other services 

beyond just hazardous materials. 6 states do not allow the department to charge; the 

municipality is responsible for cost recovery. Many departments that bill for services 

use a third-party billing company that gets a cut of the revenue; departments should 

be vigilant about reading the contract and be aware of its rights before signing on with 

one of these companies. 

Inspection fees

Inspection fees have long been used by fire departments to 

provide funding for fire prevention (Figure 4.6). Fee schedules 

vary among jurisdictions. Inspection fees may be based 

upon the type of inspection conducted (initial or periodic 

inspections), 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 inspection. Other departments have a sliding 

fee scale based on the square footage of the dwelling to 

Figure 4.6. Courtesy of IFSTA/Fire be inspected. Additional fees may be charged when special Protection Publications.
Chapter 4: Local Revenue and Funding Alternatives 35

hazards are present, such as hazardous materials storage areas or for the testing of 

safety systems to determine if they are in proper working condition.

Many inspection schedules are annual, while some smaller departments may only 

have the bandwidth to perform inspections for existing businesses every other year. 

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. Selfinspection 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 risk is inaccurate information being provided. The 

most important thing to research before establishing a new inspection fee schedule 

or updating one is to determine what rules the fire department must follow. If it must 

follow the jurisdiction’s rules, oftentimes this must be done through ordinance, charter 

or other mechanism at a public meeting. 

The following is one example of a fire inspection fee schedule (Figure 4.7).

Figure 4.7. Example of a fire inspection fee schedule.

City of Austin, Texas - Fire Prevention Fee Schedule 2020

CATEGORY DESCRIPTION AMOUNT NOTE RELATED 

ORDINANCE

Cancellation Fees Cancellation Fee $150.00 20190910-002

License/Use Permits Explosives/Blasting Agents Permit 

Fees 20190910-002

License/Use Permits Blaster License annual renewal $206.00 20190910-002

License/Use Permits Class A $1,100.00 20190910-002

License/Use Permits Class B $2,500.00 20190910-002

License/Use Permits Class C $5,500.00 minimum 20190910-002

License/Use Permits Class D $335.00 20190910-002

License/Use Permits Nes License $270.00 20190910-002

License/Use Permits Fire Protection System Permit $30.00 per system 20190910-002

License/Use Permits Hazardous Materials Permit Fee $90.00 20190910-002

License/Use Permits High Pile Review $206.00 20190910-002

License/Use Permits High Pile Review with Hazmat $309.00 20190910-002

License/Use Permits High Pile Storage Permit 20190910-002

License/Use Permits 0-15,000 sq ft $102.00 20190910-002

License/Use Permits 15,001-50,000 sq ft $204.00 20190910-002

License/Use Permits > 50,000 sq ft $306.00 20190910-002

License/Use Permits Mobile Incinerator 20190910-002

License/Use Permits Annual permit renewal $130.00 20190910-002

License/Use Permits Each site inspection/annual reinspection

$40.00 per site 20190910-002

License/Use Permits Initial application and incinerator 

inspection

$130.00 20190910-002

Professional Services/Analysis After Hours Fee $139.00 per hour, 2 hour 

minimum 20190910-002

Professional Services/Analysis Annual State Short-Term Occupancy 

Inspections 20190910-002

Professional Services/Analysis 1-30 Occupants $102.00 20190910-002

Professional Services/Analysis > 30 Occupants $204.00 20190910-002

Courtesy of Scott Stookey, Austin, Texas, Fire Department.
36 Funding Alternatives for Emergency Medical and Fire Services

Inspection fees are notorious for not being updated on an annual basis. These fees often 

represent labor hourly rates and fringe benefits, which tend to increase almost every 

year due to Cost of Living Adjustments or other planned wage increases. Therefore, 

inspection fees must keep up with these rates if departments wish to remain cost 

neutral. Occasionally, labor/fringe rates decrease; the department must be careful 

to check its fee schedules to determine if it is making a profit as a result. Many cases 

have been presented in court accusing departments of overcharging.

Plan review and permitting fees

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 often 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 day care 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, similar to inspection fees. They are 

among the fees that developers, builders and others expect to pay but object to any 

increases in those 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, while some departments take the other extreme and charge for a smoke 

detector installation. 

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 

exper tise to conduc t inspec tions 

(Figure 4.8). Hazardous materials 

occupancies do not have to be large or 

unusual to pose a challenge; a microchip 

manufacturing plant, the local pool 

supply store or an exterminator business 

can pose significant problems for first 

responders. Seemingly minor incidents 

Figure 4.8. Courtesy of Chris Mickal, 

New Orleans, Louisiana, Fire Department 

Photo Unit.
Chapter 4: Local Revenue and Funding Alternatives 37

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. Sometimes these fees may be higher than other hourly rate-related 

fees in the department; it is important to be transparent and state this in the policy. 

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 or fireworks display. 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 serve off duty and are paid 

directly by the special event rather than through the agency or local government. 

Either way (on duty or off duty), protection is provided for a special purpose, and the 

agency receives reimbursement for the service. 

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. Regardless, it is extremely important for EMS and fire 

departments to provide this information in advance or to have it posted and available 

to the public on its website. In most instances, it is prudent to provide an estimate or 

quotation to the customer based on the event type and duration information before 

the event takes place. While transparency is key and detailed information should be 

provided on the invoice (e.g., labor versus vehicle fees, regular time versus overtime, 

etc.), a department should be careful not to over-itemize, if possible, so it does not 

appear unreasonable. Similar to the other fees discussed in this chapter, it is important 

to have a schedule, update it regularly and reference the mechanism that gave the 

authority to charge said fees.

In addition to standby 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. 
38 Funding Alternatives for Emergency Medical and Fire Services

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, Texas, Fire Department charges whenever EMS personnel 

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

hospital. 

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 

they must pay for the cost of emergency services delivered to them. 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, is 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. The law is not primary or “chargeable”; the motorist must commit 

at least 1 other violation. Other states are also adopting this law; Ohio enacted the 

Allan H. Anderson, Jr. Act in 2016.

Alaska joined 28 other states when it adopted legislation (Statute 28.05.095) in 2006 to 

assist in enforcing seat belt 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 seat belt 

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 in which the violation occurred. This program generates supplemental funding 

for EMS agencies in the state. Many other states have enacted similar legislation; some 

are primary like Alaska, while others are secondary.

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 seat belt fines. 

California Senate Bill 12 established the Maddy Emergency Medical Service Fund 

(MADDY). 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 to uninsured 

patients. 17% of MADDY funds in Merced County support the county EMS agency that 

provides oversight of EMS, such as certification of emergency medical technicians 
Chapter 4: Local Revenue and Funding Alternatives 39

(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. 

According to the NFPA, in 2019, U.S. fire departments responded to nearly 2.9 million 

false alarms, twice the total number of reported fires and 6 times the number of 

structure fires. Over the 10 years from 2012 through 2021, 13 firefighters died responding 

to unwanted fire alarms, including malicious false alarms and alarm malfunctions 

according to USFA firefighter fatality data. 

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 to 

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%) 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 3 multitowered commercial high-rise 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% between 2003 and 2006. Since then, a summit 

was held in 2011, which produced the “Fire Service Guide to Reducing Unwanted Fire 

Alarms,” a free tool to registered NFPA users. 

The False Alarm Reduction Association (FARA) has a model fire alarm ordinance 

available by request through their FARA website (https://faraonline.org/index-forgovernment-officials/). 

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, Illinois, began charging a fine for false medical alarms in February 2010. A 

fine is assessed for more than 2 false alarms per year. The primary subscriber of the 

medical alarm service is assessed a $100 fine for each false alarm from 3 to 8, $200 

for the ninth and tenth 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 their 

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 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. The money may have to be 
40 Funding Alternatives for Emergency Medical and Fire Services

used for the purchase of special equipment 

for assistance in drug-related incidents, 

but can include fire vehicles, ambulances, 

communications equipment, computers and 

other resources (Figure 4.9). The equipment 

does not have to be used solely for drugrelated incidents so long as it is available for 

such incidents. 

Figure 4.9. Courtesy of Mike Wieder, 

Stillwater, Oklahoma.

Enterprise funds and utility rates

The enterprise fund consists of a municipal 

government’s utility programs, such as 

electric, natural gas, water, wastewater and 

trash collection. Utility rates are charged to 

users of a municipal government-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 city of Petaluma, California, operates its ambulance service 

as an enterprise fund with the fees charged for service covering all expenditures of 

the program as well as for 10.8 firefighters and 1 dispatcher.

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. In the past, it was more prevalent for EMS agencies and 

fire departments to do this themselves in-house, however, these sales are trending 

now to live nationwide auction websites such as www.gsaauctions.gov, www.govdeals.

com, www.municibid.com, www.usgovbid.com and www.publicsurplus.com. Listings 

range from tankers to engines, trucks, ambulances, gurneys, cascade systems, cardiac 

defibrillators/monitors, fire pumps, burn/fire safety trailers and extrication equipment. 

Public Surplus tends to be for EMS equipment, while the others typically host fire and 

EMS vehicles/apparatus as well as fire equipment. Some county- and state-hosted 

auction sites still exist; however, they are not as far-reaching as the national sites. 

Many EMS agencies and fire departments have turned to these because they get 

a greater number of bids (and therefore potentially higher end result), they reduce 

administration time, they are more formalized and guaranteed, they eradicate bias, 

and the site’s fee is typically passed directly onto the consumer. If the equipment was 

purchased with a federal grant, the disposition process is regulated by federal law. 

The federal awarding agency should be consulted.

Sale of services 

Some EMS agencies sell services to other organizations. A principal 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. 
Chapter 4: Local Revenue and Funding Alternatives 41

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, fire extinguisher 

training 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. 

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 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 and leases

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. Maintaining a page on the department’s website and social 

media is optimal for advertising and reservation requests.

The banquet hall at Fireman’s Field (also known as Clark Memorial Field) is owned and 

operated by the fire department in Old Saybrook, Connecticut. The banquet hall sits on 

10 acres and is available for conferences, banquets and weddings. Conference rooms 

provide meeting and event space for the fire department, but it is mainly rented out 

to generate revenue for the organization. The building has a hall, bar and full-service 

kitchen, and there is even an outdoor pavilion area for rent with a bar, kitchen and fire 

pit area. With any facility rental, it is important for departments to upkeep them and 

reinvest every so often with a renovation to maintain desirability. 

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 
42 Funding Alternatives for Emergency Medical and Fire Services

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. When 

determining the most appropriate rental fee schedule, the department must take 

all costs into account: electricity, heating/cooling, water, cleaning service, fire watch 

staffing, etc. Many departments’ rentals fail because they do not charge enough to 

make a profit or sometimes even cover their own costs, thereby showing a deficit. Fees 

should be evaluated on an annual basis to determine if they need to be raised, even 

if it may be unpopular. Clearly explaining what the fees cover typically helps combat 

this criticism. Departments with a dwindling volunteer base may need to reevaluate 

the opportunity cost of owning/operating a facility rental.

Some fire departments own an older station they no longer utilize for response but 

retain it for its historical value. For example, Linglestown Fire Company in Lower 

Paxton Township, Dauphin County, Pennsylvania, was renting its fire hall for weddings, 

meetings and other family functions. With the COVID-19 pandemic, gatherings were 

greatly reduced or not occurring at all. Linglestown Fire Company is now trying to lease 

their hall on a more long-term basis to a local business or organization. This idea could 

also apply to space in an active fire station; however, the noise and parking may not 

be optimal for a tenant.

In 2020, West Mahanoy Township in Schuylkill County, Pennsylvania, considered rezoning 

the grove across from the fire station that they own to build a 4,800-square-foot building 

and lease it to the National Automobile Parts Association for 10 years. 

Many volunteer fire departments, particularly in the eastern part of the U.S., have large 

social halls and catering facilities that are not only used for fire department functions, 

but are also rented to the public for activities such as birthday parties and wedding 

receptions. Some have specialized facilities, such as bowling alleys, that produce income 

for the department. These are constant sources of income.

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, Tennessee, Volunteer Fire Department received no tax funding 

for its services, and only 30% to 35% of community residents donated to the agency. 

Up until 2001, these donations supported its operations, but then the department 

hired its first 2 full-time personnel and transitioned from being strictly volunteer to 

combination. In 2010, the Karns Volunteer Fire Department realized the need to change 

its funding means and 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 $2,000 for the 

first hour. Revenue raised from the subscription program is being programmed for 

apparatus purchases and the construction of a new fire station. Revenue also supports 

a significant increase in Karns Fire Department’s personnel — 20-plus full-time total 

fire and EMS, including 1 ALS engine company as of 2014. 
Chapter 4: Local Revenue and Funding Alternatives 43

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.

Assessment districts

Assessment districts 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 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. They date back to the 1800s 

and have proven to be controversial in many states. There are 2 types of assessment 

districts: special purpose districts and benefit assessment districts. 

Special purpose districts 

Special purpose districts, sometimes referred to as special district governments, 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 general purpose 

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 Superstition (Arizona) Fire and Medical District is a special purpose district legally 

established under ARS 48-261 in 1955 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 municipal council. Board members 

provide policy and financial oversight for the district and set the tax rate to fund fire 

protection in conjunction with a fire chief who directs administrative and operational 

services. 

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 cash flow. For example, 

the Jackson Parish Ambulance Service District in Louisiana is an enterprise district 

operating similarly 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. Typically, this occurs in states that have 

passed a statute allowing their enactment. Formation of the district is done to address 

a deficiency in infrastructure or service delivery that 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 
44 Funding Alternatives for Emergency Medical and Fire Services

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:

ĵ A fire flow factor as measured in gallons per minute.

ĵ A response-time factor based on the distance to the closest fire station.

ĵ A tanker credit computed in rural areas and reflecting the benefit of having a tanker 

placed in areas without fire hydrants.

ĵ An insurance benefit based on the ISO or similar fire protection insurance rating.

ĵ Use or risk classification of the property.

ĵ Special services such as pre-fire planning, hazardous materials team and building 

inspections.

ĵ 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, Michigan, City Council established a special 

assessment district within the town limits to defray the cost of providing ambulance 

service. Ambulance services are funded, in part, by a $35 per household tax on all 

parcels in the town. 

In the state of Washington, more than a dozen communities use what is called a 

“benefit charge,” including Northshore, which has been using it since the legislation 

first made it an option to do so in the 1980s. The benefit charge has been touted as 

a more equitable approach to fire district taxation. In November 2020, South County 

Fire and Sky Valley Fire put forward ballot measures. South County Fire proposed to 

reduce its fire levy to implement a benefit charge, where the property owner pays a 

fee based on structure size and use. It provides for a more balanced and fair approach 

for the home and business owners. Sky Valley Fire sought a levy lid lift in order to 

discontinue another tax. These were reorganization efforts to gain as much stability 

in future budgets as possible. Voters approved both measures; the benefit charge has 

a 6-year life, requiring another vote to renew, but the charge is set annually. 

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 legislative restrictions, fees for each property must be assessed in a 

fair manner, billed and collected. The ability to undertake such a 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. 
Chapter 4: Local Revenue and Funding Alternatives 45

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 municipal government 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 (Figure 4.10).

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, such as employee salaries. Bonds usually carry a 

lower interest rate than other types of funding, therefore, they 

are 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 municipal government a “bond rating.” In order to receive and maintain a 

high bond rating and thus a low interest rate, a municipal government needs to have 

sound financial practices and policies. 1 example is to keep enough to maintain an 

adequate fund balance, typically between 8% and 17%, in the municipal government’s 

general fund and enterprise fund, or 2 months’ worth of expenditures. If the fund 

balance falls below this amount, it could cost the community in the form of increased 

interest rates on borrowing.

There are 3 main types of bonds: 

1. 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 municipal government’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. 

Bond funds typically must be expended within 18 months. An alternative that many 

local governments now take advantage of are Bond Anticipatory Notes (BANs), which 

are short-term debt instruments and are a precursor to the official bond. Similar 

to bonds, BANs also have issuance fees, which are netted out of the premium and 

do require official statements. However, BANs provide more flexibility for a longer 

Figure 4.10. Courtesy of Mike 

Wieder, Stillwater, Oklahoma.
46 Funding Alternatives for Emergency Medical and Fire Services

spending time frame, which assists with projects that might take longer like station 

construction or long bidding and/or building processes for apparatus. The official bond 

issue is typically done 12 months after a BAN issue. If eligible, local governments can 

fast-track their BAN if they need cash flow quickly by doing a telephonic BAN rather 

than a traditional BAN. Telephonic BANs typically must be spent faster and have a 

slightly higher interest rate. Bond refinancing or “refunding” is a strategy used by local 

governments to achieve debt service savings on existing bonds, which assist with the 

funding of new bonds/BANs.

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 COPs to investors who agree to provide funds in exchange for repayment 

of the principle plus semiannual interest payments on a fixed schedule. 

For example, a township government wishes to finance the purchase of a new rescue 

vehicle that costs approximately $680,000, 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 

COP holders and make semiannual interest payments. While the obligation remains 

outstanding, the COP holders hold title to the vehicle through the COP trustee. 

The advantages of a COP include:

ĵ They do not violate restrictions on long-term debt financing common among certain 

forms of government, e.g., townships or imposed by state law. 

ĵ They permit public entities to incur a continuing obligation without going into debt.

ĵ In some instances, they are the least costly public financing mechanism.

ĵ In most cases, they are tax exempt, which attracts a large investor base.

ĵ Usually, they do not require voter approval.

The disadvantages of a COP include:

ĵ COPs may be more expensive than direct lease or lease/purchase agreements for 

making relatively small purchases.

ĵ 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.

ĵ 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. 
Chapter 4: Local Revenue and Funding Alternatives 47

ĵ To achieve favorable interest rates, a reserve fund may also be required. This 

amount must also be added to the amount borrowed. 

ĵ 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 capitalimprovement 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 issuer 

of the bonds, passing its tax-exempt status onto the nonprofit organization. Because 

the income earned by purchasers of these bonds 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:

ĵ Tax-exempt bond financing typically offers interest rates that are 20% to 35% less 

than conventional taxable alternatives.

ĵ Tax-exempt debt may be issued on a long-term, fixed interest rate basis, compared 

to most taxable debt usually issued for shorter terms at variable interest rates.

ĵ Funds can be used for fixed-asset projects (land, buildings, equipment) that further 

the tax-exempt mission of the not-for-profit agency.

ĵ Certain 501(c)(3) borrowers may be able to refinance debt and/or finance working 

capital used to support operations.

ĵ 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. 
48 Funding Alternatives for Emergency Medical and Fire Services

Many states have created revolving loan funds to help finance rural fire and EMS 

projects. In a revolving loan fund, a loan is made to an agency and, as repayments 

are made, funds become available for new loans to other agencies. For example, 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 has maintained 

a Fire Truck Revolving Loan Program since 2003 to help rural communities finance 

the purchase or replacement of fire trucks. The program will loan up to $350,000 

on a 20-year loan. Since the inception of that program, Illinois has also created the 

Ambulance Revolving Loan Program, which has a maximum loan of $200,000 that 

must be repaid within 10 years. In 2019, these 2 programs released a total of $9.3 

million across 34 Illinois communities. The commonwealth of Pennsylvania maintains 

a fire service loan program that provides loans at a 2% interest rate to volunteer fire, 

ambulance and rescue companies for the acquisition, rehabilitation or improvement 

of apparatus, facilities and equipment.

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 BLS ambulance companies 

to reimburse the costs of providing fire-based 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 support 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 pre-hospital 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 

reports and ambulance transport documentation standards as part of EMT refresher 

courses and paramedic continuing education. 
Chapter 4: Local Revenue and Funding Alternatives 49

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 law also requires patients be notified of their privacy rights and a signature 

obtained to confirm they received this information. Consult https://www.hhs.gov/

hipaa/index.html for information about necessary components of the signature form. 

It is the responsibility of each EMS provider submitting claims to Medicare and thirdparty insurers to become familiar with the insurance coverage and reimbursement 

requirements. The Centers for Medicare and Medicaid Services (CMS) Medicare Claims 

Processing Manual, Chapter 15, Ambulance Billing Guide (https://www.cms.gov/

Regulations-and-Guidance/Guidance/Manuals/Internet-Only-Manuals-IOMs-Items/

CMS018912) is a useful overview of Medicare Part B guidelines for ambulance billing. 

The information guide and other CMS manuals are also available online (https://www.

cms.gov/Regulations-and-Guidance/Guidance/Manuals/Internet-Only-Manuals-IOMs). 

A good billing company can help the EMS provider avoid the pitfalls and set up a 

successful billing program. 

The EMS provider should carefully examine the current Medicare and Medicaid 

reimbursement rates when first defining its fee schedule or upon its annual update. 

There is (and most likely will always be) a gap between the fee(s) charged and the 

reimbursement rate of these 2 programs. Many EMS providers around the country 

therefore have a large amount of bad debt they must write off at the close of each 

year. EMS providers want to ensure their fees are inflating annually as necessary to 

keep pace with costs.

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. 

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 
50 Funding Alternatives for Emergency Medical and Fire Services

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 2 basic types of subscription services. 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 an 

uncovered expense. Nonsubscribers would be sent a bill for the remaining balance. 

For example, in 2006, the city of Suffolk, Virginia, 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. 

The city of Costa Mesa, California, implemented a subscription program, 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% 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 show 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 costs are 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. 
Chapter 4: Local Revenue and Funding Alternatives 51

Beginning in 2008, the Lisbon, Wisconsin, 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, Wisconsin, 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 an ALS treatment provided by a paramedic 

to a patient being transported by another ambulance service. 

Typically, the paramedic unit meets the ambulance on scene or 

“intercepts” them en route to the hospital (Figure 4.11). 

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. 

Research has begun questioning the concept of paramedic intercept and whether the 

costs outweigh the benefits. Some studies have shown that ALS units might be better 

equipped and stocked, the paramedic might be more comfortable (and therefore 

potentially competent/capable) with their own team, the ALS driver would know the 

quickest routes, and the BLS unit could return to service sooner. 

Figure 4.11. Courtesy of Bob 

Esposito, Pennsburg, Pennsylvania.

Paramedic/physician assistant in-home services

Some fire departments are experimenting with innovative ways to reduce 911 calls, 

assist residents with health issues, and reduce unnecessary ambulance transports by 

providing in-home patient evaluation and treatments. This is now commonly referred 

to as Mobile Integrated Healthcare (MIH) or Community Paramedicine. The Mesa, 

Arizona, Fire Department conducted a 3-year CMS grant-funded pilot program where 

a 2-person, nontransport response vehicle, staffed with a paramedic and a physician’s 

assistant (PA), provided “house calls” to patients with flu-related symptoms or other 

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 provides improved health care 
52 Funding Alternatives for Emergency Medical and Fire Services

access for patients and generates revenue for both entities. This pilot program in 

Mesa concluded in 2017 and was touted as a success. 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 other 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 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. 

In some cases, it may be possible to cost share with other departments within the 

same jurisdiction. 1 common example is the development of a joint training facility that 

meets the needs of both the fire and law enforcement agencies within that jurisdiction. 

In some cases, the various types of training props and indoor classrooms and training 

may benefit both organizations.

Yet another option is a public-private partnership. For example, 1 fire department in 

Kansas was able to partner with a major telecommunications corporation headquartered 

in their community to build a modern training facility that met both of their needs. 

They share interior office and training room spaces, but each has their own exterior 

training facilities and resources. Each of the training sites is available to either of the 

organizations if specialized training is required.

Purchasing cooperatives

Purchasing cooperatives provide a mechanism to achieve cost-reduction for equipment 

procurement by aggregating demand to get lower prices from suppliers. The Savvik 

Buying Group, 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 12,000 members 

across 50 states, Canada, Mexico and Columbia. Co-op members have access to 

volume-discount purchasing with name-brand vendors. Savings range from 10% to 55% 

on an array of equipment and disposable items, free shipping, and special ambulance 

pricing. Savvik also offers researchers products and prepares bids for members.

Another notable nationwide cooperative is Houston-Galveston Area Council’s (HGAC’s) 

HGACBuy program that has myriad fire and EMS equipment and apparatus, along with 

other local government-related equipment, vehicles and services.
Chapter 4: Local Revenue and Funding Alternatives 53

Other purchasing alliances have been developed within regions of the U.S. in order to 

purchase large-tag items, such as fire apparatus and other emergency vehicles, at a 

reduced cost. In these cases, a generally agreeable common specification is developed 

for each of the types of vehicles (pumpers, aerials, ambulances, etc.) that the agencies 

use, and then manufacturers are sought to provide fixed bids for those specifications. 

There is flexibility in the joint bids to allow each agency to adjust the requirements of the 

base price to meet their specific needs, generally at a higher price than the base price.

Strategic alliances 

While some local governments join together to make capital purchases or share 

operating costs, others achieve something similar by forming strategic alliances to 

provide services to surrounding jurisdictions. This can help relieve 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. 

Examples include forming strategic alliances 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, Arizona, 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. 

Public-private partnerships between military installations and adjacent municipal 

governments, or Intergovernmental Support Agreements (IGSAs), have existed for 

years but just recently have been expanding. Most commonly, services such as animal 

control and waste removal have utilized IGSAs. However, due to the financial savings 

and relationships that ease execution, IGSAs may become prevalent in fire and EMS 

services in the future.

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 that 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 
54 Funding Alternatives for Emergency Medical and Fire Services

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 in a consolidation. 

In some parts of the country that rely on volunteer fire departments and EMS agencies, 

a dwindling number of volunteers and revenue sources have required 2 or more 

neighboring fire departments to combine into 1 department that allows the pooling 

of manpower and resources. In Pennsylvania, a state government agency provides 

the funding to facilitate these mergers.

Outsourcing

It is common for businesses and governments to contract out for services to an external 

provider. Organizations that outsource do so for several reasons including:

ĵ Reducing the cost of the service to the organization.

ĵ Placing more focus on the core business.

ĵ Improving quality.

ĵ Accessing special expertise or technical proficiency.

ĵ Access to new information technology.

ĵ Transferring liability.

Ambulance billing is a frequent topic of outsourcing discussions in departments that 

provide EMS transport services. Billing Medicare, Medicaid and private insurance is 

complex and time-consuming. It 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. 

Outsourcing won’t always be the right answer, but it should be something EMS managers 

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 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: 

ĵ Requires no down payment.

ĵ Tax-exempt interest rate.

ĵ Allows an agency to pay for assets over time.
Chapter 4: Local Revenue and Funding Alternatives 55

ĵ Builds equity in the leased equipment with the first payment.

ĵ At the end of the lease term, the department owns the equipment.

ĵ Flexible payment terms.

ĵ Eliminates the paperwork and voter approval required under debt financing.

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. Make the payment method easy for the participant. If 

online (and legally permitted), consider services such as PayPal, Stripe, Square, etc. 

Just be transparent about any convenience fees. Here are just a few ideas. 

Raffles

Departments need to be acutely aware of their state’s gambling regulations before 

pursuing any type of raffle. Some states permit them in-person but not online, while 

other states prohibit all types of raffles. Only qualified organizations may run raffles. 

Online raffles are prohibited in Alabama, Arkansas, California, Hawaii, Kansas, Minnesota, 

New Mexico, New York, Rhode Island, South Carolina, Texas, Washington and West 

Virginia. Indiana and Montana prohibit the use of credit cards for purchase entry. In 

Iowa, the organization must be a licensed Electronic Manufacturer and Distributor. In 

Utah, all types of raffles are prohibited.

Check your state’s official secretary of state, state treasurer or comptroller’s website for 

its specific rules and regulations surrounding raffles. There may also be specific permits 

that you must apply and pay for at a local level. Check your specific municipality’s official 

website for more information. Be careful if tickets are being sold across state lines.

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 whatever the 

department decides. They generally range from $1 to $50. When a winner is drawn, 

that person receives half of the total dollar amount collected; the department keeps 

the other half. Ensure that the fee is high enough so that the department makes a 

reasonable amount of money for its effort.

Vehicle/equipment/item raffle

A newer fundraising idea is for fire departments and EMS agencies to raffle off apparatus 

and/or equipment that it does not need anymore but cannot sell via auction or other 

measures. A total number of tickets to be sold and a per-ticket cost is usually established, 

and it is first come, first served. If you are raffling off items, ensure the prize(s) are 

big-ticket items because this works best for generating interest and encouraging 

participation.
56 Funding Alternatives for Emergency Medical and Fire Services

5k, 10k and fun run events 

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, healthy snack sales, T-shirt sales and others. 

Barbecue/other meal fundraiser 

A traditionally popular fundraiser, but it 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. Check your local health department to see if 

there are regulations related to serving food. For example, there may be mask, glove 

or hair net requirements. If it is a drive-through meal event, make sure to prepackage 

the meals and have plenty of bags, napkins, utensils, etc., for the purchaser.

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. Depending upon the state’s gambling regulations, bingo may or 

may not walk the fine line of fundraising versus gambling. It is recommended that the 

organization confirm it is permitted first and what steps need to be taken to run bingo.

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? 

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. 

Carnivals

Many fire departments held these annually in 

the early 1900s, and now they are on the rise 

again (Figure 4.12). They are a lot of work but 

can end up being a big reward. Dunk tanks, 

pie-in-the-face, carnival rides, carnival games, 

funnel cakes, food, beverages and live music 

can really draw a crowd. Ensure everything 

requires a ticket to participate and that the fee 

Figure 4.12. Courtesy of Bob 

Esposito, Pennsburg, Pennsylvania.
Chapter 4: Local Revenue and Funding Alternatives 57

is high enough to make a profit. Permits may be needed. Carnivals must be planned 

and advertised almost a year in advance to be successful. 

Car wash 

A staple of many volunteer fire departments, a car wash is quick and easy to set up. 

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 set up 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 to $10 per pound. 

Cookbooks 

Firefighters are also known (fairly or not) to be good cooks. Have the department put 

together a few favorite recipes 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, ball caps 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 

or a shirt that the responders wear when performing their duties. 

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. There are private businesses that specialize in assisting emergency 

organizations with direct mail fundraising efforts. These companies often are paid a 

percentage of the total amount of the funds that are raised.

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. Keep 

in mind, however, that there may be some portions of the community that still do not 

use email or comparable modern communications methods. It requires a different 

approach to reach those people. There are also established fundraising companies 

that help organizations with mail and email campaigns. 
58 Funding Alternatives for Emergency Medical and Fire Services

Drive-in movie

Do you have access to a parking lot or field, large screen, projector and audiovisual 

equipment? Host a drive-in movie! There is minimal setup beyond the technology 

equipment and maybe a small concession stand with popcorn, snacks and beverages. 

Charge per movie ticket and per concession. Some newer films that just launched and 

are looking for publicity may be a good partner. For example, the movie named “SILO” 

was the first-ever feature film about grain entrapment and solicited fire departments 

and EMS agencies to host the film, where they did extrication and safety demonstrations 

with guided discussion before/after the movie to educate the attendees, assist in 

recruitment of new members and increased donations. 

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, but 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%. 

Seasonal fundraising events 

There are a number of fundraising ideas for each season. Emergency Services Night in 

the fall includes demonstrating equipment and engaging the community. Fire Prevention 

Week is typically at the beginning of October and is paramount for fire departments 

to discuss safety tips and ask for donations. Consider hosting a haunted house for 

Halloween. Hold a turkey raffle for Thanksgiving. Christmas ideas include Christmas 

tree sales, wreath sales, calendars and holiday cards. The good weather during the 

spring and summer gives opportunities for outdoor events. “Fill the Boot” campaigns 

can be extremely effective if there is an area in the town/city where the traffic is slow 

and safe (e.g., Main Street) and it is legal. Have firefighters stand on the yellow line and 

hold out the boot for drivers to fill from their window while driving by. Open houses 

are great for departments to host in the spring, summer or fall. Information tables 

outside of stores are typically designed for recruitment; however, they can also be 

effective for fundraising.

Silent auctions

These are typically made possible via donations, gift cards, baskets and other items 

from local businesses and citizens. 

Social media campaign

With the birth and rapid growth of social media over the last decade, fundraising is now 

easier. Facebook Ads have proven to be effective; departments can “boost a post,” “get 

more leads” and “promote their page.” Due to the fact that newer posts push older posts 

further down the feed, Facebook also has a nice feature that allows your department 

to “pin” a post to the top that it wants to be prominent. Similar to websites, a button 

can be added to the top of the department’s Facebook profile. Many use this for a 

“contact me” button; however, it can also be used to direct visitors to your donation 
Chapter 4: Local Revenue and Funding Alternatives 59

area. Instagram, Twitter, Tumblr and LinkedIn are other commonly used social media 

platforms to get the word out about fundraising for organizations now. The bigger the 

network is built, the more people can be reached. It is important to use all platforms to 

ensure all types of users are reached. To avoid having to post the same information in 

all of these social media platforms, start the post in Instagram, which enables posting 

to 3 other accounts with just 1 click: Facebook, Twitter and Tumblr. You may also use 

the department website’s blog function to sync all social media accounts and post 

from there to Facebook, Twitter, Instagram, LinkedIn and many more. 

