2013 Budgeted Revenues Totaling $582,500 Include Reimbursements for Services Such As Hazardous Materials Incidents, Wildfire Callouts, and the SWAT Team

Table of Contents

Introduction Letter of Transmittal Fire Chief 1 Distinguished Budget Presentation Award 3 Board of Directors and Staff 4 Organization Chart 7 Relationship Between Funds 8 Letter of Transmittal – Accountant and Chief Finance Officer 11

Budget Information The Authority and Its Services 19 Demographics 19 Services Provided 23 Revenues 24 Mission and Vision Statements 27 Strategic Plan and Critical Issues 27 Policies and Procedures 58 Budget Finance and Business Operations 59 Operating Budget Policies and Process 59 The Budget as an Operational Guide 61 The Budget as a Financial Plan 62 Other Policies of the Authority 63 The Funds and their Purpose and Sources & Uses of Funds 65 Capital Program 68 Summary of Capital Projects Budgeted in 2013 73 Debt Policies 74 Salary Administration 75 Graph of Authority FTEs 78 Summary of Revenues and Expenditures 80 General Fund 83 Executive Division 91 Board of Directors 95 Community Relations 97 Finance 103 Administration 107 Facilities Maintenance 113 Human Resources 145 Technology 149 Community Safety Services – Life Safety Bureau – Emergency Preparedness 159 Operations Division Includes EMS, Special Operations and Training 185 Summary of Authority Calls 204 Fire Stations 205

Table of Contents (Continued)

Fleet Services 251 Capital Projects Fund 257 Ambulance Transport Fund 261 Building Rental Fund 267 Cherry Hills Village Pension Trust 271 Parker Fire Protection District (PFPD) 273 South Metro Fire Rescue (SMFR) 277 Authority Performance Measures and Indicators 281

Glossary 293

Appendix Resolutions to Adopt Budget, Appropriate Sums of Money and Set Mill Levies and Certifications to Counties for PFPD 297

Resolutions to Adopt Budget, to Appropriate Sums of Money and Set Mill Levies and Certifications to Counties for SMFR 304

Resolutions to Adopt Budget and Appropriate Sums of Money For South Metro Fire Rescue Authority 309

Resolution to Set Mill Levies for Cherry Hills Village Pension 312

Five-Year Plan 315

ii .

INTRODUCTION

INTRODUCTION 1 2 3 SOUTH METRO FIRE RESCUE AUTHORITY

Douglas & Arapahoe Counties, Colorado

APPOINTED OFFICALS BOARD OF DIRECTORS

Patrick Mulhern, Chairperson Laura Simon, Vice Chairperson Al Johnson, Secretary Danny Gaddy, Treasurer Dave Jackson, Director Gary Culig, Director Rich Sokol, Director

FIRE CHIEF Daniel Qualman

EXECUTIVE ASSISTANT TO THE CHIEF Teri Taylor

ASSISTANT CHIEF OPERATIONS DIVISION Bob Baker

ASSISTANT CHIEF COMMUNITY SAFETY SERVICES DIVISION Mike Dell’Orfano

ASSISTANT CHIEF ADMINISTRATIVE DIVISION Vince Turner

CHIEF FINANCE OFFICER Marie Hoover

4 PARKER FIRE PROTECTION DISTRICT

Douglas & Arapahoe Counties, Colorado

ELECTED OFFICALS BOARD OF DIRECTORS

Danny Gaddy, President, Gary Culig, Vice-President Al Johnson, Secretary Ronda Scholting, Treasurer William (Bill) Shriver, Director

FIRE CHIEF Daniel Qualman

EXECUTIVE ASSISTANT TO THE CHIEF Teri Taylor

ASSISTANT CHIEF OPERATIONS DIVISION Bob Baker

ASSISTANT CHIEF COMMUNITY SAFETY SERVICES DIVISION Mike Dell’Orfano

ASSISTANT CHIEF ADMINISTRATIVE DIVISION Vince Turner

CHIEF FINANCE OFFICER Marie Hoover

5 SOUTH METRO FIRE RESCUE

Douglas & Arapahoe Counties, Colorado

ELECTED OFFICALS BOARD OF DIRECTORS

Laura Simon, Chairperson Rich Sokol, Vice Chairperson Hank Eng, Secretary James Olmsted, Assistant Secretary Dave Jackson, Treasurer

FIRE CHIEF Daniel Qualman

EXECUTIVE ASSISTANT TO THE CHIEF Teri Taylor

ASSISTANT CHIEF OPERATIONS DIVISION Bob Baker

ASSISTANT CHIEF COMMUNITY SAFETY SERVICES DIVISION Mike Dell’Orfano

ASSISTANT CHIEF ADMINISTRATIVE DIVISION Vince Turner

CHIEF FINANCE OFFICER Marie Hoover

Citizens

Board of Directors

Teri Taylor Becky O’Guin Dan Qualman Executive Community Relations Fire Chief Assistant Director

Vince Turner Bob Baker Mike Dell’Orfano Marie Hoover Assistant Chief Assistant Chief Assistant Chief Chief Financial Officer Support Services Operations Division CSS Division Finance Division Division

Operations Human Life Safety Accounting Resources

Emergency Community Medical Payroll Facilities Preparedness Services

Special Planning & Operations Fleet Analysis

Training Technology

7 2013 Relationship Between Funds Property Tax Capital Projects Revenues from Fund 02 Interest Parker Fire and South Metro Funds Grants 40 and 41 Building Rental Fund 09 l ta pi a ds C n Fees u ters F quar ue ead even H ty R acili Operations Operations F Manage Facility

Services South Met- General Fund Fees for Fire, EMS, Pub Ed, Services ro Safety Fund 01 HazMat, Rescue Provided Rental payments Classes Classes Foundation Plan Reviews from tenants

Pays the costs Provides of 17.68 Full Employees and

shared Services Time Equivalent

e l s ic ir Employees h a e p V e R

le ic h e c Ve n Payments From Other s e a e Revenues From d n i e u Ambulance Agencies for Vehicle s t t n Ambulance n Facility Rental & u i e Transport a v Enterprise Transport Maintenance Service O e M R Seminars Services Fund 08 Training and Vehicle Maintenance Maintenance Vehicle Training and Facility

Joint Services Ambulance Facility Transport Operation Fees

8 The graphic on the previous page shows the relationships between the services provided by South Metro Fire Rescue Authority; the various funds of the Authority, and the various sources of revenue for the Authority.

Property tax revenue transfers from the two Districts, interest on investments and fees charged for services (i.e. plan reviews, various permits, training class fees, fees charged for vehicle maintenance for outside agencies, and charges for certain types of responses) come into the General Fund (Fund 01). These revenues are used to fund South Metro Fire Rescue Authority, which provides fire, EMS, Public Education, Hazardous Materials response and First Responder service to the citizens of the Authority, and provide funds for Capital Projects, i.e. fire apparatus, stations and equipment.

The Ambulance Transport Fund (Fund 08) is an Enterprise Fund and provides ambulance transport services to visitors, workers and citizens of the Authority. There are 17.68 FTEs charged to this fund and paid from the revenues which are charged from base transport fees, mileage, and special services provided.

The Building Rental Fund (Fund 09) is an Enterprise Fund that provides for the operation of the Headquarters Building on East Mineral Avenue. The two upper floors of the building are leased to other government organizations. Rent is collected from the other entities and the Authority pays rent based on square footage occupied. Any charges specific to the Authority only are paid from the General Fund.

The South Metro Fire Safety Foundation is a separate non-profit organization which was formed by Parker Fire Protection District with a donation made by Adam and Dorothy Miller in the early 1990s. The connection between South Metro Fire Rescue Authority and the South Metro Fire Safety Foundation is that the Executive Director of the non-profit is the Program Administrator in the Community Safety Services Division. The record keeping is done by Authority Finance Staff, and several positions on the Board of the non-profit are held by employees of the Authority and one position on the Board is held by a Board Member of the Authority. The Foundation provides lifesafety training to the community in CPR, babysitting first-aid, AED training, and driver training for teenagers and adults. These classes have a fee attached to them such that the SMFSF is self-sufficient financially.

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10 11 As a result of the high quality of services provided, training standards, equipment, staffing, and related support functions, the Authority is among the leaders in the State of Colorado being one of eight departments in the state to receive the Certification from the Commission on Fire Accreditation International. The Authority has received the Government Finance Officers Association’s Distinguished Budget Award since inception of the Authority in 2009. We will continue to participate in this program.

Personnel are provided with constant training to keep their skills at the highest level. The Authority has modern training facilities that includes two class rooms, an 84 seat auditorium, a five-story training tower, a burn building for live fire training, a propane simulation station, and a driver operator training track. Additional state of the art training class rooms with media centers are available in the Authority headquarters building.

Summary of Major Goals for 2013

The major goal to be accomplished in 2013 is to continue to carefully monitor expenses and evaluate the necessity and benefit to the Authority of any expenditures made. The re- building of Station 32 is budgeted for 2013. This is another station that is very small and needs upgrades. An opportunity arose to acquire the land that was adjacent to our station 32 for this expansion and rebuild a few years ago and we acted on it knowing this project was on the horizon. This building project does not require any additions to staff or apparatus.

A major goal is to continue the evaluation of the fire stations in the South Metro Fire Rescue District for necessary repairs and upgrades. The upkeep has been delayed to the point that some repairs are critical.

Budget Summary for Expenditures:

The proposed budget requirements for fiscal year 2013 for all funds (General Fund, Capital Projects, Agency Pension, Building Rental Fund, Ambulance Transport Fund and the Special Revenue Funds) total $65,154,401 which is $2,808,478 less than the $67,962,879 of estimated actual in 2012. The decrease is caused by a small decrease in salaries and some increase in benefits; a decrease in capital expenditures for the rebuild of Station 32 as compared to Station 38 is $1.2 million and the replacement of several apparatus is $350,000 less than the 2012 replacements; and a reduction in debt service due to the pay-off of one lease and the Certificates of Participation in 2012 reduces the amount by $4.1 million.

Total fund expenditures for all funds are shown below: EXPENDITURES BY TYPE ESTIMATED BUDGET 2012 2013

Salaries and Benefits $41,582,928 $43,202,492 Supplies and Expense 8,889,160 11,405,013 Capital Outlay 6,193,210 5,497,588 Debt Service/Lease Payments 6,418,021 91,649 Other: Insurance, Treasurer’s Fees 1,734,606 2,023,749 Allowance Doubtful Accounts 3,144,954 2,933,910 $67,962,879 $65,154,401

This graph shows the expenditures for all Funds of the Authority for 2013. Bad Debt Insurance Expense 2% 5% Dispatch 3%

Capital 8%

Operating Expenses Salaries 16% 50%

Benefits 16%

2013 Significant Changes:

Salaries and Benefits:

There was a small decrease in salaries for 2013 due to the salary survey returning no change except for a small number of administrative employees and the separation from service of 4 full time and 2 part-time positions, which were not replaced. The benefits increase is due to increases in health insurance and LTD insurance premiums.

Supplies and Expenses:

There is an increase in supplies and expense of $915,250. Most of this increase is due to the purchase of SCBA bottles for $626,956.

Capital:

Total capital expenditures budgeted for 2013 of $5,497,588 includes the re-building of Station 32, at a cost of $2,500,000. There is $870,000 of replacement apparatus and equipment. The Ambulance Transport Fund will be spending $190,000 on refurbishment of two ambulances, and $338,178 on replacement of Life Paks.

Lease Payments:

One apparatus lease from Parker Fire Protection District was paid off in 2012 and the Certificates of Participation from South Metro Fire Rescue were paid off in 2012. There are two small remaining Parker Fire Protection District leases that will be paid off in 2014.

Ending Fund Balance:

The Authority will have approximately $24.7 million in General Operating Funds and $19.3 million in Capital Projects Funds at the end of 2012. The fund balance is cash available for expenditures. The General Operating Funds are approximately 45.7% of the Authority’s General Fund annual operating budget. The Capital Projects funds are a combination of interest earnings and transfers from the General Fund.

There are no transfers to the Capital Project Fund expected in the next five years because of the transfer made in 2012.

Budget Summary for Revenues:

Total fund net revenues for all funds are shown below:

REVENUES Estimated Budget BY CATEGORY 2012 2013 Property Taxes* $55,033,946 $55,199,956 Reimbursements 812,084 791,589 Rental Fees 811,834 882,466 Interest 189,278 186,000 Plan Reviews/Permits 882,254 1,000,000 Fleet Services Outside Repairs 330,616 300,000 Ambulance Transports 6,900,236 6,046,125 Other Sources 242,000 1,290,480 Miscellaneous 44,804 128,000 Sale of Assets 10,000 10,000 Total $65,257,052 $65,834,616

The below graph shows the allocation of revenues from all Funds of the Authority for 2013. 2013 Total Authority Revenues

1% 3% 0% 3% 9% Property Taxes 0% Rental Fees Other Fees & Charges Interest Income Ambulance Fees Fleet Outside Fees 84% Miscellaneous

Property Taxes:

The main source of revenue for the General Fund is transfers of property tax revenues from the two Special Revenue Funds for each District.

Due to the high reliance on property taxes for operations of the Authority, the uncertainty in the real estate market has a major impact on our revenue stream. The Authority always has flexibility in our schedule for building new stations and staffing those stations. If the property values in the Authority continue to decrease, there would be delays in the construction schedule and the hiring of new firefighters to staff those stations. The replacement of vehicles and equipment would be re-evaluated with possible delays. Salaries could be frozen and replacement positions would be carefully evaluated before they are filled. The good news is there are signs of improvement in the residential real estate market in the Denver Metro area.

The following graph shows the changes in total actual property tax revenues within the two Districts supporting the Authority:

15 Property Tax Revenues

55 54 53 52 51 50 Millions of Dollars 49 48 2009 2010 2011 2012 2013

Property Tax Revenues

Specific Ownership Tax: The second major source of General Fund revenues is the transfer of Specific Ownership Tax revenues from the two Districts supporting the Authority. A reduction of $164,000 is budgeted for 2013 from the estimated 2012 receipts. The new car registrations in the state were reported to be up for 2012. We budget conservatively on this tax.

SPECIFIC OWNERSHIP TAX

6,000 5,000 4,000 3,000 2,000 1,000 0 Thousands of of Dollars Thousands 2009 2010 2011 2012 2013 Year

16 Revenues from Other External Sources:

The revenues from external sources totaling $7,095,091 are made up of Ambulance Transport Fund fees, rents received from the Building Rental Fund and the Fleet Maintenance repairs which are charges for vehicle maintenance services performed for other fire departments or districts.

The revenue for the Ambulance Transport Fund is based on the number of transports and the averages for mileage per transport and other services charged for each transport. The number of transports budgeted is 5,750. This is the same number of transports as budgeted in 2011 and 2012. The revenues for 2012 were considerably high from 2011 due to a change in medical protocol from a neighboring district. That protocol is being changed in 2012 and it is unclear if the district will continue to see this increase

The outside revenues for the Fleet Services outside services are budgeted at a decrease due to declining hours for outside work.

Permit and plan review fees are the fees charged by the Life Safety Bureau for commercial construction, remodels and fire sprinkler system installations. The budgeted number has been increased from the 2012 budgeted number as the fees have been increased for 2013.

Rental Income:

Rental Income budgeted for 2013 of $133,500 is derived, from the rental of cell tower sites on various fire stations and the communications tower. The Authority has community rooms in many of their facilities throughout the Authority. These rooms are available for rent by non-for-profit entities. Community organizations must pay a refundable deposit.

Other Revenues:

Other 2013 budgeted revenues totaling $582,500 include reimbursements for services such as Hazardous Materials incidents, Wildfire callouts, and the SWAT Team.

Summary:

Please see the summary of revenues and expenses for the entire Authority by fund and the Total Authority on pages 80-82.

The proposed budget for 2013 allows the Authority to provide a high level of service to our community while minimizing expenditures.

Recognition is given to all staff members, division leaders, and coordinators who have effectively devoted their time and energy toward the development of the annual budget.

17 18 .

BUDGET INFORMATION BUDGET

BUDGET INFORMATION

The Authority and Its Services:

The Authority operates under Colorado Revised Statutes, Title 32, as a separate municipal corporation and is managed by a seven member Board of Directors composed of a President, Vice President, Secretary, Treasurer, and three members. The Board hires a Fire Chief who serves at the pleasure of the Board to manage day-to-day operations of the Authority. The Authority is a stand-alone entity and is not part of any city or town government that we serve.

The Fire Authority was formed in 2008 by a Memorandum of Agreement between Parker Fire Protection District and South Metro Fire Rescue. In 2012 the agreement was amended for a full merger to occur on January 1, 2016. At the time of the full merger, based on projected growth in assessed values, a drop in revenues of $4.5 to $6 million in property tax revenues will occur if South Metro Fire Rescue does not have a mill levy election to increase their mill levy.

Demographics:

The Authority is located on the south and east edge of the Denver Metropolitan Area. The Authority serves all of the Towns of Parker and Foxfield and the Cities of Centennial, Greenwood Village, Cherry Hills Village, Castle Pines North, Lone Tree, and some unincorporated areas in both Douglas and Arapahoe counties. It includes the business parks of Meridian, Inverness, and portions of the Denver Tech Center and Park Meadows Mall.

