What would it cost?

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Proposition No. 1 is a proposed six-year EMS levy at a rate of $0.50 per $1,000 of assessed property value, with collection beginning in 2027. The levy revenue would be used for emergency medical services, including related personnel, training, equipment, supplies, vehicles, and structures needed to provide EMS.

 

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SCFD3’s current regular fire levy rate is $1.48 per $1,000. If the $0.50 rate EMS levy were approved, the estimated combined rate would be $1.98 per $1,000.

 

What would residents get?
 

If approved, the EMS levy would provide dedicated funding to hire 14 full-time firefighter/EMTs. The current staffing plan includes 12 line positions and 2 officer positions. All 14 positions would be able to operate in emergency response capacity.

 

The district’s current plan is to add 24-hour staffing in two priority areas:

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• Central district / Cheney area. Preferred location: Station 31

• Southeast district / Spangle area. Preferred location: Station 36

 

Today, SCFD3’s 24-hour staffed stations are Station 33 in Four Lakes and Station 311 in Medical Lake. The levy-funded plan would move the district toward at least four staffed response locations, while keeping volunteers as an essential part of the response system.

 

Why is this important?
 

Most SCFD3 emergency calls are medical calls — approximately 75% of all emergencies. However, SCFD3 does not operate as an ambulance-only service.

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The EMS levy is legally dedicated to EMS. SCFD3 provides that EMS response through firefighter/EMTs who work within the District's all-hazard emergency response system. The responders providing that EMS care are firefighters who also respond to fires, rescues, crashes, wildland incidents, and other emergencies.

 

Why add staffing?

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Our emergency workload is outpacing our career and volunteer workforce. Call volume continues to increase approximately 4–5% each year, while the cost of providing emergency services has also increased.

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We are the largest volunteer fire organization in Washington state, with approximately 120–140 volunteer firefighters and EMTs serving alongside our career personnel. Even with that significant volunteer workforce, continued growth cannot be met simply by asking existing personnel to respond to more calls.

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We have already eliminated two positions as costs have increased. Based on our six-year financial forecast, current revenues will not sustain current staffing and services long term.

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The 14 additional positions would help stabilize our existing emergency-response system while also providing the staffing needed for two additional 24/7 staffed stations to better meet current emergency demand.

 

What difference would more staffed stations make?
 

Based on 2025 emergency call activity, more than 900 emergency calls occurred in the areas that would be served by the two proposed staffed locations. With districtwide call volume increasing approximately 4–5% each year, we anticipate the number of calls in these areas will also continue to grow.

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Staffing Stations 31 and 36 would provide those areas with a guaranteed response from a 24/7 staffed location, while also helping keep crews assigned to Medical Lake and Four Lakes in their primary response areas more often.

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Additional staffed locations would also provide greater response capacity when multiple emergencies occur at the same time. The 900+ figure is based on 2025 emergency calls in the proposed staffed response areas and nearby volunteer response areas expected to be served by those staffed locations.

 

How soon would staffing change?
 

Staffing increases would not occur immediately following voter approval of the levy. Instead, SCFD3 would begin implementing a phased hiring and training plan designed to ensure new personnel are successfully integrated into the organization. The District will also actively pursue grant funding and other funding opportunities to help offset implementation costs and potentially accelerate hiring.
 

Based on current planning, it is estimated that building a fully trained workforce would take approximately 21 months, allowing time for grant opportunities, recruitment, hiring, firefighter academy training, and field development.

These timelines are planning estimates and may be adjusted based on grant availability, hiring conditions, academy scheduling, labor processes, and the operational needs of the District. This measured approach helps ensure the district maintains high training standards while responsibly managing public resources.

 

Best short summary:
 

Our emergency workload is outpacing our career and volunteer workforce. Call volume continues to increase approximately 4–5% each year, while the cost of providing emergency services has also increased.

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We are the largest volunteer fire organization in Washington state, with approximately 120–140 volunteer firefighters and EMTs serving alongside our career personnel. Even with that significant volunteer workforce, continued growth cannot be met simply by asking existing personnel to respond to more calls.

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We have already eliminated two positions as costs have increased. Based on our six-year financial forecast, current revenues will not sustain current staffing and services long term.

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The 14 additional positions would help stabilize our existing emergency-response system while also providing the staffing needed for two additional 24/7 staffed stations to better meet current emergency demand.