Sports tournaments 

A great way to raise money while promoting fitness is to play tournaments! 3-on-3 

basketball tournaments are a great way to raise money. This fundraiser is relatively 

inexpensive to set up, 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. A popular game that 

has become a sport is cornhole and can be set up anywhere, such as inside the bays 

of the fire station or in the parking lot. The competition involved in this game as well 

as more traditional sports like softball can really draw a crowd. Ensure that food and 

beverages are available for sale to maximize the fundraising.

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. Amazon is administering a program 

named Amazon Smile, which gives 0.5% of every purchase to the department. The 

department registers for their account and receives a personalized link that they can 

share via email, social media and on their website. 

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. If the agency is a nonprofit, then there are federal tax regulations that need 

to be followed. 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 that may vary considerably across the country. 

For example, bingo may be legal in one district but illegal in another. Jurisdictions may 

have different rules about financial disclosure. 
60 Funding Alternatives for Emergency Medical and Fire Services

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 fundraising 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 

AED or fire truck, or will the money go toward 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-todoor 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. 

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. 

There are other online national resources. For example, the NVFC periodically holds 

a fantastic free webinar for members entitled “Fundraising Strategies for Fire and 

EMS Departments.” As an NVFC member, you receive email alerts when a webinar is 

upcoming, as well as many other useful resources. 

The COVID-19 pandemic canceled many fire departments and EMS agencies’ fundraisers 

in 2020. Some departments decided to get creative rather than canceling. The NVFC 

came out with the following alternative fundraising ideas when in-person events are 

not possible:

ĵ Solicit individual or corporate donations online through social media.

ĵ Host events virtually (Facebook Live, Zoom, Teams, etc.) if permitted in your state.

ĵ Organize drive-thru meal events.

ĵ Host birthday drive-bys.

ĵ Set up a GoFundMe page.

The Phoenixville, Pennsylvania, Fire Department had a successful golf outing, which 

was socially distant. Berwyn, Pennsylvania, Fire Company sold its turkey raffle and 

silent auction tickets virtually and held the events online. The Beacon, Connecticut, 

Hose Company No. 1 could not hold their widely known annual carnival with their 

delicious food cooked in-house, so they created a drive-thru. They named it “Boil, Broil, 

and Bologna Drive-Thru Dinner.” North Tonawanda, New York, Fire Department held 
Chapter 4: Local Revenue and Funding Alternatives 61

a Black Friday vehicle disinfection fundraiser where community members lined up in 

their cars and North Tonawanda members used their professional foggers/sprayers 

to apply a disinfecting solution for a fee per car. Researching the innovative ideas that 

fire departments and EMS agencies across the nation are doing is a great way to get 

ideas. Websites, social media and news articles can provide a wealth of information.
Photo courtesy of iStock.
Chapter 5: State Funding for Fire and Emergency Medical Services 63

Chapter 5: State Funding for Fire and 

Emergency Medical Services

Much of the funds dispersed to fire departments and EMS organizations by states come 

from federal passthrough grants such as the Community Development Block Grants 

(CDBGs) 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/human services, departments of behavioral 

health, departments of transportation, departments of public safety, departments of 

natural resources, departments of environmental conservation, insurance departments, 

state fire marshal’s offices/commissions, departments of agriculture and forestry, and 

departments of emergency management and/or homeland security, among others. 

States may also have their own intrastate mechanisms to provide funding for fire and/

or EMS. There are also some grants available specifically for tribes.

As referenced in Chapter 3, national professional organizations such as the National 

Association of State EMS Officials and NAEMT often provide an area of resources for 

both state and federal grants on their websites. Another private site that provides a 

search engine for EMS grants (federal, state and foundation) is EMSGrantsHelp.com. It is 

a real-time, searchable database of every federal, state, foundation and corporate grant. 

While it does have a subscription fee, this site gives you the capability to define search 

engines that will send automatic grant alerts via email when they become available. 

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 fire and 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

Some states may make funds available through low- or zerointerest loans, with favorable terms of 15 years or more, for 

capital improvements and purchases (Figures 5.1a and 5.1b). 

Interest rates can vary with the current status of the market 

at the time of application. Such programs are often set up in a 

revolving loan fund so that money paid back to the lender can 

Figure 5.1a. Courtesy of Bartlesville, 

Oklahoma, Fire Department.

Figure 5.1b. Courtesy of Ron Jeffers, 

Union City, New Jersey.
64 Funding Alternatives for Emergency Medical and Fire Services

be loaned out again to other fire/EMS agencies. 1 example: The Illinois Office of the 

State Fire Marshal and the Illinois Finance Authority’s jointly administered program 

that provides a zero interest, revolving loan program for the purchase of ambulances 

by not-for-profit EMS or local government EMS agencies. 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 states at little or no 

cost, especially for rural and volunteer departments (Figure 5.2). 

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 or property disposal 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. Municipalities often 

have a procurement, purchasing or finance department that is a member of the state 

government surplus listserv or website and receives notifications when fire and EMS 

vehicles or equipment get posted.

While these state surplus sites are still a good resource, there also can be inexpensive 

fire or EMS items posted to the online auction sites that have recently become popular, 

as previously discussed in Chapter 4. Examples are www.gsaauctions.gov, www.

govdeals.com, www.municibid.com, www.usgovbid.com and www.publicsurplus.com.

Figure 5.2. Courtesy of Ron Jeffers, 

Union City, New Jersey.

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 (FY). 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. 

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. If it is a cash contribution, the fire 

or EMS agency should clearly understand the grant program’s requirements on when it 

must be supplied. Some programs require that the awardee produce its cash cost share 

or match at every drawdown request, which can be monthly, quarterly or semiannually. 

Other programs may allow it to be supplied in a lump sum at the completion of the 

grant. If it is a sizable award, the EMS agency needs to be prepared with cash flow.
Chapter 5: State Funding for Fire and Emergency Medical Services 65

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 serving a population of 

less than 10,000 to construct facilities or purchase equipment. The Rural Fire 80/20 

Reimbursement Grant reimburses rural fire departments for up to 80% of the cost of 

equipment purchases or fire station projects. 

The Florida Department of Health, Bureau of Emergency Medical Services, offers 2 

types of matching grants. The General Matching Grant is available to private, urban 

and rural organizations involved in EMS where the state pays 75% of the approved 

budget and the grantee pays 25%. 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 per square mile. For this grant, the state pays 90% of the approved 

budget and the grantee only pays 10%. 

Technical assistance 

The state fire marshal’s office and state EMS office 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 (Figure 5.3). 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 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 

funding stream named Rural Emergency Medical Services/Trauma 

Systems. The purpose is to develop and improve rural EMS response, delivery and service 

capacity. Various grants (Emergency Care Attendant Training, EMS Allotment, Governor’s 

Extraordinary Emergency and Local Project) are awarded for EMT training, continuing 

education courses, and certification of instructors and equipment, among other uses. 

Figure 5.3. Courtesy of Ron Jeffers, 

Union City, New Jersey.
66 Funding Alternatives for Emergency Medical and Fire Services

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 and emergency pediatric care.

State-managed federal grants

The grants listed in this section are offered in almost every state in the country and 

are therefore summarized here rather than restated under each applicable state in 

the “Specific State Grants and Aid Programs” section later in the chapter.

Opportunity title: Community Development Block Grant

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, counties and local governments.

Eligible activities: Over a 1-, 2- or 3-year period, at least 70% of CDBG funds must be 

used for activities that benefit low- and moderate-income persons. In addition, each 

activity must meet 1 of the following national objectives: benefit low- to moderateincome 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 (MSAs), 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% of their state CDBG funds for improving living conditions for colonial residents, 

which is termed “Colonial Set-Aside.” The Insular Areas CDBG program provides grants 

to 4 designated insular areas: American Samoa, Guam, Northern Mariana Islands and 

the Virgin Islands.

Website: https://www.hud.gov/program_offices/comm_planning/cdbg 
Chapter 5: State Funding for Fire and Emergency Medical Services 67

Opportunity title: Indian Community Development Block Grant

Sponsor: HUD 

Purpose: The Indian Community Development Block Grant (ICDBG) Program provides 

eligible grantees with direct grants for use in developing viable Indian and Alaska Native 

communities, including decent housing, a suitable living environment and economic 

opportunities, primarily for low- and moderate-income persons. Projects funded by 

the ICDBG program must principally benefit low- and moderate-income persons (24 

CFR 1003.208). The program regulations provide for 2 categories of grants: Single 

Purpose and Imminent Threat. Single Purpose grants are awarded on a competitive 

basis pursuant to the terms published in an annual Notice of Funding Availability. The 

secretary of HUD may set aside 5% of each year’s allocation for the noncompetitive, 

first come, first served funding of grants to eliminate or lessen problems which pose 

an imminent threat to public health or safety of tribal residents.

Eligible activities: The ICDBG program can provide funding for recipients in housing, 

community facilities and economic development. This includes building or improving 

fire stations.

Eligibility: Eligible applicants for assistance include any Native American tribe, band, 

group or nation (including Alaska Indians, Aleut and Eskimos) or Alaska Native village 

that has established a relationship to the federal government as defined in the program 

regulations. In certain instances, tribal organizations may be eligible to apply.

Website: https://www.hud.gov/program_offices/public_indian_housing/ih/grants/icdbg

Opportunity title: Volunteer Fire Assistance Grant 

Sponsor: U.S. Department of Agriculture (USDA), U.S. Forest Service (USFS) 

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, personal protective equipment (PPE), equipment renovation, self-contained 

breathing apparatus (SCBA), 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 population of 10,000 or less.

Website: http://www.fs.usda.gov/Internet/FSE_DOCUMENTS/stelprdb5139582.pdf

Notes: A requirement of the Volunteer Fire Assistance (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. 
68 Funding Alternatives for Emergency Medical and Fire Services

Opportunity title: Western States Wildland Urban Interface Grant 

Program 

Sponsor: USDA, USFS 

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. Only 

Western state/Pacific Island government agencies/organizations can submit applications 

for the Wildland Urban Interface Grant Program. All other applicants must submit their 

forms to their appropriate state/Pacific Island government agency/organization by the 

deadline established by each state/Pacific Island government agency/organization. 

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. 

Website: https://www.westernforesters.org/wui-grants

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. 

Opportunity title: Federal Excess Personal Property Program

Sponsor: USDA, USFS

Purpose: Reutilizes excess federal property obtained from military and other federal 

sources for use in rural and wildland firefighting. Enhances state and local fire protection 

capabilities by providing important equipment at a faction of the cost of purchasing new 

or used. Complements the State Fire Assistance (SFA) Program and the VFA Program 

to improve the efficiency and effectiveness of fire protection across ownerships.

Website: https://www.fs.usda.gov/managing-land/fire/fepp

Note: This equipment is loaned by agreement to state foresters who can sub-loan it 

to local firefighting organizations.

Opportunity title: State Fire Assistance

Sponsor: USDA, USFS

Purpose: The Northeastern area of the USFS through the SFA Program provides financial 

support and technical fire program assistance within the 20 Northeastern states. 

Eligibility: State forestry organizations or organizations selected by the state to pass 

along funds to designated projects. 
Chapter 5: State Funding for Fire and Emergency Medical Services 69

Eligible activities: 

ĵ Preparedness: increases the ability of local, rural and state organizations to provide 

coordinated fire protection and mobilization for fire suppression on both federal 

and non-federal lands.

ĵ Hazard mitigation: supports state-coordinated hazard mitigation activities in the 

WUI, focused on reducing property loss, decreasing fuels hazards, increasing public 

awareness, developing fire plans and citizen-driven solutions in rural communities.

Website: https://www.fs.usda.gov/naspf/topics/fire/state-fire-assistance-sfa

Opportunity title: Hazard Mitigation Grant Program

Sponsor: FEMA

Purpose: The Hazard Mitigation Grant Program (HMGP) provides funding to rebuild in 

a way that reduces and/or mitigates future disaster losses in communities. This grant 

funding becomes available after a presidentially declared disaster if requested by a 

governor or tribal executive. The amount of funding is based on the estimated total 

federal assistance, which is subject to a sliding scale formula. 

Eligibility: State and local governments, special districts, public colleges and universities, 

and certain private nonprofit organizations. Eligible states (including District of 

Columbia), territories and tribal governments (federally recognized) are defined as 

the applicant. Local governments, including cities, townships, counties, special district 

governments, state agencies and tribal governments (including federally recognized 

tribes who choose to apply as subapplicants), are considered subapplicants and must 

submit subapplications to their state/territory/tribal applicant agency. Homeowners, 

business operators and nonprofit organizations cannot apply directly to FEMA but 

can be included in a subapplication submitted by an eligible subapplicant. For more 

information, contact your local government or state to apply for HMGP funding.

Eligible activities: Funding is available for hazard mitigation projects for severe winter 

storms, flooding, and debris and mud flows, or the development of all-hazard mitigation 

plans. Some example projects might include retrofitting existing buildings to make them 

less susceptible to natural hazard damage, drainage improvement projects to reduce 

flood damage, and slope stabilization to reduce risk to life and property.

Website: https://www.fema.gov/grants/mitigation/hazard-mitigation

Note: Generally, the cost share is 75% federal/25% non-federal.
70 Funding Alternatives for Emergency Medical and Fire Services

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 canceled or unfunded, or new programs may be added at any 

time. Consult the administrative contact or website provided for current information. 

Alabama

Opportunity title 1: Volunteer Fire Department Assistance Program

Sponsor: Alabama Volunteer Fire Departments and the Alabama Forestry Commission 

Purpose: To assist the Alabama volunteer fire service in reducing the number of 

wildfires and resulting structural losses while increasing the visibility and importance 

of volunteer fire departments in their communities. 

Eligible activities: 

ĵ Public relations and education

ĵ Leverage private funds and corporate sponsorships for wildland fire prevention 

activities

ĵ Community wildfire prevention planning

ĵ 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 nonprofit organizations, and district 

fire associations organized as nonprofits. 

Website: https://forestry.alabama.gov/Pages/Fire/VFDInformation.aspx

Contact: Alabama Association of Volunteer Fire Departments (AAVFD)

550 Adams Ave., Suite 345

Montgomery, AL 36104

334-262-2833 

Fax: 334-262-2834 

Opportunity title 2: College Scholarship Program

The AAVFD offers a limited number of scholarships each year. Scholarships are given 

on a 1-year basis. Previous applicants and/or recipients must submit a new application 

each year to be considered. Applications for AAVFD scholarship must be postmarked 

no later than March 31 of each year. Some of the eligibility requirements include: 

ĵ A volunteer firefighter (or a dependent son, dependent daughter, or spouse of a 

volunteer firefighter (as listed on the 1040 tax return)) in the state of Alabama who 

is a current, active member of a certified volunteer fire department for a minimum 

of 3 consecutive years, and said department has been a member of the AAVFD for 

the last 3 consecutive years. 
Chapter 5: State Funding for Fire and Emergency Medical Services 71

ĵ A dependent of a volunteer firefighter as listed on the 1040 tax return, and the 

volunteer firefighter meets the requirements as specified above in number 1.

ĵ The surviving spouse, son or daughter of a fallen volunteer firefighter in the state 

of Alabama whose death was in the line of duty. Said volunteer firefighter must 

have been a current, active member of a certified volunteer fire department, and 

said department was a member of the AAVFD for the last 3 consecutive years at 

the time of the firefighter’s death.

ĵ A surviving dependent, listed on a 1040 tax return of a fallen firefighter whose death 

was in the line of duty, and the fallen volunteer firefighter met the requirements 

as specified above in number 3.

Website: http://www.aavfd.org/scholar.html

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 numerous new ambulances, 

rescue vehicles, patient care equipment, training equipment and more. 

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:

ĵ Patient care.

ĵ Training.

ĵ Emergency vehicles.

ĵ Radio/communications equipment.

ĵ Ambulances.

ĵ Emergency equipment.

ĵ Communications infrastructure.

Eligibility: Rural EMS providers in Alaska.

Website: http://dhss.alaska.gov/dph/Emergency/Pages/ems/programs/code_blue.aspx

Contact: For more information on this grant program, contact your local EMS region 

using this link: http://dhss.alaska.gov/dph/Emergency/Pages/ems/directory.aspx. 

Note: Exceptions will be made for extrication equipment and turnout clothing, helmets 

and boots if the area is not served by a fire department. 
72 Funding Alternatives for Emergency Medical and Fire Services

Opportunity title 2: Alaska Highway Safety Office Grant 

Sponsor: Alaska Highway Safety Office (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, implement proven strategies, show a commitment on behalf 

of the applicant to sustain and contribute to success, and have measurable outcomes. 

The following Traffic Safety Priority Areas are funded:

ĵ Alcohol (impaired driving)

ĵ Police traffic services

ĵ Speed control (aggressive driving)

ĵ Roadway safety

ĵ Occupant protection

ĵ Child passenger safety

ĵ Pedestrian and bicycle safety

ĵ Motorcycle safety

ĵ Traffic records

ĵ Distracted driving safety

ĵ Nonmotorized safety

ĵ Community traffic safety

Eligible activities: 

ĵ Personnel services

ĵ Public awareness/education campaigns

ĵ Commodities

ĵ Equipment and materials

ĵ Traffic record systems

ĵ Training and travel directly related to the project

ĵ Indirect costs

Eligibility: Fire departments and public emergency services providers. 

Website: http://www.dot.state.ak.us/stwdplng/hwysafety/grants_overview.shtml 

Contact: Governor’s Highway Safety Representative

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. 
Chapter 5: State Funding for Fire and Emergency Medical Services 73

Arizona

Opportunity title: Arizona Governor’s Office of Highway Safety Grant 

Sponsor: Arizona Governor’s Office of Highway Safety (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 for Underage Drinking Enforcement. 

Eligible activities: The GOHS grant supports the Arizona Highway Safety Plan in 

specifically targeted areas including:

ĵ Accident investigation.

ĵ Impaired driving.

ĵ EMS.

ĵ Speed and police traffic services.

ĵ Pedestrian and bicycle safety.

ĵ Roadway safety/traffic records.

ĵ Motorcycle safety.

ĵ Occupant protection.

Eligibility: For fire and EMS departments: Per NHTSA, as long as the proposal is traffic 

safety related, it will be evaluated and reviewed for prospective funding by both GOHS 

and NHTSA. Unfortunately, there is no established list of allowable projects, and each 

proposal will be evaluated on a case-by-case basis. 

Website: https://gohs.az.gov/grant-opportunities

Contact: Arizona Office of Highway Traffic Safety

1700 W.Washington St.

Executive Tower, Suite 430

Phoenix, AZ 85007

602-255-3216 or 877-355-3216

Email: grants@azgohs.gov

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 (AFTA), 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. Capital expenditures and/or security pledges (10 years 

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. 
74 Funding Alternatives for Emergency Medical and Fire Services

Eligibility: Municipal and rural nonprofit fire departments. Included in that are classes 

for volunteer, paid, paid-on-call and combination departments. There are a number 

of records and equipment that the applicant must be able to present for inspection 

to be eligible to apply, including SCBA equipment, PPE, training records and workers 

compensation records (rural agencies only). For Act 833-certified departments and 

active firefighters, 16 hours of certified training must occur per year at a minimum. 

Departments must have a minimum of 6 Act 808-trained active firefighters. Beginning 

in 2020, full-time firefighters (worked more than 1 year or exceeded 2,912 paid hours) 

must complete an AFTA training program utilizing NFPA 1001, Standard for Fire Fighter 

Professional Qualifications.

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 N.

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. Random, on-site audits will be conducted on fire 

departments which receive or have received Act 833 funds. 

Opportunity title 2: Rural Services Block Grant 

Sponsor: Arkansas Department of Rural Services 

Purpose: 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.

Eligible activities: Applicants from incorporated towns of less than 3,000 in population 

and unincorporated rural areas are eligible for up to $75,000 in matching funds under 

this program. The match ratio on the program is 10%. Match may be comprised of 

in-kind labor, in-kind materials or cash. Applications for this program are due in August 

of each year.

Eligibility: Incorporated and unincorporated cities and towns in rural Arkansas with 

less than 3,000 population and the population must be 51% low to moderate income 

(LMI). A list of LMI ratings by county is provided on the grant website. If the applicant’s 

town/city is not on the list, they will need to complete an LMI Survey.

Website: https://www.arkansasedc.com/Rural-Services/division/grants/rural-servicesblock-grant

Contact: Department of Rural Services 

Attn. RSBGP Coordinator 

101 E. Capitol, Suite 202

Little Rock, AR 72201 

501-682-3292
Chapter 5: State Funding for Fire and Emergency Medical Services 75

Notes: The RSBGP is a 9-to-1 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 1 dollar to every 9 grant dollars (10%). Land used for matching purposes must 

be owned by the city or county applying. 

California

Opportunity title 1: California Traffic Safety Grant

Sponsor: California Office of Traffic Safety (OTS)

Purpose: The California OTS administers grants to fund projects and programs to reduce 

traffic deaths, injuries and economic losses. The grant has various NHTSA Program 

Priority Areas including EMS. The primary goal of this EMS priority is to decrease the 

average response time for the arrival of appropriate equipment at crash sites in rural 

areas to reduce deaths and severity of injuries. 

Eligible activities: Eligible EMS expenses may include personnel, travel, contractual, 

equipment, other direct costs and indirect costs related to the primary goal. Grants can 

be used to upgrade outdated extrication equipment and/or purchase new equipment 

that will allow EMS agencies to reach victims quickly and increase survivability. 

Eligibility: Nonprofit agencies or public entities (government agency). If nonprofit, a 

public entity/government agency will need to be the host. All applicants must be able 

to demonstrate that they have had a recent single audit.

Website: https://www.ots.ca.gov/grants/

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. The 

OTS grants are reimbursement based only. Applicants must be able to wait 90 days to be 

reimbursed. All grants are on a 1-year performance period and are typically due in January.

Opportunity title 2: Fire Safe California Grants Clearinghouse

Sponsor: California Fire Safe Council (CFSC)

Purpose: CFSC provides a 1-stop shop that simplifies the process of finding and applying 

for federal grant programs and private funding to improve California’s community 

wildfire preparedness. This includes, but is not limited to, SFA grants and the Edison 

International Fire-Safe Community Grant Program.

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 
76 Funding Alternatives for Emergency Medical and Fire Services

organizations (must have a federal EIN and be registered as a business). The entire 

application process is electronic, and interested applicants must register for a 

ZoomGrants account to participate. 

Website: https://cafiresafecouncil.org/grants-and-funding/apply-for-a-grant/

Contact: California Fire Safe Council

5834 Price Ave., Suite 101

McClellan, CA 95652

916-648-3600

Note: Interested applicants can sign up for CFSC’s electronic newsletter at: www.

cafiresafecouncil.org.

Colorado 

Opportunity title 1: Emergency medical and trauma services grants — 

Education (CREATE), System Improvement, Provider, and Emergency

Sponsor: Colorado Department of Public Health and Environment

Purpose: 

ĵ Education (CREATE): The Colorado Resource for EMS and Trauma Education (CREATE) 

program was developed to support initial training and continuing education for 

EMS and trauma providers working in Colorado.

ĵ System Improvement: These requests are for projects that affect the state regionally 

or as a whole. 

ĵ Provider: The EMS and Trauma Provider Grant Program assists private and public 

organizations in improving and expanding the emergency medical and trauma 

system in Colorado.

ĵ Emergency: The emergency grant program assists Colorado EMS and trauma 

organizations that experience an emergency that seriously jeopardizes the level 

of EMS or trauma services within their service area.

Eligible activities: 

ĵ Education (CREATE): Grants can provide funding for student tuition, books, fees and 

appropriate travel. CREATE accepts applications monthly, and eligible organizations 

can apply online through the Colorado Rural Health Center (CRHC). 

ĵ System Improvement: Categories include regional medical direction, system 

improvement, technical assistance and conference/forum support.

ĵ Provider: Funding is available for the purchase of ambulances and equipment, 

communications, data collection, injury prevention programs, and personnel 

services and recruitment efforts. In 2021, the maximum allowance to remount/

refurbish is limited to 85% of the maximum allowance for a new ambulance. The 

maximum amount for other Emergency Medical Trauma Service (EMTS) vehicles 

is 125% of the base price, and the specifications with any modifications must be 

provided. Built-in child safety seat and electronic door locks have been deleted 

from the list of safety equipment for ambulances. 
Chapter 5: State Funding for Fire and Emergency Medical Services 77

Eligibility: 

ĵ Education (CREATE): Emergency medical and trauma services organizations. A 

standard 50% local cash match is required. There is a financial waiver process for 

organizations that cannot meet the match.

ĵ System Improvement: Local emergency medical and trauma services organizations 

and Regional EMS and Trauma Advisory Councils (RETACs). A larger portion of this 

funding is dedicated to RETACs. There are no match requirements for this grant. 

ĵ Provider: Applicants must have their purpose of provision of emergency medical 

and trauma services in Colorado to be eligible. A standard 50% match is required, 

but there is a financial waiver process for organizations that cannot meet the match.

ĵ Emergency: In addition to meeting the standard eligibility requirements of the 

provider grants program, the applicant must be able to demonstrate that the 

request for funds is a true emergency and, if grant funds are not awarded, will 

significantly degrade the quality of, or eliminate access to, local EMS and trauma 

care. There are no match requirements for emergency grants; however, a match 

between 10% and 50% is typical.

All processes are electronic, and applicants must create a profile in their OATH account. 

Each individual grant program’s application portal varies. 

Website: https://www.colorado.gov/pacific/cdphe/categories/services-and-information/

health/emergency-care/ems-and-trauma-funding 

Contact: Colorado Department of Public Health and Environment

HFEMSD-EMTS-C1

4300 Cherry Creek Drive S.

Denver, CO 80246-1530

303-692-2987 and 303-692-6220

Note: These grant programs do not fund land acquisition, capital construction, fire 

apparatus, aircraft, uniforms, disposables or infrastructure.

Opportunity title 2: Colorado Rural Health Care (Seed) Grant Program

Sponsor: CRHC

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, wellness program, 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. They can either be 

a public or private entity. These grants are intended as “seed” money and should only 

be for a portion of a new program or service. Applicants can only receive 1 award per 

year and must supply matching funds. 

Website: https://coruralhealth.org/services/funding
78 Funding Alternatives for Emergency Medical and Fire Services

Contact: Colorado Rural Health Center

3033 S. Parker Road, Suite 606

Aurora, CO 80014

800-851-6782

Notes: The maximum award amount is $1,000 per applicant. The Education (CREATE) 

grant listed in the opportunity above, while administered through EMTS, is applied 

for through the CRHC.

Connecticut

Opportunity title: Connecticut Fair Access to Insurance Requirements Plan 

Committee Anti-Arson Grant

Sponsor: Connecticut Fair Plan Committee

Purpose: The Connecticut Fair Access to Insurance Requirements (FAIR) Plan Anti-Arson 

Committee has established a grant fund from which Connecticut state and local 

governmental agencies can request equipment relating to the prevention, investigation 

or prosecution of arson fires. 

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

Note: 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. 45% of these funds are made available to the 67 boards of county 

commissioners (BCCs) to improve and expand pre-hospital EMS systems in their county. 

Eligible activities: EMS salaries and benefits, expenses (commodities and supplies of 

a consumable nature), vehicles, equipment, and other tangible personal property 

purchases (nonconsumable/nonexpendable) of 1 year or more. 

Eligibility: EMS county grants are awarded to BCCs.

Website: http://www.floridahealth.gov/provider-and-partner-resources/ems-grants/

index.html 
Chapter 5: State Funding for Fire and Emergency Medical Services 79

Contact: Florida Department of Health

EMS County Grants

4052 Bald Cypress Way, Bin A-22

Tallahassee, FL 32399-1738

Phone: 850-245-1722 

Fax: 850-245-4378

EMS@flhealth.gov

Note: Applicants may email or mail their completed application. 

Opportunity title 2: Florida Department of Health

Sponsor: Florida Department of Health

Purpose: The department accepts applications annually for funds that improve and 

expand pre-hospital EMS. 

Eligible activities: Emergency medical dispatch and expanding the use of AED devices 

in the community. 

Eligibility: Local EMS organizations.

Website: http://www.floridahealth.gov/provider-and-partner-resources/ems-grants/

index.html 

Contact: Florida Department of Health

EMS Matching Grants

DOH EMS Section, Grants

4052 Bald Cypress Way, Bin A-22

Tallahassee, FL 32399-1738

Phone: 850-245-1722 

Fax: 850-245-4378

EMS@fhealth.gov

Opportunity title 3: Florida Highway Safety Grant Program 

Sponsor: Florida Department of Transportation

Purpose: The Traffic Safety Grant Program provides seed funding to improve traffic 

safety and reduce crashes, serious injuries and fatalities. Topics addressed include 

alcohol, seat belts and child safety seats, police traffic services, speed and aggressive 

driving, distracted driving, traffic records, motorcycle, roadway, community traffic, 

teens, work zone, 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. Successful projects may address traffic safety deficiencies, expand 

an ongoing activity or develop a new program.

Eligibility: Government agencies; political subdivisions of state, local, city and county 

government agencies; law enforcement agencies; state colleges and state universities; 

school districts; fire departments; public emergency service providers; and certain 

qualified nonprofit organizations.

Website: https://www.fdot.gov/safety/3-grants/grants-home.shtm 
80 Funding Alternatives for Emergency Medical and Fire Services

Contact: Florida Department of Transportation

1211 Governor’s Square Blvd. 

Magnolia Center 2, Suite 300 

Tallahassee, FL 32301 

850-245-1504 or 850-414-4009 

Note: 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 Firefighter Standards and Training Council 

Fireworks Tax Grant

Sponsor: Georgia Firefighter Standards and Training Council

Purpose: Certificate of Compliance and ISO ratings maintenance/improvement.

Eligible activities: Applicants shall demonstrate need for (1) the purpose of maintaining 

Certificate of Compliance, or (2) the purposes of maintaining or improving the 

communities’ ISO ratings. 

Eligibility: All legally organized Georgia fire departments, fire service associations and 

other fire service organizations. The agency must have proof of cancer insurance/

benefits.

Website: https://www.gsffa.org/gfstc-2020-fireworks-tax-grant-application

Contact: Georgia Firefighter Standards and Training Council

1000 Indian Springs Drive

Forsyth, GA 31029

478-993-4521
Chapter 5: State Funding for Fire and Emergency Medical Services 81

Hawaii

Opportunity title: Hawaii Highway Safety Grant Program

Sponsor: State of Hawaii Department of Transportation

Purpose: To assist local, county and state government agencies and nonprofit 

organizations interested in applying for federal traffic safety grants funded by the 

NHTSA. The grants must align with a strategy within the Hawaii Strategic Highway 

Safety Plan.

Eligible activities:

Traffic safety program areas Highway safety specialist

ĵ EMS. 

ĵ Motorcycle, scooter and moped safety.

ĵ Occupant protection/child passenger 

safety.

ĵ Pedestrian and bicycle safety.

ĵ Police traffic services.

Christy Cowser

Email: christy.m.cowser@hawaii.gov

ĵ Drug-impaired driving.

ĵ Speed control.

ĵ Traffic records.

Karen Kahikina

Email: karen.g.kahikina@hawaii.gov

ĵ Alcohol-impaired driving.

ĵ Distracted driving.

Lianne Yamamoto

Email: lianne.yamamoto@hawaii.gov

Eligibility: Local, county and state government agencies and nonprofit organizations, 

including Safe Community Coalitions, public safety departments, traffic safety advocates, 

etc.

Website: https://hands.ehawaii.gov 

Contact: Applications may be emailed to a highway safety specialist listed above or 

mailed to:

Hawaii Department of Transportation

Highway Safety Section

98-339 Ponohana Place

Aiea, HI 96701

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. 
82 Funding Alternatives for Emergency Medical and Fire Services

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: https://itd.idaho.gov/safety

Contact: Idaho Transportation Department

Office of Highway Safety

P.O. Box 7129

Boise, ID 83707-1129

208-334-8100

Opportunity title 2: Western Fire Managers and Hazard Fuels Reduction Grants

Sponsor: Idaho Department of Lands

Purpose: Provides financial assistance to local jurisdictions in Idaho for efforts that 

support fire prevention activities. Funds for these programs come from the USFS State 

and Private Forestry branch to address urban to rural forest conservation, protection 

and enhancement needs as identified in Idaho’s Forest Action Plan. 

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, state and local agencies, tribes, 

county governments, communities, educational institutions, and nonprofit entities.

Website: https://www.idl.idaho.gov/fire-management/forestry-fire-grants/

Contact: Idaho Department of Lands

300 N. 6th St., Suite 103

Boise, ID 83702

208-666-8669

Notes: The Rural Fire Capacity Grant can also be found on this site. It is formerly known 

as the state’s VFA grant.