There is commercial development throughout the Authority and the Authority includes several residential developments with some areas of rural residential development. The area is a fairly affluent area with homes in the middle to upper price range. The Authority, in addition to the single family home developments, includes a large number of apartment and townhouse developments. The tables below show some data concerning the populations of Douglas and Arapahoe Counties. Approximately 46% of the Authority is in Douglas County and 54% is in Arapahoe County.

Within the Authority there are many recreational opportunities. The Cherry Creek Trail and portions of the Cherry Creek Reservoir are within the Authority. This can be used for horseback riding, biking, running, walking, boating and swimming. The Parker area is geared toward horseback riding with the Colorado Horse Park just at the edge of the Authority and a horse arena in the middle of the Town of Parker. The Authority has a wealth of annual events like the Carriage Parade in December, the Parker Country Festival in June, and the Taste of Parker in September. The Fiddler’s Green Amphitheater, located in Greenwood Village hosts many events throughout the summer. We also have many wonderful restaurants to tickle anyone’s fancy and, of course, the Park Meadows Shopping Area.

Map of South Metro Fire Rescue Authority

20 SOUTH METRO FIRE RESCUE AUTHORITY DEMOGRAPHIC STATISTICS ENTIRE DOUGLAS COUNTY (Unaudited) Douglas Estimated

Fiscal County Authority Per Capita Median Education School Unemployment Year Population Population(3) Income (5) Age Level (1) Enrollment (2) Rate (4) 2003 221,978 78,530 $40,444 34.1 36.60% 42,009 5.30% 2004 234,810 82,500 $42,692 34.4 36.60% 44,762 4.70% 2005 246,058 90,000 $47,837 34.7 51.90% 48,043 4.20% 2006 259,881 88,650 $52,560 35 57.00% 50,370 3.60% 2007 271,955 94,800 $57,281 35.2 57.00% 52,983 3.20% 2008 281,138 113,721 $59,775 35.6 56.00% 54,982 4.20% 2009 288,225 114,369 $59,358 36.2 53.00% 58,723 6.60% 2010 285,465 113,748 $47,112 36.7 50.60% 59,932 7.10% 2011 288,430 112,252 $50,544 33.6 53.50% 63,114 6.10% 2012 291,083 119,344 $51,970 36.6 54.60% 63,934 6.20% (1) Percentage of population that has attained a Bachelor’s Degree or higher.

(2) Colorado Department of Education

(3) Estimated Authority Population is for Parker Fire District only 2003 – 2007. Population thereafter is the combined population. Douglas County Population from Colorado Department of Local Affairs.

(4) Colorado LME

(5) Bureau of Economic Analysis

SOUTH METRO FIRE RESCUE AUTHORITY DEMOGRAPHIC STATISTICS ENTIRE ARAPAHOE COUNTY (Unaudited) Arapahoe Estimated

Fiscal County Authority Per Capita Median Education School Unemployment Year Population Population Income (4) Age Level (1) Enrollment(2) Rate (3) 2003 514,406 N/A $44,930 34.9 N/A 46,682 6.30% 2004 519,785 N/A $46,034 35 N/A 47,868 5.70% 2005 526,923 N/A $47,362 35.3 N/A 48,661 5.20% 2006 532,347 N/A $50,551 35.4 N/A 49,684 4.40% 2007 543,414 N/A $50,713 35.5 N/A 50,631 3.90% 2008 554,372 83,158 $51,392 35.5 37.00% 51,115 5.00% 2009 565,360 83,621 $48,480 35.7 N/A 51,708 7.70% 2010 572,003 83,091 $50,908 35.8 38.00% 52,166 8.60% 2011 581,966 82,544 $51,196 36 37.50% 52,589 7.70% 2012 584,984 82,972 $51,759 36 38.30% 53,272 7.20% (1) Percentage of population that has attained a Bachelor’s Degree or higher.

(2) Colorado Department of Education - Cherry Creek Schools Only

(3) Colorado LME

(4) Bureau of Economic Analysis

The following table lists the top 10 taxpayers in the Parker Fire Protection District. PARKER FIRE PROTECTION DISTRICT TEN LARGEST TAXPAYERS (Unaudited) DECEMBER 31, 2012

Per Cent Type of 2012 of Total Taxpayer Business Assessed Value Assessed Value Wild Blue Communications Telecommunications $ 11,630,380 0.80% Liberty Property Holdings Inc. Brokerage 10,950,090 0.75% Echostar Real Estate Corporation IV Telecommunications 10,347,380 0.71% Arapahoe Crossings LP Retail 8,821,220 0.61% Hauppauge LLC Brokerage 5,708,910 0.39% Shlp Meadows at Meridian Retail 3,940,200 0.27% Stone Canyon Partners LLC Apartments 2,942,010 0.20% Briargate Apartments Apartments 2,716,350 0.19% Simpson Cherry Creek Brokerage 2,586,990 0.18% Ranchstone LLC Apartments 2,519,180 0.17%

$ 62,162,710 4.28% Source: Douglas and Arapahoe County Assessors Offices

The following table lists the top 10 taxpayers in the South Metro Fire Rescue District. SOUTH METRO FIRE RESCUE TEN LARGEST TAXPAYERS (Unaudited) DECEMBER 31, 2012

Per Cent Type of 2012 of Total Taxpayer Business Assessed Value Assessed Value Greenwood Property Corp Brokerage $ 28,420,000 0.87% GPI Plaza Tower Brokerage 18,415,000 0.56% IKEA Retail 12,180,000 0.37% Palazzo Verdi LLC Brokerage 11,507,470 0.35% 5251 DTC Parkway LLC Brokerage 11,223,000 0.34% Park Meadows Mall Retail 10,936,710 0.33% CSHV Denver Tech Center LLC Brokerage 10,730,010 0.33% CREF Tuscany Plaza LLC Brokerage 10,440,000 0.32% Legacy III Brokerage 10,150,000 0.31% TRT NOIP Inverness Brokerage 9,352,500 0.29%

$ 133,354,690 4.08% Source: Douglas and Arapahoe County Assessors Offices

Services Provided:

The Authority is a multi-service authority providing not only fire suppression and emergency medical services but also contracts with the State and Federal governments to provide wildland fire suppression services and urban search and rescue services to the Federal Division of Homeland Security. The Authority is part of a regional Hazardous Materials team. The Authority is also part of a regional Metropolitan Medical Response System (MMRS) and in that capacity provides mass decontamination services to the metropolitan area in the event of a biological terrorist attack or similar event. Through our Community Safety Services Division, the Authority provides inspections and plan reviews for fire safety systems in businesses and developments and provides educational programs in fire safety to businesses and schools. They also perform fire investigations and prepare court ready documentation.

To deal with emergencies, both fire and medical, the Authority’s Operations Division staffs a team of professional firefighters and paramedics 24 hours a day with skills and equipment necessary to deal with a wide variety of emergencies. Approximately 91 of the 297 professional firefighters are certified as Advanced Life Support (ALS) Paramedics, while 100% of the remaining fire suppression personnel are certified at the Basic Life Support (BLS) level. Under the guidance of physician advisors, emergency medical service personnel (all of whom are firefighters) maintain a highly certified skill level through several specialized training programs.

Fire protection and emergency medical services are provided to an estimated population of 202,316 scattered over 177.4 square miles in Douglas and Arapahoe counties of Colorado.

Ambulance transport services are provided for medical emergencies that occur within the Authority boundaries. These services are provided for a fee to the patient.

The Fleet Services Facility performs fleet maintenance services for the Authority and for other fire departments and districts along the front-range on a time and materials basis.

The Training facility provides training for our own firefighters as well as for others on a fee basis. The facility is also rented to other districts and departments for them to conduct their own training.

It should also be noted that the Authority provides babysitting, CPR, and first aid training, as well as teen and adult driver training, to citizens through our non-profit arm, the South Metro Fire Safety Foundation. This non-profit arm was formed in 1990 with a donation from the Estate of Adam and Dorothy Miller. They were school teachers who devoted their lives to the education of students in Douglas County. The Parker Fire Protection District Board of Directors recognized this passion and assigned the bequeath to life safety education.

23 Transfers from Parker Fire Protection District and South Metro Fire Rescue TAX COLLECTIONS

Assessed Value Parker Fire South Metro

Douglas $1,243,828,481 $936,097,220 Arapahoe 209,077,540 2,334,280,150 Total $1,452,906,021 $3,270,377,370 Mill Levy 13.978/$1,000 9.25/$1,000

Levy $20,308,720 $30,250,991 Uncollectible Rate 1.00% 1.00% Expected Net Tax Receipts $20,105,633 $29,948,481

PARKER FIRE PROTECTION DISTRICT – PROPERTY TAX LEVIES AND COLLECTIONS (Unaudited) Ratio of Ratio of % of Current Outstanding Delinquent Fiscal Current Tax Delinquent Tax Total Tax Total Tax to Total Tax Levy Taxes Delinquent Taxes to Year Collection Collection Collections Total Tax Collected Taxes Total Tax Levy Levy 2003 13,601,229 13,441,786 98.83% -56,232 13,385,554 98.41% (1) (1) 2004 14,666,596 14,589,224 99.47% -17,316 14,571,908 99.35% (1) (1) 2005 15,541,283 15,402,441 99.11% -137,020 15,265,421 98.22% (1) (1) 2006 16,986,133 16,928,941 99.66% -124,096 16,804,845 98.93% (1) (1) 2007 17,959,608 17,835,007 99.31% -143,290 17,691,717 98.51% (1) (1) 2008 20,457,678 20,381,824 99.63% -209,497 20,172,327 98.61% (1) (1) 2009 20,911,259 21,016,836 100.50% -73,206 20,943,630 100.15% (1) (1) 2010 21,743,717 21,603,355 99.35% -27,203 21,576,152 99.23% 30,708 0.14% 2011 21,891,644 21,894,890 100.01% -174,545 21,720,345 99.22% 39,488 0.19% 2012 20,041,170 20,241,696 101.00% -221,952 20,019,744 99.89% 30,971 0.15% Source: Parker Fire Protection District Record of Levies and Collections (1) Douglas and Arapahoe Counties collect the taxes for all property tax levies. The counties started reporting this number in 2010.

SOUTH METRO FIRE RESCUE – PROPERTY TAX LEVIES AND COLLECTIONS (Unaudited) Ratio of % of Current Delinquent Outstanding Ratio of Delinquent Fiscal Total Tax Current Tax Total Tax Total Tax to Taxes Tax Delinquent Taxes to Total Tax Year Levy Collection Collections Total Tax Collected Collection Taxes Levy Levy 2003 18,793,100 N/A N/A N/A 18,524,132 98.57% (1) (1) 2004 18,282,200 N/A N/A N/A 18,110,549 99.06% (1) (1) 2005 25,462,162 N/A N/A N/A 24,838,057 97.55% (1) (1) 2006 22,819,436 N/A N/A N/A 22,625,597 99.15% (1) (1) 2007 23,471,433 N/A N/A N/A 23,048,639 98.20% (1) (1) 2008 30,830,570 N/A N/A N/A 30,645,554 99.40% (1) (1) 2009 31,309,580 31,718,811 101.31% -202,081 31,516,730 100.66% (1) (1) 2010 34,442,252 34,371,439 99.79% -696,748 33,674,691 97.77% 7,593 0.02% 2011 34,357,613 34,628,260 100.78% -731,315 33,896,945 98.66% 15,627 0.05% 2012 30,318,258 31,155,547 102.76% -220,111 30,935,436 102.04% 74,858 0.25% Source: South Metro Fire Rescue Record of Levies and Collections (1)Douglas and Arapahoe Counties collect the taxes for all property tax levies. The counties started reporting this number 2010.

24 Parker Fire District Property Tax Revenues 22

21.5

21 Dollars 20.5

20 Millions of

19.5

19 2009 2010 2011 2012 2013

Budget Year

This graph shows 5 years of Property Tax Revenues for the Parker Fire Protection District. The mill levy that the District assesses was set by a vote of the electors in 1998 at 13.978 for all of the General Fund and Capital Projects Fund expenditures. There is not a separate mill levy for capital.

The historical increase in Tax Revenue has averaged 4.30% per year for the last 10 years. The average for the last 5 years has been 2.81%. The District has re-examined its growth rate in assessed values for the future in light of the economic downturn and losses in real estate values. The assessed values for 2013 increased by 1.34%. There has been some analysis that the residential real estate values are increasing. Conservative estimates are what are used at this time.

South Metro Fire Rescue Property Tax Revenues 35

31 MIllions of Dollars

29 2009 2010 2011 2012 2013 Budget Year

25 The graph above shows 5 years of property tax revenues for South Metro Fire Rescue. There is a lot of commercial property development in the South Metro District. The District includes a portion of the Denver Tech Center and the retail development around the Park Meadows Mall. The mill levy assessed is 9.25 mills.

The historical increase in Tax Revenues has averaged 1.47% per year for the last 10 years. The average for the last 5 years has been 2.69%. The District has re-evaluated the assumptions for future growth in assessed values due to the downturn in the economy and the losses in property values. The drop in assessed values for 2013 was (.22%). There is a lot of uncertainty in property values at this time which makes future estimates difficult at best.

26 South Metro Fire Rescue Authority 2011 – 2015 Strategic Plan with Status as of December 31,2012

Organizational Philosophies Mission, Vision and Values Statements

This section provides the foundation for how our organization views itself and our relationship with the community. The mission, vision and values statements tell our community why we’re here, what we envision for our future, and what culture we desire for our organization. The operating imperatives provide key priorities that drive our organization to success.

MISSION: To partner with our communities to provide the best protection of lives and property while wisely managing resources.

VISION: We desire a culture that inspires competence, encourages progressive thought and ensures that we efficiently meet the changing needs of the communities we serve. We will accomplish this collectively through: • Treating people with dignity and respect • Being open to different ideas • Providing opportunities for growth and empowering individuals to use their talents and realize their potential • Promoting responsibility and accountability • Using appropriate and innovative technology enabling us to be more efficient and effective in our service • Building regional cooperation by being connected with other agencies

VALUES: We are committed to the highest level of professionalism, always striving to do what is right in a fair, honest, compassionate, courageous, and humble manner.

STATEGIC PLAN AND CRITICAL ISSUES

Executive Summary

In May, 2008, Parker Fire District & South Metro Fire Rescue merged to form one organization under the name of South Metro Fire Rescue Authority (SMFRA), proudly serving the cities of Castle Pines North, Centennial, Cherry Hills Village, Foxfield, Greenwood Village, Lone Tree, Parker, and portions of unincorporated Arapahoe and Douglas Counties. As a new fire agency, it is important for SMFRA to hear the expectations of its communities and establish the mission, vision, and philosophical foundation that will guide our organization into the future. This Strategic Plan provides that framework and will become a living document that responds to the changing needs of our community and constantly seeks opportunities for improvement.

27 SMFRA will continue the constant pursuit of excellence established by its founding members through the process of becoming accredited through the Commission on Fire Accreditation International (CFAI). This Strategic Plan fulfills one important requirement for accreditation. The plan is aligned with the Standard of Cover and Fire and Emergency Services Self Assessment Manual (FESSAM) documents in order to ensure that the fundamental principle of accreditation – to improve the quality of services through a continuous self-evaluation process – becomes part of our culture. The categories contained within the FESSAM provide the structure for the high-level goals to be achieved by the various functions throughout the organization. Individual unit, bureau, and division plans can be referenced for more detailed objectives and action plans.

The formation of this Strategic Plan has been a collaborative process where input was received from community and business stakeholders to gather input on prioritization of services, expectations, strengths, and opportunities for improvement. This input was provided to an internal group of employees representing all areas of the organization who utilized the information to support an organizational assessment. Functional areas then benefited from the combined efforts and reports from these groups to further evaluate their opportunities for improvement and provide recommendations for the strategic plan. The expertise of all participants was invaluable in shaping this plan and contributing to the future of SMFRA.

This strategic plan provides our best attempt to look into the future and determine the direction of the organization and the many services we want to accomplish to improve the safety of our community. The future holds many uncertainties and there could be significant changes in direction as we progress through the planning period. As an example, the economic outlook will play a major role in shaping our service delivery. Even during the period that stakeholders were gathered for input, the full impact of the economic downturn was not fully realized. The impact of those losses in revenue and the rate of recovery may dictate whether we continue to operate under a “fire authority” governance structure or move to a consolidated fire district. If, and when, our strategy is changed, we will update the Governance and Administration Category so that our citizens know of our new direction.

Significant Challenges/Threats Some of the major challenges and threats realized through the strategic planning process include: • Assessed property values throughout the region, which provide a major source of SMFRA revenue, are expected to decline significantly in 2012, with an unknown rate of recovery. • New construction, which provides revenues and dictates certain staffing levels, has significantly declined prior to the start of this strategic planning period and the rate of recovery is unknown. • The rising costs in both health care and worker’s compensation insurance will continue to have significant impacts on revenues. Similarly, the uncertainty in future national health care models will have an unknown impact on ambulance collection rates. • The space and functionality of the Joint Services Facility, which houses our fleet maintenance, and training services, is beginning to be maximized and will be challenged to meet future needs. • Fleet maintenance services are challenged to keep up with current demand and seek opportunities to bring in outside revenue. • Several capital improvement or replacement projects for SMFRA facilities, vehicles and equipment have not been included in this strategic plan. Deferring these costs may result in higher expenditures in later years and a decreased ability to effectively meet current and future needs.

