Case Study

You have just been hired as chief of a volunteer on-call fire department for a small town of 1200 people. This is your first fire chief position, and you find yourself entering the position just one month before the yearly budget is due. You know that you will need input from the city manager and the other fire officers within the department to learn what long-range goals have already been put in place and what immediate needs must be addressed. You rely on your fire officer training and records from previous years, as well as input from your officer and the city manager, to create a budget for your first year as fire chief.

1. In addition to accounting and budgeting, you must look at current and future needs to formulate a budget proposal.

A. planning and research

B. productivity and communication

C. public perception and cooperation

D. community involvement and education

2. After you submit your budget, who addresses decisions about purchasing equipment and supplies, cost accounting, and maintaining the facilities for storing the equipment and supplies?

A. The jurisdiction's accountants

B. A committee of taxpayers

C. The fiscal management

D. A panel of citizens and attorneys

3. You would include expenditures for acquisition or renovation of facilities and equipment on your

budget.

A. operating

B. capital

C. expense

D. principal

4. After reviewing the department's needs, you discover an urgent need for expense that you listed on your operating budget.

A. purchasing a vehicle with an oxygen fill station

B. building a new bay onto the fire house

C. replacing worn-out SCBA units

D. hiring a full-time fire fighter