Opportunity title 3: Rural Fire Readiness Program

Sponsor: Idaho Bureau of Land Management (BLM)

Purpose: Dedicated to enhancing the firefighting capabilities of our wildland firefighting 

partners.

Eligible activities: Local wildland firefighting partners that meet certain requirements 

may receive training, wildland fire engines, water tenders, radios, pumps, hoses, 

chainsaws, hand tools, PPE, fire shelters and other items the BLM no longer needs.
Chapter 5: State Funding for Fire and Emergency Medical Services 83

Eligibility: Local fire departments and Rangeland Fire Protection Associations must 

meet a number of requirements:

1. They must have an existing cooperative fire response agreement with the BLM.

2. They must serve a rural community or area.

3. They must have wildland fire protection responsibilities.

4. They must be in close proximity to BLM-administered lands and respond to wildland 

fires in support of BLM when available and as needed.

Website: https://www.blm.gov/programs/public-safety-and-fire/fire-and-aviation/

regional-info/idaho

Opportunity title 4: Bureau of EMS and Preparedness Account III Dedicated 

Grant Program

Sponsor: Idaho Department of Health and Welfare

Purpose: The Idaho Emergency Medical Services Dedicated Grant Program provides 

funds collected from driver’s license fees to purchase EMS vehicles and patient care 

equipment for local and county EMS providers.

Eligible activities: EMS vehicle replacements/new purchases and patient care equipment. 

Eligibility: Local and county fire departments, EMS agencies, and EMS and fire protection 

districts.

Website: https://healthandwelfare.idaho.gov/providers/emergency-medicalservices-ems/ems-agencies

Contact: Idaho Department of Health and Welfare

Bureau of EMS and Preparedness

EMS Grants

P.O. Box 83720

2224 E. Old Penitentiary Road

Boise, ID 83712-8249

208-334-4015

Opportunity title 5: Fire Fighter License Plate Grant Program

Sponsor: Idaho Fire Chiefs Association

Purpose: Fire safety education of firefighters, fire chiefs and the general public.

Eligible activities: Grant requests must comply with the legislated guidelines to be used 

“exclusively for the fire safety education of firefighters, fire chiefs, and the general public.” 

Grant applications may only be requested for a single item or activity. Requesting funds 

for a laptop computer would be acceptable, whereas a request for a laptop computer 

and an LCD projector would not be eligible in the same year. “Fire prevention handout 

material” would be considered a single item (brochures), but there could be a dozen 

or more different types of brochures. Other material and equipment such as DVDs, 

signs or costumes are also eligible. If there is tax, shipping, setup or handling costs to 

obtain or prep the product for use, those costs may be included in the grant request, 

but they must also be shown and itemized on the estimate. 
84 Funding Alternatives for Emergency Medical and Fire Services

Eligibility: An organization, agency or group may only submit 1 grant application 

each year. Fire departments with “joint duties” (a municipal and a rural district) that 

have more than 1 Idaho fire department identification (FDID) number registered with 

the state fire marshal’s Idaho Fire Incident Reporting System program may submit 

1 application per FDID number. Grant requests from a fire department must have 

that agency’s head person’s (chief, director, chairman, etc.) signature. 

Website: https://idahofirechiefs.wildapricot.org/Grant-Info

Contact: Idaho Fire Chiefs Association

P.O. Box 2133

Boise, ID 83701-2133

208-629-4865

admin@idahofirechiefs.org

Notes: Grants are generally capped at a maximum possible award of $2,500 to $3,500, 

although a higher amount may be requested. Each year some grant applications are 

rejected because they are more operationally, equipment or training oriented.

Opportunity title 6: 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 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: https://www.idl.idaho.gov/forestry/forestry-fire-grants/

Contact: Idaho Department of Lands

208-373-3854 

Opportunity title 7: Community Fire Protection (formerly “Steven’s Funds”) 

and Bureau of Land Management 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: https://www.idl.idaho.gov/fire-management/forestry-fire-grants/
Chapter 5: State Funding for Fire and Emergency Medical Services 85

Opportunity title 8: Rural Fire Readiness Program

Sponsor: Idaho BLM

Purpose: Dedicated to enhancing the firefighting capabilities of our wildland firefighting 

partners.

Eligible activities: Local wildland firefighting partners that meet certain requirements 

may receive training, wildland fire engines, water tenders, radios, pumps, hoses, 

chainsaws, hand tools, PPE, fire shelters and other items the BLM no longer needs.

Eligibility: Local fire departments and Rangeland Fire Protection Associations must 

meet a number of requirements:

1. They must have an existing cooperative fire response agreement with the BLM.

2. They must serve a rural community or area.

3. They must have wildland fire protection responsibilities.

4. They must be in close proximity to BLM-administered lands and respond to wildland 

fires in support of BLM when available and as needed.

Website: https://www.blm.gov/programs/public-safety-and-fire/rural-fire-readinessprogram

Illinois

Opportunity title 1: Emergency Medical Systems 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: Illinois licensed and based EMS provider agencies that provide EMS services 

within the state of Illinois. Nonprofit organizations, government organizations and 

education organizations.

Website: https://www2.illinois.gov/sites/GATA/grants/sitepages/csfa.aspx

Contact: Illinois Department of Public Health

535 W. Jefferson St.

Springfield, IL 62716

217-785-2083

Note: Due to the limited amount of grant funds available, the department will not 

consider applications for new vehicles, vehicle re-chassis, building projects or grant 

requests over $5,000.

Opportunity title 2: Illinois State Fire Marshal Grants

Sponsor: Office of the Illinois State Fire Marshal

Purpose: The Office of the Illinois State Fire Marshal has 1 grant opportunity named the 

Small Equipment Grant. There are also several loan opportunities for fire departments 

and fire districts, including the Ambulance Revolving Loan Program, Fire Truck Revolving 

Loan Program and the Fire Station Revolving Loan.
86 Funding Alternatives for Emergency Medical and Fire Services

Eligible activities: Small firefighting and ambulance equipment.

Eligibility: Most Illinois fire departments, fire protection districts and township fire 

departments. Ambulance services that are a not-for-profit EMS provider are also eligible 

to apply. An ambulance service shall be a volunteer, nonprofit, stand-alone EMS provider 

not tied in any financial or legal manner to a fire department. Applicants in this category 

may have to provide additional documentation in order to verify eligibility.

Website: https://www2.illinois.gov/sites/sfm/Iam/FireDepartment/Grants-and-Loans/

Pages/default.aspx

Contact: Office of the Illinois State Fire Marshal

Small Equipment Grant Program

1035 Stevenson Drive

Springfield, IL 62703

Note: Maximum grant award is $26,000.

Indiana

Opportunity title: Burn Care and Prevention Grants 

Sponsor: St. Joseph Community Health Foundation

Purpose: The Burn Care and Prevention Fund is for the improvement of the overall 

readiness of the community in burn care and burn prevention. 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 in emergency situations to treat severe burns with the best care 

practices available. Grants are up to $10,000, but typically range from $500 to $5,000. 

Eligible activities: Burn prevention education, burn treatment training. 

Eligibility: Nonprofit agencies classified as 501(c)3 and some governmental agencies 

involved in related service areas may be eligible for support. Applications are accepted 

anytime throughout the year. Applicants should have a history of serving poor and 

vulnerable populations.

Website: https://sjchf.org/grants/what-we-fund/

Contact: The St. Joseph’s Community Health Foundation

2826 S. Calhoun St.

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, and education. Capital grants support the acquisition, enhancement or 

update of equipment or facilities. Applicants for capital grants should make the case as to 

why this purchase will help it fulfill its mission more effectively. We also try to understand 

how our applicants have planned for the continued maintenance, operation and eventual 

replacement for what will ultimately be purchased through the grant.
Chapter 5: State Funding for Fire and Emergency Medical Services 87

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. Must be a school, a government entity or an IRS-approved, tax-exempt public 

charity as described in IRS Code section 501(c)(3). Incorporated and intending to use 

the grant funds for your own programs. Organization must serve residents in counties 

in southwest Iowa or eastern Nebraska.

Website: https://www.iowawestfoundation.org/grantmaking/what-we-fund/

Contact: Iowa West Foundation

25 Main Place

Suite 550

Council Bluffs, IA 51503 

712-309-3000

grantinfo@iowawestfoundation.org 

Kansas

Opportunity title: Prevention of Unintentional Injury Deaths and 

Hospitalizations 

Sponsor: Kansas Department of Health and Environment 

Purpose: The overall purpose of this mini-grant program is to make funds available 

for community programs to reduce unintentional injury deaths and hospitalizations 

through coordination, implementation and evaluation of model intervention programs.

Eligible activities: Funds must be used for regional or community-based coordination 

and the development, implementation and evaluation of unintentional injury prevention 

interventions. Priority will be given to initiatives aligned with the Injury Prevention 

State Plan.

Eligibility: Private or nonprofit community-based organizations, units of state 

government, and units of local government. The funds will not exceed $4,999 per 

community, and only 1 proposal per community will be reviewed. 

Website: https://www.kdhe.ks.gov

Contact: Kansas Department of Health and Environment 

1000 SW Jackson St.

Suite 230

Topeka, KS 66612-1274

Phone: 785-296-8163

Fax: 785-559-4234

Notes: (1) Fire departments should accurately report fire incidents to the state fire 

marshal’s Kansas Fire Incident Reporting System. (2) State budgetary issues forced the 

suspension of this program for FY21. It is a priority to have this funded in future years.
88 Funding Alternatives for Emergency Medical and Fire Services

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. The purpose of the Rescue Aid Program is to: (1) Reduce 

and prevent the loss of life by creating a better equipped, trained and coordinated 

rescue force throughout the commonwealth. (2) Upgrade the capabilities of local 

rescue squads by providing financial assistance to be used to purchase equipment and 

obtain training. (3) Encourage the development of rescue squads where none exist. 

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 grants, etc.), to 

requests that fulfill unique needs within a community or region, and to teams that do 

not charge for services. 

Eligible activities: Purchase of minimum equipment required in Chapter 39F, optional 

rescue equipment, as well as obtain training.

Eligibility: Kentucky rescue squads. Must have written bylaws and standard operating 

procedures, a vehicle dedicated solely to rescue service, have a minimum of 12 persons, 

conduct a formal training program that meets certain minimums, be formally affiliated 

with the local disaster and emergency services, and meet minimum equipment 

standards.

Website: https://kyem.ky.gov/sargrant/Pages/default.aspx

Contact: Kentucky Division of Emergency Management

SAR Coordinator 

1025 Capital Center Drive

Suite 101

Frankfort, KY 40602

502-607-1601 

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: Within this category, funds are dedicated to support EMS 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: https://www.maine.gov/dps/bhs/grants/index.shtml
Chapter 5: State Funding for Fire and Emergency Medical Services 89

Contact: Maine Bureau of Highway Safety 

164 State House Station

Augusta, ME 04333-0164

207-626-3840 

Note: The applicant must provide a 20% cash or in-kind match.

Maryland

Opportunity title 1: Maryland State Firemen’s Association Volunteer 

Company Assistance Fund

Sponsor: Maryland State Firemen’s Association (MSFA)

Purpose: To provide financial assistance to volunteer fire companies wishing to purchase 

apparatus and equipment or modify facilities.

Eligible activities: 

ĵ Vehicle and equipment loans.

All applications are prioritized based on financial need. Companies with the 

greatest financial need will be afforded an opportunity to receive Volunteer 

Company Assistance Fund (VCAF) loans totaling up to 75% of the total cost for 

the vehicle or equipment. Companies that have more stable finances will likely 

receive less than 75%, and companies that have very stable finances and a rainy 

day fund may have their VCAF loan application declined since they are reasonable 

candidates for commercial loans.

ĵ Facility loans.

The MSFA has placed a moratorium on general facility loan applications. 

However, should a company have a lower-cost facility project ($1 million or less), 

such as a small addition or renovation, the company’s president or corporate 

executive can contact the VCAF committee chair to request approval to submit a 

facility project VCAF loan application.

Website: www.msfa.org/resources 

Contact: Maryland State Firemen’s Association 

2130 Priest Bridge, Drawer #4

Crofton, MD 21114

443-302-2911

Opportunity title 2: Senator William H. Amoss Fire, Rescue and Ambulance 

Fund 

Sponsor: State of Maryland

Purpose: To promote the delivery of effective and high-quality fire protection, rescue and 

ambulance services in the state of Maryland by providing increased financial support 

for fire, rescue and ambulance companies by counties, ensuring the continued financial 

viability given the greatly increased costs of volunteer fire, rescue and ambulance 

companies equipment. 
90 Funding Alternatives for Emergency Medical and Fire Services

Eligible activities: Purchasing volunteer fire, rescue and ambulance company equipment. 

Capital equipment purchased with state money has a useful life expectancy of greater 

than 1 year.

Website: https://law.justia.com/codes/maryland/2016/public-safety/title-8/

Opportunity title 3: Maryland Emergency Medical System Operations Fund 

Sponsor: State EMS Board and Statewide Emergency Medical Services Advisory Council

Purpose: Maryland Emergency Medical System Operations Fund was established by 

state law (Chapter 269) to help fund the state’s EMS related to 5 different operations 

through surcharges on motor vehicle registrations and certain driver motor violations.

Eligible activities: EMS activities, operations and functions. 

Eligibility: Department of State Police — Aviation Command; Maryland Institute for 

EMS; Senator William H. Amoss Fire, Rescue, and Ambulance Fund; Maryland Fire and 

Rescue Institute; and the R. Adams Cowley Shock Trauma Center.

Website: www.miemss.org/home/policy

Contact: State EMS Board and Statewide Emergency Medical Services Advisory 

Council (SEMSAC)

653 W. Pratt St.

Baltimore, MD 21201

800-762-7157

Massachusetts

Opportunity title 1: Student (School-Based) Awareness of Fire Education 

and Senior SAFE Grants 

Sponsor: Massachusetts State Fire Marshal

Purpose: The Student (also referred to as school-based) Awareness of Fire Education 

(SAFE) Grant Program provides funding to local fire departments whose members teach 

fire and life safety to school children.  

Eligible activities: Teaching the fire safety education program in schools. The program 

includes lessons on how to recognize the dangers of fire and the hazards of tobacco 

products. There are 23 key fire safety behaviors taught within the program, and each 

lesson is modified to accommodate the specific age group (i.e., preschool, elementary, 

middle and high school).

Eligibility: Cities or towns whose fire department or fire district had a SAFE program 

grant recently; those who have not are eligible to apply for the Planning Grant.

Website: https://www.mass.gov/service-details/student-awareness-of-fire-education-safe

Contact: Massachusetts State Fire Marshal

1 State Road

Stow, MA 01775

978-567-3381
Chapter 5: State Funding for Fire and Emergency Medical Services 91

Opportunity title 2: Senior SAFE Grant 

Sponsor: Massachusetts State Fire Marshal

Purpose: The Senior SAFE Grant Program’s goal is to reduce older adult fire deaths 

through fire and life safety education. The program also is designed to educate seniors 

about certain safety measures in the home.

Eligible activities: Teaching the fire safety education program in agencies that serve 

seniors. Lessons are on topics such as electrical, heating, home oxygen use, smoking 

and cooking. Installation of carbon monoxide and smoke alarms, testing their batteries, 

and the use of nightlights to prevent falls are also included in the program. 

Eligibility: All municipal fire departments/fire districts may apply.

Website: https://www.mass.gov/service-details/senior-safe-program

Contact: Massachusetts State Fire Marshal

1 State Road

Stow, MA 01775

978-567-3388

Michigan

Opportunity title: Fire Fighters Training Council Grant Program

Sponsor: Michigan Department of Licensing and Regulatory Affairs

Purpose: To enhance firefighter training statewide.

Eligible activities: Training, equipment or props.

Eligibility: Must be current with NFIRS reports. 

Website: https://www.michigan.gov/lara/0,4601,7-154-89334_42271---,00.html

Contact: Michigan Department of Licensing and Regulatory Affairs 

Bureau of Fire Services

P.O. Box 30700

Lansing, MI 48909

Phone: 517-241-8847 

Email: LARA-BFS-GRANTS@MICHIGAN.GOV

Note: Maximum for each individual application is $10,000.
92 Funding Alternatives for Emergency Medical and Fire Services

Minnesota

Opportunity title: Minnesota State Fire Marshal Service Planning Grant 

Program 

Sponsor: Minnesota State Fire Marshal

Purpose: Service Planning Grants can be used for information gathering and a variety 

of studies or for implementing certain recommendations or plans previously outlined 

in studies. Those studies can examine everything from call response improvement, 

sharing training needs, administrative costs, and personnel and equipment, to full 

consolidation of departments. 

Eligible activities: These funds are to be used to pay for (but are not limited to solely 

paying for) a third-party feasibility study that addresses the study requirements 

listed below and the options for service planning, including (but not limited to) those 

provided in “A Blueprint for Shared Services.” A prerequisite could also be from a 

group’s independent study done to show that implementation will benefit all groups 

involved and improve service. There are 2 categories:

1. Implementation (50%): Implementation involves administrative standardization 

between 2 or more fire departments. This includes standardization of firefighter 

life safety equipment between 2 or more fire departments, station modifications 

(hardship circumstances only), and regional-/countywide equipment purchases.

2. Planning Studies (50%): This includes planning studies for fire departments and 

cities or towns looking to improve emergency fire services to their areas. Also, 

exploratory studies for future fire service needs in specific areas.

Eligibility: Fire departments, cities or towns.

Website: https://dps.mn.gov/divisions/sfm/programs-services/Pages/Shared-Services.

aspx

Contact: Minnesota State Fire Marshal

445 Minnesota St., Suite 145

St. Paul, MN 55101-5145

320-333-2817

Montana

Opportunity title: Montana Emergency Medical Services Grant Program 

Sponsor: Montana Department of Transportation (MDOT)

Purpose: The MDOT 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 and 

equipment. Types of equipment include training, monitoring and medical patient-care 

equipment. There are special criteria that must be met for eligible vehicles.

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.

3. A majority of its active EMTs are volunteer.
Chapter 5: State Funding for Fire and Emergency Medical Services 93

Website: https://www.mdt.mt.gov/business/grants_ems.shtml

Contact: Montana Department of Transportation

P.O. Box 201001

Helena, MT 59620-1001

406-444-0856

www.mdt.mt.gov

Notes: An eligible EMS applying for a grant under this section shall provide a 10% match 

for any grant funds. Applicants will submit through WebGrants (https://fundingmt.org/

index.do). Applicants can request multiple items; however, they must be prioritized 

by need.

Nebraska

Opportunity title: EMS Training Agencies and Education

Sponsor: Nebraska Department of Health and Human Services

Purpose: The Nebraska Unicameral Legislature provides funding for initial and continuing 

education for EMS.

Eligible activities: EMS provider tuition reimbursement, continuing education 

reimbursement and online training, conference reimbursement, etc.

Eligibility: Students completing their initial or reinstatement EMS courses may apply as 

an individual, or EMS services may apply if the EMS service has paid for the student’s 

education.

Website: http://dhhs.ne.gov/Pages/EHS-EMS-Education.aspx

Contact: Nebraska Department of Health and Human Services

917 Wildwood Lane

Nebraska City, NE 68410

402-873-5082

Nevada

Opportunity title 1: Emergency Medical System – Training Grant

Sponsor: Division of Public and Behavioral Health EMS Program

Purpose: The EMS Training Grants are used to improve education and training within 

Nevada. 

Eligible activities: Training grants may be used to provide the following types of training:

ĵ Continuing education classes

ĵ EMS courses

ĵ Nationally recognized classes

ĵ Other training programs approved by the Division

Eligibility: All Nevada-permitted EMS agencies are eligible. 

Website: http://dpbh.nv.gov/Reg/EMS/dta/Grants/Emergency_Medical_System_(EMS)_-_

Grants/
94 Funding Alternatives for Emergency Medical and Fire Services

Contact: Division of Public and Behavioral Health EMS Program

4150 Technology Way, Suite 101 

Carson City, NV 89706 

Phone: 775-687-7590 

Opportunity title 2: Emergency Medical System – EMS for Children Grant

Sponsor: Division of Public and Behavioral Health EMS Program

Purpose: The EMS for Children grants are used to provide pediatric training to Nevada 

EMS agencies.

Eligible activities: Training grants may be used to provide the following types of training:

ĵ Pediatric continuing education classes

ĵ Pediatric EMS courses

ĵ Other special pediatric projects

Eligibility: All Nevada-permitted EMS agencies are eligible. 

Website: http://dpbh.nv.gov/Reg/EMS/dta/Grants/Emergency_Medical_System_(EMS)_-_

Grants/

Contact: Division of Public and Behavioral Health EMS Program

4150 Technology Way, Suite 101 

Carson City, NV 89706 

Phone: 775-687-7590 

New Hampshire

Opportunity title: New Hampshire Project First Responders Initiating 

Recovery, Support & Treatment

Sponsor: Division of Fire Standards and Training and Emergency Medical Services, 

New Hampshire Department of Safety

Purpose: Funded through the First Responders: Comprehensive Addiction and Recovery 

Act, this “NH Project First” grant program is an MIH program for first responders. 

Program goals are to reduce the number of opioid overdoses and opioid overdose 

deaths, increase the number of at-risk individuals referred to recovery and treatment 

resources, and increase the number of first responders trained to administer naloxone.

Eligible activities: Salary and wages for personnel’s time to implement the program, 

training activities (OUD 603 course), data collection and information systems, supplies, 

equipment, naloxone kits, and other activities. 

Eligibility: First responders licensed to administer naloxone.

Website: https://nhfa-ems.com/nhprojectfirst/

Contact: New Hampshire Department of Safety

Fire Standards and Training and Emergency Medical Services 

33 Hazen Drive

Concord, NH 03305

603-223-4384 

nhprojectfirst@dos.nh.gov
Chapter 5: State Funding for Fire and Emergency Medical Services 95

New Jersey 

Opportunity title: Volunteer Emergency Service Organization Loan Program

Sponsor: New Jersey Department of Community Affairs’ Division of Fire Safety

Purpose: Created as a revolving loan fund to assist emergency service organizations 

with the purchase of important equipment or the construction of needed facilities. 

Since it is a revolving fund, all loan repayments, including any interest, are used again 

to provide further loans.

Eligible activities: The loans can be used to purchase vehicles, emergency service 

equipment and PPE, or to finance the construction of buildings. Any equipment 

purchased or facilities constructed with these funds must be directly related to 

firefighting or emergency services. The loans cannot be used for eating halls, social 

rooms or equipment related to those kinds of facilities.

Eligibility: Volunteer service organizations within New Jersey, which provide firefighting, 

rescue and emergency medical assistance, can apply. These organizations include:

ĵ Volunteer fire companies.

ĵ Volunteer fire departments.

ĵ Volunteer ambulance squads.

ĵ Volunteer rescue squads.

ĵ Part-paid fire departments.

ĵ Fire districts.

Website: www.state.nj.us/dca/divisions/dfs/pdf/veso.pdf

Contact: Coordinator, VESO Loans

New Jersey Department of Community Affairs

Division of Fire Safety

P.O. Box 809

Trenton, NJ 08625-0809

609-633-6062

Note: More than 1 volunteer fire company, first aid or ambulance squad, or fire district 

within a municipality may apply. The applicant must, however, be established as a New 

Jersey nonprofit corporation, fire department or fire district. Organizations holding 1 

loan are not eligible for a second loan.

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. There are 2 types of grant applications: individual department 

and countywide project.

Eligible activities: Class A or Urban-Interface pumpers, water tender/tankers, PPE, 

communications and radio equipment, pump testing, wildland apparatus, and other 

approved expenditures. 
96 Funding Alternatives for Emergency Medical and Fire Services

Eligibility: Fire departments in compliance with NFIRS reporting and who can provide 

evidence that all their apparatus has gone through pump tests, are recorded in a log 

and are verified in an affidavit. 

Website: https://www.nmdhsem.org/state-firemarshal/fire-grant-council/

Contact: New Mexico Fire Marshal’s Office 

Attention: Fire Protection Grant Application 

P.O. Box 1269

Santa Fe, NM 87504

505-476-0174 

Notes: The amount awarded to a single applicant will not exceed $200,000 for specific 

project types and up to $100,000 for other justified critical needs. Grant requests 

between $100,001 and $200,000 require a minimum matching fund commitment of 

20%, $50,001 to $100,000 requires 10%, $10,001 to $50,000 requires 5%, and $10,000 

and less does not require a match. For the countywide application, all districts within 

the county must benefit from it and they all must follow the grant requirements. A 

countywide application does not preclude the individual departments within that 

county from submitting their own individual department grant.

New York

Opportunity title 1: New York State Emergency Services Revolving Loan 

Program

Sponsor: New York State Homeland Security and Emergency Services

Purpose: Established under 97-pp of the State Finance Law to make loans to cities, 

villages, fire districts, counties, towns and not-for-profit fire/ambulance corporations at 

an annual fixed interest rate of 2.5%. Principal and interest payments made by recipients 

are deposited in the Revolving Loan Account and loaned once again to new applicants. 

Therefore, funding levels in the account will vary throughout the year depending upon 

the amount of repayment money, interest accrued and number of new loans made.

Eligible activities: Firefighting apparatus, ambulance or rescue vehicles, PPE, 

communications equipment, repair of firefighting apparatus/ambulance or rescue 

vehicles, renovation/rehabilitation/repair of facilities, construction costs of facilities 

that either house equipment/vehicles or for live fire training. 

Eligibility: Cities, villages, fire districts and incorporated not-for-profit fire/ambulance 

companies are eligible to apply. 

Website: https://www.dhses.ny.gov/nys-emergency-services-revolving-loan-program

Contact: New York State Division of Homeland Security and Emergency Services 

1220 Washington Ave.

State Office Campus, Bldg. 7A, Suite 610

Albany, NY 12242
Chapter 5: State Funding for Fire and Emergency Medical Services 97

Opportunity title 2: Local Government Records Management Improvement 

Fund 

Sponsor: State of New York

Purpose: To provide grants to volunteer fire and EMS organizations.

Eligible activities: Purchase of supplies and equipment. 

Eligibility: Must be not-for-profit volunteer fire companies and volunteer ambulance 

services incorporated under section 1402 of the not-for-profit corporation law.

Website: https://grantsmanagement.ny.gov/

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: Purchasing of apparatus and equipment. Furniture, copiers, fax 

machines, manuals, land purchases, refurbishment or upgrades to SCBAs, refurbishment 

of vehicles, and refurbishment of communications equipment are typically not

considered for these 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, rescue/EMS or EMS.

5. Rescue provider must be certified by the Office of EMS to request ALS equipment. 

Website: https://www.ncosfm.gov/fire-rescue/fire-rescue-grants-and-relief-funds

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 program requires matching funds and has varying maximum funding 

request limits. For the Rescue grants, it is a 1-to-1 ratio. For the fire grants, it is a 1-to-3 

ratio. Within this site, there are also 2 relief funds that assist fire and EMS: Firefighters 

Relief and Rescue Squad Worker’s Relief funds. During the COVID-19 pandemic, Blue 

Cross/Blue Shield of North Carolina donated $500,000, which was administered as 

Rural Initiative Grants to fire departments for equipment and/or department expenses.
98 Funding Alternatives for Emergency Medical and Fire Services

Opportunity title 2: North Carolina Governor’s Highway Safety Grant 

Sponsor: North Carolina Department of Transportation

Purpose: The mission of the Governor’s Highway Safety Program (GHSP) 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: To develop and enhance methods of responding to motor vehicle 

crashes and transporting and treating injured persons. 

Eligibility: Fire departments and EMS agencies. 

Website: https://www.ncdot.gov/initiatives-policies/safety/ghsp/Pages/grants.aspx

Contact: North Carolina Department of Transportation

Governor’s Highway Safety Program 

GHSP Mail Service Center 1508

Raleigh, NC 27699-1508

919-733-3083 

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 area are passed to the 

North Dakota Department of Health for training, testing, certification and continuing 

education for EMS personnel and for emergency vehicle operations. 

Eligibility: Fire departments and EMS agencies.

Website: https://www.dot.nd.gov/divisions/safety/trafficsafety.htm 

Contact: North Dakota Department of Transportation 

Safety Division

608 East Boulevard Ave.

Bismarck, ND 58505-0700 

dottrafficgrp@nd.gov
Chapter 5: State Funding for Fire and Emergency Medical Services 99

Ohio

Opportunity title 1: Fire Department Training Reimbursement Grant 

Sponsor: Ohio Department of Commerce, Division of State Fire Marshal

Purpose: Training.

Eligible activities: 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. Only the following classes will be covered by the grant: “Volunteer 

Firefighter,” “Firefighter I Transition,” “Firefighter I,” “Firefighter II Transition,” “Firefighter 

I & II” (combined), “Certified Fire Safety Inspector,” or classes that have been taken and 

completed at any Ohio Fire Charter approved by Ohio Department of Public Safety, 

Division of EMS.

Eligibility: Fire departments that provide primary fire protection to an area with a 

permanent population of 25,000 or fewer people. 

Website: https://www.com.ohio.gov/fire/Grants.aspx

Contact: 800-515-0023

Notes: Training grant awards are subject to availability of funds. The application period 

opens every December.

Opportunity title 2: Small Government Fire Department Services Revolving 

Loan 

Sponsor: Ohio Department of Commerce, Division of 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.

Website: https://www.com.ohio.gov/fire/Grants.aspx

Contact: Ohio Department of Commerce

Fiscal East 

P.O. Box 4009

6606 Tussing Road

Reynoldsburg, OH 43068 

800-515-0023 

commercegrants@com.state.oh.us

Notes: The application period typically opens every winter. Award and nonaward 

notifications are typically sent in the late spring. 
100 Funding Alternatives for Emergency Medical and Fire Services

Opportunity title 3: Firefighter I Training Grant 

Sponsor: Ohio Department of Commerce, Division of State Fire Marshal

Purpose: This grant provides funding to pay for the costs of providing “Firefighter I” or 

“Firefighter I Transition” certification courses free of charge to select students by state 

fire marshal-approved class providers. By partnering with eligible class providers, it 

is the goal of the state fire marshal to ease the costs to local governments, promote 

shared services and broaden the availability of these courses throughout the state.

Eligible activities: “Firefighter I” or “Firefighter I Transition” state fire marshal-approved 

certification courses.

Eligibility: Select fire students. Class providers must be in good standing with the Ohio 

Department of Public Safety, have recently provided courses, have a valid charter, burn 

building or acquired structure, and be in compliance with the Ohio Environmental 

Protection Agency.

Website: https://www.com.ohio.gov/fire/Grants.aspx

Contact: 800-515-0023

CommerceGrants@com.state.oh.us

Notes: Grant funding is limited to $500,000 statewide and will be disbursed to compliant 

course providers on a first come, first served basis, up to $1,500 per student. The 

application period opens every July.

Opportunity title 4: Multi-Agency Radio Communication System Grant 

Sponsor: The Ohio Department of Commerce, Division of State Fire Marshal

Purpose: Purchase Multi-Agency Radio Communication System (MARCS) equipment.

Eligible activities: The money can be used to purchase the systems, equipment and/or 

services that are a part of, integrated into, or otherwise interoperable with the MARCS 

operated by the state of Ohio with respect to providing fire protection services. 

Eligibility: Fire departments, volunteer fire departments, joint fire districts or local 

governments operating a fire department that serves 25,000 or fewer people.

Website: https://www.com.ohio.gov/fire/Grants.aspx

Contact: Ohio Department of Commerce — Fiscal East Grants Administration

P.O. Box 4009

Reynoldsburg, OH 43068-9009 

CommerceGrants@com.state.oh.us 

Notes: Up to $50,000 per department is available through this grant. The application 

period opens every October. Fire departments can apply for this grant as a single 

agency or as part of a countywide or regional effort.
Chapter 5: State Funding for Fire and Emergency Medical Services 101

Opportunity title 5: Fire Department Equipment Grant 

Sponsor: Ohio Department of Commerce, Division of State Fire Marshal

Purpose: Purchase equipment.

Eligible activities: Allowable equipment grant requests include personal protective 

clothing, SCBA, communications equipment and other miscellaneous equipment. 

Eligibility: Fire departments or local government entities that serve a population of 

fewer than 25,000 people. They must follow the Volunteer Firefighters’ Dependents 

Fund outlined in Ohio Revised Code 146 and have submitted incident fire reports for 

the previous calendar year. 

Website: https://www.com.ohio.gov/fire/Grants.aspx

Contact: Ohio Department of Commerce

800-515-0023 

commercegrants@com.state.oh.us

Notes: This can be an individual or joint organization application. Grant awards are up 

to $15,000 and typically occur in the spring.