28 • There is a continuing challenge to add partners and other agencies to the MetCom authority model for improved cost sharing and regionalization of dispatch services. • Establishing effective automatic aid agreements with surrounding agencies and improving communication with other dispatch centers is a continual challenge that threatens our ability to quickly and efficiently respond to emergencies, particularly along the borders of the jurisdiction. • Past poor performance of employee pensions has resulted in the need for employees to stay in the workforce longer, which impacts overall promotional opportunities and mobility within the organization, as well as an increase in injuries. • The creation of the fire authority is still evolving as we continue to institutionalize the new culture and experience change. Effective internal and external communications will continue to be a challenge as we move forward.

Major Recommendations Below are recommendations developed from major themes or program goals that appeared during the creation of this strategic plan and will be priorities for the organization in the coming years: • Take a proactive approach to future economic trends, continually evaluate, and adjust organizational direction as needed. • Determine the future governance model for the organization. • Develop a more dynamic emergency response deployment model that accounts for the diversity of the various communities served and is adaptable to future changes. • Develop a facilities plan that prioritizes the repair and replacement of all facilities, addresses the future needs of programs, and is flexible to take advantage of opportunities as they are presented. • Develop a community risk reduction outreach plan that integrates the prevention, mitigation, and emergency response components of community safety and is embraced by all personnel. • Decrease the rate and recovery time of employee injuries. • Pursue and improve aid agreements with neighboring agencies and seek opportunities to regionalize dispatch and special team services. • Institutionalize the self-evaluation model of accreditation and integrate into the planning, budgeting, and performance improvement processes.

This Strategic Plan is one element of SMFRA’s plan to reduce the risks in our communities and protect the lives and property of our citizens and those who visit. SMFRA is committed to collaborating with our stakeholders, providing the most effective services in a financially-responsible manner, and continually evaluating our performance in the constant pursuit of excellence. We know that bringing together Parker Fire District and South Metro Fire Rescue was a positive move toward improving the services to the community and becoming more financially stable. We are continuing to discover the benefits and, over the next several years, we will continue to find ways to make it even more successful.

29 Operating Imperatives:

Quality Service: The service level incorporates national standards for fire protection response, emergency medical response, prevention, education, and support activities.

Fiscal Responsibility: There must be a balance maintained between spending and providing a strong service for the community.

Concern for the Customers: Our customers are the citizens of our District as well as those who work or travel in it. They expect a certain level of service and would like to have a high level of quality care during their emergency and in all services we offer.

Concern for the Members: We should strive to create an environment that is challenging and rewarding. The satisfaction that our members feel towards the job they do will be reflected in how they treat internal and external customers.

Master Strategic Goals:

These master strategic goals are the over-arching aspirations that remind the organization why we’re here and provide the backbone for the goals and objectives of individual programs. All program goals found in this strategic plan should be driven by our organizational philosophies and fall within one of these master strategic goals.

Strategic Goal One Reduce the frequency of and impact to the community from fires, medical emergencies, and natural/man-made disasters. Strategic Goal Two Ensure cost-effective prevention, mitigation, and emergency response services.

Strategic Goal Three Maintain a customer-based focus in the delivery of all services.

Strategic Goal Four Improve collaboration with all public service and government agencies we impact or serve.

Strategic Goal Five Improve employee health, safety, and recovery.

Strategic Goal Six Pursue opportunities to examine organizational programs, activities and practices, compare with professional associations or industry leaders, and continually improve effectiveness and service delivery.

30 Organizational Goals:

Using the focus and guidance of the organizational philosophies, master strategic goals, and internal/external stakeholder feedback, the following organizational goals were established for this strategic planning period. Goals are contained within the most appropriate accreditation category and criterion, with an “other strategic functions” category provided at the end for programs that were not well represented within the accreditation model. Each category or criterion contains an introduction that provides an overview of the major efforts or challenges expected in the coming years, the mission statement of the functional area assigned to the category when available, background for the goals listed, and any goals that do not have a specific or measurable outcome. More detailed goals, objectives and action plans can be found within individual division, bureau, and unit plans.

I. GOVERNANCE AND ADMINISTRATION During the five-year period of this strategic plan, SMFRA’s governance and administration will be continuing to integrate the vision, mission, and values into the culture of the organization. There will also be significant changes in the governance structure of SMFRA. Specifically, the IGA forming the fire authority states that the two fire districts will be merged into a single fire district by January 1, 2013. This merger is accompanied by a need to form new director districts and adjust the mill levies of one or more of the original fire districts. The ability to complete this final step of the merger may be challenged by the economy and the corresponding decline in property taxes. Therefore, the priority in the early years of this strategic plan will be to implement the anticipated efficiencies of the merger that will result in cost savings, such as improved deployment of apparatus and the ability to allow attrition in line and staff personnel.

Governing Body

o Goal: Provide organizational philosophies and direction through the annual review and approval of the strategic plan and standard of cover starting in 2011. This was completed in 2011 and is now in the annual review process.

o Goal: Merge the South Metro Fire Rescue and Parker Fire Protection Districts into a single fire protection district by January 1, 2016.

Agency Administration

o Goal: Using the budget and accreditation self-assessment tools, annually evaluate the resources and staffing needed to efficiently and effectively manage the various services provided by SMFRA. This is an annual evaluation that is completed each year.

II. ASSESSMENT AND PLANNING A critical part of SMFRA’s community risk reduction efforts is to understand the risks that are present in the community, correlate those risks to the community demographics with emphasis on

31 high-risk populations, and focus programs to mitigate those risks. The Planning & Analysis Unit is dedicated toward those efforts and will help to guide methods to improve the critical data used to focus organizational programs and decisions. This effort will require a strong collaboration between Operations and Community Safety Services staff and a detailed analysis of our community’s demographics, past emergency incidents, and future trends. Opportunities to increase the Unit’s staffing, partner with regional universities and other data-gathering organizations (e.g., DRCOG), and collaborate with the performance evaluation efforts of MetCom will be sought to make these efforts more successful. SMFRA will also pursue opportunities to collaborate with other fire service agencies to share best practices and establish uniformity in performance evaluation methods.

Documentation of Area Characteristics

o Goal: Using the results of the 2010 census, update SMFRA’s demographic information by December 31, 2012. Obtain updated estimates in 2015 to prepare for the standard of cover major update. Overall demographic information was updated in 2012 as part of the Risk Assessment and Mitigation Plan. Will obtain updates in 2015 for the next accreditation cycle.

o Goal: Implement cooperative efforts that will provide the equivalent of increasing staffing by adding .5 analysts by 2013. Planning and Analysis GIS Tech position is now being provided through MetCom, which results in an overall increase of at least .25 FTE’s dedicated to the function. GIS/analytical services have also been regionalized to West Metro Fire Rescue, which further increases the overall pool of staff dedicated to these functions and improves consistency and interoperability throughout the region.

Fire/Non-Fire Risk Assessment and Response Strategies

o Goal: Develop a dashboard system for indicating the status of critical performance measures by July 1, 2011. Completion moved to 2013. 50% completed. First Watch performance information is available to line personnel, along with quarterly/annual official stats. A beta version of a formalized dashboard has been developed for executive staff/board. More technological solutions will be researced in 2013 to improve viewing and updating.

o Goal: Develop and implement a data and report writing improvement plan for occupancy and incident information by 2012. A policy is in effect to address overall report quality. A peer review system is in place for special team responses. Occupancy information is being cleaned up by fire inspectors during business inspections. BC’s have been trained to improve false alarm report reviews. On-going analyses will continue to bring issues to light and suggest further improvements.

o Goal: Improve risk assessment methods and link risks to community demographics and mitigation efforts to help target resources and programs by 2013

32 50% completed. FEMA’s Risk Assessment & Mitigation Plan has been completed. More detailed demographic information has been tested and preliminarily linked to risks/incidents. An improved occupancy risk assessment method will be implemented in 2013. Assessments will then continue down to the station level.

o Goal: Incorporate GIS capabilities into ICS Planning Section for extended incidents by 2013. 75% completed. Services primarily provided through MetCom, particularly on wildfire incidents by accessing through IDT. Type IV IMT to determine continued needs and improvements.

Strategic Planning

o Goal: Provide an opportunity for stakeholders to participate in the next strategic planning development process in 2015.

o Goal: Prepare for re-accreditation in 2015.

III GOALS AND OBJECTIVES SMFRA has developed a 5-year planning cycle that is intended to link together the Fire and Emergency Service Self-Assessment Manual (FESSAM), each functional area’s guiding plans (e.g., unit, bureau, or division plan), performance measurement, budget cycle, accreditation annual compliance report, and annual Standard of Cover (SOC) and Strategic Plan updates. It is based on the alignment of the re-accreditation and strategic planning cycles over a 5-year period.

In years 1-4 (2011 – 2014), the organization implements the current year plan, while beginning the following year’s planning cycle in early spring in order to prepare the budget request and continually receive input about where the function or organization should be heading. Later in the year, as the following year’s final budget becomes known, the FESSAM, SOC, and Strategic Plan can be updated and ready to implement on January 1st of the following year. This late-year focus also provides the organization and functional managers a framework for conversations with their staff about current-year performance and direction for the following year.

In year 5 (2015), the organization develops a new 5-year strategic plan and a major update to the Standard of Cover, and applies for re-accreditation. The major documents need to be completed by mid-year so that SMFRA can continue to be re-accredited early in the first year of the strategic plan.

As shown below, the various planning documents overlap and point to critical performance indicators for the organization to measure. The development of a dashboard system will help to monitor the progress of performance and provide an indication of the overall health of the organization.

The purpose of integrating all these planning tools together is to institutionalize the philosophy of accreditation, which is to improve our services through a continuous process of self-evaluation. By continually looking forward, setting goals, measuring our progress, and adjusting our path, we can put that philosophy and our mission and vision into action. Then we can show that we are actively working toward providing the best protection of lives and property, in a progressive manner, and are able to adapt to the changing needs of our community.

IV FINANCIAL RESOURCES Mission – The mission of the Finance Division (comprised of Finance, Accounting, Accounts Payable, Payroll ,and Fixed Assets) is:

TO: Provide accurate, reliable, timely, supportive, and cost-effective financial and accounting services.

IN A WAY THAT: • Successfully manages and protects the Authority’s physical and monetary assets; • Provides reliable and timely financial information to the Authority and the community we serve; • Maintains accurate historical records of all Authority financial activities; • Serves citizens, employees, stations, departments and the community through accurate and timely processing of accounts payable, payroll and accounting transactions; • Facilitates intra-departmental teamwork, professional growth, and personal integrity; • Adds value to the Authority by providing financial expertise and support; • Ensures compliance with local, state and federal laws, policies, regulations, and reporting requirements;

SO THAT: We support the mission and priorities of the Authority by providing the highest quality financial services.

Financial Planning

The potential economic forecasts during this strategic planning period may present the most challenging financial situation in the history of Parker Fire Protection District or South Metro Fire Rescue. SMFRA’s revenues are based primarily on property taxes, which are re-assessed every two years. The reassessment in 2011, which will dictate revenues in 2012, is expected to result in a

35 major decline in revenues, with some experts predicting up to a 20% reduction in commercial property values. The more critical unknown is how quickly property values will recover in subsequent years. Additional variables add even more uncertainty, such as the effects of health care reform on the cost-recovery rates for EMS transports and future state ballot initiatives that may further restrict government revenues and spending. Also, the rate of recovery of new construction will have an impact on revenues and staffing levels.

Regardless of the exact economic trend, we know that a significant drop in revenues is coming and we have the unique opportunity to prepare now. Therefore, in the first years of this strategic planning period, SMFRA will be re-evaluating capital expenses, continually finding organizational efficiencies that reduce operating expenses, exploring grant funding opportunities and encouraging the attrition in personnel that was anticipated during the formation of the fire authority.

o Goal: Annually re-evaluate the revenue projections that provide the basis for this strategic plan, with particular emphasis in years of re-assessment of property values. 100% completed. New financial predictions developed through 2017 and updated annually. Several models developed to assist with 2016 merger.

Financial Practices

During this strategic planning period, the Finance Division will be focusing on improving the financial tracking and reporting systems so that they are more user-friendly, allow managers to better manage their accounts, require less paperwork, provide real-time information, and interface with the general ledger. Incorporating more dashboard indicators will also help the organization know the status of overall financial health.

o Goal: Obtain the GFOA Certificate of Achievement for Excellence in Financial Reporting for the Comprehensive Annual Financial Report on an annual basis. Awarded the Certificate of Achievement for Excellence in Financial Reporting for the Authority’s 2010 & 2011 CAFR. Will continue to apply on an annual basis.

o Goal: Obtain the GFOA Distinguished Budget Presentation Award for the Authority’s Annual Budget on an annual basis. Awarded the Distinguished Budget Presentation Award for the Authority’s 2009, 2010, and 2011 Budgets. Will continue to apply on an annual basis.

o Goal: Annually pursue federal, state, and local grants to assist in supplementing the Authority’s operating and capital improvement budgets. In 2011 received a $93,000 Grant to fund developing a risk assessment plan, conduct wildfire preplans and state credentialing of the system. Recovered ~$34,000 in regular salaries. In 2012 successfully obtained $1.8M in grant funding to fire firefighters and purchase hazmat equipment and LifePaks.

o Goal: Develop and implement an improved system for reporting and managing accounts by 2011.

36 New budget software was implemented in 2012 to improve the budgeting and on-going management processes.

o Goal: Develop and implement an on-line purchasing store that interfaces with the general ledger, has shopping card functionality, allows for approval processes and provides accurate inventory information by 2012. Research into this goal revealed that purchasing, or developing an on-line store interfacing with the general ledger would be cost prohibitive. The on-line store previously used by Parker Fire has been placed back into service. It provides all the desired feactures except for the general ledge interface. Due to the cost issues involved we will continue to use the current on-line store system and record inventory movement into the general ledger via journal entry.

o Goal: Evaluate alternative models for the warehousing function to improve functionality and efficiency by 2013. Quartermaster position filled in 2012.

Resource Allocation

o Goal: Maintain a cash balance of not less than 25% of the general fund expenditures. A Cash Balance in excess of 25% of expenditures in the General Fund is being maintained

o Goal: Complete the payment of Parker Fire Protection District Lease Purchases by 2014. 95% complete. Payments are being made as scheduled.

o Goal: Complete the payment of South Metro Fire Rescue District Certificates of Participation by 2016. 100% complete. The Certificates of Participation were paid off in 2012.

V PROGRAMS

Fire Suppression

During this strategic planning period, it will be important for operations to continually find ways to meet stakeholder expectations to provide a quick, professional response to fire emergencies. This will require the analysis and evaluation of all components of total response time. Dispatch time must be minimized by working seamlessly with surrounding dispatch agencies and turnout times must be minimized without adversely impacting firefighter safety. Each station response district must be fully analyzed to identify where future improvements can decrease travel times. Deployment strategies must continually evolve so that unique characteristics and demographics of our jurisdiction - and its 17 response zones – are considered when deploying types and numbers of resources, rather than applying the same model to all areas/zones. New hazards are also expected to be added to the jurisdiction and it will be important to balance the need for us to increase our

37 capabilities and costs to protect those hazards versus the developer’s responsibility to provide the infrastructure and systems that help minimize the hazard.

o Goal: Conduct an annual analysis of apparatus deployment plan. 2010 Annual Review – No major revisions made; ALS capabilities are now defaulted to each station district. 2011 Annual Review – Changes made to EMS supervisor locations, double medic units and Tender 39. 2012 Annual Review – The benchmarking committee completed their reports and will be evaluated in 2013.

o Goal: Conduct a detailed analysis of each station district to find travel time efficiencies, evaluate deployment strategies, and determine future needs by 2012. 10% Complete in 2010, several work groups formed to begin addressing the issue. 75% Complete in 2011, Completed areas: 36, 37, 38, 40, 43, 46. 35 is in progress. Future analyses will be conducted on an as needed basis for new development, performance issues or changes in access roads. 75% Complete in 2012, Overview of 31, 32, 33, 35 general response area. Truck, BC and medic unit models were evaluated in 2012. Future analyses will be conducted on as- needed basis for new development, performance issues, changes in access roads, etc.

o Goal: Develop alternative deployment strategies for urban, suburban, and rural population densities and specific station district demands by 2012. 10% complete in 2010 – Began forming workgroups. 50% complete in 2011, 2012 – This effort put on hold to focus on critical deployment changes needed for merger in 2016.

o Goal: Develop criteria for dual-company stations (i.e., multiple engines and/or trucks) by 2012. 10% complete in 2010. – Began forming workgroups. 50% complete in 2011, 2012 – This effort put on hold to focus on critical deployment changes needed for merger in 2016.

o Goal: Reduce turnout times so that all personnel and units are within the ranges specified in the Standard of Cover by 2013. 50% complete in 2010 – System to produce daily reports on exceptions to the turnout time. 90% complete in 2011, 2012 – Quality control and data collection methods are complete. Actual turnout times have dropped into the acceptable range.

o Goal: Reduce dispatch time delays with neighboring agencies by 2014. 50% complete in 2011 – Littleton delays have been eliminated. Working toward CAD- to-CAD interfaces to reduce delays with primary PSAPs in Douglas County, with DOCO Sheriff expected in 1st quarter of 2014.

38 o Goal: Create District Chief Position by 2013. This position has been put on hold until afte merger in 2016, then re-evaluate. Executive officer position has been modified to fulfill some critical duties. Fire Prevention/Life Safety & Fire Investigation Programs

Mission – The mission of the Life Safety Bureau is to enhance community safety through the application of the adopted Fire Codes, using the “4 E” model:

• Incorporating engineered design elements into our buildings. • Educating our customers as to the method and value of maintaining these systems and incorporating safe practices within their occupancies. • Enforcing the Code when engineering and educational methodologies are unsuccessful. • Regularly evaluating our processes and adopted Codes and Standards.

Much of the strategic plan period for the Life Safety Bureau will be focused on carrying out of the direction given to each functional area (new construction, existing building inspections, hazmat compliance, fire investigations) in 2010 and continuing to monitor program effectiveness and long- term impact on community safety. The current decline in new construction and the corresponding plan reviews and inspections will be closely monitored, as it will have a direct impact on staffing levels. Also, the first year of the strategic planning period will provide a good overview of the quantity and quality of business inspections that are completed, providing further refinement to the program. New methods to improve inspection staff efficiency and inspection/data quality will also be explored, as well as the most effective method to address fire investigation workload. Staff succession planning and management training will also be a priority.

The strategic planning period will also see the publication of two new fire codes and aggressive efforts will be made to pursue uniform adoptions throughout the jurisdiction and region within a year of publication. A particular emphasis will be given to encouraging the adoption and improving the application of residential sprinkler requirements. SMFRA will also continue to encourage staff to participate in the local, state, and national code development and legislative processes in order to have a positive influence on future community safety regulations.

o Goal: Implement mobile inspection software in 2011. Date modified to 2013. 50% in 2010 – Toughbooks have been provided to LSB field personnel. Plan to purchase mobile inspection software upon release by High Plains. 25% in 2011, 2012 – Still waiting on release of mobile inspection software by High Plains. Currently utilizing work around to accomplish similar goals. Budget includes funds to purchase mobile inspection software upon release by High Plains; expected in 2013.

o Goal: Improve interaction with the preplan program by adjusting plan submittal requirements and occupancy information transfer by 2011. 50% in 2010 - Occupancy information transfer protocol is implemented. Life Safety personnel update FM database as they touch it for plan reviews, inspections, etc. However, it has been determined that requiring a code footprint with each submittal is not

39 feasible as it would force some architects to modify their internal processes significantly. MetCom has worked with SMFRA to establish an accountability system pertaining to stations updating the preplans in their first due areas. MetCom has also begun the task of converting all disparate preplan formats into a single standard.

100% in 2011 - Electronic submittals provide layout of buildings; MetCom accesses these to prepare template. New buildings and significant tenant finishes sent out quarterly to update preplans.

o Goal: Achieve improved quality and 90% accuracy of historical and future fire and occupancy data by 2013. 50% complete in 2010 - Review and correction of historical fire data from 2005 - 2009 has been completed. Investigators are correcting data fields as they review reports. The LSB will be teaching two classes to Ops in the first half of 2011, a significant component of which will include correct data entry and verification.50% complete 50% complete in 2011, 2012 - Investigators are correcting data fields as they review fire reports, although program inconsistent in 2011-2012. False alarm reports improved in 2011-2013. Occupancy data improving each year with business inspections.

o Goal: Complete the scanning and archiving of paper files and move to 90% electronic submittals/storage by 2012. 25% complete in 2010 - New scanner has been acquired. Initial training has been provided to LSB staff. Procedure is awaiting a follow up in-depth class. 90% complete in 2011, 2012 - All new projects are being scanned. Plan for addressing archives in progress. Evaluating over permitting and inspection software to accomplish internal & customer service goals in 2013.

o Goal: Obtain P.O.S.T. certification of two fire investigation personnel by 2013. Evaluating feasibility/need in 2013.

Public Education Program

Mission –Llife Safety Education) - Based on national and local trends, work cohesively as a team and collaboratively with external partners to reduce risk in our community while using resources efficiently.

Mission – (Safety Foundation) – The Adam and Dorothy Miller Lifesafety Education Center, Inc. is a non-profit organization, also doing business as the South Metro Safety foundation, dedicated to the support and augmentation of education for the general public in lifesafety and in fire and accident prevention with the objective of reducing injuries, loss of lives, and property damage.

SMFRA stakeholders value the educational programs offered to the community, particularly those focused on fire/injury prevention for children and business safety. In conjunction with the South Metro Safety Foundation, SMFRA will continue to offer the common programs that have been

40 shown to be effective throughout the country such as child passenger safety, senior citizen fire/injury prevention, business safety wardens, CPR, public access to defibrillation, first aid, juvenile firesetter intervention, wildfire mitigation, and teen driving safety. Additional programs will be offered based on specific hazards occurring within our communities or new opportunities for the prevention of future deaths and injuries, such as residential fire sprinklers. Staffing of the Life Safety Education unit will present a challenge to the amount and scope of programs offered, so there will also be a focus on integrating key education activities into the duties of emergency response personnel and other community safety programs, expanding mass media and web-based opportunities, and continuing partnerships with regional coalitions. There will also be focused efforts to increase collaboration between SMFRA L:ife Safety Education staff and the Safety Foundation in citizen outreach efforts and events.

o Goal: Evaluate the vacant Life Safety Educator position to determine the appropriate time to fill the vacancy or implement temporary alternatives by 2012. 100% in 2011 – 2 vacant educator positions have been eliminated; re-strategizing the focus and delivery methods of programs to be more efficient with remaining staff.

o Goal: Based on call volume, demographics, risks, and appropriateness of education opportunities, develop a program for each station to contribute to life safety education by 2014. 10% in 2010 - Beginning stages of developing risk assessment plan to identify SMFRA's hazards and risks. This data will be used to assist station commanders to build education plans predicated on a district's unique incident trends, demographics, and hazards/risks. District specific plans will begin to be developed in the latter part of 2011 and completed by the mid-part of 2012. 25% complete in 2011, 2012 - Initial risk assessment has been completed. Will complete 4 or 5 station-specific plans each year to identify target audiences and appropriate programs. CORRP (Coordinated Occupancy Risk Reduction Program) has brought together stations, educators, and inspectors in high-risk occupancies. Educators are liaisons to specific stations and having discussions on appropriate programs.

o Goal: Increase opportunities for Safety Foundation collaboration with community partners and representation at one event within each SMFRA community by 2012. 100% in 2010 - The Foundation has worked with each community in 2010 & 2011 and will continue annually. Car seat program has also been transferred to Foundation in 2012 and has been successful in building additional partnerships to support the program. This is an Annual Program.

Emergency Medical Services

Mission – South Metro Fire Rescue Authority is dedicated to providing excellence in emergency pre-hospital medicine.

EMS calls account for a large portion of SMFRA’s service demand, and internal and external stakeholders know that quality patient care needs to be an organizational priority. During this strategic planning period, efforts will be made to expand the advanced life support capabilities

41 throughout the jurisdiction, refine dispatch protocols for medical emergencies, and improve quality assurance and performance analysis capabilities. Also, a more defined career path within EMS that translates into the overall career opportunities within SMFRA will be explored.

Conversion of a current part-time employee to full time may help with transport fee collection rates, which will be evaluated over time. Also, internal and external partnerships will become increasingly important, such as between EMS, Community Relations, Community Safety Services, and with area hospitals (as suggested by stakeholders), not only for the delivery of services but also to improve our prevention and mitigation efforts for high, medical-risk populations.

o Goal: Re-organize EMS Bureau staffing by one EMS Educator without increasing total number of employees by 2011. 25% in 2010 - EMS education has been moved to the training bureau, job duties have been re-assigned which has increased the capacity of the existing educator; will continue to evaluate in 2011 to determine need for additional personnel. 100% in 2011 - EMS education moved back to EMS in 2011 with a total of two educators. Second educator paid for through Centura and existing funds for adjunct instructors.

o Goal: Provide ALS service capabilities in each fire station district by 2012. In 2011 - ALS strategy has been changed and this goal no longer fits response plan. Equipment is provided at each station, but staffing is not defaulted everywhere. ALS staffing is provided in each medic unit with 4 of them being dedicated with 2 paramedics, along with 3 engines or towers having a paramedic.

o Goal: Incorporate a BLS transport model into the EMS deployment strategies by 2012. In 2011 - This goal has been re-examined and is not anticipated to be pursued any further. Call volume and paramedic skill retention do not support the model.

o Goal: Evaluate the current ALS transport model to identify areas for improvements by 2012. 50% in 2010 - Recent changes will be evaluated during 2011 to identify areas for further improvement. 100% in 2011 - See previous goals; recent changes will be reviewed in August, 2012 to ensure we're meeting standard of cover. Model was evaluated in 2012, resulting in priority medical dispatch, tiered response, and advanced practice paramedic programs. See new goals below.

o Goal: Improve processes to receive customer input and measure satisfaction by 2012. 100% in 2011 – A customer survey has been developed and is delivered to approximately 15% of EMS customers annually.

o Goal: Evaluate and ensure compliance with federal HIPPA regulations in regards to all methods of patient information handling, collection, printing, copying, viewing, transfer, and storage to protect patient confidentiality by 2012.

42 90% in 2011, 2012 - Still need automatic time-out on computers with access to patient information. Ensure new hire program in place.

o Goal; Accommodate EMS specific training in existing facilities with improved functionality and technology by 2014. 10% in 2010 - Developing distance learning capabilities for EMS training during 2011. 100% in 2011, 2012 - With increased capabilities of PolyCom, mobile skills lab, and additional educator, EMS has moved to a different delivery system that provides the education to the field rather than a fixed facility.

o NEW Goal: Provide a tiered response to lower acuity medical calls in 2013.

o NEW Goal: Deploy Advanced Practice Paramedic to supplant engine/truck response to low acuity calls in 2013.

Domestic Preparedness Planning and Response

Mission – Develop, implement, and manage plans that enhance and support the operational and administrative functions of the South Metro Fire Rescue Authority in all four phases of emergency management - mitigation, preparedness, response, and recovery.

Our stakeholders expect SMFRA’s emergency management program to be well-coordinated with other emergency services and governmental agencies, operate in a cooperative manner, and be a leader in emergency preparedness. To meet those expectations, work is currently in progress and will continue through the first two years of this strategic plan to complete the Comprehensive Emergency Management Plan. This “CEMP” provides guidance during the planning, management and coordination of response and recovery activities to large-scale emergencies or disasters. These planning efforts are being conducted on a regional basis to ensure SMFRA’s plans are compatible with local city and county plans. The program has already taken a regional leadership role through the development of a Type IV Incident Management Team which will require continued support. Over the next 5 years, it is also hoped the program will be recognized as an accredited program through the Emergency Management Accreditation Program (EMAP), which has already provided the model for our program and will help to validate its philosophies, structure, and outcomes.

The department of homeland Security’s North Central Region may also be introducing a new staff and on-scene accountability card system that may be incorporated into SMFRA’s existing card systems in the near future and the incident command system in later years. SMFRA’s need, along with the commitment throughout the metro area and available funding mechanisms, will be evaluated before moving forward with this effort.

o Goal: Complete the Emergency Response Plan annexes, the Continuity of Operations Plan, and the Risk Assessment & Mitigation Plan components of the CEMP by 2012. 25% in 2010 - Wildland and MCI Annexes are waiting for final approval by Operations. COOP is 50% completed with most of the annexes completed. Risk Assessment & Mitigation Plan (Local Mitigation Plan) will begin and be completed in 2011.

43 75% in 2011 - Will be connecting standard of cover with emergency response plan & transportation annex to be completed in 2012. COOP to be completed by 2nd quarter, 2012. Risk assessment plan is completed. Emergency Field Guide completed. 75% in 2012 – COOP to be completed in 1st quarter of 2013.

o Goal: Complete the Community Recovery Plan. component of the CEMP by 2013.

o Goal: By 2012, ensure SMFRA is integrated and involved in strategic regional planning groups, committees, and processes (e.g., NCR, USAI, MMRS), focusing on representing SMFRA goals and needs in the regional response plans. 100% in 2010 - Emergency Manager continues to participate in regional groups and is part of the regional exercise committee for the 2011 and 2012 full scale exercises. This is an on-going goal.

o Goal: Develop a comprehensive Emergency Operations Center to meet the emergency management, training, and information technology needs and coordinated with the overall facilities plan by 2013. Fire Operations Center update and move to Mineral is dependent on financial situation and plans for Parkglenn facility. 50% complete in 2012 – Initial discussions completed and will be documented in a plan in 2013 in cooperation with discussions regarding the use of Parkglenn building.

o Goal: Pursue accreditation through EMAP by 2013, either as an independent agency or in cooperation with State accreditation. Evaluating feasibility in 2012. This goal has been re-examined and is not anticipated to be pursued any further. This additional accreditation does not offer any benefits beyond the existing accreditation for SMFRA.

Special Operations

SMFRA’s stakeholders expect a quick, professional, and highly-qualified response to all types of emergencies. Aside from fire and EMS response, our Special Operations Bureau oversees our response capabilities to special risks including wildfires, aircraft rescue/firefighting, technical rescue, hazardous materials, and water rescue. Since the risks associated with these special operations are high, but the service demands are often low, it remains a priority to seek partnerships to share the costs of these services throughout the region and explore reimbursement opportunities whenever possible. These skills also demand on-going and specialized training, which is currently a challenge based on the limited space of the Joint Services Facility.

o Goal: Implement alternative funding strategies that will result in a self-supported S.W.A.T. medic team by 2012. 25% in 2010 - Progress has been made with Douglas County Sheriff's financial support of program.

44 100% in 2011 - Douglas County provides specific equipment, range fees, etc. Alternatives have been investigated, but of little benefit, and have essentially reached maximum funding opportunities. Will continue efforts into future.

o Goal: Expand through alternate funding mechanisms, water rescue and recovery capabilities near the Reuter-Hess reservoir by providing light dive rescue equipment, storage, and personnel by 2012. Moved to 2015. The filling of the reservoir and the associated development of recreational uses may be several years away. We will continue to develop response and funding strategies.

o Goal: Reduce wildfire hazards in the wildland-urban interface areas identified in the Community Wildfire Protection Plan by implementing mitigation activities by 2013. 10% in 2010 - Completed education presentation in 9 at-risk communities (21%) and completed CWPP in 5 communities (12%). Still 10% in 2011 - 65 individual home assessments conducted in 2010/2011. See wildfire mitigation program plan. Still 10% in 2012 – As of 01/13, completed education presentation in 15 at risk communites (45%) and completed CWPP in 7 communites (18%). 350 driveway assessments conducted in 2012. See wildfire mitigation program plan.

o Goal: Increase Special Operations Bureau staffing by one Captain to augment the overhead management team by 2015. Will re-evaluate once the District Chief position is filled. This position will not be pursued with in this strategic plan period.

o Goal: Expand training facilities and equipment to meet the needs of special operations personnel by 2015.

o Goal: Develop cooperative agreements to provide hazmat, technical rescue, and dive response capabilities throughout the region by 2015. 50% in 2011, 2012 - New State certification for tech rescue personnel to improve regional cooperation; dive team already has a regional cooperation agreement; working more with Littleton on hazmat incidents

o Goal: Improve ARFF capabilities by obtaining an aircraft firefighting training simulator by 2015.

VI PHYSICAL RESOURCES

Physical Resources Plan

SMFRA has developed several performance measures to evaluate the service levels provided throughout the fire district. Over the first years of this strategic planning process, staff will be working to develop a systematic approach to determining the need for additional fire stations or resources in a particular area. Criteria may include call volume, risks, response time performance, land availability, future growth predictions, funding opportunities, and potential for alternative

45 service approaches. While additional fire stations may be limited during the 5-year plan, depending on the financial outlook, opportunities to secure land in strategic areas will be pursued.

o Goal: Finalize criteria for adding, removing, or relocating fire stations and apparatus by 2014. 5% in 2011 - A committee was formed by operations in 2011 to examine operational staffing and deployment. This includes the development of criteria when to change staffing, units, and station location based upon accreditation performance indicators as well as best practices in other agencies. A survey of medium and large accredited agencies (10 or more stations) was done in 2011 and the results are being analyzed at the beginning of 2012. A secondary, shorter survey is being developed for distribution to medium and large non-accredited agencies in the first quarter. It is anticipated that by mid 2012, a final report will be completed and shared for further analysis on station distribution and unit location. This effort has been addressed on an individual basis, such as with 32, 37 and 38. Formalizing the criteria to be accomplished with the next SOC and accreditation cycle.

o Goal: Secure land for the expansion of station 32 by 2012. 100% in 2010 - Completed. Purchased land on adjacent lot.

o Goal: Secure land for the future construction of a fire station in the Ridgegate development of Lone Tree by 2015. 10% in 2010 – Verbal commitment from developer. Need to determine which side of I-25 provides best location.

o Goal: Secure land for the future construction of a fire station in the Sterling Ranch development of Unincorporated Douglas County by 2015. 10% in 2010 - Development plans state intent to donate land for fire station. 50% in 2011 - Preliminary analysis completed in 2011. Discussions will continue with developer in 2012.

o Goal: Secure land for the future construction of a fire station near Hess Road in Parker by 2015. 10% in 2010 – Verbal commitment from developer.

o Goal: Secure land for the future relocation of Station #44 to the area of E-470 and Peoria St. in Unincorporated Arapahoe County by 2015. 5% in 2010 - Verbal commitment from developer.

o Goal: Develop a comprehensive facilities plan that evaluates space and functionality needs for future construction, remodel, and maintenance projects by 2012. 10% in 2010 - Document is in progress. Meetings with stakeholders will be scheduled in first quarter of 2011. 75% in 2011 - Document is in progress. Staff and board approval anticipated 2nd quarter, 2012. 100% in 2012 – Completed and presented to executive staff/board in 2012.