Opportunity title 6: Ohio EMS Grants Program 

Sponsor: Ohio EMS Board

Purpose: The program is broken up into 5 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 (2 through 5) 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. Supplemental grant awards may be available depending upon the year. 

The funding source for this program is the state of Ohio seat belt violations fund.

Eligible activities: Training, purchase of equipment and vehicles, and trauma care 

research.

Eligibility: Public, private and nonprofit EMS agencies and EMS agencies established 

by a joint fire district.

Website: https://www.ems.ohio.gov/grants.aspx#gsc.tab=0

Contact: Grants Administration 

Ohio Division of EMS 

1970 West Broad St. 

Columbus, OH 43223 

800-233-0785
102 Funding Alternatives for Emergency Medical and Fire Services

Oklahoma

Opportunity title 1: Rural Fire Defense 80/20 Reimbursement Grant 

Sponsor: State of Oklahoma Forestry Service 

Purpose: The objective of this program is to provide financial assistance to rural fire 

departments serving communities under 10,000 in population to help them lower their 

risk from wildland fires and better serve their districts. 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: https://ag.ok.gov/community-fire-assistance/

Contact: Oklahoma Forestry Services

Oklahoma Department of Agriculture, Food, and Forestry

Staff Forester, Forest Protection 

2800 N. Lincoln Blvd.

Oklahoma City, OK 73105

405-288-2385

Notes: No advanced payments will be made. Grant amounts may be claimed only on a 

reimbursement basis. Grant program typically opens in July and closes in September.

Opportunity title 2: Rural Fire Defense Operational Assistance Grant 

Sponsor: State of Oklahoma Forestry Service 

Purpose: The objective of this program is to provide financial assistance to rural fire 

departments serving communities under 10,000 in population to help them lower 

their risk from wildland fire and better serve their districts.

Eligible activities: Purchasing items such as firefighting equipment, insurance premiums, 

equipment maintenance and personal protective gear. 

Eligibility: Rural fire departments serving communities with populations less than 

10,000 that depend either fully or partially on volunteer firefighters.

Website: https://ag.ok.gov/community-fire-assistance/

Contact: Oklahoma Forestry Services

Oklahoma Department of Agriculture, Food, and Forestry 

Staff Forester, Forest Protection

2800 N. Lincoln Blvd.

Oklahoma City, OK 73105 

405-288-2385
Chapter 5: State Funding for Fire and Emergency Medical Services 103

Oregon

Opportunity title: Oregon Highway Safety Improvement Program

Sponsor: Oregon Department of Transportation (ODOT)

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 agencies for training, equipment and outreach.

Eligibility: Applicants must be community hospitals or their EMS providers.

Website: https://www.oregon.gov/odot/Safety/Pages/Grantee.aspx

Contact: Naomi Dwyer, Grants Assistant

Transportation Safety Division

ODOT-TLC Building, MS 3

4040 Fairview Industrial Drive SE

Salem, OR 97302-1142

503-986-4202

Pennsylvania

Opportunity title 1: Fire Company and Emergency Medical Services Grant 

Program

Sponsor: Pennsylvania Office of the State Fire Commissioner (OSFC) 

Purpose: The Fire Company and Emergency Medical Services Grant Program provides 

grants for fire, ambulance and rescue companies. This program was previously just 

for volunteer companies and was named Volunteer Fire Company and Volunteer 

Ambulance Service Grant Program. This grant is supposed to improve and enhance 

firefighting, ambulance and rescue services capabilities of fire companies and EMS 

throughout the commonwealth of Pennsylvania. The funding comes from the State 

Gaming Fund. Program funds may be used for projects that are eligible in accordance 

with Chapter 78 (relating to Grants to Fire Companies and Emergency Medical Services 

Companies) of Title 35 of the Pennsylvania Consolidated Statutes.

Eligible activities: Construction and/or renovation of facilities, purchase or repair of 

equipment, debt reduction associated with facilities or equipment purchases, training 

and certification of members, and education. For career departments, overtime costs 

associated with backfilling positions while firefighters are attending training.

Eligibility: Volunteer fire companies and career fire departments, EMS, and rescue 

squads. Fire companies must have reported all incidents using the Pennsylvania 

Fire Incident Reporting System on a monthly basis during the performance period. 

EMS companies are exempt from reporting; however, they must be designated by 

the municipality as the primary EMS provider. Eligible organizations may apply for a 

combination of up to 2 projects listed above in the eligible activities.

Website: https://www.osfc.pa.gov/GrantsandLoans/Volunteer%20Fire%20Company%20

And%20Ambulance%20Grants/Pages/default.aspx
104 Funding Alternatives for Emergency Medical and Fire Services

Contact: Office of the State Fire Commissioner

1310 Elmerton Ave.

Harrisburg, PA 17110-9364

800-670-3473 

E-mail: ra-vfcvasgp@pa.gov 

Note: Grants will be not less than $2,500 and not more than $15,000 per applicant fire 

company and no more than $10,000 per applicant emergency medical service.

Opportunity title 2: Emergency Medical Services Operating Fund 

Sponsor: Pennsylvania Department of Health 

Purpose: To provide funding to maintain, improve and develop the quality of the EMS 

system within this commonwealth. 

Eligible activities: Program priorities have traditionally centered around recruitment and 

retention programs, investigating a potential merger/consolidation of services, actual 

merger/consolidation of services, development/improvement of an organizational risk 

management program, capnography equipment, software/computer equipment for 

patient care reporting, bariatric equipment, replacement of ambulances, etc.

Eligibility: Any provider of EMS applying for Emergency Medical Services Operating 

Fund funding must be in full compliance with all regulations, policies and priorities of 

the state and regional EMS systems. 

Website: https://www.health.pa.gov/topics/EMS/Pages/Regulations.aspx

Contact: Commonwealth of Pennsylvania EMS Medical Director

Bureau of EMS

Pennsylvania Department of Health

1310 Elmerton Ave.

Harrisburg, PA 17110

Opportunity title 3: Volunteer Loan Assistance Program

Sponsor: Pennsylvania OSFC 

Purpose: The Volunteer Loan Assistance Program provides fixed low interest loans to 

volunteer fire companies, ambulance services and rescue squads for the acquisition, 

rehabilitation or improvement of apparatus, facilities and equipment. Forms and 

informational materials are available to interested organizations. OSFC staff provides 

technical assistance and regulatory guidance to applicants; receives, analyzes and 

approves loan applications; supplies loan-closing services; maintains financial and 

historical files; and services all accounts until they are closed. 

Eligibility: All Pennsylvania volunteer fire companies, ambulance services and rescue 

squads.

Website: https://www.osfc.pa.gov/GrantsandLoans/FEMSLP/Pages/default.aspx

Contact: Office of the State Fire Commissioner

1310 Elmerton Ave.

Harrisburg, PA 17110-9364

800-670-3473

RA-VLAO@pa.gov
Chapter 5: State Funding for Fire and Emergency Medical Services 105

South Carolina

Opportunity title: Volunteer Strategic Assistance and Fire Equipment

Sponsor: South Carolina Office of State Fire Marshal 

Purpose: To provide a maximum of $30,000 funding to volunteer fire departments, 

with no matching or in-kind money required. 

Eligible activities: Purchase of fire suppression equipment, SCBAs, portable air refilling 

systems, hazardous materials spill leak detection/repair/recovery equipment, PPE, 

new/used fire apparatus, incident command vehicles, special operations vehicles, 

training, rescue equipment, medical equipment, decontamination equipment, and 

safety equipment. 

Eligibility: Chartered volunteer fire departments and chartered combination fire 

departments with a staffing level that is at least 50% volunteer are eligible to receive 

grant funding. A chartered fire department that receives a grant must comply with the 

Firefighter Registration provision of Act 60 of 2001 and sign the statewide mutual aid 

agreement with the South Carolina Emergency Management Division.

Website: http://statefire.llr.sc.gov/osfm/vsafe.aspx

Contact: South Carolina Office of State Fire Marshal

141 Monticello Trail

Columbia, SC 29203

803-896-9800

Notes: The amount of the grants awarded shall not exceed $30,000 for each eligible 

chartered fire department, with no matching or in-kind money required. A chartered 

fire department may be awarded only 1 grant in a 3-year period.

South Dakota

Opportunity title 1: Firefighter Essentials Grant 

Sponsor: South Dakota State Fire Marshal’s Office (SDFMO), South Dakota Department 

of Public Safety

Purpose: This grant helps defray costs for books, manuals and instructor fees associated 

with firefighter education.

Eligible activities: The grantee agency will provide for the “Firefighter Essentials” course 

(Unit I, Unit II testing and practical competencies). 

Eligibility: The course must be open to all South Dakota firefighters. State equipment 

supplies or facilities cannot be used. The project director must be an employee of the 

agency/governing body. The course must be completed within 12 months of the grant 

agreement start date. 

Website: https://dps.sd.gov/emergency-services/state-fire-marshal/grants

Contact: State Fire Marshal’s Office 

South Dakota Department of Public Safety 

221 S. Central Ave.

Pierre, SD 57501-2000 

866-274-0960

Note: Each individual grant is approximately $750.
106 Funding Alternatives for Emergency Medical and Fire Services

Opportunity title 2: South Dakota Smoke Alarm Grant Program 

Sponsor: SDFMO, South Dakota Department of Public Safety

Purpose: Helps departments obtain and distribute smoke alarms in homes that need 

them. 

Eligible activities: Obtaining, distributing and installing smoke detectors.

Eligibility: Fire department within the state of South Dakota; 1-year performance period. 

Website: https://dps.sd.gov/emergency-services/state-fire-marshal/grants

Contact: State Fire Marshal’s Office 

South Dakota Department of Public Safety 

221 S. Central Ave.

Pierre, SD 57501-2000 

866-274-0960

Notes: Initial request can be up to 50 smoke alarms. Can be replenished upon depletion 

and proper submission of paperwork.

Tennessee

Opportunity title: Tennessee Governor’s Highway Safety Office Grants 

Sponsor: Tennessee Department of Transportation 

Purpose: The Governor’s Highway Safety Office provides grants to programs which 

are designed to reduce the number of fatalities, injuries and related economic losses 

resulting from traffic crashes on Tennessee’s roadways. Local governments, law 

enforcement agencies, academic institutions and private nonprofits can apply for 

NHTSA passthrough funding for projects related to various areas of highway safety. 

Eligible activities: Eligible project areas are included in the state of Tennessee’s Highway 

Safety Performance Plan. The plan includes EMS agencies. 

Eligibility: Fire departments and EMS agencies.

Website: https://tntrafficsafety.org/applying-for-grants

Contact: Tennessee Governor’s Highway Safety Office 

615-741-6235

Notes: This grant program typically opens and closes in March. Interested applicants 

will need to register for a Tennessee Grants system in order to apply: https://www.

tn.gov/environment/about-tdec/grants/program-areas.html

Texas

Opportunity title 1: EMS Local Projects Grant

Sponsor: Texas Department of State Health Services 

Purpose: The purpose of the Local Projects Grant Program is to support and improve 

the development of the Texas Emergency Health Care System. Funds shall be used to 

support and improve the development of the Texas Emergency Health Care System 

and increase the availability and quality of emergency pre-hospital health care. 
Chapter 5: State Funding for Fire and Emergency Medical Services 107

Eligible activities: EMS personnel certification training, specialty training related 

to pre-hospital health care management, communication equipment, patient care 

equipment and nondisposable supplies, injury prevention projects, continuing 

education programs, and the purchase of an ambulance. Accreditation fees paid to the 

Committee on Accreditation for the EMS Professions (CoAEMSP) and the Commission on 

Accreditation of Allied Health Education Programs by department-approved paramedic 

education programs seeking initial CoAEMSP accreditation.  

Eligibility: Licensed EMS providers, registered first responder organizations, regional EMS/

trauma advisory councils (RACs), EMS education organizations and pre-hospital injury 

prevention organizations. Health and Safety Code Chapter 773 governs this program.

Website: https://dshs.texas.gov/emstraumasystems/efunding.shtm

Contact: Texas Department of State Health Services

Office of Emergency Medical Services/Trauma Systems Coordination 

512-834-6669 

Notes: Matching funds are required. Interested applicants should contact their local 

RAC for information on the application process. 

Opportunity title 2: Governor’s Extraordinary Emergency Fund

Sponsor: Texas Department of State Health Services

Purpose: Funding is set aside each FY 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 Servicesapproved 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: https://dshs.texas.gov/emstraumasystems/efunding.shtm

Contact: Texas Department of State Health Services 

Office of EMS/Trauma Services

MC 1876, P.O. Box 149347

Austin, TX 78714-9347 

512-834-6752

Utah

Opportunity title: Utah Fire Department Assistance Grant 

Sponsor: Utah Division of Forestry, Fire and State Lands (FFSL)

Purpose: The fire department assistance grant is an interagency, cooperative program 

administered by the FFSL to provide technical and financial assistance to Utah’s fire 

departments to improve their ability to safely and effectively provide fire protection and 

manage hazardous material incidents. Funding can be used for wildland or structural 

fire training, prevention, PPE, and basic suppression equipment. This grant is made 
108 Funding Alternatives for Emergency Medical and Fire Services

up of 3 different sources of funding; 2 federal and 1 state: Rural Fire Assistance (RFA) 

from the U.S. Department of the Interior (DOI), VFA from the USFS, and funds through 

the Utah Fire and Rescue Academy (UFRA) are 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. 

Eligible activities: Initial organizations (startup costs), training, fire shelters, fire 

prevention equipment and materials, PPE, basic suppression tools and equipment, 

and other special needs. 

Eligibility: Fire departments. 

Website: https://ffsl.utah.gov/fire/fire-grants/

Contact: Utah Division of Forestry, Fire and State Lands 

1594 W. North Temple, Suite 3520

Salt Lake City, UT 84114-5703

801-554-6121 

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 Hardware 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 the Virginia Fire Incident Reporting System 

(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: https://www.vafire.com/grants-and-local-aid/vfirs-hardware-grants/

Contact: Information Statistics Manager 

Virginia Department of Fire Programs 

1005 Technology Park Drive

Glen Allen, VA 23059-4500

804-249-1990 or 804-371-0220

Opportunity title 2: Regional Fire Services Training Facilities Grant 

Sponsor: VDFP

Purpose: The purpose of this grant program is to provide funding for the purchase of 

fire-related training props.

Eligible activities: The funding will be utilized for the acquisition, renovation, repair, 

service and management of fire services training props to provide training opportunities 

to multiple jurisdictions in support of training throughout the commonwealth of 

Virginia per the NFPA 1001 and NFPA 1403, Standard on Live Fire Training Evolutions,

training standards. 
Chapter 5: State Funding for Fire and Emergency Medical Services 109

Eligibility: Any independent city, county or incorporated town is eligible to apply. A lead 

locality must be named when an award is serving multiple jurisdictions.

Website: https://www.vafire.com/grants-and-local-aid/regional-fire-services-traininggrant-program/

Contact: Budget and Grants Manager

Virginia Department of Fire Programs

Attn: Regional Fire Services Grant Administration 

1005 Technology Park Drive

Glen Allen, VA 23059-4500

804-371-0220

Opportunity title 3: Live Fire Training Structure Grant 

Sponsor: VDFP

Purpose: The purpose of this grant program is to provide funding to Virginia localities 

seeking to construct, renovate (including additions) or repair permanent live fire 

training structures in accordance with the most current edition of NFPA 1402, Standard 

on Facilities for Fire Training and Associated Props. The term Live Fire Training Structure 

refers to a structure specifically designed for conducting live fire training evolutions 

on a repetitive basis in accordance with the most current edition of NFPA 1001 and 

NFPA 1403. The grant is a matching/cost-sharing program. The percentage of match/

cost share is relative to the size of the capital project the locality intends to construct. 

Eligible activities: The funding will be utilized for construction, renovation (including 

additions) or repairs to permanent live fire training structures. New construction has 

different rules, guidelines and timelines when compared to emergency renovations. 

Eligibility: Any independent city, county or incorporated town is eligible to apply. 

Website: https://www.vafire.com/grants-and-local-aid/burn-building-grants/

Contact: Budget and Grants Manager

Virginia Department of Fire Programs

1005 Technology Park Drive

Glen Allen, VA 23059-4500

804-371-0220 

Opportunity title 4: 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. This funding comes from 

the Office of Emergency Medical Services (OEMS) Four-for-Life allocation.

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 agencies/organizations involved in EMS.
110 Funding Alternatives for Emergency Medical and Fire Services

Website: https://www.vdh.virginia.gov/emergency-medical-services/administrationfinance/rsaf-grants-program/

Contact: Grants Manager

Office of Emergency Medical Services 

1041 Technology Park Drive

Glen Allen, VA 23059-4500

804-888-9106

Opportunity title 5: Nasal Naloxone for EMS Agencies

Sponsor: RSAF, OEMS, Virginia Department of Health 

Purpose: To prevent drug overdose deaths involving opioids in Virginia by consistently 

providing no-cost nasal naloxone to licensed EMS agencies while the National Opioid 

Crisis Declaration is in effect.

Eligible activities: Purchase of naloxone.

Eligibility: Licensed EMS agencies pursuant to VA Code 32.1-111.12 may apply for Nasal 

Naloxone for EMS Agencies through the EMS-Grant Information Funding Tool.

Website: https://www.vdh.virginia.gov/epidemiology/naloxone/

Contact: Grants Manager

Office of Emergency Medical Services 

1041 Technology Park Drive

Glen Allen, VA 23059-4500

804-888-9106

Note: Applications are awarded based on the number of reported transport units or 

ambulances.

Opportunity title 6: EMS Scholarship Program

Sponsor: Virginia Office of EMS and Virginia Department of Health

Purpose: The EMS Scholarship 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. Other eligible expenses 

include textbooks, uniforms, testing fees, exam preparation software, background 

checks and physicals. 

Eligibility: Virginia EMS providers or students seeking to become EMS providers in 

Virginia. Must be a resident of the commonwealth of Virginia and have a valid U.S. 

Social Security number. 

Website: https://www.vdh.virginia.gov/emergency-medical-services/educationcertification/ems-scholarship/

Contact: Virginia Office of EMS

1041 Technology Park Drive 

Glen Allen, VA 23059

804-888-9106
Chapter 5: State Funding for Fire and Emergency Medical Services 111

Notes: Tuition costs are calculated based on the tuition rate and number of credit 

hours it takes to complete each level of EMS training in the Virginia Community College 

System. The office then determines baseline funding by considering several factors.

Opportunity title 7: Conference and Education Assistance Program 

Sponsor: VDFP

Purpose: The purpose of the Conference and Education Assistance Program is to 

provide needed financial support for conferences and seminars sponsored by the 

Virginia-based nonprofit organizations that further the education of fire and emergency 

services personnel throughout the commonwealth. 

Eligible activities: Conferences, seminars, and fire prevention and public safety education 

courses. 

Eligibility: Virginia-based, legally recognized nonprofit organizations representing 

the local, regional or statewide interests of the commonwealth’s fire and emergency 

services community. 

Website: https://www.vafire.com/grants-and-local-aid/conference-and-education/

Contact: Grants and Local Aid Manager 

Virginia Department of Fire Programs 

1005 Technology Park Drive

Glen Allen, VA 23059-4500

804-249-1958 

Opportunity title 8: Aid to Localities 

Sponsor: VDFP

Purpose: The Virginia Fire Programs Fund is derived from 1% of fire-related insurance 

coverage. Approximately 75% of the total fund goes directly to counties, cities and 

incorporated towns within the commonwealth as “Aid to Localities.” 

Eligible activities: Training, construction of training centers, firefighting equipment 

and PPE. 

Eligibility: Cities, counties and incorporated towns.

Website: https://www.vafire.com/grants-and-local-aid/aid-to-localities/

Contact: Grants and Local Aid Manager 

Virginia Department of Fire Programs 

1005 Technology Park Drive

Glen Allen, VA 23059-4500

804-249-1958 

Note: Allocations are population-based.
112 Funding Alternatives for Emergency Medical and Fire Services

Opportunity title 9: Dry Hydrant Grant

Sponsor: Virginia Department of Forestry

Purpose: The Virginia Dry Fire Hydrant Grant Program is funded under the 1995 Fire 

Programs Fund Bill adopted in 1995 by the Virginia General Assembly with the intent of 

improving fire protection and conserving energy. The program is administered jointly 

by the Virginia Department of Forestry and VDFP with the assistance of an advisory 

committee. 

Eligible activities: To permanently install nonpressurized pipe systems for fire 

department drafting operations in existing lakes, ponds and streams that provide a 

suction supply of water to a fire department tank truck or hose relay source pumper.

Eligibility: Fire departments listed with the VDFP. Each fire department may submit up 

to 3 applications. The site location priority must be noted. The program will fund as 

many hydrants as the budget allows. 

Website: https://dof.virginia.gov/wildland-prescribed-fire/fire-department-resources/

dry-hydrants/

Contact: Virginia Department of Forestry

Dry Fire Hydrant Program

900 Natural Resources Drive, Suite 800

Charlottesville, VA 22903 

434-220-8052

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 DOI. 

Eligible activities: Wildland firefighting courses. 

Eligibility: Rural fire departments and fire districts.

Website: https://www.dnr.wa.gov/FireDistrictAssistance

Contact: DNR Fire District Assistance Coordinator 

360-902-1306 

Opportunity title 2: Volunteer Fire Assistance Grants 

Sponsor: Washington State DNR

Purpose: Administered by DNR through funding from the USDA, this grant program 

provides a 50% match for purchases of PPE and general equipment. 

Eligible activities: Purchase 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.
Chapter 5: State Funding for Fire and Emergency Medical Services 113

3. Serves a community of more than 10,000 residents and a service area that includes 

a rural community of fewer than 10,000 residents. 

Website: https://www.dnr.wa.gov/FireDistrictAssistance

Contact: DNR Fire District Assistance Coordinator 

360-902-1306 

Note: A 50% match is required. 

Opportunity title 3: Firefighter Property Program 

Sponsor: Washington State DNR

Purpose: This program helps fire protection districts and fire departments get fire 

engines and water tenders 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 and other equipment, such as generators, 

forklifts, utility terrain vehicles and trailers are also available.

Eligibility: Opportunities to obtain equipment through this program may be available 

to fire protection districts and fire departments in Washington state that:

1. Agree to put the vehicle in service within a year of taking possession.

2. Are willing to assist DNR in protecting Washington wildlands from wildfire.

Website: https://www.dnr.wa.gov/FireDistrictAssistance

Contact: DNR Fire District Assistance Coordinator 

360-902-1306 

Note: This program replaces the Federal Excess Property Program (FEPP) in Washington. 

Opportunity title 4: Department of Natural Resources Surplus Engine Program 

Sponsor: Washington State DNR 

Purpose: DNR transfers ownership of its surplus engines, per RCW 76.04.135(4), to 

Washington state fire districts in wildfire-prone areas within counties that have a 

median income level below the state average. These engines will help local fire districts 

be better prepared to fight wildfires in their districts.

Eligible activities: Used wildland fire apparatus acquisition.

Eligibility: Fire districts can confirm their eligibility via DNR’s list on its website. 

Website: https://www.dnr.wa.gov/FireDistrictAssistance

Contact: DNR Fire District Assistance Coordinator 

360-902-1306 

Note: The surplus site where you can browse what is available is located at 

https://www.dnr.wa.gov/publications/rp_fire_surplus_engines_powerpt.pdf?grrr24.
114 Funding Alternatives for Emergency Medical and Fire Services

West Virginia

Opportunity title: West Virginia Volunteer Fire Department Training and 

Equipment Grant 

Sponsor: Office of the State Fire Marshal, Department of Military Affairs and Public Safety

Purpose: Training, equipment and community risk reduction efforts.

Eligible activities: Training, equipment and community risk reduction efforts. It is 

important to display how the department is a proactive problem solver.

Eligibility: West Virginia volunteer fire departments. Application must be submitted 

by the chief of the department. 

Website: https://firemarshal.wv.gov/Pages/default.aspx

Contact: Volunteer Fire Department Training and Equipment Grant West Virginia State 

Fire Marshal’s Office (SFMO)

1207 Quarrier St., 2nd Floor

Charleston, WV 25301 

304-558-2191, ext. 53224

Note: Grant sizes typically range from $1,500 to $6,000, but the SFMO may occasionally 

make larger grant awards based on the size of the fund. 

Wisconsin

Opportunity title: Forest Fire Protection Grant 

Sponsor: Wisconsin DNR 

Purpose: Forest Fire Protection (FFP) grants are available to Wisconsin fire departments 

and county/area fire associations. Grant funding is intended to expand the use of 

local fire departments to augment and strengthen the DNR overall initial-attack fire 

suppression capabilities on forest fires. 

Eligible activities: 

ĵ Acquiring PPE and forest fire training

ĵ Forest fire prevention and WUI

ĵ Forest fire suppression tools, equipment, supplies and materials

ĵ Dry hydrants

ĵ Communication equipment for forest fire suppression or protection

ĵ Mapping and GIS

ĵ Off-road, all-wheel drive vehicles, all-terrain vehicles of half-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 must have a majority 

of the fire department members serve organized forest fire control areas designated 

by the DNR. 

Website: https://dnr.wisconsin.gov/aid/ForestFireProtection.html
Chapter 5: State Funding for Fire and Emergency Medical Services 115

Contact: Grant Manager

Wisconsin Department of Natural Resources

3911 Fish Hatchery Road

Fitchburg, WI 53711

Phone: 608-275-3206

Fax: 607-275-3338

dnrffpgrantprogram@wisconsin.gov

Note: 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.

2. To comply with a federal or state mandate.

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: https://lands.wyo.gov/grants-loans/grants/mineral-royalty-grants

Contact: Office of State Lands and Investments 

Herschler Building

122 W. 25th St., Suite W103

Cheyenne, WY 82002 

307-777-6373

Opportunity title 2: Wyoming Traffic Safety Grant 

Sponsor: Wyoming DOT

Purpose: The Wyoming DOT’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 that 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. 

Eligible activities: EMS activities in a safety area under the statutory provisions 

administered by the Federal Highway Administration. 

Eligibility: Fire departments and EMS agencies.

Website: http://www.dot.state.wy.us/home/dot_safety/behavioral-grants.html
116 Funding Alternatives for Emergency Medical and Fire Services

Contact: Highway Safety Program Office 

Wyoming Department of Transportation 

5300 Bishop Blvd.

Cheyenne, WY 83009-3340

307-777-4450
Chapter 6: Federal Funding for Emergency Medical Services and Fire Agencies 117

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 EMS, fire protection, 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 states 

for further distribution. Examples include the Emergency 

Management Performance Grants (EMPGs) 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 

AFG (Figure 6.1). 

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 government, fire departments, or nonprofit EMS agencies. 

Local government finance officials are often an excellent resource for information on 

grant funding opportunities and processes; sometimes there is a dedicated grant writer 

on staff.

Figure 6.1. Courtesy of Mike Wieder, 

Stillwater, Oklahoma.

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 pass through. Direct grants 

are given directly to the agency applying for it, whereas pass-through grants require 

the state to apply to the federal government, then the state disburses grant money 

to agencies that request it. Grants may be restricted or 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, who 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. 
118 Funding Alternatives for Emergency Medical and Fire Services

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 and fire 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. 

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 they have become highly controversial because of the role 

of paid political lobbyists in securing them and the constant disagreement on priorities. 

Earmark bans have been instituted frequently over the years. 2007 and 2011 are the 

most recent examples. While earmarks are likely obsolete, there is a chance they could 

be revived by the federal government if lawmakers have the necessary support. 

Disaster relief

Whether natural or man-made, local or 

global, disasters occur from time to time 

(Figure 6.2). When these occur, the federal 

government makes an official declaration, 

which puts fire and EMS agencies on 

notice that a federal funding stream(s) 

will be available. Most commonly, this 

occurs when natural disasters such as 

earthquakes, snowstorms, tornadoes, 

hurricanes, etc., occur and FEMA’s Public 

Assistance program is activated. Fire 

and EMS agencies can submit eligible 

expenses to their municipality related to 

the response, and then the municipality submits it to the administering state agency 

for state and federal consideration. Eligible items include labor hours, fringe benefits, 

donated hours/resources, equipment usage, vehicle usage, materials and supplies. 

Figure 6.2. Courtesy of Chris Mickal, 

New Orleans Fire Department Photo 

Unit.
Chapter 6: Federal Funding for Emergency Medical Services and Fire Agencies 119

A recent example is the COVID-19 pandemic (commonly referred to as 

the coronavirus) that spanned 2020 and continues to create an extensive 

economic crisis. This global emergency was a declared disaster that not 

only utilized FEMA Public Assistance but many other funding streams 

as well. The Coronavirus Aid, Relief, and Economic Security (CARES) 

Act (the Act) was enacted. The U.S. Treasury created the Coronavirus 

Relief Fund, and FEMA AFG created “AFG-S” among other grants. Fire 

and EMS agencies could either apply directly or apply underneath their 

municipality for PPE and sanitizing supplies (Figure 6.3). The CARES 

Act also established the Paycheck Protection Program, giving small 

businesses and qualifying tax-exempt nonprofit organizations payroll 

loans. Eligible fire departments and EMS agencies were able to apply.

While each disaster differs and so does the U.S. response, there are 

some commonalities in disaster relief provision. 

Figure 6.3. Courtesy of 

the Phoenix, Arizona, Fire 

Department.

System Award Management number

All organizations applying for a federal grant or cooperative agreement 

must have a SAM Unique Entity ID number. After April 4, 2022, the 

federal government transitioned away from the use of the old Data 

Universal Numbering System (DUNS) Unique Entity ID and began use 

of the new SAM Unique Entity ID as the primary means of entity identification for 

federal awards governmentwide. This is a big change, as the government has used 

the DUNS number for many years.  

SAM is a governmentwide registry for vendors doing business with the federal 

government. SAM registration requires annual renewal. SAM centralizes information 

about grant recipients and also provides a central location for grant recipients to 

change organizational information. Grants.gov uses SAM to establish roles and IDs 

for electronic grant applicants.

SAM registration is not completed on the Grants.gov website. Once your SAM registration 

is active, you can return to Grants.gov and complete registration. It takes 7 to 10 business 

days for SAM registration to activate after SAM has received all required information 

from registrants. SAM registration must be renewed annually. If you are updating or 

renewing your registration, it takes approximately 24 hours to activate.

Fire departments and EMS agencies that do not yet have a SAM number must ensure 

they start the process of registering in advance of their grant application process. The 

SAM number request process traditionally takes 7 to 10 business days but could take 

longer. You can get information to obtain your agency’s SAM number and also check 

on the status of your request by visiting https://sam.gov/content/home.

As a result of turnover in an organization or insufficient recordkeeping, sometimes 

entities may not know if they have a SAM number. Do not create a new one without 

completing extensive research that allows that determination. Having multiple 

SAM numbers can create problems.

SAM help and FAQs: https://sam.gov/content/home 

Request SAM assistance toll free: 866-606-8220
120 Funding Alternatives for Emergency Medical and Fire Services

Federal grants

U.S. Department of Agriculture 

Opportunity title 1: Community Facilities Direct Loan and Grant 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 and 

safety, as well as many other community-based initiatives. 

Eligible activities: Health care facilities, such as hospitals and clinics; public safety, 

such as fire departments and trucks, EMS agencies and ambulances, and equipment.

Eligibility: Public bodies, community-based nonprofit corporations that provide service 

to a rural area with no more than 20,000 residents.

Website: https://www.rd.usda.gov/programs-services/community-facilities-directloan-grant-program

Contact: For more information about this program, or to file an application, contact 

the local USDA service center in your area. Use the drop-down menu on the site listed 

above to locate your state. A related program is the Community Facilities Relending 

Program.

Opportunity title 2: Community Facilities Technical Assistance and Training 

Grant

Purpose: The agency will make grants to public bodies and private nonprofit corporations 

(such as states, counties, cities, townships, incorporated towns and villages, boroughs, 

authorities, districts, and Indian tribes on federal and state reservations) to provide 

associations technical assistance and/or training with respect to essential community 

facilities programs. The technical assistance and/or training will assist communities, 

Indian tribes, and nonprofit corporations to identify and plan for community facility 

needs that exist in their area. 

Eligible activities: Planning community facility needs, identifying resources to finance 

the needs, preparing reports and surveys necessary to request financial assistance, 

preparing financial assistance applications, and improving management. 

Eligibility: Public bodies, community-based nonprofit corporations that provide service 

to a rural area with no more than 20,000 residents.

Website: https://www.rd.usda.gov/programs-services/community-facilities-technicalassistance-and-training-grant

Contact: For more information about this program, or to file an application, contact the 

local USDA service center in your area. Use the document posted under the Contact 

tab to locate your state. 

Notes: Maximum grant award of $150,000. Matching funds not required but given 

preference. In-kind contributions cannot be used as the match. Partnerships with 

other entities encouraged. 
Chapter 6: Federal Funding for Emergency Medical Services and Fire Agencies 121

Opportunity title 3: Economic Impact Initiative Grant

Purpose: This program provides funding to assist in the development of essential 

community facilities in rural communities with extreme unemployment and severe 

economic depression.