46 Fixed Facilities

Mission: The Facilities Bureau will provide the employees of South Metro Fire Rescue Authority with safe and comfortable facilities in which to efficiently and effectively perform their duties.

SMFRA’s facilities form the foundation for all services provided by the Authority. A functional, efficient, and effective workspace is important to ensure that each member has the ability to perform to the highest level possible. Over the next 5 years, the focus will be on our existing facilities to identify necessary remodeling projects (kitchen, bedroom, bathroom), maintain facilities to comply with building and fire codes, incorporate new technologies that improve health and safety, and incorporate energy-saving and “green” initiatives. Since several facility replacement and refurbishment projects are delayed until funding recovers, additional strain will be put on SMFRA’s infrastructure and potentially result in higher costs in the future.

o Goal: Evaluate contracted expenses for repairs and maintenance of facilities for possible cost savings by performing these services in-house with additional staffing by 2013. 50% in 2010 - Some changes have been implemented. Facilities staff needs to evaluate these changes and identify additional cost savings measures. Still 50% in 2011 - Collecting data through Maintenance Connection for future.

o Goal: Rebuild Station 38 by 2012. 15% in 2010 - RFP sent to potential Architects. Working on IGA with Cherry Hills. 50% in 2011 - Accepting bids on project with final pricing/approval in February, 2012. Completion expected by late 2012. Completed in 2012.

o Goal: Rebuild Station 32 by 2014. 5% in 2010 - Land purchased next to Station 32. Still 5% in 2011 – Design in 2012. Construction to start in 2013.

o Goal: By 2015, develop and implement energy saving plans for all facilities to reduce the overall usage of utilities by 10 percent compared to 2009. 25% in 2011 - Experiencing a downward trend in energy usage. A comparison of low and high energy use facilities was conducted in 2012.

o NEW Goal: Rebuild Station 31 by 2017, with design starting in 2015.

o NEW Goal: Remodel Station 35 by 2015.

Apparatus and Vehicles

SMFRA emergency response apparatus are evaluated based on detailed diagnostics to determine the condition of the apparatus and a rotational cycle to move the apparatus from a daily response mode to reserve status to liquidation. The planned apparatus replacements during this planning cycle has already been significantly modified and the economic downturn may continue to necessitate the

47 revision of this plan. The result will be an aging fleet, requiring additional maintenance, and keeping apparatus on front-line status for longer periods of time, and potentially higher costs and more vehicles to be replaced at the same time once funds become available. See schedule of vehicle replacements in the Capital Projects section on page 70.

Apparatus Maintenance

Mission: To serve as an integral part of a team that saves lives and protects property by providing best in class services in the most timely, economical, and friendly way possible as to be an asset to the Authority and our community.

The Fleet Services Bureau is currently challenged to perform repairs and preventive maintenance on all SMFRA vehicles in a timely manner, as well as a limited number of external customers. Future capabilities will be further challenged based on the expected fleet growth rate of all customers, the available storage and repair space at the Joint Services Facility, and the additional fleet testing and maintenance requirements of national standards (NFPA 1911). Previous external customers are also expressing interest in being served, as well as new customers. This strategic planning period will be used to explore ways to improve service and recover costs, such as increasing mobile repair capabilities to reduce out-of-service time of apparatus.

o Goal: Conduct a detailed analysis of fleet service operations and develop a plan to implement changes to improve service and cost effectiveness by 2012. 50% in 2010 - In 2010, completed detailed comparison report between SMFRA & WMFPD; continue evaluation in 2011. 80% in 2011 - A revised parts department service delivery model will be started in 2nd quarter, 2012. Also investigating alternate work schedules to further reduce costs and improve customer service. 30% in 2012 – A revised parts department service delivery model was started in June 2012 by contracting with NAPA. Continuing to evaluate the feasibility of an enterprise fund and offering services to more outside agencies.

Tools and Small Equipment

o Goal: Establish a quartermaster program to issue, repair, and improve accountability of small tools, hose and nozzles by 2012. 100% in 2010 - Re-organized ops equipment program where individual coordinators now have responsibility over specific equipment. Filled Quartermaster position in 2012.

48 Safety Equipment

o Goal: Replace all SCBA cylinders to meet current NFPA standards by 2013. In 2011 Assistance to Firefighters Grant application has been submitted to supplement the cost of this goal (~$513,000). Anticipated to be completed in 2013.

o Goal: Institute a wildland PPE replacement program in order to comply with NFPA standards by 2014.

VI I HUMAN RESOURCES The Human Resources Bureau will play a critical role in assisting the organization through the merging of policies, philosophies, and culture in the coming years. Supporting the development of competent, educated, and well-trained employees to provide high-quality services to the community and succession planning for the organization will also be a priority, with a focus on performance appraisal systems and training/education programs. While a significant amount of hiring is not expected, maintaining a focus on a high-quality, diverse workforce will also be a focus. HR will also help the organization to find the optimal workforce through the development of staffing plans to identify hiring thresholds, cross-staffing needs, and critical position.

Human Resources Administration

o Goal: By 2013, evaluate the human resource information system needs to improve reporting capabilities. 50% in 2010 - HR has identified the deficiencies in the current HRIS system. The next step would be to evaluate other HRIS alternatives if the budget allowed, however this is a fairly expensive and time extensive undertaking. Still 50% in 2011 - Waiting for next release of FireManager to assess updated capabilities. Additional FireManager training in 2012 to complete needs assessment. 75% in 2012 – HR participated in an all-day Fire Manager training to ensure the staff fully understood Fire Manager capabilities. HR tested the new High Plains (Fire Manager) following the release in January 2013 and identified several issues. IT and HR will be conducting a Gap Analysis in order to assess whether Fire Manager still meets our needs.

Recruitment, Selection, Retention, and Promotion

o Goal: By 2012, complete the implementation of the 2010/2011 reduction in force initiatives to bring the organization to optimal staffing levels and prepare for the economic downturn. 90% in 2010 - Completed except for final severance payments during 2011. Completed in 2011 - Completed except for final severance payments during 2012.

49 o Goal: By 2012, establish a new hire orientation program to improve internal training and awareness. 10% in 2011 – Anticipated prior to new hire academy in August 2012. Completed in 2012. HR developed a comprehensive New Employee Orientation (NEO) program to include HR, Peer Support, Payroll, IT and EMS. The program was first implemented in August 2012 for the new recruits. The NEO provided the new hires with an extensive overview of some of the critical areas and functions of the organization.

Use of Human Resources

o Goal: By 2011, all employees will be utilizing the new performance appraisal system. 50% in 2010 - In 2010, all supervisor & employee training completed for journaling; will complete appraisal training in early 2011, with all employees having an evaluation by the end of 2011. 100% in 2011 – Completed.

Occupational Health and Safety and Risk Management

A main focus of SMFRA’s risk management program during this strategic planning period is to establish better control over the organization’s on-the-job injury rate and time to recovery. Over the past three years, worker’s compensation claims have been high and have resulted in an “experience modifier” of .94, which has since grown to .96. This rating is close to average but is still indicative of high injury rates and results in high insurance premiums. A more proactive approach will be taken to analyze our risks and implement programs to prevent workplace injuries and reduce recovery times when injuries occur. Efforts to reduce the modifier will not show their full impact until 2014, since the rating is determined from a previous three-year period.

o Goal: By 2012, implement improved reporting software for reporting accidents, safety hazards, worker’s compensation claims, and after-action reporting. 25% in 2010 - HR is working with work comp carrier to improve work comp claims reporting process. We are evaluating an online claims reporting system. 100% in 2011 – HR worked with work comp carrier to develop a sufficient system.

o Goal: By 2012, develop a reporting system to allow for improved tracking, reporting, and analysis of near misses. Changed to 2013. 75% in 2010 – Near miss form has been developed; waiting for workflow process in SharePoint. No change in 2011, 2012 still waiting for workflow process in SharePoint.

o Goal: By 2014, decrease the frequency and cost of worker’s compensation claims with a corresponding decrease in experience modifier from the current .96 to .75. 25% in 2010 - HR took over the administration of worker's compensation in July of 2010 and has significantly streamlined the claims reporting process and administrative procedures. As a result of decreased reporting times, better claims management, and

50 mitigating risks, the experience modifier has been reduced yielding a significant cost savings for work comp premiums. 60% in 2011 – The experience modifier has reduced to .83. 75% in 2012 – The experience modifier has reduced to .80 but due to poor claims history during 2012 the experience modifier will likely increase in 2014 as the mod rate lags behind one year. HR continues to manage work comp claims aggressively in an effort to mitigate work comp cost and maintain or improve our mod rate.

o Goal: Develop methods to control the cost of health care by 2015. 10% in 2011 – Significant cost control measures were successful for 2012 costs. Other options will continue to be researched. 50% in 2012 – In 2013, moving to a partially, self-funded model of health care insurance.

VIII TRAINING AND COMPETENCY Since the SMFRA merger, the Training Bureau has focused on the standardization of policies and procedures and assurance that all personnel are performing critical tasks in a safe and consistent manner. The training focus is now shifting to moving the organization forward, polishing skills, teamwork, and raising the bar to implement best industry practices. Future training will also focus on command-level strategies and communication to improve the outcome of significant emergencies. As stressed by SMFRA’s stakeholders, there will be an increase in interaction with neighboring agencies to improve communication, share critical information, and standardize tactics. Future training efforts will be challenged with the competing space and equipment needs at the Joint Services Facility. Also, as training methods begin to rely more on distance learning technologies in order to reduce out-of-service time and the potential for uncovered areas of the district, the associated technical support from I.T. and media staff will need to be monitored.

Training and Education Program Performance

o Goal: Increase training opportunities with neighboring fire agencies. Provide three mutual aid drills per year with fire districts that we interact with frequently and provide periodic weekend trainings with other Douglas and Arapahoe fire districts. 80% in 2010 - Several events held in 2010 including 3 full training cycles with Cunningham FD. We also held our first volunteer conference. 8 different FDs participated. Several special ops classes have also been held with mutual aid departments 100% in 2011 - Several events held in 2011; increasing participation with Littleton. The second volunteer conference was held with 14 agencies. Water tender, wildland, and RIT trainings held with mutual aid departments. 100% in 2012 – Three events held in 2012. Two events planned in 2013 and will add Aurora and Castle Rock.

o Goal: Develop a command training center that’s expandable, customizable, and integrated into the emergency operations center by 2013. 35% in 2010 - Several software programs evaluated in 2010. Planned training events in 2011 include exposure to command training center concept in 2011.

51 50% in 2011 - Focus group formed with neighboring agencies in order to create a regional effort. Recommendations anticipated by 9/2012. 75% in 2012 – In 2013 we will be implementing the Blue Card curriculum with West Metro, Littleton, and Castle Rock; anticipate teaching nearly 100 officers.

o Goal: Conduct a new hire firefighter academy in 2012. Hiring process started in 2011. Academy anticipated in August 2012. Completed in 2012. Two additional recruites to attend West Metro Academy in 2013.

Training and Education Resources

o Goal: Evaluate the capabilities of the existing Joint Services Facility and develop a plan to increase specialized training capabilities and classroom space by 2012. Moved to 2013. 10% in 2011 - Evaluation to be conducted in 2012 with site visits of other agencies; may bring in consultant to help establish long-range plan in 2013.

o Goal: Re-build Joint Services Facility burn building in 2014. 5% in 2010 - Site visits to recently built training centers completed, notes assembled. Still 5% in 2011 - Will be evaluated with long-range facility plan; has been included in budget forecasts for 2014.

IX ESSENTIAL RESOURCES

Water Supply

o Goal: Eliminate water supply technician positions and transfer duties to other Life Safety Bureau and MetCom personnel in 2011. 100% in 2010 - Two plan reviewers have taken over liaison duties within the LSB; MetCom tracks GIS data and hydrants out of service.

Communication Systems

The Metropolitan Area Communications Center (MetCom) was designed to become a regional fire/EMS emergency communications center committed to customer service and improved call handling performance. MetCom officially opened in January of 2006, and currently serves as the communications center for SMFRA. MetCom also contracts dispatch services for West Douglas Fire Protection District. It is the desire of MetCom to provide its services to additional fire agencies and is aggressively seeking these opportunities. However, the political environment and financial abilities within neighboring agencies will pose challenges to strategic expansion. Future expansion supports SMFRA’s stakeholder expectation that the organization will continue to find ways to work seamlessly with neighboring agencies, improve service levels, and respond to emergencies in the most timely manner possible. MetCom is currently able to handle up to 25,000 emergency calls per

52 year with the current equipment and staffing. Should growth of MetCom increase the call load beyond that threshold, additional dispatchers and associated equipment, as well as additional specialized staff positions may be required.

Significant work has been completed in 2009/2010 to improve the CAD-to-CAD interface with Littleton in order to decrease total response times within the two jurisdictions. As seen below, significant industry upgrades will result in financial challenges to MetCom. Additionally, there are potential significant costs to SMFRA resulting from a proposal by the Consolidated Communications Network of Colorado to establish a “per radio” charge to support their infrastructure. These threats present an additional impetus for SMFRA and MetCom to actively seek opportunities for dispatch consolidation of services and regional partnerships.

An additional communication issue that will need monitoring is the movement toward a regional, digital VHF network. Our participation will be based on funding mechanisms and the evaluation of operational enhancements.

o Goal: Improve critical preplan and hazard information available to emergency response crews during incidents by 2011. Moved to 2013. 50% in 2010 - MetCom is working with emergency manager to develop target hazard response plans and the additions of hazard information into the MDT data. Additionally, MetCom recently rolled out plume modeling software in the center allowing us to proactively provide citizen notifications and provide additional information to the line as they respond to an incident. On-going efforts to convert old preplan data and update on MDT's. 90% in 2011, 2012 - MCI/wildland preplans are now attached to building/subdivision preplans and available on MDT's. Main gas distribution lines have been added to MDT's. Out of district preplans have been created and available in the field. Investigating tools to view preplans separate from MDT's in 2013.

o Goal: Evaluate funding for the significant capital purchase of radio consoles by 2011. Moved to 2014. Still 10% in 2011, 2012 - MetCom is working with CCNC and Motorola to seek out funding options for the upcoming radio console upgrades.

o Goal: Pursue opportunities for consolidation of dispatch services throughout the region by 2012. 10% in 2010 - MetCom continues to be active in seeking out opportunities to add additional agencies into its operation or to potentially consolidate fire/EMS communications regionally. 35% in 2012 - MetCom is now supporting GIS information in Littleton to establish consistent data and improved dispatching capabilities; future expansion of this service is anticipated in 2013. GIS and analysis services are being contracted to SMFRA and West Metro in 2013. Incident Dispatch Teams have been regionalized with Littleton and Douglas County communication centers. Discussions have begun with other agencies for the potential consolidation of CAD.

53 o Goal: Institute medical priority dispatching by 2013. 10% in 2010 - MetCom has scheduled meetings with Dr. Eby and the EMS Bureau to start discussions pertaining to the modification of response protocols and the implementation of priority dispatch. These planning sessions will be conducted throughout 2011 with a proposed implementation in early 2012. 50% in 2012 - Discussions have been held pertaining to the modification of response protocols and the implementation of priority dispatch and will continue through 2013.

o Goal: Establish a basic CAD-to-CAD interface with Arapahoe and Douglas County PSAP’s by 2014. 5% in 2010 - MetCom is sitting on an NCR committee exploring the feasibility of developing a common CAD to CAD interface between all PSAPs in the Metro area. Additionally, MetCom was instrumental in the development of Arapahoe County's strategic 9-1-1 plan which has earmarked funds to start the planning process for developing a data sharing model for all PSAPs in Arapahoe County. 50% in 2011 - A Douglas County and Parker/Lone Tree police interface will be completed in 2012. Littleton Fire's interface is completed. 75% in 2012 – Parker/Lone Tree police was completed in 2012; Douglas County SO’s interface will be completed in 2013 once DCSO has completed their CAD upgrade.

o Goal: Replace all radios for 700 MHz re-banding by 2017. This is a potential significant project/cost; timeline may depend on how quickly 700 frequencies are utilized.