Eligible activities: To construct, enlarge or improve community 

facilities for health care, public safety and public service. Grants 

may be made in combination with other financial assistance 

such as a Community Facilities direct or guaranteed loan, 

applicant contribution or funding from other sources. Fire/

EMS stations and trucks are highlighted (Figure 6.4).

Eligibility: Public bodies, community-based nonprofit 

corporations that provide service to a rural area with no more 

than 20,000 residents that have an unemployment rate greater 

than 19.5%. Median household income of the community must 

be below that of 90% of the particular state. 

Website: https://www.rd.usda.gov/programs-services/

economic-impact-initiative-grants

Contact: For more information about this program, or to file an application, contact 

the local USDA service center in your area. Use the drop-down menu on the site listed 

above to locate your state.

Figure 6.4. Courtesy of Mike Wieder, 

Stillwater, Oklahoma.

Opportunity title 4: Distance Learning and Telemedicine Program 

Purpose: The Distance Learning and Telemedicine (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. More specifically, acquisition 

of capital assets including broadband facilities, audio/video/interactive equipment, 

terminal and data equipment, computer hardware, network components, software, 

inside wiring, and similar infrastructure. 

Eligibility: In order to be eligible, you must fit 1 the following criteria:

ĵ 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.

ĵ 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-for-profit basis with the legal capacity to contract with the U.S. government.

ĵ 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. 
122 Funding Alternatives for Emergency Medical and Fire Services

Website: https://www.rd.usda.gov/programs-services/distance-learning-telemedicinegrants

Contact: Director, ASD–Telecommunications Programs 

STOP 1550, Room 2844

1400 Independence Ave., SW

Washington, DC 20250 

202-720-0800

Fax: 202-720-1051

dltinfo@wdc.usda.gov

Opportunity title 5: Delta Health Care Services Grant Program 

Purpose: The Delta Health Initiative Cooperative provides funding to an alliance to 

address long-standing, unmet rural health needs of the Delta Regional Authority, 

which includes the following 8 states: Alabama, Arkansas, Illinois, Kentucky, Louisiana, 

Mississippi, Missouri and Tennessee. Grants are awarded to promote cooperation 

among health care professionals, institutions of higher education, research institutions 

and other entities in the Delta region. 

Eligible activities: Projects funded under this program may include, but are not limited 

to, the development of health care services, health education programs, health care 

job training programs, or the development and expansion of public health-related 

facilities in the Delta region.

Eligibility: Organizations must be a consortium of the following: regional institutions 

of higher education, academic health or research institutes, or economic development 

entities within the Delta region. 

Website: https://www.rd.usda.gov/programs-services/delta-health-care-services-grant

Contact: USDA

202-720-1400

Note: Applicants are required to submit their consortium agreement as a part of their 

application.

Opportunity title 6: Federal Excess Personal Property 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 acts direct 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, 1 being a 

responsibility for providing fire protection 

on wildlands within the department’s 

jurisdiction. The USFS monitors the use 

of loaned property to ensure that all FEPP 

acquired is used 90% for fire protection 

support and only 10% for other support. 

Eligible activities: Wildfire equipment 

(Figure 6.5).

Figure 6.5. Courtesy of Ron Jeffers, 

Union City, New Jersey.
Chapter 6: Federal Funding for Emergency Medical Services and Fire Agencies 123

Eligibility: Fire departments. Recipients of FEPP need only have wildland or rural fire 

responsibility that satisfies the state forester. 

Website: https://www.fs.usda.gov/managing-land/fire/fepp

Contact: Contact your local state forester for information. 

Notes: To apply to the FEPP program, a user account must be created in the Federal 

Excess Property Management Information System (FEPMIS). The access and help links 

are provided on the site above. Help desk: 866-224-7677.

Opportunity title 7: Firefighter Property Program

Purpose: The Firefighter Property Program refers to one of the Department of Defense’s 

(DoD’s) special programs where firefighters can get excess DoD property to be used 

for firefighting and emergency services. Certain property obtained from this program 

passes ownership after it has been in use for a specified period of time. This program 

is managed by the USFS with the cooperation of the state forestry agencies.

Eligible activities: Firefighting and emergency services equipment.

Eligibility: Fire departments.

Website: https://www.fs.usda.gov/managing-land/fire/fepp

Contact: Contact your local state forester for information.

U.S. Department of Transportation — Pipeline and Hazardous 

Materials Safety Administration

Opportunity title 1: Assistance for Local Emergency Response Training Grant 

Purpose: The Assistance for Local Emergency Response Training (ALERT) Grant Program 

is designed to assist local emergency responders to recognize and respond to flammable 

liquid by rail transportation emergencies. The ALERT Grant Program targets nonprofit 

organizations representing regional public-private partnerships. 

Eligible activities: Hazardous materials emergency planning and training. There are 

strict guidelines for overtime and backfill reimbursement requests.

Eligibility: Grant funds are passed through to tribal and local emergency management 

offices having functional and active Local Emergency Planning Committees (LEPCs) 

and Transportation Environmental Resource Councils (TERCs). The organizations 

must be able to provide direct or web-based training to individuals responsible for 

responding to accidents and incidents involving hazardous materials. The training will 

focus on response activities related to the transportation of crude oil, ethanol and 

other flammable liquids by rail. 

Website: https://www.phmsa.dot.gov/grants/hazmat/assistance-local-emergencyresponse-training-alert

Contact: U.S. Department of Transportation

Pipeline and Hazardous Materials Safety Administration

1200 New Jersey Ave., SE

Washington, DC 20590

202-366-1109; 800-467-4922

Fax: 202-366-7342

Email: hmep.grants@dot.gov
124 Funding Alternatives for Emergency Medical and Fire Services

Notes: Grant may require non-federal matching funds. The Pipeline and Hazardous 

Materials Safety Administration (PHMSA) can use money recovered from prior-year 

Hazardous Materials Emergency Preparedness (HMEP) grant awards to fund the ALERT 

program.

Opportunity title 2: Community Safety Grant

Purpose: The Community Safety program is authorized by the Fixing America’s Surface 

Transportation Act. PHMSA provides funding to nonprofit organizations to conduct 

national outreach and training programs to assist communities in enforcing hazardous 

materials regulations and preparing for and responding to accidents and incidents 

involving the transportation of hazardous materials, including Class 3 flammable liquids. 

Eligible activities: Training of state and local personnel responsible for enforcing the 

transportation of hazardous materials; giving priority to nonprofit organizations 

that have the existing capacity to reach and train a huge quantity of these personnel 

throughout the country. 

Eligibility: Grant funds are passed through to tribal and local emergency management 

offices having functional and active LEPCs and TERCs. 

Website: https://www.phmsa.dot.gov/grants/hazmat/community-safety-cs-grant

Contact: U.S. Department of Transportation

Pipeline and Hazardous Materials Safety Administration

1200 New Jersey Ave., SE

Washington, DC 20590

202-366-1109; 800-467-4922

Fax: 202-366-7342

Email: hmep.grants@dot.gov

Note: Grant may require non-federal matching funds. 

Opportunity title 3: Hazardous Materials Emergency Preparedness Grant 

Purpose: The 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 program 

distributes fees collected from shippers and carriers of hazardous materials to 

emergency responders for hazardous materials training and to LEPCs for hazardous 

materials planning. The grant program is designed to allow grantees the flexibility 

to implement training and planning programs that address differing needs for each 

location based on demographics, emergency response capabilities, commodity flow 

studies and hazard analysis.

Eligible activities: Hazardous materials emergency planning and training. There are 

strict guidelines for overtime and backfill reimbursement requests.

Eligibility: Grant funds are passed through to tribal and local emergency management 

offices having functional and active LEPCs and TERCs. 

Website: https://www.phmsa.dot.gov/grants/hazmat/hazardous-materials-emergencypreparedness-hmep-grant
Chapter 6: Federal Funding for Emergency Medical Services and Fire Agencies 125

Contact: U.S. Department of Transportation

Pipeline and Hazardous Materials Safety Administration

1200 New Jersey Ave., SE

Washington, DC 20590

202-366-1109; 800-467-4922

Fax: 202-366-7342

Email: hmep.grants@dot.gov

Note: Grant may require non-federal matching funds. 

Opportunity title 4: Hazardous Materials Instructor Training Grant 

Purpose: Hazardous Materials Instructor Training (HMIT) grants fund the training of 

instructors who then train private-sector hazardous materials employees. 

Eligible activities: HMIT funds prevention and response activities.

Eligibility: HMIT grants are open to nonprofit hazardous materials employee organizations 

demonstrating expertise in conducting train-the-trainer programs for employees. The 

Moving Ahead for Progress in the 21st Century Act authorized DOT/PHMSA to offer the 

grant to all nonprofit organizations that demonstrate expertise in conducting a training 

program for hazardous materials employees and the ability to reach and involve, in a 

training program, a target population for hazardous materials employees. 

Website: https://www.phmsa.dot.gov/grants/hazmat/hazardous-materials-instructortraining-hmit-grant

Contact: U.S. Department of Transportation

Pipeline and Hazardous Materials Safety Administration

1200 New Jersey Ave., SE

Washington, DC 20590

202-366-1109; 800-467-4922

Fax: 202-366-7342

Email: hmep.grants@dot.gov

Note: Grant may require non-federal matching funds. 

Opportunity title 5: Supplemental Public Sector Training Grant 

Purpose: Supplemental Public Sector Training grant funding 

is provided to national nonprofit fire service organizations 

for the purpose of training instructors to conduct hazardous 

materials response training programs for individuals with 

statutory responsibility to respond to hazardous materials 

accidents and incidents (Figure 6.6). 

Eligible activities: Prevention and response activities. 

Eligibility: Grant funds are passed through to tribal and local 

emergency management offices having functional and active 

LEPCs and TERCs. 

Website: https://www.phmsa.dot.gov/grants/hazmat/

supplemental-public-sector-training-spst-grant

Figure 6.6. Courtesy of Mike Wieder, 

Stillwater, Oklahoma.
126 Funding Alternatives for Emergency Medical and Fire Services

Contact: U.S. Department of Transportation

Pipeline and Hazardous Materials Safety Administration

1200 New Jersey Ave., SE

Washington, DC 20590

202-366-1109; 800-467-4922

Fax: 202-366-7342

Email: hmep.grants@dot.gov

Note: Grant may require non-federal matching funds.

U.S. Environmental Protection Agency

Opportunity title: Local Governments Reimbursement Program

Purpose: In the event of a release (or threatened release) of hazardous substances, the 

Environmental Protection Agency may reimburse local governments for expenses related 

to the release and associated emergency response measures. The Local Governments 

Reimbursement Program provides a “safety net” of up to $25,000 per incident to local 

governments that do not have funds available to pay for response actions.

Eligible activities: Hazardous incident response.

Eligibility: The local government must be a general-purpose unit of local government 

and the applicant must have legal jurisdiction over the site where the incident occurred. 

Substances must be designated as hazardous under the Comprehensive Environmental 

Response, Compensation, and Liability Act. 

Website: https://www.epa.gov/emergency-response/local-governments-reimbursementprogram#eligibility

Contact: U.S. Environmental Protection Agency

Local Governments Reimbursement Program

Attn: Lisa Boynton, Mail Code 5104-A

1200 Pennsylvania Ave.

Washington, DC 20460

Federal Emergency Management Agency

Opportunity title 1: Assistance to Firefighters Grants

Purpose: The AFG Program is a competitive grant program that provides financial 

assistance directly to eligible fire departments, state fire training academies (SFTAs) and 

nonaffiliated EMS organizations to enhance their capabilities with respect to fire and 

fire-related hazards. The AFG Program seeks to provide critically needed resources that 

equip and train emergency personnel to recognized standards, enhance operational 

efficiencies, foster interoperability, and support community resilience.

Eligible activities:

ĵ Operation and Safety activity funds fire and EMS training, equipment, PPE, 

wellness and fitness, and modifications to facilities projects.

ĵ Vehicle acquisition activity funds fire apparatus and EMS vehicles.

ĵ Regional activity is an opportunity for 2 or more eligible applicants to seek funding 

for mutually beneficial projects that support regional efficiency and resilience.

In addition, the AFG Program offers a micro grant option for entities seeking funding 

for Operations and Safety activities with cumulative federal funding of $50,000 or less.
Chapter 6: Federal Funding for Emergency Medical Services and Fire Agencies 127

Fire departments: operating in any of the 50 states, as well as fire departments in 

the District of Columbia, the Commonwealth of the Northern Mariana Islands, the 

U.S. Virgin Islands, Guam, American Samoa, the Commonwealth of Puerto Rico or 

any federally recognized Indian tribe or tribal organization. A fire department is an 

agency or organization having a formally recognized arrangement with a state, local, 

tribal or territorial authority (city, county, parish, fire district, township, town or other 

governing body) to provide fire suppression to a population within a geographically 

fixed primary first due response area. 

SFTAs: operates in any of the 50 states, as well as the District of Columbia, the 

Commonwealth of the Northern Mariana Islands, the U.S. Virgin Islands, Guam, American 

Samoa, the Commonwealth of Puerto Rico, or any federally recognized Indian tribe 

or tribal organization.

Website: https://www.fema.gov/grants/preparedness/firefighters/assistance-grants

Contact: Fire department personnel who have questions regarding the AFGs can reach 

FEMA’s Grant Programs Directorate (GPD) AFG Program staff at firegrants@fema.dhs. 

gov or 866-274-0960. Fire program specialists in FEMA’s regions respond to questions 

about the program and conduct grant monitoring activities.

Find regional contacts: https://www.fema.gov/grants/preparedness/firefighters/ 

regional-contacts.

FEMA Grants Outcomes (GO) portal (https://www.fema.gov/grants/guidance-tools/ 

fema-go) must be used to apply.

Notes: AFG has specific, population-based, non-federal matching requirements and 

maximum individual award limitations. Economic hardship waivers can be requested. See 

AFG guidelines for more information. The period of performance for AFG is 12 months.

Opportunity title 2: Staffing for Adequate Fire and Emergency Response 

Grants 

Purpose: Staffing for Adequate Fire and Emergency Response (SAFER) was created 

to provide funding directly to fire departments and volunteer firefighter interest 

organizations to help them increase or maintain the number of trained, “front-line” 

firefighters available in their communities. The goal of SAFER is to enhance the local 

fire departments’ abilities to comply with staffing, response and operational standards 

established by the NFPA (NFPA 1710, Standard for the Organization and Deployment of 

Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the 

Public by Career Fire Departments, and/or NFPA 1720, Standard for the Organization and 

Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special 

Operations to the Public by Volunteer Fire Departments). 

Eligible activities: SAFER offers grants to support activities in 2 categories: hiring of new, 

additional firefighters or changing the status of part-time or paid-on-call firefighters 

to full-time firefighters, and the recruitment and retention of volunteer firefighters. 

Combination and volunteer fire departments may apply for funding separately under 

both activities.

Hiring activity: Fire departments operating in any of the 50 states, the District of 

Columbia, the Commonwealth of the Northern Mariana Islands, the U.S. Virgin Islands, 

Guam, American Samoa, the Commonwealth of Puerto Rico, or any federally recognized 

Indian tribe or tribal organization. 
128 Funding Alternatives for Emergency Medical and Fire Services

Recruitment and retention activity: Volunteer and combination fire departments 

operating in any of the 50 states, as well as fire departments in the District of Columbia, 

the Commonwealth of the Northern Mariana Islands, the U.S. Virgin Islands, Guam, 

American Samoa, the Commonwealth of Puerto Rico, or any federally recognized Indian 

tribe or tribal organization. National, regional, state, local, tribal and nonprofit interest 

organizations representing the interests of volunteer firefighters are eligible to receive 

a SAFER Program award under the recruitment and retention activity.

Website: https://www.fema.gov/grants/preparedness/firefighters/safer

Contact: Fire department personnel who have questions regarding the SAFER grants 

can reach FEMA’s GPD AFG Program staff at firegrants@fema.dhs.gov or 866-274-0960. 

FEMA’s GO portal (https://www.fema.gov/grants/guidance-tools/fema-go) must be 

used to apply.

Notes: The period of performance for SAFER varies by the activity. The hiring activity 

is 36 months while the Recruitment and Retention activity is 12 to 48 months. SAFER 

has specific funding percentages for the hiring activity, and it varies by year. There is a 

position cost limit. Waivers can be requested for both the cost share and the position 

cost limit. See SAFER guidelines for more information.

Opportunity title 3: Fire Prevention and Safety 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 primary goal of the Fire Prevention 

and Safety (FP&S) program is to reduce injury and prevent death among high-risk 

populations.

Eligible activities: FP&S offers grants to support activities in 2 categories: 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 

research and development activities aimed at improvements of firefighter safety (the 

“Firefighter Safety Research and Development Activity”). The FP&S activity includes 

project categories such as:

ĵ Community risk reduction.

ĵ Wildfire risk reduction.

ĵ Code enforcement/awareness.

ĵ Fire and arson investigation.

ĵ National/state/regional programs and studies.

The Research and Development activity includes project categories such as clinical 

studies, technology and product development, database system development, 

dissemination and implementation research, preliminary studies, and early career 

investigator.

Eligibility: 

FP&S activity: Fire departments operating in any of the 50 states, the District of 

Columbia, the Commonwealth of the Northern Mariana Islands, the U.S. Virgin Islands, 

Guam, American Samoa, the Commonwealth of Puerto Rico, or any federally recognized 

Indian tribe or tribal organization. National, regional, state, local, tribal and nonprofit 
Chapter 6: Federal Funding for Emergency Medical Services and Fire Agencies 129

interest organizations that are recognized for their experience and expertise in fire 

prevention and safety programs and activities are eligible applicants.

R&D activity: National, state, local, federally recognized tribal, and nonprofit 

organizations, such as academic (e.g., universities), public health, occupational health 

and injury prevention institutions.

Website: https://www.fema.gov/grants/preparedness/firefighters/safety-awards

Contact: Fire department personnel who have questions regarding the FP&S grants 

can reach FEMA’s GPD AFG Program staff at firegrants@fema.dhs.gov. 

FEMA’s GO portal (https://www.fema.gov/grants/guidance-tools/fema-go) must be 

used to apply.

Notes: The period of performance is 12 to 36 months depending upon the project 

complexity. Cost share is generally 5% and can be cash or in-kind. Economic hardship 

waivers can be requested. See FP&S guidelines for more information.

Opportunity title 4: Building Resilient Infrastructure and Communities Program 

Purpose: Previously known as the Pre-Disaster Mitigation program, the Building Resilient 

Infrastructure and Communities (BRIC) program provides funds to states, territories, 

tribes and communities, and for hazard-mitigation planning and the implementation 

of mitigation projects prior to a disaster event. BRIC aims to categorically shift the 

federal focus away from reactive disaster spending and toward research-supported, 

proactive investment in community resilience. Funding these plans and projects 

reduces overall risks to the population and structures, while also reducing reliance 

on funding from actual disaster declarations. The BRIC program guiding principles 

are supporting communities through capability- and capacity-building, encouraging 

and enabling innovation, promoting partnerships, enabling large projects, maintaining 

flexibility, and providing consistency.

Eligible activities: Pre-disaster planning and related mitigation activities that reduce 

the risks faced from disasters and natural hazards.

Eligibility: States, U.S. territories, tribes, cities and townships.

Website: https://www.fema.gov/grants/mitigation/building-resilient-infrastructurecommunities 

Contact: State Hazard Mitigation Officer (https://www.fema.gov/grants/mitigation/

state-contacts) or FEMA Regional Office (https://www.fema.gov/grants/preparedness/

firefighters/regional-contacts)

HMA Helpline: 866-222-3580 

Notes: The BRIC program has 8 criteria that need to be met in order to apply. The 

period of performance is 36 months. There are funding caps for each applicant by 

applicant type. Generally, the cost share is 25% non-federal, but small impoverished 

communities are eligible for a reduction. 

The FEMA GO (https://www.fema.gov/grants/guidance-tools/fema-go) portal must be 

used to apply.
130 Funding Alternatives for Emergency Medical and Fire Services

Opportunity title 5: Emergency Management Performance Grants

Purpose: The purpose of the EMPG is to assist state, territorial, local and tribal 

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. The EMPG’s allowable costs support efforts to build and sustain core capabilities 

across the prevention, protection, mitigation, response and recovery mission areas.

Eligibility: All 56 states and territories, as well as the Republic of the Marshall Islands 

and the Federated States of Micronesia. Either the State Administrative Agency (SAA) 

or the state’s Emergency Management Agency is eligible to apply directly to FEMA for 

EMPG funds on behalf of each state or territory. However, only 1 application is accepted 

from each state or territory. 

Website: https://www.fema.gov/grants/preparedness/emergency-managementperformance

Contact: FEMA Grant Program Directorate Operations Division Business Office 

866-927-5646 or AskCSID@fema.gov 

Notes: This grant has a non-federal cost-sharing requirement. The application must 

first be submitted in the Grants.gov portal, and then eligible applicants will be asked to 

proceed with submitting an application through the Non-Disaster (ND) Grants System. 

Opportunity title 6: Tribal Homeland Security Grant Program

Purpose: The Tribal Homeland Security Grant Program (THSGP) provides funds to 

directly eligible tribes to help strengthen the nation against risks associated with 

potential terrorist attacks. THSGP plays an important role in the implementation of 

the National Preparedness System by supporting the building, sustaining and delivery 

of core capabilities essential to achieving the National Preparedness Goal of a secure 

and resilient nation.

Eligible activities: Activities related to preventing, preparing for, protecting against and 

responding to acts of terrorism. 

Eligibility: Any Native American community that operates a law enforcement or 

emergency services agency. 

Website: https://www.fema.gov/grants/preparedness/tribal-homeland-security

Contact: FEMA Grant Program Directorate Operations Division Business Office

ASK-GMD@fema.gov

AskCSID@fema.gov

866-927-5646 

Note: Applicants apply within the ND Grants Management System (https://www.fema.

gov/grants/ tools/non-disaster-grants-management-system).
Chapter 6: Federal Funding for Emergency Medical Services and Fire Agencies 131

Homeland Security Grant Program

The HSGP suite consists of 2 subprograms:

1. State Homeland Security Program (SHSP).

2. Urban Areas Security Initiative (UASI).

These are different from the U.S. Department of Homeland Security grant programs 

discussed in the previous section of this report. The ND Grants Management System is 

currently used for all of the HSGP applications. However, in the future, HSGP applications 

will be moving to the FEMA GO portal.

Opportunity title 1: State Homeland Security Program

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. This program 

provides funding to support the implementation of risk-driven, capabilities-based 

state homeland security strategies to address capability targets.

Eligible activities: States are encouraged to apply for 15% over the high end of their target 

allocation range as ineffective allocations will not be funded. States are required to 

ensure that at least 25% of SHSP-appropriated funds are dedicated to law enforcement 

terrorism prevention-oriented planning, organization, training, exercise and equipment 

activities, including those activities that 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 and territories, the District of Columbia, Puerto Rico, American 

Samoa, Guam, Northern Mariana Islands, and the U.S. Virgin Islands. Tribal governments 

may not apply directly for HSGP funding; however, funding may be available to tribes 

under the SHSP and OPSG through the SAA. 

Website: https://www.fema.gov/grants/preparedness/homeland-security

Contact: FEMA Grant Program Directorate Grant Operations Division Business Office 

866-927-5646 or AskCSID@fema.gov

Opportunity title 2: Urban Area Security Initiative

Purpose: The UASI program focuses on enhancing regional 

preparedness in major metropolitan areas (Figure 6.7). 

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, 

preparation, protection and response to acts of terrorism. This 

program provides funding to enhance regional preparedness 

and capabilities in designated high-threat, high-density areas.

Eligible activities: States are encouraged to apply for 15% over the 

high end of their target allocation range as ineffective allocations 

will not be funded. States are required to ensure that at least 25% 

of UASI-appropriated funds are dedicated to law enforcement 

Figure 6.7. Courtesy of Mike Wieder, 

Stillwater, Oklahoma.
132 Funding Alternatives for Emergency Medical and Fire Services

terrorism prevention-oriented planning, organization, training, exercise and equipment 

activities, including those activities that 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. Eligible high-risk 

urban areas have been determined through an analysis of relative risk of terrorism 

faced by the 100 most populous MSAs. Potential high-risk urban areas can use the 

SAA to apply on their behalf.

Website: https://www.fema.gov/grants/preparedness/homeland-security

Contact: FEMA Grant Program Directorate Grant Operations Division Business Office 

866-927-5646 or AskCSID@fema.gov

U.S. Fire Administration

Opportunity title 1: Executive Fire Officer Program 

Purpose: The Executive Fire Officer (EFO) Program is the flagship program of the NFA. 

It provides senior fire officers with a broad perspective on various facets of fire and 

EMS administration. The courses and accompanying research examine how to exercise 

leadership when dealing with difficult or unique problems within communities. Prior 

to 2019, this was a 4-year program; for 2019 and beyond, it has been shortened to 

a 2-year program. In addition to over 8 courses in the curriculum, the EFO Program 

now offers 2 stipend trips per year to the NFA, cohort learning and completion of a 

graduate-level thesis (in place of 4 applied research projects).

Eligible activities: As little as 2 years of rigorous academic and professional development 

activities. The curriculum includes courses such as “Strategic Risk Management Analysis” 

and “Integrating Executive Leadership for Self, Organization and Community.” 

Eligibility: Active and emerging executive-level leaders in fire and EMS organizations. 

Senior officers who have a baccalaureate degree from a nationally or regionally 

accredited institution. A General Admissions Application, cover letter requesting 

admission, letter of recommendation, resume/curriculum vitae, college transcript, 

secondary application, and proof of completion of NFA online course “Applied Research 

Design for Fire and Emergency Medical Services” (Q0427) is required. The EFO Program 

selection process is a transcript-based evaluation process.

Website: https://www.usfa.fema.gov/nfa/programs/executive-fire-officer/

Contact: U.S. Fire Administration

16825 S. Seton Ave.

Emmitsburg, MD 21727

800-238-3358

301-447-1000

FEMA-efohelp@fema.dhs.gov

Note: Applications are typically due before April 15 of each year for the upcoming 

federal FY. 
Chapter 6: Federal Funding for Emergency Medical Services and Fire Agencies 133

Opportunity title 2: Managing Officer Program

Purpose: The NFA’s Managing Officer Program is a multiyear curriculum that introduces 

emerging emergency services leaders to personal and professional skills in change 

management, risk reduction and adaptive leadership. Acceptance into the program 

is the first step in your professional development as a career or volunteer fire/EMS 

manager and includes all 4 elements of professional development: education, training, 

experience and continuing education.

Eligible activities: 5 prerequisite courses (online and classroom deliveries in your state); 

4 courses at the NFA in Emmitsburg, Maryland; and a community-based capstone 

project. A certificate of completion for the Managing Officer Program is awarded after 

the successful completion of all courses and the capstone project.

Eligibility: At the time of application, you must be in a rank/position that meets either 

the training or experience requirements below. Your chief (or equivalent in non-fire 

organizations) verifies this training and experience through their signature on the 

application. You should have a strong course completion background and have received 

training that has exposed you to more than just local requirements, such as regional 

and state training with responders from other jurisdictions. 

This training can be demonstrated in 1 of many forms, which may include, but not be 

limited to, certification at the Fire Officer I level based on NFPA 1021, Standard for Fire 

Officer Professional Qualifications, credentialed at the Fire Officer designation through 

the Center for Public Safety Excellence, etc.

You must have experience as a supervising officer (such as fire operations, prevention, 

technical rescue, administration or EMS), which could include equivalent time as 

an “acting officer.” Your chief’s signature on the application attests that you have 

supervised others.

To be considered for the Managing Officer Program, you must also have earned an 

associate degree from an accredited institution of higher education or earned a minimum 

of 60 college credit hours (or equivalent quarter-hours) toward the completion of a 

bachelor’s degree at an accredited institution of higher education.

Website: https://www.usfa.fema.gov/nfa/programs/managing-officer/

Contact: U.S. Fire Administration

16825 S. Seton Ave.

Emmitsburg, MD 21727

800-238-3358

301-447-1000

FEMA-efohelp@fema.dhs.gov

Opportunity title 3: NFA courses

Purpose: The USFA’s NFA works to enhance the ability of fire and emergency services 

and allied professionals to deal more effectively with fire and related emergencies. Free 

training courses and programs are delivered at our campus in Emmitsburg, Maryland; 

online; and throughout the nation.

Eligibility: You may take courses offered by the NFA if you have substantial involvement 

in fire prevention and control, EMS, fire-related emergency management activities or 

aligned professions. As a rule, you can’t take the same course more than once. You 
134 Funding Alternatives for Emergency Medical and Fire Services

must meet the selection criteria for each course. Selection is also based on the impact 

you will have on fire protection and safety when you return to your local community, 

the relevance of the skills you will learn in the course to your current work and your 

potential to apply them, and a student population representative of the total fire service.

Website: https://www.usfa.fema.gov/nfa/courses/

Contact: U.S. Fire Administration

National Fire Academy Admissions

16825 S. Seton Ave.

Emmitsburg, MD 21727

800-238-3358

Opportunity title 4: Reimbursement for Firefighting Costs on Federal Property

Purpose: If your fire department responded to a fire on federal property within the 

past 90 days, it may be eligible for reimbursement of firefighting costs — from the 

federal agency that had the fire — under a program administered by the USFA.

Eligible activities: Your department may qualify for reimbursement if personnel 

performed fire suppression activities; fire prevention, training or other activities are 

not eligible. It is a state, local, tribal, territorial, public or private fire department with 

career and/or volunteer firefighters. The claim is for direct expenses or losses over and 

above normal operating costs, such as overtime pay, pay for specially hired personnel, 

additional fuel expenses, food expenses, and loss or damage of equipment.

Website: https://www.usfa.fema.gov/a-z/grants/firefighting-federal-property.html

Contact: Reimbursement for Costs of Firefighting on Federal Property Program

c/o U.S. Fire Administration

Building E-115B

16825 S. Seton Ave.

Emmitsburg, MD 21727

301-447-7476

ReimbCostsFFFedProperty@fema.dhs.gov

U.S. Forest Service

Opportunity title 1: Federal Excess Personal Property 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 acts direct 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 USFS monitors the use of loaned 

property to ensure that all FEPP acquired is used 90% for fire protection support and 

only 10% for other support. 

Eligible activities: Wildfire equipment.

Eligibility: Fire departments. Recipients of FEPP need only have wildland or rural fire 

responsibility that satisfies the state forester. 
Chapter 6: Federal Funding for Emergency Medical Services and Fire Agencies 135

Website: https://www.fs.usda.gov/managing-land/fire/fepp

Contact: Contact your local state forester for information. 

Note: To apply to the FEPP program, a user account must be created in FEPMIS. The 

access and help links are provided on the site above. Help desk: 866-224-7677.

Opportunity title 2: Firefighter Property Program

Purpose: The Firefighter Property Program refers to one of the DoD’s special programs 

where firefighters can get excess DoD property to be used for firefighting and emergency 

services. Certain property obtained from this program passes ownership after it has 

been in use for a specified period of time. This program is managed by the USFS with 

cooperation of the state forestry agencies.

Eligible activities: Firefighting and emergency services equipment.

Eligibility: Fire departments.

Website: https://www.fs.usda.gov/managing-land/fire/fepp

Contact: Contact your local state forester for information. 

U.S. General Services Administration

Opportunity title: Federal Surplus Personal Property Donation Program

Purpose: Eligible entities can obtain personal property that the federal government 

no longer needs. 

Eligible activities: Such property can include land or other real property, certain naval 

vessels, and records.

Eligibility: Public agencies, nonprofit educational agencies, public health agencies, 

nonprofit and public programs for the elderly, and public airports.

Website: https://www.gsa.gov/buying-selling/government-property-for-sale-or-disposal/

personal-property-for-reuse-sale/for-state-agencies-and-public-organizations

Contact: gsaxcesshelp@gsa.gov

866-333-7472

Note: State Agency for Surplus Property representatives can obtain an access code 

and password for the GSAXcess® system.

U.S. Department of Health and Human Services

Opportunity title 1: Health Resources and Services Administration Rural 

Health Care Services 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 to underserved populations in rural communities that lack essential health 

care services. The emphasis of this grant program is on expanding service delivery 

through community engagement and collaboration, requiring the lead applicant 

organization to form a strong consortium. The community being served must be 

involved in the development and ongoing operations of the program to appropriately 
136 Funding Alternatives for Emergency Medical and Fire Services

address the needs of the population. Beginning in FY21, this program offers 2 tracks: 

Regular Outreach and the Healthy Rural Hometown Initiative (HRHI). HRHI was created 

in 2019 and is a unique opportunity to take part in a national effort that targets rural 

health disparities.