Administrative Support Services and Office Systems

Administrative support staff will be focusing on providing well-trained, professional assistance to internal and external customers. This will include expanding internal training opportunities to staff employees on office products and software, and providing cross-training opportunities to expand the depth of knowledge and support continuity of operations. SMFRA also adopted the State of Colorado records retention policy and will need to evaluate and implement the most effective methods to store, track, and purge documents. In support of this effort, the organization would like to move toward paperless solutions for board meetings, mail, etc.

o Goal: Evaluate document management system needs by 2013. 100% in 2010 - Completed. Managers have been trained to access State retention schedule; no additional management software will be investigated.

54 X EXTERNAL SYSTEMS RELATIONSHIPS

External Agency Relationships & Agreements

Establishing strong relationships with neighboring fire and police agencies and other emergency service providers is important to our stakeholders and will become increasingly important during times of economic downturn. In general, the financial stability of the organization and improved service to the community are a priority and, therefore, SMFRA will be open to opportunities for regional cooperation, partnerships, and consolidation of services.

o Goal: Establish an automatic aid agreement with the City of Aurora by 2011. 100% in 2010 - Completed. Signed IGA for auto aid to small areas near northeast border close to E-470.

o Goal: Expand EMS with the City of Englewood from mutual aid to automatic aid by 2011. Moved to 2013. Continuing to evaluate based on increased responses to Littleton and current feasibility study between Englewood and Littleton.

o Goal: Establish an automatic aid agreement with the City of Denver by 2015.

o Goal: Investigate collaborative staffing models with West Metro Fire for the Station 40 response area by 2015. Preliminary analysis has been conducted, including the impact of future Sterling Ranch. Discussions with West Metro to be held starting in 2012, pending their final changes in management. 10% in 2012 – Preliminary discussions have been held with West Metro management and will continue based on growth timelines.

XI OTHER STRATEGIC FUNCTIONS

Community Relations

Mission: Community relations will build and maintain positive relationships with the authority’s stakeholders, both internal and external, through open and progressive communication and help other divisions achieve their communication goals.

As a new organization, internal and external communications is a high priority and on-going challenge. To help guide those efforts, the Community Relations Bureau will be formalizing the methods for SMFRA to interact with our communities and to more effectively communicate internally as a large organization. The bureau’s media services will be an integral component of that communication plan, providing continued safety resources to the community and enhancing internal training opportunities that decrease the amount of out-of-district time for apparatus.

o Goal: Support the Training Bureau in providing an annual citizen’s academy to increase knowledge, usable skills, and appreciation of services provided. 100% in 2010 - Citizens Academy: 2010, 2011, 2012. Will be conducted annually.

o Goal: Enhance video conferencing and technology-based methods to enhance internal communication by 2013. 80% in 2010 - PolyCom system is now reliable and has been used for broadcasting discussions to all stations; need video camera in media studio to broadcast classes. 100% in 2011 - PolyCom system is anticipated to be upgraded in 2012 to further enhance capabilities. A polycom camera is set up in the TV studio for live broadcasting to stations for training or other informational uses. Social media tools such as facebook, YouTube, and vimeo have been set up to enhance internal communication as well as consistent and timely use of the Intranet. The web site will also be re-designed to improve internal/external communication. 75% in 2012 – PolyCom system was upgraded in 2012 to further enhance capabilities. A polycom camera is set up in the TV studio for live broadcasting to stations for training or other informational uses. Social media tools such as facebook, YouTube and vimeo have been set up to enhance internal communications as well as consistent and timely use of the Intranet. The intranet (SharePoint) will be redesigned and enhanced in 2013 to improve internal communication.

o Goal: Based on call volume, demographics, risks, and appropriateness of community relations opportunities, develop a program for each station to contribute to community relations by 2012. Moved to 2014. 20% in 2010 - HOA's have been contacted and created liaison program with station captains; information provided to captains via intranet for discussions and capturing feedback. 25% in 2011, 2012 - Officer interaction with HOA's is continuing and future training needs to be provided to strengthen program. This goal is tied to risk assessments at station level to see if results provide direction on target audiences.

o NEW Goal: Redesign external web site and increase customer visits by 5% by 2013. Information Technology

Mission: The mission of the Technology Bureau is to ensure the District has the computer, software, and communications equipment needed to perform at its optimal level and that District staff is trained and comfortable working with said equipment. The Technology Bureau supports all District Bureaus, Units, and Divisions with individual computer assistance. It is also the responsibility of the Technology Bureau to maintain hardware and connectivity of the Mobile Data Terminals in District apparatus.

During this strategic planning period, the Information Technology Bureau will be focusing on moving the organization to a high-performance, independent, and redundant wireless network system. It is hoped that grant funding in 2010 will help us to enhance our core, wireless network

56 infrastructure in order to achieve this goal and increase bandwidth and system redundancy at each facility. If grant funding is not obtained, we will still need to move forward with creating a redundant system and licensing/improving our primary radio tower sites. Without the boost of grant funding, this project will take at least 5 years. Also, if SMFRA discontinues the use of the Parkglenn headquarters building, a new disaster recovery site will need to be created.

Other routine technology expenses will include the replacement of support hardware, including VMWare servers, Storage Area Networks, and Mobile Data Terminals.

o Goal: Maintain the competency of information technology equipment through a planned replacement policy of support hardware, including VMWare servers, storage area networks, and mobile data terminals (See Capital Program page for the major technology replacement plan). 100% in 2010 - No major changes to replacement plan; replacements on-schedule or early so far. 2012 will include a more complete SAN replacement and off-site network redundancy for business continuity. Review will be conducted annually. See revised Table J3. Networks redundancy with the exception of the telephone completed in 2012.

o Goal: Implement wireless and wire network communication improvement plan by 2015. Moved up to 2012. 10% in 2010 - Unable to obtain grant for full network improvements; On 11/10 obtained board approval to use matching funds to move forward with original plans to build out the core redundant loop of wireless network & upgrade speed of east/west connection; anticipated 60% completion by end of 2011. 50% in 2011 - Wireless network core redundant loop completed. Upgrading speed of east/west connection anticipated 2nd quarter, 2012. Completed in 2012.

o Goal: Relocate disaster recovery site from Parkglenn facility to Station 45. 30% in 2011 - Upgraded Station 45 connection speed; funds approved for 2012 upgrade of SAN. 60% in 2012 – Telephone move pending. SAN configured and replicating; moving the SAN to station 45 pending.

57 Policies and Procedures

The Authority operates under a policy and procedure manual, which is a dynamic document that is modified as needed. The Authority is also guided by the Strategic Plan which is again a dynamic document that is reviewed as part of the budget process every year and a complete rewrite is done every five years. There is a set of Standard Operating Guidelines (SOG) and Standards of Cover (SOC) which guides the day-to-day operations of the Operations Division. SOGs can be revised as needed. The SOCs are reviewed annually as a part of the process to maintain the Authority’s Accreditation with the Commission on Fire Accreditation International, Inc.

The above Policies, Procedures, and Plans specifically address the following areas:

• Budget, Finance, and Business Operations • Personnel Policy • Emergency Services • Fire Prevention • Purchasing • Maintenance • Community Services • Training • Public Information

Critical Issues

Critical Issues that may affect the organization are either opportunities or challenges. Among those issues identified were:

• Changing demographics of the community we serve. • The changes in real estate values are a major concern for future revenues. • Federal, State, and Local mandates/legislation. • Succession planning as our workforce ages. • Concerns with the aging workforce.

Please see the discussion of the threats to property tax revenues and the possible solutions in the budget letter.

The changing demographics cause mostly changes in the fire medical call types and the ability to pay for those services that are billable i.e. Ambulance Transports. The Medicare and Medicaid non allowed charges continue to increase. The software which is used to track call load in various areas of the Authority is also used to project locations and timing of station construction. If the growth does not occur, stations and staffing will not be required. The drop in real estate values for 2012 was not as bad as expected. Across the entire Authority there was a slight increase for 2013. It is unclear whether the increases will be included in the 2014 values as that is a reassessment year. Every two years in Colorado, a full reassessment of properties is undertaken by the County Assessors. The values for the 2014 revenues will be the property values between July 1, 2010 and June 30, 2012.

58 Succession planning is being actively studied and evaluated. Succession planning is being addressed by providing programs for development of employees at all levels to prepare for the next higher position and an aggressive tuition reimbursement program is also provided.

Workers compensation and long term disability continues to rise due to our aging workforce. The Authority is looking at ways to mitigate this increase.

Budget, Finance, and Business Operations

The Authority follows policies and procedures regarding budget, financial, and business operations in managing and controlling those areas. The principles, concepts, and practices will serve as guidelines to the Authority and provide a basis for ensuring its financial stability. The policies correlate with the policy and procedure manual and the strategic plan. The Authority prides itself on being a fire service leader by striving to attain the highest quality fire and rescue services in a very cost effective manner.

Operating Budget Policies

South Metro Fire Rescue Authority is committed to providing high quality services to the community at an acceptable level of taxation. Specific policies that drive the budget preparation are:

The Authority will maintain high service levels in emergency services operations, which include responses to fire and medical emergencies. These services receive the highest priority for funding. The Authority will avoid adopting budgetary procedures that result in balancing current operational costs at the expense of future years’ operations.

The Authority will maintain a budgetary control system to ensure compliance with the adopted budget, especially with regard to State of Colorado Budget Law and will prepare regular reports comparing actual revenues and expenditures to budgeted amounts. To this end, the Board, the Chief, Assistant Chiefs, Bureau/Division managers and the Coordinators of various programs receive monthly “budget- to-actual” financial reports. The Board and the Chief receive reports for all funds and the Assistant Chiefs, managers and coordinators receive reports for their specific area.

The Budget Process

1. The Chief Finance Officer and the accountant prepare an annual budget with input from the various divisions, bureaus, and program coordinators by early September. The budget process is intended to weigh all competing requests for the Authority within the expected fiscal restraints. Budget development uses the strategic plan as a guide to determine program funding. 2. This document is reviewed by executive staff and the resulting document is presented to the Board of Directors by October 15th per Colorado Budget Law. 3. A balanced budget is required by Colorado Budget law. A balanced budget is one where the beginning cash balance plus current revenues is equal to or greater than current expenditures. 4. The entire budget is reviewed with the Board of Directors of all three Boards at a budget workshop usually in conjunction with the October board meeting.

59 5. A public hearing on the budget is held by all three boards at the November meeting as per Colorado Budget Law. 6. The Board of Directors of the two individual districts pass resolutions to set the mill levies for the two districts and resolutions to adopt their budgets and appropriate funds which are transferred to the Authority. This must be done so that the mill levies can be certified to the county commissioners before December 15th as per Colorado Budget Law. 7. The Board of Directors of the Authority then passes resolutions to adopt the budget and appropriate funds for their budget before December 31st for the following budget year. 8. The budget documents are sent to the Colorado Division of Local Government by January 31st of the budget year. This document must include a budget message and three years of revenue and expenditure information: one year of actual data, one year of estimated, and the budget for the budget year as per Colorado Budget law. 9. The budget is prepared by fund and the Districts and Authority are accountable by Fund per Colorado Budget law. Any changes to the budget that will produce spending above the budgeted amount by fund must be made by passing a resolution and holding a public hearing. Changes within each fund can be made at management’s discretion. 10. The budget is prepared on the modified accrual basis of accounting. Revenues are recognized when they become measurable and available. Expenditures are recognized when the liability is incurred. The Authority does not use encumbrances. 11. In conjunction with the budget preparation, the 5-year financial plan is updated with the proposed budgeted numbers and reviewed with the Board of Directors. This provides the opportunity to evaluate future revenue or expense problem areas for early intervention in order to maintain financial stability. Any increase in operating expenses as a result of capital purchases in the 5-year plan is included in the appropriate fund expenditures.

Budget Amendments

Expenditures may be moved among line items or divisions within a fund. However, any increase in expenditures in a fund above the budgeted amount or transfers between funds must go through the resolution and appropriation process.

Necessary changes are determined and a public hearing is held. The Board approves a separate resolution and appropriations if current year budget changes are necessary. This can happen at any time during the year but is usually done in conjunction with the annual budget process.

Basis of Budgeting and Accounting

The Governmental fund types are budgeted and accounted for on the modified accrual basis of accounting whereby revenues are recorded in the accounting period in which they become measurable and available and expenditures are recorded at the time liabilities are incurred, except interest expense on lease agreements which is recorded on the accrual basis. All the funds that are budgeted for are also included in the audited financial statements.

The enterprise fund is budgeted on the accrual basis of accounting. The pension trust fund is budgeted on the accrual basis of accounting, whereby revenue is recognized when earned, and expenses are recognized when incurred.

The basis of accounting described above is in accordance with generally accepted accounting principles.

Budget Schedule for 2013 Budget

• July 31st Hold New Budget Training

• July 31st Send Budget Templates to Budget Managers

• August 1st-24th Budget entry into system

• August 25th Assessed value data from counties

• September 11th Executive Review 9a-5p

• October 15th Deliver draft to the Board no later than this date

• October 22nd Board of Directors Workshop – All Boards

• November 20th PFPD Board Budget Hearing

• November 26th Authority Board Budget Hearing

• November 26th SMFR Board Budget Hearing

• December 10th Final Assessed values from counties

• December 10th Final Board Approval of Budget – All Boards

• December 15th Certified Mill Levy to Counties

The Budget Document as an Operational Guide

The budget document, as previously noted, was developed to serve as the financial plan required to carry out the goals and objectives for the ensuing fiscal year. It is intended to provide financial guidelines for programs and functions within the Authority. Separate summary pages are presented for these areas and each summary page includes data for salary and benefits, supplies and expenses, and capital. Funds included in the annual budget document are governmental, enterprise, and fiduciary trust fund types. Included in the former are those funds, which require a tax levy, the Special Revenue Fund for each of

61 the two Districts that make up the Authority and the Cherry Hills Pension Trust Fund that has a mill levy for members who had earned benefits under the Old Cherry Hills Village Fire Protection District Plan before its merger with South Metro Fire Rescue. The General Fund receives the tax receipts from the Special Revenue Funds and provides the services to the citizens of the two Districts. The Capital Projects Fund is a governmental fund type, which does not require a tax levy. Rather, the sources of revenues for this fund are transfers from the General Fund and interest. The Ambulance Transport Fund and the Building Rental Fund are Enterprise Funds.

Capital expenditures within the Capital Projects Fund were proposed while keeping in mind the effect these items would have upon operations and operating expenditures. Items budgeted in the Capital Projects Fund are compared with the long-term capital plan where their replacement and expected lives must be estimated. New equipment or facilities require operating costs to be included in the operating budget and their impacts are included in the five-year financial plan.

The Budget as a Financial Plan

How funds are structured was addressed within the discussion of the budget as an operational plan. The resources of each fund will be discussed subsequently in greater detail by fund.

FINANCIAL POLICIES

1. The records for the Authority are kept using Generally Accepted Accounting Procedures (GAAP). 2. The Authority will maintain at a minimum 25% of the next year’s budgeted expenditures as a cash reserve in the General Fund. This is to maintain continuity of service. If the cash balance falls below this level, expenditures will be reduced in order to bring the balance back into compliance. 3. The Authority will set fees for services provided by the Life Safety Bureau for plan review and inspection fees for new construction and remodels, Fireworks stands, and displays and temporary structures for inspection for safety issues. The fees are based on a comprehensive study of actual costs associated with the specific work. This study is updated every three years and reviewed annually 4. The Authority charges fees for ambulance transport services. The fees are developed by comparison to other fire districts and departments and the costs of the services provided. Fees are charged for base service, a cost per mile charge, and fees for various services and supplies. These fees are reviewed annually. 5. The mill levy of the individual districts cannot be increased except by a vote of the people. These are per the TABOR amendment to the Colorado Constitution which limits growth in revenues on an annual basis. Both of the districts have received voter approval to be exempt from the growth in revenue limitation. 6. A mill levy may be assessed in the current year for the previous year’s abatements. An abatement mill levy will be assessed at the discretion of the Board to recover that lost revenue.

62 7. The Authority will maintain an Undesignated Fund Balance that can be used for future revenue shortfalls or necessary capital purchases that cannot be funded from current year revenues. This Unrestricted Fund Balance is reviewed in the preparation of the Five-Year Financial Plan. 8. Capital Purchases are items with a cost of $5,000 or more and a useful life of two (2) or more years. 9. The Capital Improvement Plan is included in the Five-Year Financial Plan under the Capital Projects Fund. Any associated operating costs are added to the General Fund expenditures or the appropriate fund based on placement of the asset. 10. Normal replacement or additions to capital equipment used in the Technology, Operations, EMS, Training, or Special Operations divisions are included in the operating budget. 11. Capital items purchased in the Ambulance Transport Fund are paid for by the cash balances and the revenues of the Ambulance Transport Fund. 12. Normal replacement of additions to the vehicle fleet will be purchased through the Capital Projects Fund and are subject to life-cycle costing to determine the need for replacement. 13. Major remodels or new construction of structures are budgeted in the Capital Projects Fund and are subject to review and analysis by the Facilities Manager, and the need for new fire stations is determined by call load and response times. 14. The Authority does not budget for depreciation or the increase in the liability for compensated absences.

Other Policies of the Authority

Purchasing Policies

The purchasing and surplus disposal process shall be based on competitive bidding whenever possible.

Purchase Requests from any Authority fund must be approved/authorized in accordance with all Authority Policies and require the following signatures (which may be electronic or hard copy):

1. To $4,999: Appropriate Program Manager. 2. $5,000 to $9,999: Requires above signature, as well as Bureau Chief or Bureau Manager. 3. $10,000 to $24,999: Assistant Chief and all people above. 4. $25,000 and above: Requires signatures of all of the above, as well as Chief Financial Officer and Fire Chief.

Individuals listed above may assign an approved designee to sign in their absence.

The purchasing card is the preferred method of purchasing goods and services up to the cardholder’s single transaction limit as stated above. If the purchasing card cannot be used, goods and service may be purchased with an invoice or purchase order through the accounts payable process.

All purchase orders shall be processed by Finance.

63 Bid/Proposal/Quotation Award Authorization

1) Requests for proposals: All awards must be approved as follows: 2) $5,000 to $24,999: a minimum of three facsimile, e-mail, or electronic bids. Award must be approved by the Battalion Chief or other individual at that level that has responsibility for the program or division expenditures or their designee. 3) $25,000 to $49,999: formal bid or request for proposal. Award must be approved by the Division Head or Assistant Chief or their designee. 4) $50,000 to $99,999: formal bid or request for proposal. Award must be approved by the Chief Financial Officer. 5) $100,000 and above: formal bid or request for proposal. Award of bids, proposals, and/or contracts must be approved by the Board of Directors.

Unbudgeted purchases in excess of $50,000 will require Board approval.

No requirements shall be divided for the purpose of circumventing the authorization of bids and proposals.

Purchases that exceed the amounts initially approved will require additional approval from the appropriate level of approval (i.e. If an item was approved by the Board at $105,000 and the amount changed to $110,000, it will have to be taken back to the Board for additional approval. An item that was approved by the Chief at $80,000 with an amount changing to $95,000, would require an additional approval by the Chief, etc.).

Vendor Relations

No favoritism shall be extended to any vendor.

Gifts: With regards to gifts, services, honorariums, stipends, or fees from vendors or sales representatives, employees should reference the Standards of Conduct and Ethics.

Authority staff may, with the approval of the Authority Chief, accept paid trips to view and analyze new products or processes the Authority may require. Such trips shall be for evaluation and testing only.

Employee Financial Interests – When an employee has an employment relationship with a vendor with which the Authority transacts business, the employee must disclose this relationship to the Fire Chief and the Chief Financial Officer. The employee is not to participate in any activity/decisions involving the purchase of goods or services that are provided by the vendor, nor is the employee to discuss any purchasing activities or decisions regarding such products with the employer/vendor. No member of the Authority: Board of Director, Officer, or employee of a business; or any other individual or business by virtue of a personal or corporate relationship with the Authority shall use confidential or insider information concerning the property of the Authority or affairs of the Authority by which that person or corporation entity possesses a confidential relationship, for the purpose of real or potential advancement of private interest.

64 Risk Management Policies

This policy applies to all risks such as property damage, liability, and worker’s compensation. The policy is to: 1. Protect the assets of the Authority from any loss that might significantly affect the operating budget; 2. Take every practical measure to eliminate or prevent injury to employees; and to prevent and minimize losses to property; 3. To insure continuity of services to our citizens; 4. To achieve these results in an efficient and economical manner.

The purpose of this section and the summary below is to outline the financial structure of the Fire Authority. Listed are the primary funds, the respective major sources of revenue for that fund, and the types of service provided within the fund.

General Fund

This fund accounts for the basic financial operations of the Authority that are not accounted for in other funds.

Sources of Funds:

• Transfers of Property Tax Revenues from the existing two Districts • Transfers of Specific Ownership Tax from the existing Districts • Fees for Plan Reviews, Inspections. and Permits • Rental of Cellular Tower Space • Reimbursements for Incidents and Various Services Provided to Others • Interest on Investments • Fees charged for Vehicle Maintenance Services provided to outside agencies

Uses of Funds:

• Finance • Administration • Executive • Board of Directors • Human Resources • Operations • Community Safety Services • Plan Reviews and Investigations • Community Preparedness • Public Education • Grants and Safety Foundation

65 • Vehicle Maintenance • Technology • Buildings and Grounds

The majority of the resources required to fund the operations of the General Fund is derived from Transfers of Property Taxes and Specific Ownership Taxes from the two existing Fire Districts. Other large sources of revenues are fees for services provided and interest on investments.

Capital Projects Fund

This fund accounts for the sources provided and expenditures related to major capital assets having a useful life of more than three years and dollar value in excess of a predetermined amount.

Sources of Funds:

• Fund Balance • Interest on Investments • Voluntary impact fees

Use of Funds:

• Acquisition of major capital items such as vehicle, major equipment and buildings and their equipment as outlined in the Authority’s Capital program.

Agency Trust Fund – Cherry Hills Village Pension

The Pension Trust Fund accounts for the activities related to the accumulation of funds to provide retirement benefits for the retirees of the former Cherry Hills Village Fire Protection District firefighters. The benefits are paid and the fund assets are managed by the Fire and Police Pension Association of Colorado (FPPA).

Sources of Funds:

• Income on invested funds • Special Property Tax for Pension Benefits

Uses of Funds:

• Transfers to FPPA • Treasurer’s Fees

66 PFPD and SMFR Special Revenue Funds

The Special Revenue Funds account for the tax collections and the disbursement of those funds to the General Fund of the Authority by the two Districts: Parker Fire Protection District and the South Metro Fire Rescue.

Sources of Funds:

• Property tax receipts from Douglas and Arapahoe counties • Specific Ownership Tax from the two districts

Uses of Funds

• Transfers to the Authority • Operating costs of the individual boards • Treasurer’s fees paid

Building Rental Fund

The Building Fund accounts for the operations of the Headquarters Building located at 9195 E. Mineral Avenue in Centennial, Colorado. A portion of the building is rented to other governments for offices and an Emergency Operations Center.

Source of Funds:

• Rental receipts from the tenants

Uses of Funds:

• Building and Grounds Operating Costs • Capital Improvements

Ambulance Transport Fund

The Ambulance Fund is used to account for the collection of fees and the costs of operating the ambulance transport service provided by the Authority. Ambulance transport services are provided as needed for medical emergencies within the Authority.

Sources of Funds:

• Fees for Advanced Life Support • Fees for mileage • Fees for certain supplies

67 Uses of Funds:

• Medical Operations • Vehicle Maintenance • Billing and Collection Services • Allowance for Doubtful Accounts

Capital Program

The Authority’s Capital Policies are stated above under Financial Policies.

We strongly believe in building and funding the primary response system to accomplish our master strategic goal of “Reducing the frequency of and impact to the community from fires, medical emergencies, and natural/man-made disasters”. The response system’s impact is enhanced by a well thought out program supporting infrastructure to our primary and most important resource – our people.

Our people are our most important resource in providing service to both our internal and external customers. We must be sure to equip them with the tools necessary to ensure their safety and success. These tools include:

• Standardized, quality fire apparatus and fire equipment; • A technologically current voice and data communications link to the dispatch provider and other responding agencies; • Strategically placed fire stations which allow us to reach the most citizens within our targeted time frames; and • A well developed and constantly reevaluated planning process that considers our current and projected demographics, technological changes, and industry trends.

Because the equipment and capital infrastructure to support quality service to our citizens is expensive, we must plan for its utilization considering cost of ownership, expected useful life, ease of use and training, and its funding. It is the master strategic goals of “(1)Reduce the frequency of and impact to the community from fires, medical emergencies, and natural/man-made disasters; (2)Ensure cost effective prevention, mitigation, and emergency responses; and (3) Improve employee health, safety, and recovery” which drives the objective of standardizing as much of our firefighting and support equipment as possible. Standardizing fire apparatus, tools, and support equipment reduces training costs, maintenance costs, and can reduce initial purchase costs.

The master strategic goal of “Ensuring cost effective prevention, mitigation, and emergency response services” drives our financial planning policies. We regularly prepare long term financial forecasts which consider funding sources, personnel, and capital infrastructure needs, among other areas. The Authority uses this planning process for apparatus, station construction, and other capital requirements to set aside reserve funds for these ongoing projects. Because of the costs of these items, our capital budget could range from a few hundred thousand a year to several million dollars per year. Accordingly, the Authority must plan for funding to ensure citizen needs are met.

Policy Statement

Effective financial management of available resources requires that budgetary plans for any one fiscal year be consistent with intermediate and long-range plans. Because capital acquisitions and programs generally require a well-developed plan covering a span of several years, a capital program and related budget should be developed. The Authority has in place a multi-year capital replacement plan that forecasts capital needs and related budget requirements for each projected fiscal year. Our primary focus is to maintain the vehicle replacement schedule, identify years in which station construction should occur, as well as perform ongoing equipment maintenance and capital replacement.

Specific budgetary and operating policies are as follows:

Apparatus Policies: 1. Standardize new vehicle purchases to the maximum extent possible. 2. Utilize a rotation system to maximize the useful life of apparatus. 3. Purchase response vehicles designed for a specific and planned use. 4. Consider future service, planning, and demographic trends. 5. Consider “life cycle costing” to determine the most effective length of ownership. 6. Perform ongoing and regular preventative maintenance on apparatus to maximize the effective and useful life.

69 Below is the 5-year replacement schedule for Vehicles. Scheduled Date in Replacement Estimated Unit # Year Make Model Service Date Replacement Cost SM237 2001 FORD F350 Medic 01/01/2001 04/10/2008 $ 235,000.00 SM345 2006 Sutphen 100' Tower 08/22/2006 11/09/2020 $ 1,200,000.00 SM515 1995 GMC Brush Truck 02/16/1996 02/16/2016 $ 150,000.00 SM539 2000 ALF Pumper 12/28/2000 12/28/2010 $ 550,000.00 SM562 2006 Chevrolet Silverado Crew Cab 06/22/2006 08/22/2013 $ 50,000.00 2014 Replacement Total $ 2,185,000.00 SM143 1998 Chevrolet Lumina 05/19/1998 02/18/2020 $ 20,000.00 SM144 1998 Chevrolet Lumina 05/19/1998 09/18/2021 $ 20,000.00 SM152 2000 Dodge Durango 04/13/2000 01/18/2012 $ 42,000.00 SM173 2008 FORD F-250 Crew Cab 07/14/2008 01/18/2016 $ 62,000.00 SM172 2008 Dodge Durango 04/14/2008 03/18/2015 $ 36,000.00 SM219 1983 WHITE Road Expeditor2 01/01/1995 01/01/2005 $ 275,000.00 SM238 2001 FORD F350 Medic 01/01/2001 04/10/2007 $ 240,000.00 SM250 2000 IHC Type III Pumper 12/08/2008 02/10/2014 $ 285,000.00 SM335 2003 E-ONE Pumper 07/23/2003 07/23/2015 $ 560,000.00 SM537 2000 FORD Battalion 45/Reserve 10/16/2000 10/16/2007 $ 125,000.00 2015 Replacement Total $1,665,000.00 SM170 2005 FORD Expedition 01/01/2005 01/01/2015 $ 45,000.00 SM246 2006 FORD E450 Medic 01/17/2007 02/08/2014 $ 195,000.00 SM247 2006 FORD F450 Medic 01/22/2007 01/22/2014 $ 250,000.00 SM336 2003 E-ONE Pumper 08/27/2003 08/27/2015 $ 560,000.00 SM569 2008 FORD F450 Medic 07/01/2008 07/01/2015 $ 250,000.00 2016 Replacement Total $ 1,300,000.00 SM165 2002 Dodge Dakota 05/29/2002 05/29/2012 $ 36,000.00 SM506 2003 Cargo Ex 30' HazMat Trlr 12/6/2002 12/6/2022 $ 78,000.00 SM530 1996 Chevrolet Brush Truck 11/14/1996 11/14/2016 $ 150,000.00 SM546 2000 Freightliner FL-60 HazMat 01/23/2002 01/23/2017 $ 95,000.00 SM549 2002 Chevrolet Trailblazer 08/15/2002 08/15/2012 $ 42,000.00 SM560 2005 Chevrolet Trailblazer 07/01/2005 07/01/2012 $ 42,000.00 SM337 2003 E-ONE Pumper 06/01/2003 06/01/2015 $ 560,000.00 SM559 2005 ALF Pumper 08/09/2005 11/14/2015 $ 560,000.00 SM570 2008 FORD F450 Medic 07/01/2008 07/01/2015 $ 250,000.00 2017 Replacement Total $ 1,813,000.00 SM143 1998 Chevrolet Lumina 05/19/1998 02/18/2020 $ 22,000.00 SM144 1998 Chevrolet Lumina 05/19/1998 09/18/2021 $ 22,000.00 SM152 2000 Dodge Durango 04/13/2000 01/18/2012 $ 42,000.00 SM173 2008 FORD F-250 Crew Cab 07/14/2008 01/18/2016 $ 52,000.00 SM172 2008 Dodge Durango 04/14/2008 03/18/2015 $ 42,000.00 SM231 1999 FORD F550 Brush 06/12/1998 06/12/2018 $ 150,000.00 SM248 2008 FORD E450 Medic 05/29/2008 05/29/2018 $ 195,000.00 SM249 2008 FORD E450 Medic 05/29/2008 09/18/2018 $ 195,000.00 SM526 1985 Peterbilt CAFS Tender 12/28/1993 1/18/2012 $ 285,000.00 SM567 2008 FORD F-250 Crew Cab 11/01/2007 04/18/2017 $ 45,000.00 2018 Replacement Total $ 1,050,000.00

Facility Policies: 1. Construct fire stations when necessary to meet call load. 2. Locate fire stations such that response times will meet targets as growth occurs. 3. Incorporate community rooms into fire stations to assist our communities. 4. Consider “life cycle costing” in the design of new facilities. 5. Achieve “good neighbor” relationships in the design, development, and operation of fire stations. 6. Provide regular preventative maintenance on facilities to ensure the longest useful life. 7. Consider current and future apparatus and personnel deployment when designing facilities.

Below is the 5-year facility building schedule: Year Facility Age Project Est. Cost 2014 Station 32 1976 Replace station utilizing land at current location $1,5000,000 2014 TOTAL $1,5000,000 Station 40 1994 Install concrete driveway and parking lot $185,000 Station 36 1986 Connect station to city sewer system $150,000 2015 Station 35 1986 Remodel to make station more functional $450,000 Station 31 1975 Design work for Station 31 replacement station $300,000 2015 TOTAL $1,085,000 Station 43 1984 Remodel functional areas of station $50,000 Station 34 2003 Stabilize retaining wall if necessary -OR- $175,000 2016 Station 34 2003 Replace retaining wall if necessary $400,000 Replace Station 31 utilizing land at current Station 31 1975 $3,750,000 location 2016 TOTAL $4,375,000 2017 Station 44 1986 Remodel functional areas of station $60,000 2017 TOTAL $60,000 Station 41 1980 Remodel functional areas of station $45,000 2018 JSF 1993 Remodel functional areas of building $75,000 Station 33 1975 Design Work for Station 33 replacement station $325,000 2018 TOTAL $445,000

Equipment Policies: 1. Equip our firefighters with the tools and equipment necessary to maximize the margin of safety and serviceability in an inherently dangerous job. 2. Consider safety, training ease, life cycle costing, and length of useful life when evaluating equipment purchases. 3. Standardize equipment where possible to save training costs, increase safety, and support the mobile workforce working throughout the fire station system. 4. Provide regular preventive maintenance and provide resources for replacement of equipment with predictable useful lives.

The 5-year plan for Technology and Radio replacements are in the table below.

Item Cost* Qty 2014 Qty 2015 Qty 2016 Qty 2017 Qty 2018 Cisco 1760 Router 3,000 5 15,000 Cisco 3725 Router 3,800 1 3,800 1 3,800 Cisco 3745 Router 4,000 1 4,000 Cisco 2811 Router 4,300 14 60,200 Cisco 3800 Router 4,500 1 4,500 Cisco 3550 Switches 3,200 18 57,600 Cisco 3560 Switches 5,800 9 52,200 Cisco 1200 Series AP's 1,000 10 10,000 Cisco 7935 Conf Phones 3,500 Cisco VPN & PIX (Parkglenn) 3,000 1 3,000 Exalt 4.9 Radios (Per Hop)** 10,000 6 60,000 6 60,000 Leibert 30KVA UPS Batteries 2,400 1 2,400 HP Vmware Hosts (Backup Location) 9,000 4 36,000 HP Vmware SAN (Backup Location) 93,000 1 93,000 HP Vmware Fiber Channel Switch (Backup Location) 5,000 2 10,000 HP Vmware Blade System w/Servers (Mineral) 80,000 1 80,000 HP Vmware Blade System SAN (Mineral) 93,000 1 93,000 Projectors in EOC 2,000 2 4,000 Projectors in Classrooms (Parkglenn) 2,000 4 8,000 Computers (EOC) 1,000 Computers (Laptop) 2,500 5 5 12,500 5 12,500 5 12,500 5 62,500 Computers (Desktop) 1,000 30 30,000 30 30,000 30 30,000 Computers (Apple) 2,800 2 5,600 Computers (Tablets) 1,600 10 16,000 MDT's 8,000 15 120,000 15 120,000 15 120,000 Toughbooks 3,500 16 56,000 Building Security DVR System (Mineral) 41,000 Servers (General Purpose) 9,000 2 18,000 2 18,000 Cisco Phone System Servers 10,000 3 30,000 800MHz/700MHz Radio Replacement/Changeover 670,000 670,000 1,000,000 670,000 Video Conferencing Cameras 7,000 3 21,000 3 21,000 3 21,000 3 63,000 2 126,000 Total 1,156,200 Total 857,500 Total 1,056,800 Total 81,100 Total 1,464,500 * Costs are estimated for some equipment ** Don't know life expactancy of these units.