Eligible activities: Rural medical services.

Eligibility: Eligible lead applicants are domestic rural or urban, nonprofit private or public 

entities that represent a consortium of 3 or more organizations that deliver health 

care services in rural areas. While the applicant may be located in a rural or urban 

area, they must demonstrate experience in serving rural underserved populations. 

Faith-based, community-based and tribal organizations are eligible to apply.

Website: https://www.hrsa.gov/grants/find-funding

Contact: Outreach Grant Program Coordinator HRSA

Office of Rural Health Policy 

301-945-3986

Fax: 301-443-2803

RuralOutreachProgram@hrsa.gov 

Notes: An application tracking tool is available on the website so applicants can check 

status updates. The program is a 4-year period of performance, and all awardees will 

have the opportunity to work with technical assistance providers. The website also 

has a resource to assist applicants to determine rural eligibility. 

Opportunity title 2: Small Rural Hospital Improvement Program 

Purpose: The purpose of this grant is to support eligible hospitals in meeting valuebased payment and care goals for their respective organizations. The Small Rural 

Hospital Improvement Program (SHIP) also enables small rural hospitals to become 

or join accountable care organizations, to participate in shared savings programs, and 

to purchase health information technology, equipment and/or training to comply with 

quality improvement activities, such as advancing patient care information, promoting 

interoperability and payment.

Eligible activities: Grants may be used to purchase equipment, training and information 

technology (hardware and software). Proposed initiatives should include efforts to 

support quality improvement and adopting of health-information technology. 

Eligibility: The SHIP grant program funds are geared toward 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 faithbased hospitals. For the purpose of this program, “small” is defined as 49 staffed beds 

or less, and “rural” is defined as either located outside of an MSA or located within a 

rural census tract of an MSA, as determined under the Goldsmith Modification or the 

Rural Urban Commuting Areas. Hospitals may be for-profit or not-for-profit, including 

faith based. 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: https://www.hrsa.gov/grants/find-funding
Chapter 6: Federal Funding for Emergency Medical Services and Fire Agencies 137

Contact: SHIP Program Coordinator 

Office of Rural Health Policy 

301-443-2842

Fax: 301-443-2803

Notes: Eligible hospitals should contact their State Office of Rural Health (SORH). 

Applicants within the territories that do not have access to an SORH must apply to 

the SHIP program individually. An application tracking tool is available on the website 

so applicants can check status updates.

Opportunity title 3: Small Healthcare Provider Quality Improvement Program 

Purpose: The purpose of the Small Healthcare Provider Quality Improvement (SHCPQI) 

grant is to support rural providers with the planning and implementation of quality 

improvement strategies, while improving patient care and chronic disease outcomes. The 

program goal is to promote the development of an evidence-based quality improvement 

culture and to promote the delivery of cost-effective, coordinated health care services 

in primary care settings. Successfully funded projects will enhance the delivery of 

health care in rural areas and demonstrate improvements in patient health outcomes 

for the rural communities served as well as the delivery and quality of essential rural 

health care services. Additional objectives of the program include enhanced chronic 

disease management and increased engagement of patients and their caregivers.

Eligible activities: Primary care quality improvement programs such as a CAH or a rural 

health clinic. Activities include providing clinical health services to residents of rural 

areas by funding projects that coordinate, expand access, contain costs and improve 

the quality of essential health care services. 

Eligibility: To be eligible for SHCPQI, applicants must be rural public or rural nonprofit 

private health care providers or providers of health care services, such as a CAH or a 

rural health clinic, or a network of small rural providers, and must not previously have 

received an award under this subsection for the same or similar project.

Website: https://www.hrsa.gov/grants/find-funding

Contact: SHCPQI Program Coordinator 

301-443-2933

Fax: 301-443-2803 

Notes: An application tracking tool is available on the website so applicants can check 

status updates. 3-year performance period.

Opportunity title 4: School-Based Health Center Capital Program 

Purpose: School-Based Health Center Capital (SBHCC) grants will increase access to 

mental health, substance abuse and childhood obesity-related services in operational 

school-based health centers (SBHCs). 

Eligible activities: Minor alteration/renovation projects and/or the purchase of moveable 

equipment, including telehealth equipment.

Eligibility: An eligible applicant must be an SBHC, or a sponsoring facility of an SBHC as 

defined in Section 4101(a)(6) of the Affordable Care Act, as set forth in Section 2110(c)(9) 

of the Social Security Act (42 USC 1397jj(c)(9)). 
138 Funding Alternatives for Emergency Medical and Fire Services

Website: https://www.hrsa.gov/grants/find-funding

Contact: SBHCC TA Team

301-594-4300 

sbhc@hrsa.gov

Opportunity title 5: Rural Health Network Development Grant Program 

Purpose: The purpose of the Rural Health Network Development grant program is to 

expand access to, coordinate and improve the quality of essential health care services, 

enhance the delivery of health care in rural areas, and explore alternative health care 

delivery models. These grants support rural providers who work in formal networks, 

alliances, coalitions or partnerships to integrate administrative, clinical, technological 

and financial functions. Funds provided through this program are not used for direct 

delivery of services. The ultimate goal is to strengthen the rural health care delivery 

system by improving the viability of the individual providers in the network, and/or 

improving the delivery of care to people served by the network. 

Eligible activities: Rural health care services. Planning activities may include but are 

not limited to: 

ĵ Conducting a community health and/or provider needs assessment. 

ĵ Updating a health information technology plan. 

ĵ Developing a network business and/or operations plan. 

ĵ Identifying strategies to communicate with the community about changes in the 

health care landscape and how to maintain access to viable health care services.

ĵ Developing a plan to expand the role of EMS within the community, including loss 

of services as a result of a hospital closure/conversion.

ĵ Identifying and establishing ways to obtain regional and/or local community 

support/buy-in around the development of the network.

ĵ Identifying a strategy to leverage broadband connectivity to support health 

information technology applications in rural communities.

Eligibility: The applicant organization must be a domestic public or private, nonprofit or 

for-profit entity with demonstrated experience serving, or the capacity to serve, rural 

underserved populations. This includes faith-based, community-based organizations, 

tribes, and tribal organizations. The applicant shall represent a network that includes at 

least 3 separately owned health care providers and that are rural, urban, nonprofit or 

for-profit entities with at least 66% of network members located in an HRSA-designated 

rural area. The applicant shall not have received a grant under this subsection for the 

same/similar project unless it is an expansion of scope. 

Website: https://www.hrsa.gov/rural-health/grants/rural-community

Contact: Program Coordinator

Office of Rural Health Policy 

301-443-1493

Fax: 301-443-2803

RPHWTNP@hrsa.gov
Chapter 6: Federal Funding for Emergency Medical Services and Fire Agencies 139

Notes: A funding preference will be given to qualified applicants that can demonstrate 

any of the following 3 criteria:

1. Those applicants where the service area is located in an officially designated health 

professional shortage area.

2. The applicant is a medically underserved community or serves medically 

underserved populations.

3. Those applicants whose projects focus on primary care and/or wellness and 

prevention strategies. 

There is no cost sharing/matching required for this program. Period of performance 

is 1 year.

Opportunity title 6: Substance Abuse and Mental Health Services Administration 

Purpose: Substance Abuse and Mental Health Services Administration (SAMHSA) leads 

public health efforts to advance the behavioral health of the nation. SAMHSA’s mission is 

to reduce the impact of substance abuse and mental illness on America’s communities. 

Within SAMHSA, there are continuation and block grants. SAMHSA discretionary grants 

for a project period containing more than 1 budget period must apply for continued 

funding before SAMHSA can award the next budget period of the project. Continuation 

awards will depend on the availability of funds, recipient progress in meeting project 

goals and objectives, timely submission of required data and reports, and compliance 

with all terms and conditions of award. SAMHSA has 2 block grants: The Community 

Mental Health Services Block Grant (MHBG) and the Substance Abuse Prevention and 

Treatment Block Grant (SABG). Both MHBG and SABG are available in all 50 states; 

Washington, D.C.; Puerto Rico; the U.S. Virgin Islands; and 6 Pacific jurisdictions. 

Eligible activities: MHBG is for community mental health service activities. It targets 

adults with serious mental illnesses and children with serious emotional disturbances. 

SABG is for planning, implementing and evaluating substance abuse prevention 

activities. It targets pregnant women, intravenous drug users, tuberculosis services, 

HIV/AIDS early intervention and primary prevention services. 

Eligibility: The applicant organization must be a domestic public and private nonprofit 

entity.

Website: https://www.samhsa.gov/grants

Contact: Substance Abuse and Mental Health Services Administration

5600 Fishers Lane

Rockville, MD 20857

877-726-4727

Notes: All applicants must register with National Institutes of Health’s eRA Commons 

in order to submit an application. It is strongly recommended that all applicants begin 

their registration process at least 6 weeks in advance of the due date. 
140 Funding Alternatives for Emergency Medical and Fire Services

U.S. Department of Health Resources and Services Administration

Opportunity title: Medicare Rural Hospital Flexibility Grant (Flex) 

Purpose: The Flex grant provides funding to state governments to spur quality 

and performance improvement activities, stabilize rural hospital finance, improve 

benchmarking, 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. The aim of the Flex program is to provide training and technical assistance to 

build capacity, support innovation and promote sustainable improvement in the rural 

health care system. 

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: 

ĵ Improve quality of care and performance management.

ĵ Improve operations and financials.

ĵ Improve and integrate EMS.

ĵ Develop and implement rural health networks. 

ĵ Support existing CAHs and eligible hospitals. 

ĵ Innovative model development. 

ĵ Designate CAHs in the state.

Eligibility: Only states (current Medicare Rural Hospital Flexibility Program award 

recipients in states with certified CAHs) are eligible to apply for funding under this 

notice. HRSA will accept only 1 application from each state. The governor designates 

the eligible applicant from each state.

Website: https://www.hrsa.gov/grants/index.html

Contact: HRSA

Office of Rural Health Policy 

5600 Fishers Lane

Rockville, MD 20857

301-443-5905 

Fax: 301-443-2803 

U.S. Department of Housing and Urban Development

Opportunity title: Department of Housing and Urban 

Development Good Neighbor Next Door program

Purpose: Law enforcement officers, pre-kindergarten through 

12th grade teachers, and firefighters/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% from 

the list price of the home (Figure 6.8). In return, you must 

commit to live in the property for 36 months as your sole 

residence. HUD requires that a second mortgage and note be 

signed for the discount amount; no interest or payments are 

required on this “silent second” provided that the 36-month 

occupancy requirement is met. Figure 6.8. Courtesy of Mike Wieder, 

Stillwater, Oklahoma.
Chapter 6: Federal Funding for Emergency Medical Services and Fire Agencies 141

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% of 

the market value of the home. 

Eligibility: Full-time public safety officers including police officers, firefighters and EMTs. 

This full-time employment must directly serve the locality where the home is located. 

Website: https://www.hud.gov/program_offices/housing/sfh/reo/goodn/gnndabot

Contact: U.S. Department of Housing and Urban Development 

451 7th St. SW

Washington, DC 20410

202-708-1112
Photo courtesy of Adobe Stock.
Chapter 7: Foundations and Corporate Grants 143

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 EMS and fire departments. Typically, 

these are 1-time grants. Sometimes, the funding is multiyear. Virtually none are for 

continued support of general operating expenses. However, private foundations 

and corporations are an excellent source of revenue, providing grants for program 

planning, seed money for startup 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. Due to the fact that there is an abundance of large state and federal funding 

streams for EMS and fire services that are well advertised, foundations and corporate 

grants are often untapped because applicants are not aware of them, or they feel 

the effort is not worth the typically smaller award. Fire chiefs and EMS managers are 

highly encouraged to pursue foundations and corporate funding even if it only funds 

a small project or partially funds a larger project. 

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, which is 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 IRS requires that independent and corporate foundations pay out at least 5% 

of the year-end fair market value of their assets, which is termed “the distributable 

amount.” With rare exceptions, foundations may only donate money to tax-exempt 

501(c)(3) organizations. 

Approximately 90% of foundations do not have websites. The Foundation Center, which 

has been in business since the 1950s, and GuideStar joined forces to form Candid in 

2019 (https://candid.org). Candid is a leading source of information about foundations 

and philanthropic giving. The website maintains a comprehensive database on U.S. 

and, increasingly, global grant makers and their grants. Anyone can subscribe to its 

FDO. 3 plans are available and can be billed monthly or annually. These plans are 

called Professional, Essential and Enterprise. The FDO contains information on over 

100,000 U.S. foundations and 12 million grants. The center also operates research, 

education, data services including Application Programming Interfaces, publications, 

and training programs to assist grant seekers. In addition to the website, there are 

over 400 Funding Information Network 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. 
144 Funding Alternatives for Emergency Medical and Fire Services

There are 3 basic types of grant-making foundations:

1. 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 

establishes 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. 

Often, independent foundations have a narrow focus such as funding the arts or 

education. Independent foundations that make grants available for community 

health care may be an excellent source of alternative funding for EMS agencies. 

2. 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 are 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. 

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. 

3. 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 welldefined local need. A narrowly focused 

project is more likely to get funded by a 

small foundation than a broad project 

whose benefits are hard to evaluate 

(Figure 7.1). 

Figure 7.1. Courtesy of Ron Jeffers, 

Union City, New Jersey.
Chapter 7: Foundations and Corporate Grants 145

Independent and community/public foundations often employ a bank to 

administer a grant(s) on their behalf. For example, Bank of America serves as a 

trustee or co-trustee for a wide variety of discretionary charitable foundations. 

As steward of these charitable funds, they make awards in accordance with 

the mission of each donor. Bank of America’s search portal contains detailed 

information on over 150 foundations (https://www.bankofamerica.com/

philanthropic/search-for-grants/). Fire and EMS grants are most likely going to be 

found under the “Human Services” program type.

When dealing with any foundation, independent (family), corporate or community/public, 

be aggressive. Find out who the right people are and follow up on all proposals with 

telephone calls or personal contact. EMS managers and fire chiefs should network within 

their community — in social organizations, service clubs and places of worship — to 

find out if any members of the community can help the department contact grant 

makers. Local government officials are typically excellent liaisons for community/

public foundations. 

Common types of foundations and 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, grant makers 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. 

Startup grants or seed money 

Grants used to start new projects or organizations are called startup grants or seed 

money. Nonprofit seed money can be used to cover administrative costs or other 

operating expenses of a new project. Startup grants are awarded to new organizations 

or programs, typically in their first few years. Such grants can 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. 
146 Funding Alternatives for Emergency Medical and Fire Services

Facility and equipment grants 

Facility 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, rescue vehicles 

and fire apparatus (Figure 7.2). 

Figure 7.2. Courtesy of Mike Wieder, 

Stillwater, Oklahoma.

Corporate giving

In addition to funding through corporate 

foundations, some 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 as 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 or 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. Cash donations may 

come in the form of checks, ACH payments or even gift cards. 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 near or 

within your 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 or Lions Clubs 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 that operate in your 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. 
Chapter 7: Foundations and Corporate Grants 147

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 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. In Maryland, there is a nonprofit 

coffee shop owned by a veteran volunteer firefighter that is using its sales earnings 

to develop a marketing firm to support volunteer fire company recruitment efforts. 

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. This is because the value 

of in-kind gifts by donors is not necessarily the same as the value that the IRS will allow 

for tax purposes. According to IRS Publication 526, you cannot deduct the value of 

your time and services. Valuations are relative to the fair market value of the item and 

should be professionally assessed and certified elsewhere by the donor if possible. This 

is typically how an in-kind gift is recognized in an annual report under the applicable 

category with the retail value/cost of the products, time or services donated. 

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. 

Loan executives come from all areas of the workforce, including middle management, 

clerical and even retirees. Executive talent to access may include: 

ĵ Chief executive officer.

ĵ Chief financial officer. 

ĵ Chief operating officer. 

ĵ Corporate controller. 

ĵ Sales and marketing manager. 

ĵ 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. 
148 Funding Alternatives for Emergency Medical and Fire Services

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. 

Opportunity title 1: Automated External Defibrillation grant

Organization: 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 backed by AED and CPR 

training organizations and the AED manufacturers 

themselves. The program is designed to help 

institutions and individuals purchase AED devices 

at affordable prices (Figure 7.3).

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 St.

Building 100 

Encinitas, CA 92024

760-944-1048 

info@aedgrant.com

Figure 7.3. Courtesy of Mike 

Wieder, Stillwater, Oklahoma.

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. 

Eligible activities: Grant priorities fall into 4 causes: Empowering Youth, Ending Domestic 

Violence, Transforming Communities and Developing Nonprofit Leaders. 

Eligibility: 501(c)(3) organizations, federal and state organizations, and municipalities. 

Website: https://allstatefoundation.org

Contact: The Allstate Foundation 

2775 Sanders Road, F4 

Northbrook, IL 60062

847-402-5000

foundation@allstate.com 

Note: The Allstate Foundation has different applications for 501(c)(3) organizations 

and municipalities. 
Chapter 7: Foundations and Corporate Grants 149

Opportunity title 3: American Water Company Firefighter, Emergency 

Responder grant programs

Organization: American Water Company (AWC) (Illinois, Missouri, West Virginia)

Purpose: The purpose of the Firefighter Grant Program is to provide funding to fire 

and emergency organizations in its service areas and strengthen the partnerships the 

company has with its local heroes.

Eligible activities: Firefighter Grant Programs fund PPE, communications equipment, 

firefighting tools, water-handling equipment, and training and related activities/materials.

Eligibility: Only uniformed professional and volunteer departments serving each state’s 

AWC service territories.

Websites/contact: Visit each state’s individual AWC website to attain its grant contact 

information.

Illinois:https://www.amwater.com/ilaw/News-Community/firefighter-grant-program 

Missouri:https://www.amwater.com/moaw/News-Community/Community-Involvement/

firefighter-grant-program

West Virginia: https://www.amwater.com/wvaw/

Notes: The maximum grant award for the firefighter and emergency services grants 

is typically between $1,000-$1,200. 

Opportunity title 4: Bedford Community Health Foundation Grant 

Organization: Bedford Community Health Foundation

Purpose: This foundation serves the health-related needs of the citizens of Bedford 

City, Virginia, and surrounding communities. 

Eligible activities: Rescue squad support, emergency care, EMS equipment. 

Eligibility: 501(c)(3) nonprofit health care organizations in the Bedford, Virginia, area. 

These nonprofits cannot be primarily supported by government funds. 

Website: www.healthybedford.org/grants

Contact: Bedford Community Health Foundation 

P.O. Box 1104 

Bedford, VA 24523 

540-586-5292

info@healthybedford.org 

Notes: Grant is limited to applicants from the Bedford, Virginia, area. Applications are 

typically accepted twice a year in the spring and fall. First-time applicants may need 

to fulfill additional requirements.
150 Funding Alternatives for Emergency Medical and Fire Services

Opportunity title 5: Blue Cross/Blue Shield Rural Initiative Grant

Organization: Blue Cross/Blue Shield of North Carolina (partnered with North Carolina 

Department of Insurance, Office of the State Fire Marshal, and the North Carolina 

State Firefighter’s Association)

Purpose: To assist rural fire departments across North Carolina. The money is deposited 

in the North Carolina Firefighters Fund (the Fund), and Blue Cross/Blue Shield works 

with the Fund as well as the State Firefighter’s Association to distribute the grants to 

eligible departments.

Eligible activities: Each eligible recipient receives a check for $5,000. These funds 

can be utilized toward equipment and/or department expenses in order to help the 

department continue operating effectively. 

Eligibility: Rural North Carolina fire departments with an operating budget of $50,000 

or less. 

Website: https://www.ncosfm.gov/fire-rescue/fire-rescue-grants-and-relief-funds

Notes: Fire departments and EMS agencies in other states may want to inquire to 

determine if their Blue Cross/Blue Shield has decided to begin administering donations 

in their jurisdictions.

Opportunity title 6: Chesney Fallen Firefighters 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 Dec. 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 a 

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: Grants are limited to fire departments in Georgia. The GFBF also administers 

the Belli Memorial Endowment and Scholarship for educational and psychological 

assistance to individuals who have experienced a severe burn injury.
Chapter 7: Foundations and Corporate Grants 151

Opportunity title 7: Cowboy Skill Games Grant

Organization: Cowboy Skill Games of Wyoming

Purpose: Cowboy Skill Games of Wyoming is a group of Wyoming-based amusement and 

coin-operated vending companies that offer legal skill games to restaurants and bars 

across the state. It has donated to volunteer fire departments to draw the community’s 

attention to how critical their wildland firefighting services are and to thank them for 

their hard work and dedication. Cowboy Skill Games also reinvests in the community 

in other ways by donating profits to small businesses, nonprofits and families. 

Eligible activities: No prescribed activities. The department or agency decides what 

needs the monies will support. Equipment for fire trucks, equipment for EMTs and 

additional training are recent examples.

Eligibility: Fire departments or EMS agencies in the state of Wyoming.

Website: https://cowboyskillgames.com

Contact: 307-630-7632

Opportunity title 8: 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. Grants for 

$15,000 to $25,000 is a guideline for submission. Applications exceeding $50,000 will 

not be accepted.

Eligible activities: Lifesaving equipment, prevention education, scholarships and 

continued education, disaster relief and support for military members. 

Eligibility: Public safety organizations, EMS, fire departments, law enforcement, 

nonprofits and schools. The foundation requests that recipients wait a minimum of 

2 years before reapplying. 

Website: https://firehousesubsfoundation.org

Contact: Firehouse Subs Public Safety Foundation

12735 Gran Bay Parkway #150

Jacksonville, FL 32258 

foundation@firehousesubs.com

Notes: Grants are limited to communities served by Firehouse Subs. A maximum of 

600 grant applications are accepted on a quarterly basis, so apply early.

Opportunity title 9: Firefighters Charitable Foundation Grants 

Organization: Firefighters Charitable Foundation 

Purpose: The Firefighters Charitable Foundation provides 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 fire setter programs. 
152 Funding Alternatives for Emergency Medical and Fire Services

Eligibility: Fire departments. 

Website: https://www.ffcf.org/fire-departments

Contact: Firefighters Charitable Foundation

One West St.

Farmingdale, NY 11735

516-249-0332

Fax: 516-249-0338

ffcf@ffcf.org

Opportunity title 10: First Responder Institute Fellowship Program

Organization: First Responder Institute

Purpose: This organization partners with/coordinates with local award grants to 

doctoral students conducting original dissertation research relevant to the nation’s 

public safety and military personnel. 

Eligible activities: Significant data gathering projects, conducting field research off 

campus, etc.

Eligibility: Proposals are judged on their scientific merit, including the theoretical 

importance of the research question and the appropriateness of the proposed data 

and methodology to be used in addressing the question. 

Website: http://www.firstresponder.org

Contact: First Responder Institute

15312 Spencerville Court, Suite 100

Burtonsville, MD 20866

301-421-4433

info@firstresponder.org

Notes: From time to time, companies make donations to the First Responder 

Institute, which is then distributed by the institute in the form of grants. For example, 

GlaxoSmithKline previously contributed $750,000 to the institute. 

Opportunity title 11: Liberty Mutual Foundation Grant Program

Organization: Liberty Mutual Foundation

Purpose: To fund health and human services and/or civic and community services. 

Eligible activities: General operating, special project or capital expenses.

Eligibility: A Boston, Massachusetts, public charity that is nonprofit and tax-exempt 

under 501(c)(3) of the Internal Revenue Code. Organizations cannot be a previous 

recipient of a grant from this foundation within the last 12 months.

Website: https://www.libertymutualgroup.com/about-lm/giving-back/liberty-mutualfoundation

Notes: The grant cycle is rolling. Grants are typically awarded on a monthly basis and 

within 6 to 8 weeks of submission. 
Chapter 7: Foundations and Corporate Grants 153

Opportunity title 12: 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. 

The average grant award is $2,500.

Eligible activities: Pre-incident planning for commercial, industrial and institutional 

facilities; fire and arson prevention and investigations programs; and fire prevention 

education and training programs. 

Eligibility: Fire departments and brigades, as well as national, state, regional, local and 

community organizations around the world that support fire prevention. 

Website: https://www.fmglobal.com/about-us/our-business/corporate-responsibility/

fm-global-fire-prevention-grant-program

Contact email: firepreventiongrants@fmglobal.com 

Notes: Grant applications are typically reviewed 4 times per year, and decisions are 

usually made within 3 to 4 months of the deadline. Previous recipients must wait 3 

years to reapply. 

Opportunity title 13: Gary Sinise Foundation — First Responders Grant

Organization: Gary Sinise Foundation 

Purpose: The Gary Sinise Foundation serves its nation by honoring its defenders, 

veterans, first responders, their families and those in need. They do this by creating 

and supporting programs that entertain, educate, inspire, strengthen and build the 

communities they reside in. The First Responders program funding is specifically for 

emergency relief, training and essential equipment to ensure first responders can 

perform their job optimally. 

Eligible activities: Grant requests are limited to equipment, training and building costs.

Eligibility: Grants are reserved for law enforcement, fire and EMS departments. Volunteer, 

low and underfunded departments are prioritized. 

Website: www.garysinisefoundation.org

Contact: Gary Sinise Foundation

P.O. Box 368

Woodland Hills, CA 91365
154 Funding Alternatives for Emergency Medical and Fire Services

Opportunity title 14: Georgia-Pacific Bucket Brigade Grant 

Organization: Georgia-Pacific 

Purpose: The Georgia-Pacific Bucket Brigade Grant supports volunteer and small-town 

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 GeorgiaPacific 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 W. Liberty St.

Suite 1100

Reno, NV 89501-1959

775-786-6141 

Note: Eligible only to northern Nevada and adjacent counties in northern California. 

Opportunity title 16: International Fire Relief Mission

Organization: International Fire Relief Mission (IFRM)

Purpose: The IFRM is a 501(c)(3) nonprofit corporation whose mission is to provide 

humanitarian aid to fire and EMS first responders in developing 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. IFRM recycles serviceable firefighting and EMS equipment 

and maximizes all gifts.

Eligible activities: Fire and EMS equipment including PPE, SCBA, compressors, rescue 

tools, apparatus and EMS equipment. 

Eligibility: Fire and public safety organizations outside the United States. To be considered 

for a donation, applicants must arrange an IFRM pre-visit where IFRM will examine 
Chapter 7: Foundations and Corporate Grants 155

the condition of your community/organization/equipment. There are IFRM hosting 

requirements for transportation, housing, meals, security, interpreters/translators, 

media equipment and any via entrance/exit documents. 

Website: https://sites.google.com/ifrm2007.com/ifrm2007-intl-fire-relief/home 

Contact: International Fire Relief Mission 

10461 Toledo Drive North

Brooklyn Park, NM 55443 

612-466-0231

babbott@IFRM2007.com 

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, Massachusetts, provides 

financial support for the training and equipment needs of uniformed firefighters. 

Grants vary from $5,000 to $25,000.

Eligible activities: Training, equipment and technology purchases. 

Eligibility: Career and volunteer fire departments. Only union-affiliated, uniformed 

fire departments in board-designated geographic areas are eligible to apply. To be 

considered for funding, interested organizations must complete an LOI form via https://

lffgrants.smapply.io/prog/leary_firefighters_foundation/. Approved organizations will 

then be invited to apply.

Website: www.learyfirefighters.org

Contact: The Leary Firefighters Foundation 

14 Murray St.

Box 243

New York, NY 10007

212-867-1527 

grants@learyfirefighters.org

Notes: The foundation typically makes awards on a calendar basis with LOIs being due in 

August, applications due in October, and awards made in December. Inquiries received 

after the deadline in August will not be considered until the following calendar year. 

Opportunity title 18: Motorola Foundation First Responder Programming 

Organization: The Motorola Solutions Foundation

Purpose: The Motorola Solutions Foundation provides resources to first responders 

and the communities they serve and fallen first responders’ families. Maximum request 

is $50,000. Motorola prioritizes applications based on its locations.

Eligible activities: Preparing youth for public safety careers, conducting school safety 

training, supporting mental wellness, and providing leadership training for women 

and people of color.
156 Funding Alternatives for Emergency Medical and Fire Services

Eligibility: 501(c)(3) organizations, National Center for Education Statistics school or 

school district within the United States. All interested applicants must submit an 

inquiry form to be eligible to submit a formal application. Priority locations within 

North America include Baltimore, Maryland, area; Chicagoland, Illinois; Dallas, Texas, 

area; Salt Lake City, Utah; Seattle, Washington; South Florida; Southern California; 

Vancouver, British Columbia; and Westminster, Colorado.

Website: https://www.motorolasolutions.com/en_us/about/company-overview/

corporate-responsibility/motorola-solutions-foundation.html

Contact: Motorola Solutions Foundation 

500 W. Monroe St.

Chicago, IL 60661

Email: foundation@motorolasolutions.com 

Note: Grants cannot be used to purchase Motorola equipment or services. 

Opportunity title 19: Nationwide Insurance Grant Program 

Organization: Nationwide Insurance Foundation 

Purpose: The Nationwide Insurance Foundation is dedicated to making strategic 

philanthropic investments to meet the most critical needs in communities. 

Eligible activities: The foundation makes funding decisions based on a Community Impact 

Model. In order of priority: Tier 1: emergency and basic needs; Tier 2: crisis stabilization; 

Tier 3: personal and family empowerment; and Tier 4: community enrichment. Grant types 

include general operating support, project and/or program support, and capital support. 

Eligibility: The Nationwide Insurance Foundation considers funding organizations in a 

limited number of cities. Refer to the grant website for details. 

Website: https://www.nationwide.com/personal/about-us/giving/nationwide-foundation/

what-we-fund/

Opportunity title 20: State Farm Good Neighbor Citizenship Company Grant 

Organization: State Farm Insurance and State Farm Companies Foundation 

Purpose: State Farm Insurance provides company grants in 3 

focus areas: safety, community development and education. 

In addition to these 3 focus areas, there is very limited funding 

to meet community-based needs including, but not limited to, 

environment, health and wellness, and other safety issues. 

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 (Figure 7.4). 

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: https://www.statefarm.com/about-us/corporate-responsibility/communitygrants/good-neighbor-citizenship-grants

Figure 7.4. Courtesy of Bob Esposito, 

Pennsburg, Pennsylvania.
Chapter 7: Foundations and Corporate Grants 157

Opportunity title 21: Walgreens Community Grant Program 

Organization: Walgreens Pharmacies 

Purpose: The Walgreens 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, pharmacy education 

programs and mentoring initiatives, civic and community outreach, and emergency 

and disaster relief. 

Eligibility: Limited to nonprofit, tax-exempt organizations under Section 501(c)(3) of 

the Internal Revenue Code. 

Website: https://www.walgreens.com/topic/about/community/companyguidelines.

jsp#top

Contact email: grants@walgreens.com 

Opportunity title 22: The Provident Bank Foundation Community Grant 

Program and Major Grant Programs

Organization: The Provident Bank Foundation 

Purpose: The Provident Bank Foundation supports organizations involved with arts 

and culture, education, health, recreation, and human services. The Community 

Grant Program focuses on organizations that need strategic operating support. These 

typically range from $1,000 to $5,000. The Major Grant Program focuses on funding 

programs, projects or initiatives that address immediate needs, create meaningful 

impact and lead to sustainable community enhancement. These typically range from 

$5,001 to $25,000.

Eligible activities: Both the Community Grant Program and the Major Grant Program 

focus on the following 3 priority areas: community enrichment, education and health/

youth/families. 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. 

Eligibility: Organizations must be certified as a tax-exempt public charity under section 

501(c)(3) of the Internal Revenue Code and not classified as a private foundation. 

Website: https://www.theprovidentbankfoundation.org/guidelines

Contact: The Provident Bank Foundation 

250 Madison Ave.

Morristown, NJ 07960

862-260-3990 

foundation@provident.bank
158 Funding Alternatives for Emergency Medical and Fire Services

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Appendix A: Successful Grant Application Example 159

Appendix A: Successful Grant 

Application Example
160 Funding Alternatives for Emergency Medical and Fire Services
Appendix A: Successful Grant Application Example 161
162 Funding Alternatives for Emergency Medical and Fire Services
Appendix A: Successful Grant Application Example 163
164 Funding Alternatives for Emergency Medical and Fire Services
Appendix A: Successful Grant Application Example 165
166 Funding Alternatives for Emergency Medical and Fire Services
Appendix A: Successful Grant Application Example 167
168 Funding Alternatives for Emergency Medical and Fire Services

Photo courtesy of the Defense Visual Information Distribution Service.
Appendix B: State Emergency Medical Offices 169

Appendix B: State Emergency 

Medical Offices

Alabama 

Alabama Department of Public Health

Office of EMS

208 Legends Court 

Prattville, AL 36066

334-290-3088

Fax: 334-206-0364

www.alabamapublichealth.gov/ems/

Alaska 

Alaska Office of EMS 

Mailing: P.O. Box 110616

Juneau, AK 99811-0616

Physical: 350 Main St., Suite 530

Juneau, AK 99801

907-465-3140

Fax: 907-465-4101 

dhss.alaska.gov/dph/Emergency/Pages/

ems/default.aspx

American Samoa 

American Samoa Department of Public 

Health

LBJ Medical Center

American Samoa Government 

Pago Pago, American Samoa 96799

011-684-633-5003 

www.americansamoarenewal.org/

emergency-medical-services

Arizona 

Arizona Department of Health Services, 

Bureau of EMS and Trauma System

150 N. 18th Ave. Suite 540

Phoenix, AZ 85007

800-200-8523 

602-364-3150 

Fax: 602-364-3568

www.azdhs.gov/preparedness/

emergency-medical-services-traumasystem/index.php

Arkansas 

Arkansas Department of Health 

Emergency Medical Services

5800 West 10th St., Suite 800

Little Rock, AR 72204

501-661-2262

Fax: 501-280-4901

ADHEMS@arkansas.gov

www.healthy.arkansas.gov/programsservices/topics/emergency-medicalservices

California 

California EMS Authority 

10901 Gold Center Drive, Suite 400

Rancho Cordova, CA 95670 

916-322-4336 

Fax: 916-322-1441

externalaffairs@emsa.ca.gov

www.emsa.ca.gov/

Colorado 

Colorado Department of Health and 

Environment — EMSDP-PCP-A-5

4300 Cherry Creek South Drive

Denver, CO 80246-1530 

303-692-2000

cdphe.information@state.co.us

https://cdphe.colorado.gov/emergencypreparedness-response

Connecticut 

Connecticut Office of EMS

410 Capitol Ave., MS #12EMS

Hartford, CT 06134-0308

860-509-7975

Fax: 860-730-8384 

DPH.OEMS@ct.gov

https://portal.ct.gov/dph/

Emergency-Medical-Services/EMS/

Office-of-Emergency-Medical-ServicesHomepage
170 Funding Alternatives for Emergency Medical and Fire Services

Delaware 

Delaware Office of EMS

Blue Hen Mall/Corporate Center 

655 Bay Road

Dover, DE 19901

302-744-4700 

Fax: 302-739-6659 

www.dhss.delaware.gov/dph/ems/ems.

html

Florida 

Florida Department of Health, EMS 

4052 Bald Cypress Way, Bin-A22 

Tallahassee, FL 32399

850-245-4440

Fax: 850-245-4378

EMS@fhealth.gov 

www.floridahealth.gov/licensing-andregulation/ems-system/index.html

Georgia 

Georgia Office of EMS and Trauma

1680 Phoenix Blvd., Suite 200 

Atlanta, GA 30349

770-996-3133

Fax: 770-996-7656 

dph-phemsinfo@dph.ga.gov

https://dph.georgia.gov/EMS

Hawaii 

Hawaii State Emergency Medical 

Services and Injury Prevention 

System Branch 

Leahi Hospital

3675 Kilauea Ave., Trotter Building

Honolulu, HI 96816-2333

808-733-9210 

Fax: 808-733-9216

emsipsb@doh.hawaii.gov 

https://health.hawaii.gov/ems/

Idaho 

Idaho EMS Bureau 

590 West Washington

Boise, ID 83702

208-334-4000 

https://healthandwelfare.idaho.

gov/providers/emergency-medicalservices-ems/ems-agencies

Illinois 

Illinois Division of EMS and Highway 

Safety, Department of Public Health

525-535 West Jefferson St. 

Springfield, IL 62761 

217-785-2080 

www.dph.illinois.gov/topics-services/

emergency-preparedness-response/

ems

Indiana 

Indiana Department of Homeland 

Security 

Indiana Government Center-South

302 West Washington St., Room E208

Indianapolis, IN 46204-2739 

317-232-2222

Fax: 317-233-0497 

emscertifications@dhs.in.gov

https://www.in.gov/dhs/ems/

Iowa 

Iowa Department of Public Health

Bureau of Emergency and Trauma 

Services 

Lucas State Office Building

321 East 12th St.

Des Moines, IA 50319

515-281-0620 

www.idph.iowa.gov/bets/ems 

Kansas 

Kansas Board of EMS

Landon State Office Building

900 SW Jackson, Room 1031

Topeka, KS 66612-1228

785-296-7296 

www.ksbems.org/ems/

Kentucky 

Kentucky Board of EMS 

2464 Fortune Drive, Suite 195

Lexington, KY 40509

859-256-3565 

https://kbems.ky.gov/Pages/index.aspx
Appendix B: State Emergency Medical Offices 171

Louisiana 

Louisiana Bureau of EMS

Louisiana Department of Health

Mailing: P.O. Box 629

Baton Rouge, LA 70821-0629

Physical: 7273 Florida Blvd.

Baton Rouge, LA 70806

225-925-4022

Fax: 225-925-7244

www.ldh.la.gov/index.cfm/subhome/28

Maine 

Maine Emergency Medical Services

Department of Public Safety

45 Commerce Drive, Suite 1

152 State House Station 

Augusta, ME 04333-0152

207-626-3860

Fax: 207-287-6251

maine.ems@maine.gov

www.maine.gov/ems/

Maryland 

Maryland Institute for Emergency 

Medical Services Systems

653 West Pratt St.

Baltimore, MD 21201 

800-762-7157

www.miemss.org 

Massachusetts 

Massachusetts Department of Public 

Health 

Office of Emergency Medical Services

67 Forest St.

Marlborough, MA 01752 

617-753-7300 

Fax: 617-753-7320

oems.recert@state.ma.us

https://www.mass.gov/orgs/office-ofemergency-medical-services

Michigan 

Michigan Department of Health and 

Human Services

Bureau of EMS, Trauma, and 

Preparedness

Division of EMS and Trauma

Mailing: P.O. Box 30207

Lansing, MI 48909-0207

Physical: 1001 Terminal Road

Lansing, MI 48906

517-241-3025

Fax: 517-335-9434 

MDHHS-MichiganEMS@michigan.gov

www.michigan.gov/ems

Minnesota 

Minnesota EMS Regulatory Board

2829 University Ave., SE, Suite 310 

Minneapolis, MN 55414-3222

651-201-2800

Fax: 651-201-2812

emsrb@state.mn.us

www.mn.gov/emsrb/ 

Mississippi 

Mississippi State Department of Health

Bureau of Emergency Medical Services

P.O. Box 1700

Jackson, MS 39215-1700 

601-576-7380

Fax: 601-576-7373 http://msdh.ms.gov/

msdhsite/_static/47.html

Missouri 

Missouri Department of Health and 

Senior Services Bureau of EMS

P.O. Box 570

Jefferson City, MO 65102-0570

573-751-6356 

Fax: 573-751-6348

EMSINFO@health.mo.gov

http://health.mo.gov/safety/ems/index.

php
172 Funding Alternatives for Emergency Medical and Fire Services

Montana 

Montana Department of Public Health 

and Human Services

EMS and Trauma Systems

P.O. Box 202951

1400 Broadway, RM C-314A

Helena, MT 59620-2951

406-444-3895 

https://dphhs.mt.gov/publichealth/

emsts/

Nebraska 

NEDDHS, EMS Division

301 Centennial Mall, South

Lincoln, NE 68509-5007

402-471-3121

https://dhhs.ne.gov/Pages/

EHS-Emergency-Medical-Services.aspx

Nevada 

Nevada Department of Health and 

Human Resources, EMS 

4150 Technology Way, Suite 101

Carson City, NV 89706

775-687-7590 

https://dpbh.nv.gov/

New Hampshire 

New Hampshire Department of Safety

Division of Fire Standards and Training 

and EMS 

Richard M. Flynn Fire Academy

Mailing: 33 Hazen Drive

Concord, NH 03305

Physical: 98 Smokey Bear Blvd.

Concord, NH 03301

603-223-4200 

Fax: 603-271-1091

fstems@dos.nh.gov

www.nh.gov/safety/divisions/fstems/

New Jersey 

New Jersey Department of Health

Office of EMS

Mailing: P.O. Box 360

Trenton, NJ 08625-0360

Physical: Office of EMS

55 N. Willow St.

Trenton, NJ 08625

609-633-7777 

Fax: 609-984-5647

ems@doh.nj.gov

www.state.nj.us/health/ems/index.shtml

New Mexico 

New Mexico Emergency Medical 

Systems Bureau

1301 Siler Road, Building F

Santa Fe, NM 87507

505-476-8200 

Fax: 505-476-8288

www.nmhealth.org/about/erd/emsb/

New York 

New York State Department of Health, 

Bureau of EMS

Central Office

875 Central Ave. 

Albany, NY 12206-1388

518-402-0996 

Fax: 518-402-0985

www.health.ny.gov/professionals/ems/

North Carolina 

North Carolina Office of EMS

2707 Mail Service Center 

Raleigh, NC 27699-2707 

919-855-3935 

https://oems.nc.gov

North Dakota 

North Dakota Emergency Preparedness 

and Response Section

North Dakota Department of Health

1720 Burlington Drive 

Bismarck, ND 58504

701-328-2270

Fax: 701-328-0357

dohepr@nd.gov

https://www.hhs.nd.gov/health/epr/

emergency-medical-services-emssystem
Appendix B: State Emergency Medical Offices 173

Northern Mariana Islands 

Northern Mariana Islands Department 

of Public Safety — Fire Division 

P.O. Box 10001

Saipan, Northern Mariana Islands 96950

670-664-9081 

Ohio 

Ohio Department of Public Safety, EMS

P.O. Box 182073

1970 West Broad St. 

Columbus, OH 43223

614-466-9477 

Fax: 614-466-9461

www.ems.ohio.gov/#gsc.tab=0

Oklahoma 

Oklahoma State Department of Health 

EMS Division 

1000 NE 10th St.

Oklahoma City, OK 73117-1299

405-271-4027 

Fax: 405-271-4240

Esystems@health.ok.gov

https://oklahoma.gov/health/services/

licensing-inspections/emergencysystems/ems-division.html

Oregon 

Oregon Health Authority, EMS and 

Trauma Systems 

800 NE Oregon St., Suite 305

Portland, OR 97232

503-731-4011 

www.oregon.gov/oha/PH/

ProviderPartnerResources/

EMSTraumaSystems/Pages/index.aspx

Pennsylvania 

Pennsylvania Bureau of Emergency 

Medical Services

Department of Health

Health and Welfare Building

8th Floor West

625 Forster St.

Harrisburg, PA 17120

717-787-8740 

https://www.health.pa.gov/topics/EMS/

Pages/EMS.aspx

Puerto Rico 

Negociado Cuerpo De Manejo De 

Emergencia

Departmento de Seguridad Publica

235 Ave. Arterial Hostos

Capital Center, Terra Norte

Hato Rey, Puerto Rico 00918

787-903-5602 ext. 6022

https://cempr.pr.gov/Pages/default.aspx

Rhode Island 

Rhode Island Department of Health

Division of Preparedness, Response, 

Infectious Disease and Emergency 

Medical Services

3 Capitol Hill, Room 105

Providence, RI 02908-5097

401-222-5960 

https://health.ri.gov/programs/detail.

php?pgm_id=144

South Carolina 

South Carolina Bureau of EMS

2600 Bull St.

Columbia, SC 29201

803-545-4204 

www.scemsportal.org

South Dakota 

South Dakota Office of EMS

600 East Capitol Ave. 

Pierre, SD 57501-2536 

605-773-3361 

http://doh.sd.gov/providers/

ruralhealth/EMS/ 

Tennessee

Tennessee Department of Health

Office of EMS

665 Mainstream Drive

Nashville, TN 37243

615-741-2584

Fax: 615-741-4217

tn.health@tn.gov

www.tn.gov/health/health-programareas/health-professional-boards/

ems-board.html
174 Funding Alternatives for Emergency Medical and Fire Services

Texas 

Texas Department of State Health 

Services

Office of EMS/Trauma Systems 

Coordination

Mailing: P.O. Box 149347

Austin, TX 78714-9347

Physical: The Exchange Building

8407 Wall St., Suite N-410

Austin, TX 78754

512-834-6700 

Fax: 512-834-6736

emsinfo@dshs.texas.gov

www.dshs.texas.gov/

emstraumasystems/default.shtm

Utah 

Utah Bureau of EMS and Preparedness

Utah Department of Health

Mailing: P.O. Box 142004

Salt Lake City, UT 84114-2004

Physical: 3760 South Highland Drive 

Salt Lake City, UT 84106

801-273-6666 

Fax: 801-274-0738

ems@utah.gov

https://bemsp.utah.gov

Vermont 

EMS, Vermont Department of Health 

108 Cherry St.

Burlington, VT 05401

802-863-7310 

Fax: 802-863-7577

vtems@vermont.gov

http://healthvermont.gov/emergency/

ems

Virginia 

Virginia Office of Emergency Medical 

Services 

Virginia Department of Health

1041 Technology Park Drive

Glen Allen, VA 23059 

804-888-9100

Fax: 804-371-3108

www.vdh.virginia.gov/emergencymedical-services/

Virgin Islands 

Virgin Islands Emergency Medical 

Services/DOH 

1302 Hospital Ground Suite 10

Charlotte Amalie, St. Thomas, Virgin 

Islands 00802

304-774-9000

https://doh.vi.gov/programs/

emergency-medical-services 

Washington 

Washington Emergency Medical 

Services and Trauma Care System 

P.O. Box 4785

Olympia, WA 98504-7853

360-236-2800 

www.doh.wa.gov/forpublichealthandhe

althcareproviders/emergencymedicals

ervicesemssystems

West Virginia 

West Virginia Bureau for Public Health

Office of EMS

350 Capitol St., Room 425 

Charleston, WV 25301 

304-558-3956

Fax: 304-558-8379

www.wvoems.org

Wisconsin 

Wisconsin Department of Health 

Services, EMS 

1 West Wilson St., Room 1150

P.O. Box 2659

Madison, WI 53701-2659

608-266-1568

Fax: 608-261-6392

dhsemssmail@dhs.wisconsin.gov

www.dhs.wisconsin.gov/ems/index.htm

Wyoming 

Wyoming Department of Health

Office of EMS 

122 West 25th St., Suite 102E

Cheyenne, WY 82002

307-777-7955 

https://health.wyo.gov/publichealth/

ems/
Appendix C: State Fire Marshal Offices 175

Appendix C: State Fire Marshal 

Offices

Alabama 

Alabama Department of Insurance

State of Alabama Fire Marshal’s Office

P.O. Box 303352

Montgomery, AL 36130-3552 

334-241-4166 

Fax: 334-241-4158

firemarshal@insurance.alabama.gov

www.firemarshal.alabama.gov

Alaska 

Alaska Department of Public Safety 

Division of Fire and Life Safety

5700 East Tudor Road 

Anchorage, AK 99507-1225 

907-269-5511 

Fax: 907-338-4375

https://dps.alaska.gov/Fire/Home

Arizona 

Arizona Department of Forestry and 

Fire Management

1110 West Washington, Suite 100 

Phoenix, AZ 85007

602-771-1400 

http://dffm.az.gov/fire-marshals-office

Arkansas 

Arkansas State Fire Marshal

#1 State Police Plaza Drive 

Little Rock, AR 72209 

501-618-8700 

https://www.dps.arkansas.gov/

emergency-management/adem/

response/fire-services/state-firemarshals-office/

California 

California Office of the State Fire 

Marshal

Mailing: P.O. Box 944246

Sacramento, CA 94244-2460

Physical: 2251 Harvard St., Suite 400

Sacramento, CA 95815

916-568-3800 

www.osfm.fire.ca.gov

Colorado 

Colorado Department of Public Safety

Division of Fire Prevention and Control

690 Kipling St., Suite 2000 

Lakewood, CO 80215

303-239-4600

Fax: 303-239-5887 

www.colorado.gov/dfpc

Connecticut 

Connecticut Office of State Fire Marshal

450 Columbus Blvd., Suite 1304

Hartford, CT 06103

860-713-5750

Fax: 860-920-3088

osfm.engineer@ct.gov

www.portal.ct.gov/DAS/Office-ofState-Fire-Marshal/Office-of-State-FireMarshal

Delaware 

Delaware State Fire Marshal’s Office

1537 Chestnut Grove Road

Dover, DE 19904-1544

302-739-5665 

www.statefiremarshal.delaware.gov/

Florida 

Florida Office of the State Fire Marshal 

200 East Gaines St. 

Tallahassee, FL 32399-0322 

352-369-2800 

www.myfloridacfo.com/division/sfm/

Georgia 

Georgia Department of Insurance and 

Fire Safety

2 Martin Luther King Jr. Drive 

West Tower, Suite 702

Atlanta, GA 30334

404-656-2070

www.firemarshal@oci.ga.gov 

https://oci.georgia.gov/
176 Funding Alternatives for Emergency Medical and Fire Services

Guam 

Guam Fire Department 

Fire Prevention Bureau

1301-1 Central Ave. 

P.O. Box 2950 

Hagatna, Guam 96932 

671-646-8810

fire.prevention@gfd.guam.gov 

www.gfd.guam.gov

Hawaii 

Hawaii State Fire Council

636 South St.

Honolulu, HI 96813

808-723-7176 

www.labor.hawaii.gov/sfc/

Idaho 

Idaho Department of Insurance

700 West State St., 3rd Floor

P.O. Box 83720

Boise, ID 83720-0043

208-334-4370 

www.doi.idaho.gov/sfm/

Illinois 

Illinois Office of the State Fire Marshal 

1035 Stevenson Drive 

Springfield, IL 62703

217-785-0969 

www2.illinois.gov/sites/sfm/Pages/

default.aspx

Indiana 

Indiana Department of Homeland 

Security

Division of Fire and Building Safety

302 West Washington St., Room E208

Indianapolis, IN 46204-2739

317-232-2222

Fax: 317-233-0497

www.in.gov/dhs/fire-and-buildingsafety/division-of-fire-and-buildingsafety-overview/

Iowa 

Iowa Department of Public Safety

State Fire Marshal Division

215 East 7th St., 3rd Floor

Des Moines, IA 20319

515-725-6145 

fminfo@dps.state.ia.us

http://dps.iowa.gov/divisions/state-firemarshal

Kansas 

Kansas State Fire Marshal

800 SW Jackson, Suite 104 

Topeka, KS 66612

785-296-3401 

Fax: 785-296-0151

https://firemarshal.ks.gov

Kentucky 

Kentucky Public Protection Cabinet, SFM

500 Metro St., First Floor 

Frankfort, KY 40601 

502-573-0382 

https://ksfm.ky.gov

Louisiana 

Louisiana Department of Public Safety 

and Corrections, SFM

8181 Independence Blvd. 

Baton Rouge, LA 70806

800-256-5452 

http://sfm.dps.louisiana.gov/

Maine 

Maine State Fire Marshal’s Office

Mailing: 52 State House Station 

Augusta, ME 04333-0052 

Physical: 45 Commerce Drive, Suite 1

Augusta, ME 04330

207-626-3880 

Fax: 207-287-6251

www.maine.gov/dps/fmo/

Maryland 

Maryland State Police

Office of the State Fire Marshal

1201 Reisterstown Road 

Pikesville, MD 21208

410-653-8980 or 800-525-3124

Fax: 410-653-8988

msp.ofsm@maryland.gov

www.mdsp.maryland.gov/firemarshal/

Pages/StateFireMarshal.aspx
Appendix C: State Fire Marshal Offices 177

Massachusetts 

Massachusetts Department of Fire 

Services 

1 State Road

P.O. Box 1025

Stow, MA 01775

978-567-3111 

www.mass.gov/orgs/department-offire-services 

Michigan 

Michigan Licensing and Regulatory 

Affairs

Bureau of Fire Services

611 West Ottawa St., 4th Floor 

Lansing, MI 48909

517-241-8847 

Fax: 517-335-4061

lara-bfs@michigan.gov

https://www.michigan.gov/lara/

bureau-list/bfs/state-fire-marshal

Minnesota 

Minnesota State Fire Marshal Division

Department of Public Safety

445 Minnesota St., Suite 145

Saint Paul, MN 55101-5145

651-201-7200 

Fax: 651-215-0525

www.dps.mn.gov/divisions/sfm/Pages/

default.aspx

Mississippi 

Mississippi Insurance Department

Mailing: P.O. Box 79

Jackson, MS 39205

Physical: 660 North St., Suite 100-B

Jackson, MS 39202

601-359-1061 

Fax: 601-359-1076

www.mid.ms.gov/sfm/state-firemarshal.aspx

Missouri 

Missouri Department of Public Safety

Division of Fire Safety, OSFM

Mailing: P.O. Box 844

Jefferson City, MO 65102

Physical: 205 Jefferson St., 13th Floor

Jefferson City, MO 65101-4421

573-751-2930

Fax: 573-751-5710

firesafe@dfs.dps.mo.gov

www.dfs.dps.mo.gov

Montana 

Montana Department of Justice, SFMO 

and Fire Prevention

2225 11th Ave.

P.O. Box 201417

Helena, MT 59620-1417

406-444-2050

Fax: 406-444-2759 

www.dojmt.gov/enforcement/

investigations-bureau/fire-prevention/

Nebraska 

Nebraska State Fire Marshal

246 South 14th St. 

Lincoln, NE 68508-1804 

402-471-2027 

Fax: 402-471-3118

www.sfm.nebraska.gov

Nevada 

Nevada Office of the State Fire Marshal

107 Jacobsen Way

Carson City, NV 89701

775-684-7500 

Fax: 775-684-7507

sfm@dps.state.nv.us

http://fire.nv.gov/

New Hampshire 

New Hampshire Department of Public 

Safety

Division of Fire Safety

Mailing: 33 Hazen Drive

Concord, NH 03305

Physical: 110 Smokey Bear Blvd.

Concord, NH 03301

603-223-4289 

Fax: 601-223-4294

fmo@dos.nh.gov

www.nh.gov/safety/divisions/

firesafety/index.html

New Jersey 

New Jersey Department of Community 

Affairs

Division of Fire Safety

P.O. Box 809

Trenton, NJ 08625-0809

609-633-6106

www.state.nj.us/dca/divisions/dfs/
178 Funding Alternatives for Emergency Medical and Fire Services

New Mexico 

New Mexico Public Regulation 

Commission

State Fire Marshal Division

1120 Paseo De Peralta

P.O. Box 1269

Santa Fe, NM 87504

505-427-0066 

Fax: 505-476-0100

www.nmdhsem.org/state-firemarshal/

New York 

New York Homeland Security and 

Emergency Services

Office of Fire Prevention and Control 

1220 Washington Ave., Bldg. 7A, Floor 2

Albany, NY 12226

518-474-6746 

Fax: 518-474-3240

fire@dhses.ny.gov

www.dhses.ny.gov/ofpc/

North Carolina 

North Carolina Department of 

Insurance

Office of the State Fire Marshal 

Mailing: 1202 Mail Service Center

Raleigh, NC 27699-1202

Physical: 325 North Salisbury St.

Raleigh, NC 27603

919-647-0000 

www.ncosfm.gov

North Dakota

North Dakota Attorney General — 

Public Safety

State Fire Marshal’s Office 

P.O. Box 1054

Bismarck, ND 58502-1054 

701-328-5552 

www.attorneygeneral.nd.gov/publicsafety

Northern Mariana Islands 

Northern Mariana Islands Department 

of Public Safety — Fire Division 

P.O. Box 10001

Saipan, Northern Mariana Islands 

96950

670-664-9081 

www.dps.gov.mp

Ohio 

Ohio Department of Commerce

Division of State Fire Marshal 

8895 East Main St. 

Reynoldsburg, OH 43068 

614-752-8200 

websfm@com.state.oh.us

www.com.ohio.gov/fire/

Oklahoma

Oklahoma Office of the Oklahoma 

State Fire Marshal 

2401 NW 23rd, Suite 4

Oklahoma City, OK 73107

405-522-5005

Fax: 405-522-5028 

www.ok.gov/fire/

Oregon 

Oregon State Fire Marshal’s Office

3565 Trelstad Ave., SE

Salem, OR 97317

503-373-1540

Fax: 503-373-1825

oregon.sfm@osp.oregon.gov

www.oregon.gov/osp/programs/sfm/

Pages/default.aspx

Pennsylvania 

Pennsylvania Office of the State Fire 

Commissioner

1310 Elmerton Ave.

Harrisburg, PA 17110

717-651-2201

www.osfc.pa.gov/Pages/default.aspx

Puerto Rico 

Puerto Rico Fire Department Bureau

235 Ave, Arterial Hostos

Capital Center, Torre Norte

San Juan, Puerto Rico 00918

787-903-5602 ext. 6022

https://www.dsp.pr.gov/negociados/

negociado-de-bomberos-de-puerto-rico

Rhode Island 

Rhode Island Office of the State Fire 

Marshal 

560 Jefferson Blvd.

Warwick, RI 02886

401-889-5555

Fax: 401-889-5533

www.fire-marshal.ri.gov
Appendix C: State Fire Marshal Offices 179

South Carolina 

South Carolina Labor Licensing 

Regulation

Office of State Fire Marshal

141 Monticello Trail

Columbia, SC 29203

803-896-9800

http://statefire.llr.sc.gov/osfm

South Dakota 

South Dakota Department of Public 

Safety, SFM

118 West Capitol Ave.

Pierre, SD 57501

605-773-3562 

http://dps.sd.gov/emergency-services/

state-fire-marshal

Tennessee 

Tennessee Department of Commerce 

and Insurance

Fire Prevention/SFMO

500 James Robertson Parkway

Nashville, TN 37243-0577

615-741-2981 

Fax: 615-741-1583

fire.prevention@tn.gov

www.tn.gov/commerce/fire-prevention.

html

Texas 

Texas State Fire Marshal’s Office

P.O. Box 149221

Austin, TX 78714-9221

512-676-6800

fire.marshal@tdi.texas.gov

www.tdi.texas.gov/fire/index.html 

Utah 

Utah Department of Public Safety, 

Office of the SFM 

410 West 9800 South, Suite 372

Sandy, UT 84070

801-256-2390

Fax: 801-256-2386 

http://firemarshal.utah.gov/

Vermont 

Vermont Department of Public Safety

Division of Fire Safety

1311 US Route 302 - Suite 600 

Barre, VT 05641

802-479-7561 

Fax: 802-479-7562

www.firesafety.vermont.gov

Virginia 

Virginia Department of Fire Programs 

1005 Technology Park Drive 

Glen Allen, VA 23059-4500 

804-371-0220 

Fax: 804-371-3444

www.vafire.com/state-fire-marshalsoffice/

Virgin Islands 

Virgin Islands Fire Service

385 William G Lewis Drive

Estate Taarneberg

St. Thomas, Virgin Islands 00802

340-774-7610

Fax: 340-774-4630

https://vifems.org/

Washington 

Washington State Patrol, Fire 

Protection Bureau 

Mailing: P.O. Box 42642

Olympia, WA 98504-2642

Physical: Helen Sommers Building

106 11th Ave. SW

Suite G200

Olympia, WA 98501

360-596-3900 

www.wsp.wa.gov/state-fire-marshalsoffice/

West Virginia 

West Virginia Fire Commission – OSFM

1207 Quarrier St., 2nd Floor 

Charleston, WV 25301

304-558-2191

Fax: 304-558-2637 

www.firemarshal.wv.gov/Pages/

default.aspx
180 Funding Alternatives for Emergency Medical and Fire Services

Wisconsin 

Wisconsin Department of Justice

P.O. Box 7857

Madison, WI 53707-7857

608-266-1671 

www.doj.state.wi.us/dci/state-firemarshal

Wyoming 

Wyoming Department of Fire 

Prevention and Electrical Safety 

320 West 25th St., Third Floor

Cheyenne, WY 82002

307-777-7288 

Fax: 307-777-6998

http://wsfm.wyo.gov
Appendix D: State Homeland Security and Emergency Management Agencies 181

Appendix D: State Homeland 

Security and Emergency 

Management Agencies

Below are state homeland security offices. These can also be found here: https://www.

dhs.gov/state-homeland-security-and-emergency-services. 

*These offices are joint with emergency management. 

Alabama 

Alabama Law Enforcement Homeland 

Security Department

P.O. Box 304115

Montgomery, AL 36130-4115

334-517-2660 

Main Fax: 334-223-1120 

homelandsecurity@alea.gov

www.alea.gov/office-of-the-secretary/

homeland-security

Alaska* 

Alaska Division of Homeland Security 

and Emergency Management

Department of Military and 

Veterans Affairs 

P.O. Box 575

Building 4900

Army Guard Road

JBER, AK 99505

907-428-7000

Fax: 907-428-7009

mva.grants@alaska.gov

www.ready.alaska.gov

American Samoa*

American Samoa Department of 

Homeland Security and Emergency 

Management Coordinating Office

American Samoa Government

P.O. Box 4567

Tafuna, Western District

Pago, American Samoa 96799

684-699-2316

www.americansamoa.gov

Arizona 

Arizona Department of Homeland 

Security 

1700 West Washington St., #210 

Phoenix, AZ 85007

602-542-7030 

Fax: 602-542-1729

www.azdohs.gov 

Arkansas*

Arkansas’ Homeland Security and 

Preparedness Agency

Building 9501

Camp Joseph T. Robinson

North Little Rock, AR 72119 

501-683-6700 

www.dps.arkansas.gov/emergencymanagement/adem/

Colorado*

Colorado Division of Homeland 

Security and Emergency 

Management

Colorado Department of Public Safety 

9195 E. Mineral Ave., Suite 200

Centennial, CO 80012

720-852-6600 

www.colorado.gov/dhsem

Delaware 

Delaware Department of Safety and 

Homeland Security 

800 S. Bay Road, Suite 2

Dover, DE 19901

302-744-2680

Fax: 302-739-4874

www.dshs.delaware.gov/
182 Funding Alternatives for Emergency Medical and Fire Services

District of Columbia* 

District of Columbia Homeland Security 

and Emergency Management 

Agency

2720 Martin Luther King Jr. Ave. 

SE Washington, DC 20032

202-727-6161

Fax: 202-715-7288

www.hsema.dc.gov

Florida 

Florida Department of Law 

Enforcement

Mailing: P.O. Box 1489

Tallahassee, FL 32302-1489

Physical: 2331 Phillips Road

Tallahassee, FL 32308

850-410-7000 

http://www.fdle.state.fl.us

Georgia* 

Georgia Emergency Management and 

Homeland Security Agency

P.O. Box 18055

935 United Ave. SE

Atlanta, GA 30316-0055 

404-635-7000 or 800-879-4362

externalaffairs@gema.ga.gov

www.gema.georgia.gov

Guam* 

Guam Homeland Security 

Office of Civil Defense 

221B Chalan Palasyo

Agana Heights, Guam 96910 

671-475-9600

Fax: 671-477-3727

info@ghs.guam.gov 

www.ghs.guam.gov

Hawaii* 

Hawaii Emergency Management 

Agency 

3949 Diamond Head Road 

Honolulu, HI 96816-4495 

808-733-4300

Fax: 808-733-4287

hawaiiEMA@hawaii.gov 

https://dod.hawaii.gov/hiema/

Idaho 

Idaho Bureau of Homeland Security

4040 W. Guard St., Building 600 

Boise, ID 83705-5004

208-258-6500

Fax: 208-422-3044

www.ioem.idaho.gov

Illinois* 

Illinois Emergency Management Agency 

2200 S. Dirksen Parkway

Springfield, IL 62703

217-782-2700

www.illinois.gov/iema/Pages/

default.aspx

Indiana 

Indiana Department of Homeland 

Security 

302 W. Washington St., Room E208

Indianapolis, IN 46204

317-232-2222 

www.in.gov/dhs/

Iowa* 

Iowa Department of Homeland 

Security and Emergency 

Management

7900 Hickman Road, Suite 500

Windsor Heights, IA 50324

515-725-3231

Fax: 515-725-3260

https://homelandsecurity.iowa.gov/

Kansas 

Kansas Homeland Security

Adjutant General’s Department

2800 SW Topeka Blvd.

Topeka, KS 66611-1287

785-646-0090

Fax: 785-646-0099

ng.ks.ksarng.list.staff-pao@mail.mil

https://kansastag.gov

Kentucky 

Kentucky Office of Homeland Security 

200 Metro St.

Frankfort, KY 40622

502-564-2081 

Fax: 502-564-7764

http://homelandsecurity.ky.gov/Pages/

default.aspx
Appendix D: State Homeland Security and Emergency Management Agencies 183

Louisiana* 

Louisiana Governor’s Office of 

Homeland Security and Emergency 

Preparedness

7667 Independence Blvd.

Baton Rouge, LA 70806 

225-925-7500 

Fax: 225-925-7501

www.gohsep.la.gov

Maine* 

Maine Homeland Security Advisory 

Council

Department of Defense, Veterans and 

Emergency Management

72 State House Station

45 Commerce Drive 

Augusta, ME 04333 

207-624-440 or 800-452-8735

Fax: 207-287-3178

www.maine.gov/mema/homelandsecurity

Maryland 

Maryland Governor’s Homeland 

Security Office 

Fred L. Wineland Building

16 Francis St.

Annapolis, MD 21401 

410-974-3901 

www.gohs.maryland.gov

Massachusetts 

Massachusetts Executive Office of 

Public Safety and Security

1 Ashburton Place, Suite 2133

Boston, MA 02108

617-727-7775

Fax: 617-727-4764

eposinfo@state.ma.us 

www.mass.gov/orgs/executive-officeof-public-safety-and-security

Michigan* 

Michigan Emergency Management and 

Homeland Security Division

Michigan State Police

P.O. Box 30634

Lansing, MI 48909 

517-284-3745 or 517-284-3966

msp-emhsd@michigan.gov

www.michigan.gov/msp/0,4643,7-123-

72297_60152---,00.html

Minnesota* 

Minnesota Homeland Security and 

Emergency Management 

Department of Public Safety

445 Minnesota St., Suite 223

St. Paul, MN 55101

651-201-7400

Fax: 651-296-0459 

pps.hsem@state.mn.us

www.dps.mn.gov/divisions/hsem/

Pages/default.aspx

Mississippi 

Mississippi Office of Homeland Security 

P.O. Box 958

Jackson, MS 39205

601-346-1521

info@homelandsecurity.ms.gov 

www.homelandsecurity.ms.gov 

Missouri 

Missouri Office of Homeland Security

Department of Public Safety 

1101 Riverside Drive

Lewis and Clark Building, 4th Floor W.

P.O. Box 749

Jefferson City, MO 65102

573-522-1113

Fax: 573-751-5399

homeland.security@dps.mo.gov

https://dps.mo.gov/dir/programs/ohs/ 

Montana* 

Montana Disaster and Emergency 

Services Division 

Department of Military Affairs

1956 Mount Majo St.

P.O. Box 4789

Ft. Harrison, MT 59636-4789 

406-324-4777

mtdes@mt.gov

https://des.mt.gov 

Nebraska* 

Nebraska Emergency Management 

Agency 

2433 NW 24th St.

Lincoln, NE 68524-1801

402-471-7421 

www.nema.nebraska.gov
184 Funding Alternatives for Emergency Medical and Fire Services

Nevada* 

Nevada Division of Emergency 

Management — Homeland Security 

Department of Public Safety

2478 Fairview Drive

Carson City, NV 89701

775-687-0300 

https://dem.nv.gov 

New Hampshire* 

New Hampshire Division of Homeland 

Security and Emergency 

Management 

Department of Public Safety

Mailing: 33 Hazen Drive

Concord, NH 03305 

Physical: 110 Smokey Bear Blvd.

Concord, NH 03301

800-735-2964 

nheoc@dos.nh.gov

www.nh.gov/safety/divisions/hsem/

index.html 

New Jersey* 

New Jersey Office of Homeland 

Security and Preparedness 

P.O. Box 091

Trenton, NJ 08625

609-584-4000 

ohsp@njohsp.gov

https://www.njohsp.gov/

New Mexico* 

New Mexico Department of Homeland 

Security and Emergency 

Management

Mailing: P.O. Box 27111

Santa Fe, NM 87502

Physical: 113 Bataan Blvd.

Santa Fe, NM 87508

505-476-9600 

www.nmdhsem.org 

New York 

New York Division of Homeland 

Security and Emergency Services

Office of Counter Terrorism

1220 Washington Ave.

State Office Campus

Building 7A Suite 710 

Albany, NY 12242 

518-242-5000 

www.dhses.ny.gov/oct/ 

North Carolina 

North Carolina Department of Crime 

Control and Public Safety 

Mailing: 4701 Mail Service Center

Raleigh, NC 27699-4201

Physical: 512 N. Salisbury St.

Raleigh, NC 27604

919-733-2126 

www.ncdps.gov/our-organization/

homeland-security

North Dakota* 

North Dakota Division of Homeland 

Security 

Department of Emergency Services 

Fraine Barracks Lane, Building 35

P.O. Box 5511

Bismarck, ND 58504

701-328-8100 or 800-773-3259

Fax: 701-328 8181

www.des.nd.gov

Northern Mariana Islands* 

CNMI Homeland Security and 

Emergency Management 

P.O. Box 10007 

Saipan, Mariana Islands 96950 

670-322-9529

Fax: 670-322-7743 

https://www.cnmihsem.gov.mp/ 

Ohio 

Ohio Homeland Security

1970 W. Broad St. 

Columbus, OH 43223

614-387-6171 

Fax: 614-752-2419

homelandsec@dps.ohio.gov

www.homelandsecurity.ohio.gov

Oklahoma* 

Oklahoma Department of Emergency 

Management and Homeland 

Security

Mailing: P.O. Box 53365

Oklahoma City, OK 73152

Physical: 2401 N. Lincoln Blvd.

Oklahoma City, OK 73105

405-425-7296 

Fax: 405-425-7295

info@okohs.ok.gov

www.ok.gov/homeland/ 
Appendix D: State Homeland Security and Emergency Management Agencies 185

Oregon 

Oregon Military Department 

1776 Militia Way SE

P.O. Box 14350

Salem, OR 97309-5047 

503-584-3984 

www.oregon.gov/OMD/ 

Pennsylvania 

Pennsylvania Governor’s Office of 

Homeland Security

1800 Elmerton Ave.

Harrisburg, PA 17110 

717-346-4460

ra-homelandsecurity@state.pa.us 

www.homelandsecurity.pa.gov

Puerto Rico 

Puerto Rico Departmento de Seguridad 

Publica

235 Ave. Arterial Hostos

Capital Center, Terra Norte

Hato Rey, Puerto Rico 00918

787-903-5602 ext. 6022

http://www.dsp.pr.gov

Rhode Island 

Rhode Island Department of Homeland 

Security

Rhode Island State Police

State of Rhode Island Fusion Center

311 Danielson Pike

North Scituate, RI 02857

401-444-1117

Fax: 401-458-1173

fusion@risp.gov

www.fusioncenter.ri.gov/dhs

South Carolina 

South Carolina State Law Enforcement 

Division

Office of Homeland Security

4400 Broad River Road

Columbia, SC 29210

803-737-9000

http://sled.sc.gov/homeland.html

South Dakota 

South Dakota Office of Homeland 

Security

Safety and Enforcement, DPS

118 W. Capitol Ave.

Pierre, SD 57501

605-773-3450

dpshomelandsecurity@state.sd.us 

http://dps.sd.gov/safety-enforcement/

homeland-security

Tennessee 

Tennessee Department of Safety and 

Homeland Security

Mailing: P.O. Box 945

Nashville, TN 37202

Physical: 312 Rosa L. Parks Ave.

25th Floor TN Tower 

Nashville, TN 37243

615-251-5166

email.safety@tn.gov

www.tn.gov/safety/homeland-security.

html

Texas 

Texas Department of Public Safety 

Mailing: P.O. Box 4087

Austin, TX 78773-0001 

Physical: 5805 N. Lamar Blvd. 

Austin, TX 78752-4431

512-424-2000 

https://www.dps.texas.gov

Utah 

Utah Department of Public Safety 

4501 S. 2700 W.

Salt Lake City, UT 84129 

801-965-4461 

https://dem.utah.gov 

Vermont* 

Vermont Homeland Security 

Unit, Division of Emergency 

Management

Department of Public Safety 

45 State Drive

Waterbury, VT 05671 

802-241-5527 

www.hsu.vermont.gov/homelandsecurity-unit
186 Funding Alternatives for Emergency Medical and Fire Services

Virginia 

Virginia Secretary of Public Safety and 

Homeland Security

P.O. Box 1475

Richmond, VA 23218

804-786-5351

www.pshs.virginia.gov/

Virgin Islands* 

USVI Territorial Emergency 

Management Agency 

8221 Estate Nisky

St. Thomas, Virgin Islands 00803

340-774-2244

contact@vitema.vi.gov 

vitema.vi.gov

Washington 

Washington State Patrol 

Helen Sommers Building

106 11th Ave. SW

Olympia, WA 98501 

360-596-4000 

www.wsp.wa.gov

Wisconsin 

Wisconsin Homeland Security Council 

ATTN: WING-LGL

2400 Wright St.

P.O. Box 14587 

Madison, WI 53708-0587

608-242-3026 

https://dma.wi.gov/

Wyoming* 

Wyoming Office of Homeland Security 

and Emergency Communications 

Program

5500 Bishop Blvd., East Door

Cheyenne, WY 82002 

307-777-4900

Fax: 307-365-6017 

https://hls.wyo.gov/
Appendix E: State Emergency Management Agencies 187

Appendix E: State Emergency 

Management Agencies

Please see Appendix D for state emergency management agencies that are joint offices 

with homeland security agencies; they are marked with an asterisk (*).

Alabama 

Alabama Emergency Management 

Agency 

5898 County Road 41

P.O. Drawer 2160

Clanton, AL 35046-2160 

205-280-2200

Fax: 205-280-2495 

info@ema.alabama.gov

https://www.ema.alabama.gov

Arizona 

Arizona Division of Emergency 

Management and Military Affairs

5636 E. McDowell Road

Phoenix, AZ 85008-3495

800-411-2336 or 602-267-2700 

Fax: 602-464-6356 

http://www.dema.az.gov/emergencymanagement 

Delaware 

Delaware Emergency Management 

Agency 

165 Brick Store Landing Road

Smyrna, DE 19977

302-659-3362 or 877-729-3362

Fax: 302-659-6855 

www.dema.delaware.gov 

Florida 

Florida Division of Emergency 

Management 

2555 Shumard Oak Blvd.

Tallahassee, FL 32399-2100

850-815-4000 

Fax: 850-488-1016 

www.floridadisaster.org

Idaho 

Idaho Office of Emergency 

Management 

4040 Guard St., Building 600 

Boise, ID 83705-5004

208-258-6500 

Fax: 208-422-3044 

www.ioem.idaho.gov 

Indiana 

Indiana Emergency Management — 

Emergency Response and Recovery 

Agency Section

Department of Homeland Security

302 W. Washington St., Room E208

Indianapolis, IN 46204-2767 

317-232-3986

Fax: 317-232-3895

www.in.gov/dhs/emergencyresponse-and-recovery/emergencymanagement/

Kansas 

Kansas Division of Emergency 

Management

Adjutant General’s Department 

2800 SW Topeka Blvd.

Topeka, KS 66611-1287

785-646-2000 

Fax: 785-646-2001 

https://www.kansastag.gov

Kentucky 

Kentucky Emergency Management 

EOC Building

110 Minuteman Drive

Frankfort, KY 40601-6168

502-607-1682 or 800-255-2587

Fax: 502-607-1614 

http://kyem.ky.gov/pages/default.aspx
188 Funding Alternatives for Emergency Medical and Fire Services

Marshall Islands 

Marshall Islands National Disaster 

Management Office

P.O. Box 15

Majuro, Republic of the Marshall 

Islands 96960-0015 

011-692-625-6366 

Fax: 011-692-625-6896 

ndmoinfo@gmail.com

https://www.facebook.com/RMINDMO/

Maryland 

Maryland Emergency Management 

Agency 

Camp Fretterd Military Reservation

5401 Rue Saint Lo Drive

Reisterstown, MD 21136 

877-636-2872 

Fax: 410-517-3610 

www.mema.maryland.gov/pages/

default.aspx

Massachusetts 

Massachusetts Emergency 

Management Agency

400 Worcester Road (Route 9 E.)

Framingham, MA 01702-5399

508-820-2001 

Fax: 508-820-2030 

www.mass.gov/orgs/massachusettsemergency-management-agency

Micronesia 

Micronesia Department of 

Environment, Climate Change and 

Emergency Management

National Government of the Federated 

States of Micronesia

P.O. Box PS53

Palikir, Pohnpei State, Micronesia 96941 

011-691-320-2228 

Fax: 001-691-320-2785 

www.fsmgov.org/ngovt.html

Mississippi 

Mississippi Emergency Management 

Agency 

P.O. Box 5644

Pearl, MS 39288-5644

601-933-6362 or 866-519-6362 

Fax: 601-933-6800 

memainfo@mema.ms.gov

www.msema.org

Missouri 

Missouri Emergency Management 

Agency 

Department of Public Safety

2302 Militia Drive

P.O. Box 116

Jefferson City, MO 65102 

573-526-9100

Fax: 573-634-7966 

mosema@sems.dps.mo.gov

www.sema.dps.mo.gov

New York 

New York State Office of Emergency 

Management

Office of Counter Terrorism

1220 Washington Ave.

Building 22, Suite 101

Albany, NY 12226-2251 

518-292-2275

Fax: 518-322-4978 

http://www.dhses.ny.gov/oem/

North Carolina 

North Carolina Division of Emergency 

Management 

Department of Public Safety

Mailing: 4736 Mail Service Center 

Raleigh, NC 27699-4236 

Physical: 1636 Gold Star Drive

Raleigh, NC 27607

919-825-2500 

Fax: 919-825-2685 

www.ncdps.gov/ncem 

Ohio 

Ohio Emergency Management Agency 

2855 W. Dublin-Granville Road 

Columbus, OH 43235-2712

614-889-7150 

Fax: 614-889-7183 

ohioema@dps.ohio.gov

www.ema.ohio.gov

Oregon 

Oregon Office of Emergency 

Management

3225 State St., Room 115

Salem, OR 97301

503-378-2911

Fax: 503-373-7833

www.oregon.gov/OEM/Pages/default.

aspx
Appendix E: State Emergency Management Agencies 189

Palau 

Palau NEMO

P.O. Box 100

Koror, Republic of Palau 96940 

011-680-587-6366 

Fax: 011-680-587-6368

nemo@palaugov.org 

http://www.palaugov.pw/the-nationalemergency-management-office/

Pennsylvania 

Pennsylvania Emergency Management 

Agency

1310 Elmerton Ave.

Harrisburg, PA 17110

717-651-2001 

Fax: 717-651-2040 

www.pema.pa.gov/Pages/default.aspx

Puerto Rico 

Negociado Manejo De Emergencia Y 

Administracion De Desastres De 

Puerto Rico

Mailing: P.O. Box 966597

San Juan, Puerto Rico

00906-6597

Physical: 235 Ave. Arterial Hostos

Capital Center, Terra Norte

Hato Rey, Puerto Rico 00918

787-724-0124 

Fax: 787-725-4244 

787-903-5602 ext. 6022

https://manejodeemergencias.pr.gov/

Rhode Island 

Rhode Island Emergency Management 

Agency 

645 New London Ave.

Cranston, RI 02920

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 W. Capitol Ave.

Pierre, SD 57501

605-773-3231 

Fax: 605-773-3580 

http://dps.sd.gov/emergency-services/

emergency-management

Tennessee 

Tennessee Emergency Management 

Agency 

3041 Sidco Drive

Nashville, TN 37204-1502

615-741-0001 

Fax: 615-242-9635 

www.tn.gov/tema.html

Texas 

Texas Division of Emergency 

Management 

Mailing: 5805 North Lamar

P.O. Box 15467

Austin, TX 78761

Physical: 1033 La Posada

Suite 300

Austin, TX 78752

512-424-2208

Fax: 512-424-7160 

www.tdem.texas.gov

Utah 

Utah Division of Emergency 

Management 

1110 State Office Building

P.O. Box 141710 

Salt Lake City, UT 84114-1710 

801-538-3400

Fax: 801-538-3770 

http://dem.utah.gov/

Virginia 

Virginia Department of Emergency 

Management

9711 Farrar Court, Suite 200

North Chesterfield, VA 23236

804-267-7600 

Fax: 804-272-2046 

www.vaemergency.gov
190 Funding Alternatives for Emergency Medical and Fire Services

Virgin Islands

Virgin Islands Territorial Emergency 

Management Agency

8221 Estate Nisky

St. Thomas, Virgin Islands 00803

340-774-2244

contact@vitema.vi.gov

http://www.vitema.vi.gov/

Washington 

Emergency Management Division

Washington Military Department

Building 1

1 Militia Drive

Camp Murray, WA 98430-5122 

253-512-8000

Fax: 253-512-8497

http://mil.wa.gov/emergencymanagement-division

West Virginia 

West Virginia Division of Emergency 

Management

2403 Fairlawn Ave.

Dunbar, WV 25064

304-558-5380

www.emd.wv.gov/Pages/default.aspx

Wisconsin 

Wisconsin Emergency Management 

Department of Military Affairs

2400 Wright St.

P.O. Box 7865

Madison, WI 53708 

608-242-3000

wempio@wisconsin.gov 

www.dma.wi.gov/DMA/wem
Appendix F: Success Stories 191

Appendix F: Success Stories

1. Alexandria (Louisiana) Fire Department

The Alexandria Fire Department received an EMS all-terrain vehicle from the Firehouse 

Subs Public Safety Foundation grant in October 2020. The $29,000 grant covering the 

cost of the vehicle will be used for search and rescue and anything emergency medical 

related. The chief and the department are looking forward to having the vehicle; it will 

make their jobs easier and achieve their mission to protect and help the public at all 

times. This is the fifth donation administered by Firehouse Subs to Alexandria, bringing 

their total to almost $80,000. Alexandria is a career department.

www.cityofalexandriala.com/fire-department 

2. Kouts (Indiana) Volunteer Fire Department 

The Kouts Volunteer Fire Department was one of more than 30 fire departments 

spanning 15 states awarded a Georgia-Pacific Bucket Brigade grant in 2019. In total, 

more than $190,000 was administered in grants to departments in this year. Since the 

program began in 2006, Georgia-Pacific has donated more than $2.75 million in funds 

and educational materials to hundreds of fire departments that serve the company’s 

facility communities across the country. Kouts received $2,500 to help fund equipment 

needs, specifically PPE. The grant will go toward the replacement of PPE that has 

exceeded the 10-year lifespan set by the NFPA. Each set costs more than $2,000. Out 

of 30 sets of front-line bunker gear, only 20 sets are newer than 10 years old. This grant 

will help the department respond with properly equipped firefighters on every call.

www.koutsfire.com

3. Jefferson Township Fire & Rescue of Richmond Dale, Ohio

Jefferson Township Fire & Rescue, a volunteer department comprised of approximately 

45 members, was awarded nearly $77,200 worth of new equipment from the Gary 

Sinise Foundation’s First Responders Outreach program in late 2019. The grant enabled 

the purchase of 8 sets of turnout gear, including coats, pants, boots, helmets, hoods 

and gloves, and 8 SCBAs. This grant allowed the department to replace outdated 

equipment with modern technology, thus providing a quicker and safer way to respond 

to emergencies.

4. Northwest Fire District (Arizona)

The Northwest Fire District received a $3.1 million regional FEMA AFG award in 2020 

for dual-band radios and repeaters. The Northwest Fire District was formed in the 

early 1980s and has 11 strategically located fire stations situated across 151 square 

miles around Tucson, Arizona.

https://nwfdaz.gov/
192 Funding Alternatives for Emergency Medical and Fire Services

5. Philadelphia Fire Department (Pennsylvania)

The Philadelphia Fire Department, a career department of over 3,000 personnel, was 

awarded a 3-year $16.6 million SAFER grant from FEMA in 2018 to hire 120 firefighters. 

This critical funding restored several engine companies that were closed during the 

2008-2009 recession. The Philadelphia Fire Department will be able to better protect 

the city of Philadelphia 24/7 year-round with this staffing. 

www.phila.gov/fire

6. Campbellsville Fire-Rescue (Kentucky)

Campbellsville Fire-Rescue, a combination fire-rescue department staffed by 9 career 

personnel and 50 volunteers, received a $2,800 fire prevention grant from FM Global, 

which is one of the world’s largest commercial property insurers. The award will be 

used to assist with pre-fire planning to efficiently collect and track data related to 

local community buildings. This information will help their fire service respond in an 

emergency situation.

https://campbellsville.us/campbellsville-fire-and-rescue/

7. Long Ridge Fire Company (North Stamford, Connecticut)

Long Ridge Fire Company, a 501(c)3 combination fire department with 8 career staff 

and 40 volunteers, was awarded a $26,017 FEMA AFG grant to purchase a PPE washer/

extractor and drying cabinet as well as building modifications to prepare the facility 

to receive the new units. This grant will enable the Long Ridge Fire Company to take 

its first step toward creating a cancer prevention program. This will be the first-ever 

gear washing and drying capability in the main station. It will help begin to bring the 

company into compliance with NFPA 1851, Standard on Selection, Care, and Maintenance 

of Protective Ensembles for Structural Fire Fighting and Proximity Fire Fighting, and USFA 

best practice guidelines. The modern technology will allow members to efficiently 

decontaminate their gear, thereby prolonging its life and reducing members’ exposure 

to deadly carcinogens. The quick wash and dry cycles will allow our members to return 

to service quickly; 3 to 4 sets can be accommodated per cycle. With over 6 instances 

of occupational cancer types, this equipment is vital in assisting the Long Ridge Fire 

Company with instituting a culture of safety first.

www.longridgefire.com

8. Ventura County Fire Department (California)

The Ventura County Fire Department was awarded a $205,000 FEMA FP&S Grant in 

2020 to support a countywide campaign for the installation of dual smoke and carbon 

monoxide alarms while expanding fire prevention education. The department’s goal 

is to improve health and safety in our communities and reduce home damage. The 

grant, which is for the duration of 1 year, will target neighborhoods throughout Ventura 

County that are considered “high-risk” for home fires and lack reliable smoke alarms. 

Groups most at risk of being affected are seniors 65 years of age and older, youth 14 

years of age and younger, low socioeconomic residents, and residents who are hard of 

hearing. Through this campaign, Ventura County Fire Department will be working with 

various organizations to provide specialized smoke alarm kits to our hard-of-hearing 

residents. The campaign’s goals are: 1) Installation of 1,500 long-life smoke alarms, as 

well as 300 specialized alarms for the hard-of-hearing. 2) The planning, development 

and delivery of in-home fire safety educational materials and presentations to the 
Appendix F: Success Stories 193

public. Spanish speakers will be available. 3) Enhance and expand partnership with 

like-minded community groups and nonprofits to ensure ongoing growth of the 

program. Ventura County Fire Department was formed in 1928 as a special district. 

5 elected supervisors appoint the fire chief, who manages over 600 personnel who 

serve 480,000 people across 848 square miles of 8 cities plus unincorporated areas.

www.vcfd.org

9. The city of Bridgeport (Connecticut)

The city of Bridgeport received $433,616 in 2020 through the FEMA Department of 

Homeland Security Port Security Grant Program. The award benefited 3 projects: 

1) Virtual Shield Protect Our Port Initiative ($280,312); 2) Police Maritime Security 

Vessel Equipment ($105,345); and 3) Zodiac Fire Rescue Boat Replacement ($47,959). 

Virtual Shield included the replacement of 25 cameras, 1 server and 9 wireless links at 

Bridgeport Harbor, plus the replacement of 15 cameras and installation of 10 cameras 

at the Bridgeport Ferry Terminal. Police response vessels equipment to be replaced 

included a 30-foot vessel, 2 outboard propulsion engines, generator, fenders, and 

batteries, plus a 21-foot Zodiac outboard propulsion engine, search light, battery 

and charging systems, and radio communications. The fire department will replace a 

24-year-old, 12-foot Zodiac Rescue Boat.

www.bridgeportct.gov/fire

10. Beacon Hose Company No. 1 in Beacon Falls, Connecticut

Beacon Hose Company No. 1 (BHC) was awarded $2,500 in a Department of Energy 

and Environmental Protection VFA grant for wildland firefighting equipment 2 years 

in a row (2019 and 2020). The 2019 grant purchased 35 lengths of 100-foot forestry 

hose and 7 forestry nozzles. The 2020 grant included wildland/brush pumps, suction 

hoses, strainer valves and training. These items completed BHC’s rural water supply 

equipment inventory. The professional wildland firefighter training administered 

departmentwide via the grant was a first for BHC. 2 nights and 2 weekends totaling 20 

hours covered a review of brush fire behavior and growth, hand tools, chain saw safety 

and tree felling, small engine pumps and drafting, back burns and fire line training. 

www.beaconhose.com

11. Botetourt County Department of Fire & EMS (Virginia)

The Botetourt County Department of Fire & EMS will be able to make improvements to 

its service in the community thanks to more than $175,000 in grants awarded from the 

Virginia Department of Health’s Office for Emergency Medical Services and the RSAF. 

The department hopes this will offset local costs and increase its impact on the 

community. The grants will assist in completing a number of projects for the department; 

$140,000 will be allotted toward the purchase of a new ambulance for Eagle Rock Fire & 

Rescue, and $32,538.89 will go toward the purchase of 2 new heart monitors in existing 

ambulances. In addition, $2,795.97 will assist in the development of a recruitment 

commercial to help attract new fire and EMS personnel.

www.botetourtfireems.org
194 Funding Alternatives for Emergency Medical and Fire Services

12. Palomar College Fire Academy (San Marcos, California) 

In 2017, the Palomar College Fire Academy was awarded a $3,000 “Strength Is Our 

Foundation” grant by 555 Fitness Inc., a nonprofit whose sole mission is to help reduce 

line-of-duty deaths in the fire service by promoting a healthier lifestyle and by providing 

fitness equipment grants and free firefighter workouts daily. The grant includes various 

cardiovascular, strength and job-specific training tools and equipment to provide 

everyone with something they can use to better their health and fitness. Past winners 

of the grant have included fire departments around the nation, making Palomar 

College the first fire academy to receive the award.  

https://www.palomar.edu/fire/

13. Alabama State Department of Public Health (Montgomery, 

Alabama)

In 2017, the Alabama State Department of Public Health was awarded a 4-year SAMHSA 

grant from the U.S. Department of Health and Human Services. The $796,730 award will 

fund the Alabama Opioid Assistance (AOA) Project, which will make training available to 

20 EMS providers and volunteer fire departments for the purpose of increasing access 

and administration of naloxone (Narcan) and provide treatment referrals and recovery 

support services to 1,000 overdose victims and their families in Alabama. The AOA will 

target 10 counties with the highest administration of naloxone and 10 rural counties 

with minimal or no cases of administering the drug in 2016. The goals of the AOA Project 

are to (1) decrease the number of opioid and heroin overdose deaths in the identified 

counties of Alabama and (2) increase the number of overdose victims and families who 

request information and are referred to and/or access treatment and recovery support 

services. Scheduled activities to be implemented include developing and implementing 

a marketing campaign; annual trainings for first responders on opioid and heroin 

use, treatment and recovery; developing online trainings and resources; purchasing 

naloxone for first responders; establishing protocols, policies and procedures; providing 

peer support to overdose victims and families; and developing pocket referrals to 

distribute to first responders. The AOA Project will be a collaborative effort involving 

the leading applicant agency, the Alabama Department of Public Health, Division of 

Emergency Medical Services, Council on Substance Abuse-National Council on Alcohol 

and Drug Dependence, Alabama Department of Mental Health and other community 

stakeholders working to address the opioid and heroin epidemic in Alabama.

www.alabamapublichealth.gov/index.html
Acronyms 195

Acronyms

AAVFD Alabama Association of Volunteer Fire Departments

ACH Automated Clearing House

AED automated external defibrillator

AFG Assistance to Firefighters Grants

AFTA Arkansas Fire Training Academy

AHSO Alaska Highway Safety Office

ALERT Assistance for Local Emergency Response Training

ALS advanced life support

AOA Alabama Opioid Assistance

AWC American Water Company

BAN Bond Anticipatory Note

BCCs board of county commissioners

BHC Beacon Hose Company

BLM Bureau of Land Management

BLS basic life support

BRIC Building Resilient Infrastructure and Communities

CAH Critical Access Hospital

CARES Coronavirus Aid, Relief, and Economic Security

CDBG Community Development Block Grant

CFSC California Fire Safe Council

CMS Centers for Medicare and Medicaid Services

CoAEMSP Committee on Accreditation for the EMS Professions

COP Certificate of Participation

CPR cardiopulmonary resuscitation

CREATE Colorado Resource for EMS and Trauma Education

CRHC Colorado Rural Health Center

DLT Distance Learning and Telemedicine

DNR Department of Natural Resources

DoD Department of Defense

DOI U.S. Department of the Interior

DOT U.S. Department of Transportation

DUNS Data Universal Numbering System

EIN Employer Identification Number
196 Funding Alternatives for Emergency Medical and Fire Services

EIT Earned Income Tax

EMPG Emergency Management Performance Grant

EMS emergency medical services

EMT emergency medical technician

EMTS Emergency Medical Trauma Service

FAIR Connecticut Fair Access to Insurance Requirements

FARA False Alarm Reduction Association

FDID fire department identification

FDO Foundation Directory Online

FEMA Federal Emergency Management Agency

FEPMIS Federal Excess Property Management Information System

FEPP Federal Excess Property Program

FFP Forest Fire Protection

FFSL Utah Division of Forestry, Fire and State Lands

FIRE Firefighter Investment and Response Enhancement

FP&S Fire Prevention and Safety

FY fiscal year

G.O. general obligation

GFBF Georgia Firefighters Burn Foundation

GHSP Governor’s Highway Safety Program

GIS geographic information system

GO Grants Outcomes

GOHS Arizona Governor’s Office of Highway Safety

GPD Grant Programs Directorate

HGAC Houston-Galveston Area Council

HMEP Hazardous Materials Emergency Preparedness

HMGP Hazard Mitigation Grant Program

HMIT Hazardous Materials Instructor Training

HRHI Healthy Rural Hometown Initiative

HSGP Homeland Security Grant Program

HUD U.S Department of Housing and Urban Development

IAFF International Association of Fire Fighters

ICDBG Indian Community Development Block Grant

IEMS Indianapolis Emergency Medical Services

IFRM International Fire Relief Mission
Acronyms 197

IFSTA International Fire Service Training Association

IGSA Intergovernmental Support Agreement

IRS Internal Revenue Service

ISO Insurance Services Office

LEPC Local Emergency Planning Committee

LMI low to moderate income 

LOI letter of inquiry

MADDY Maddy Emergency Medical Service Fund

MARCS Multi-Agency Radio Communication System

MDOT Montana Department of Transportation

MHBG Community Mental Health Services Block Grant

MIH Mobile Integrated Healthcare

MSA Metropolitan Statistical Area

MSFA Maryland State Firemen’s Association

NAEMT National Association of Emergency Medical Technicians

ND Non-Disaster

NDDOT North Dakota Department of Transportation

NFA National Fire Academy

NFIRS National Fire Incident Reporting System

NFPA National Fire Protection Association

NHTSA National Highway Traffic Safety Administration

NVFC National Volunteer Fire Council

ODOT Oregon Department of Transportation

OEMS Office of Emergency Medical Services

OSFC Pennsylvania Office of the State Fire Commissioner

OSU Oklahoma State University

OTS California Office of Traffic Safety

PA physician’s assistant

PERT Program Evaluation and Review Technique

PHMSA Pipeline and Hazardous Materials Safety Administration

PPE personal protective equipment

R&D Research and Development

RAC regional EMS/trauma advisory council

RETAC Regional EMS and Trauma Advisory Council

RFA Rural Fire Assistance
198 Funding Alternatives for Emergency Medical and Fire Services

RFP Request for Proposals

RSAF Rescue Squad Assistance Fund

RSBGP Arkansas Rural Services Block Grant Program

SAA State Administrative Agency

SABG Substance Abuse Prevention and Treatment Block Grant

SAFE Student Awareness of Fire Education

SAFER Staffing for Adequate Fire and Emergency Response

SAM System Award Management

SAMHSA Substance Abuse and Mental Health Services Administration

SBHC school-based health center

SBHCC School-Based Health Center Capital

SCBA self-contained breathing apparatus

SDFMO South Dakota State Fire Marshal’s Office

SFA State Fire Assistance

SFMO West Virginia State Fire Marshal’s Office

SFTA state fire training academy

SHCPQII Small Healthcare Provider Quality Improvement

SHIP Small Rural Hospital Improvement Program

SHSP State Homeland Security Program

SORH State Office of Rural Health

TEEX Texas Engineering Extension Service

TERC Transportation Environmental Resource Council

THSGP Tribal Homeland Security Grant Program

UASI Urban Areas Security Initiative

UFRA Utah Fire and Rescue Academy

URL Uniform Resource Locator

USDA U.S. Department of Agriculture

USFA U.S. Fire Administration

USFS U.S. Forest Service

VCAF Volunteer Company Assistance Fund

VDFP Virginia Department of Fire Programs

VFA Volunteer Fire Assistance

VFIRS Virginia Fire Incident Reporting System

WUI wildland urban interface

16825 South Seton Ave.

Emmitsburg, MD 21727

usfa.fema.gov

FA-360 | October 2023