The Authority’s Capital Program identifies capital expenditures necessary to accomplish long-range objectives and meet the needs of the area for which services are provided. The above expenditures are included in the 5-year financial plan in Appendix page 315.

72 Capital Project Summary for the 2013 Budget

The summary of the 2013 approved capital projects is as follows. Please refer to the individual fund for detailed Capital Descriptions, as well as the operating impact from each project.

2013 Budget General Fund

Unscheduled capital improvements in Facilities $ 35,000 Replacement Schedule Expenditures for Facilities 66,500 Replace Generator Station 31 48,000 Replace bedroom lockers Station 33 5,750 Replace roof Station 33 33,250 Replace 2 Furnaces & 2 AC condensers Station 35 15,656 Replace Station 40 windows 19,500 Replace well pump at Station 40 6,400 Replace bay heating Station 42 7,125 Remodel Parts room at JSF 7,500 Service bay floor epoxy at JSF 17,000 Auditorium table and chair replacement at JSF 66,500 Email archiving hardware or software 15,000 Polycom Cameras 14,000 Server Replacement 6,000 Upgrade Radio IP system in Metcom 20,000 VM Ware server replacement 100,000 First In Video Monitors Station 31-47 36,000 First In bedroom alerting Station 33 12,000 First In bedroom alerting Station 36 13,000 Westnet Mute Eye upgrade 7,000 Westnet Tritech Interface 37,500 Electronic plan review software 303,529 2 Grant Medic Units 400,000 Decommission 2 SMFRA medic unit into replacement 10,000 Grant Medic Unit into service 40,000 Prep for Quick Response 15,000 Medic Unit for Quick Response 30,000 Purchase 1 Stat Blood Analyzing system 11,000 4 Thermal Imaging Cameras 29,200 $ 1,427,410

Capital Projects Fund Re-build of Station 32 $2,500,000 Remodel existing stations 50,000 Pumper 590,000 2 staff vehicles 120,000 Truck 65,000 Brush Truck 95,000 $ 3,420,000

Ambulance Fund Refurbished Medic Unit $ 190,000 Physio-Control LP 15 monitors 338,178 EMS Equipment replacement 25,000 7 Prams 97,000 $ 650,178

73 Debt Policies

The purpose of this policy is to establish the guidelines set for all debt obligations issued by South Metro Fire Rescue Authority. The Authority intends to use pay-as-you-go for financing of major capital projects, however, if necessary, due to cash flow issues in the short-term, debt may be issued. The Authority may only issue G.O. Bonds by a vote of the registered voters in the individual Districts. The Authority may issue Certificates of Participation or capital leases as management determines fiscally responsible and necessary.

Colorado Law requires voter approval for any General Obligation Debt issued. Neither the Authority nor the individual Districts have outstanding G.O. Bonds or any outstanding authorization that has not been issued. The legal debt margin is 50% of the assessed value for the Authority or the individual Districts.

The Authority will confine borrowing to major capital improvements or asset purchases that cannot be funded from capital reserve funds and/or current revenues or the refunding of previously issued debt for savings of at least four percent (4%) of the outstanding debt or for cash flow improvement. The term of the financing will not exceed the useful life of the project or purchase.

In evaluating debt capacity, general-purpose annual debt service payments should generally not exceed 10% of General Fund revenues, and in no case should they exceed 15%.

In no event shall the outstanding debt of the Authority exceed one-half of one percent (.005%) of the net assessed market valuation of the taxable property of the two Districts making up the Authority, as established by the County Assessor. The debt shall be structured to have equal annual debt service payments over the life of the debt.

Credit enhancement (letters of credit, bond insurance, etc.) may be used, but only when net debt service on the bonds is reduced by more than the costs of the enhancement.

The Authority will generally conduct financings on a competitive basis. However, negotiated financings may be used due to market volatility or the use of an unusual or complex financing or security structure.

Computation of Legal Debt Margin

2012 Total Assessed Value $4,723,283,371

Debt Limit - 50% of total assessed value (1) $2,361,641,686

Amount of debt applicable to debt limit - 0 -

Less amount available for debt service - 0 -

Net amount of debt applicable to debt limit - 0 -

Legal debt margin $2,361,641,686

The Authority has no G.O. Bonds outstanding but has a total of outstanding Apparatus Leases of $132,398.

Salary Administration The Authority is a non-union organization and all employee wages are developed and reviewed by the Human Resources Bureau, the Salary and Benefits Committee, the Fire Chief, and ultimately approved by the Board of Directors. Administrative Employees: Work a seven-day work period with a 40 hour work week. Specific work schedules may vary by bureau and/or by employee. Overtime is paid at time and one half for all overtime worked by non-exempt employees. Line Employees: The Line Employees are working a 48/96 shift schedule. This means they work 48 hours and are off 96. A 24 day period is used to determine FLSA overtime. FLSA overtime is paid with the payroll at the end of the 24 day pay period. However, all overtime outside of their normal line work schedule is paid at time and one half every two weeks. “Line employees” are defined as members who work a scheduled 48 hour shift, including Battalion Chief down through Firefighter. Pay Schedule Employee wages are paid on a biweekly basis. The Authority has direct deposit for all employees. Compensation Philosophy Market Adjustments The Human Resources bureau conducts an annual market survey to evaluate both line and administrative wages and to determine appropriate market adjustments. The survey data and proposed market adjustments are reviewed by the Salary and Benefits Committee. Market adjustments are effective on January 1st of each year. The Authority is committed to paying the average wage of the surveyed departments, plus 2%. This adjustment is made to age the data as the market data is gathered at the beginning of the previous year and applies to the next year. Not every position receives a raise every year. If the pay for a position is above the market plus the CPI, no raise will be given to that position in any one year. Portions of the CPI can be given if the current wage for the holder of the position is less than the market plus CPI, but the wage cannot go above the market plus 2%, plus the CPI. This philosophy is going to be revised during 2013 to determine if there is a better way to do salary adjustments. The departments the Authority currently surveys for market adjustments for line personnel are as follow: ⋅ Aurora Fire Department ⋅ Colorado Springs Fire Department ⋅ Denver Fire Department ⋅ West Metro Fire

75 When surveying the market for administrative positions, the Authority evaluates public and private sector job matches. The local government data is obtained through the Colorado Municipal League (CML) survey. The governmental and fire agencies that are selected for each position as “adequate matches” are based on population size and the suitability of the actual job match (i.e. level of responsibility, organizational structure, etc.). The comparative private sector data that is used for various positions is an average wage based on private sector companies with direct matches that participate in the Mountain States Employer’s Council (MSEC) Front Range Survey.

Consumer Price Index (CPI) It is up to the Authority to select the most suitable index and forecast figures to determine the annual CPI adjustments. CPI adjustments are subject to Board of Director approval and are effective on the first pay period in January for the subsequent year.

Pay Differentials • Educational Differential: The Authority pays an "education differential” from 1.0% of base pay to 4.0% of base pay based on the level of degree attained by the member both on line and in administration.

• Coordinator/Tech Positions: Line employees who take on additional job duties and responsibilities in areas necessary to the operations of the Authority are paid an annual differential of $1,000, which is added to their base pay.

• Paramedic Differential: All employees who are paramedic qualified receive a $3,000 differential for maintaining their paramedic training, except Battalion Chiefs and above who are paid $1,500.

***Differentials are not considered a part of “base pay” when calculating CPI, but are considered part of base pay for all other calculations, i.e. pension, overtime rate, life insurance, LTD, FPPA Death and Disability, etc.

Performance Evaluations District employees are evaluated on an annual basis at a minimum. The performance evaluation for line employees is extensive and the rating scales vary based on the duty, skills, behavior, or task that is being evaluated. The performance evaluations for admin employees vary by position.

Salary by position – The following is a list of positions with the base salary.

Base Position Title Salary

Fire Chief $152,955 Division Chief $129,528 EMS Bureau Chief $113,756 Special Ops Chief $113,756 Training Chief $113,756

76 Base Position Title Salary Fire Marshal $113,756 Battalion Chief $113,756 Emergency Manager $113,756 Captain $92,741 Deputy Fire Marshall $94,421 CSS – Plan Reviewer $83,438 CSS – Haz Mat Specialist $81,081 CSS – Fire Inspector $71,735 CSS – Planning & Analysis Coordinator $87,872 CSS – Life Safety Technician $64,561 Lieutenant $83,757 EMS – Educator $83,757 Paramedic/Firefighter I $76,619 Paramedic/Firefighter II $69,953 Paramedic/Firefighter III $63,320 Paramedic/Firefighter IV $52,767 Engineer $77,091 Firefighter I $69,910 Firefighter II $63,555 Firefighter III $57,777 Firefighter IV $48,147 Chief Finance Officer $126,200 HR Director $117,604 IT Director $118,000 Fleet Bureau Chief $113,756 Community Relations - Director $88,650 Accountant $63,823 Payroll Specialist $51,796 HR Benefits Specialist $59,154 Network & Communications Manager $86,184 Systems & Help Desk Manager $85,647 Database Admin & Application Specialist $70,508 Executive Assistant $60,833 Facilities Manager $79,068 Community Relations – Media Services $70,920 Manager Help Desk Specialist $57,003

77 Base Position Title Salary Administrative Division Assistant $54,924 Training Admin Support $46,239 Bureau Assistant $49,275 Quartermaster/Purchasing Agent $48,217 Property Maintenance Technician $55,818 Fleet Ops Supervisor $78,169 Mechanic $67,861 Training Coordinator $55,879 Life Safety Educator $68,056 Program Administrator $83,454 Permit Coordinator $49,374 HR Analyst $73,245

The following table gives the full time equivalent employees by year since the Authority was formed.

South Metro Fire Rescue Authority

390 385 380 375 370 365 360 Number FTEsof Number 355 350 345 340 2009 2010 2011 2012 2013

Year

A voluntary RIF (Reduction in Force) was offered in 2010 and an involuntary RIF was also implemented in 2010. The drop in 2011 was a voluntary retirement and several terminations. The addition in 2012 is the hiring of 12 new firefighters. The reduction in 2013 is 4 full time people and 2 part-time that were not replaced.

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79 Summary of Revenues and Expenditures 2013 Budget Year General Fund Capital Projects Fund Building Rental Fund Actual Estimated Budget Actual Estimated Budget Actual Estimated Budget 2011 2012 2013 2011 2012 2013 2011 2012 2013 Beginning Cash Fund Balance $ 27,319,583 $ 37,273,308 $ 24,727,461 $ 8,719,189 $ 10,670,445 $ 19,342,779 $ - $ -

Transfer from PFPD $ 22,861,497 $ 21,051,665 $ 21,369,070 Transfer from SMFR $ 35,611,000 32,556,900 32,332,519 DC Property Tax AC Property Tax Abatements Specific Ownership Tax & Rental Interest Income 41,204 44,301 40,000 86,687 140,977 145,000 Permit/Plan Reviews 805,376 882,254 1,000,000 Station Rentals 64,786 62,500 62,500 201,846 2,202,893 571,372 Rental of Cell Towers 136,338 125,000 125,000 Service Fees Other Funds 30,000 12,000 12,000 Reimbursements 756,639 752,059 622,500 Sale of Assets 11,125 10,000 10,000 Miscellaneous Income 102,913 37,804 76,000 Charges for Services - Outside 375,711 330,616 300,000 662,406 681,334 748,966 Charges for Services - Inside Other Sources 131,256 242,000 1,290,480 32,735 20,000

Total Revenues $ 60,927,845 $ 56,107,099 $ 57,240,069 $ 119,422 $ 140,977 $ 145,000 $ 884,252 $ 2,884,227 $ 1,320,338

Salaries & Benefits 38,812,781 39,271,253 40,775,226 Supplies and Expense 7,095,247 9,761,730 10,537,663 9,994 24,480 25,200 461,206 478,562 481,750 Capital Outlay 217,170 724,590 1,427,410 158,172 5,144,163 3,420,000 Debt Service/Lease Payments Principal 974,135 4,038,551 86,305 367,500 2,093,000 Interest 230,552 190,200 5,344 110,287 96,270 Insurance & Worker's Comp 959,819 966,622 1,252,434 Treasurer's Fees Transfers to Authority Allowance for Doubtful Accounts

Total Expenditures $ 48,289,704 $ 54,952,946 $ 54,084,382 $ 168,166 $ 5,168,643 $ 3,445,200 $ 938,993 $ 2,667,832 $ 481,750

Adjust to Cash (252,580) Transfers In/(Out) (2,684,414) (13,700,000) - 2,000,000 13,700,000

Ending Cash Fund Balance $ 37,273,310 $ 24,727,461 $ 27,883,148 $ 10,670,445 $ 19,342,779 $ 16,042,579 $ (307,321) $ 216,395 $ 838,588

Agency Fund - Cherry Hills Pension Ambulance Transport Fund Parker Fire Protection District Fund South Metro Fire Rescue Actual Estimated Budget Actual Estimated Budget Actual Estimated Budget Actual Estimated Budget 2011 2012 2013 2011 2012 2013 2011 2012 2013 2011 2012 2013 Beginning Cash Fund Balance $ 445,966 $ 479,918 $ 461,043 $ - $ 1,203,532 $ 2,139,198 $ 150,000 $ 132,707 $ 150,000 $ 150,000 $ 132,793 $ 150,000

Transfer from PFPD Transfer from SMFR DC Property Tax 18,658,751 16,817,300 17,386,235 9,547,489 8,532,261 8,658,899 AC Property Tax 200,613 148,087 147,910 3,061,594 2,890,960 2,922,486 24,349,456 21,467,397 21,592,091 Abatements 421,414 351,603 1,331,096 879,732 Specific Ownership Tax & Rental 12,051 11,000 11,000 1,443,886 1,505,000 1,250,000 2,174,485 1,909,431 2,000,000 Interest Income 1,044 1,000 1,000 23,109 (12,000) 48,716 15,000 Permit/Plan Reviews Station Rentals Rental of Cell Towers Service Fees Other Funds Reimbursements 42,591 60,025 169,089 Sale of Assets Miscellaneous Income 1,260 7,000 52,000 Charges for Services - Outside 6,444,338 6,900,236 6,046,125 Charges for Services - Inside Other Sources

Total Revenues $ 213,708 $ 160,087 $ 159,910 $ 6,488,189 $ 6,967,261 $ 6,267,214 $ 23,187,340 $ 21,622,674 $ 21,910,324 $ 36,120,146 $ 33,255,185 $ 33,130,722

Salaries & Benefits 176,740 176,740 185,000 2,001,823 2,117,927 2,229,348 5,138 6,674 6,459 5,773 10,334 6,459 Supplies and Expense 733,926 854,782 958,239 11,833 24,911 21,387 11,435 16,588 18,146 Capital Outlay 281,632 324,457 650,178 Debt Service/Lease Payments Principal Interest Insurance & Worker's Comp Treasurer's Fees 3,016 2,222 2,219 326,165 298,606 306,805 509,145 467,156 462,291 Transfers to Authority 22,861,497 21,051,665 21,369,070 35,611,000 32,556,900 32,332,519 Allowance for Doubtful Accounts 2,747,192 2,734,429 2,416,000 223,525 206,603 187,000 311,307

Total Expenditures $ 179,756 $ 178,962 $ 187,219 $ 5,764,573 $ 6,031,595 $ 6,253,765 $ 23,204,633 $ 21,605,381 $ 21,910,324 $ 36,137,353 $ 33,237,978 $ 33,130,722

Adjust to Cash Transfers In/(Out) 684,414

Ending Cash Fund Balance $ 479,918 $ 461,043 $ 433,734 $ 1,408,030 $ 2,139,198 $ 2,152,647 $ 132,707 $ 150,000 $ 150,000 $ 132,793 $ 150,000 $ 150,000

Total All Funds Total All Funds (Netted) Actual Estimated Budget Actual Estimated Budget 2011 2012 2013 2011 2012 2013 Beginning Cash Fund Balance 36,784,738 49,892,703 46,970,481 $ 36,784,738 $ 49,892,703 $ 46,970,481

Transfer from PFPD 22,861,497 21,051,665 21,369,070 - - - Transfer from SMFR 35,611,000 32,556,900 32,332,519 - - - DC Property Tax 28,206,240 25,349,561 26,045,134 28,206,240 25,349,561 26,045,134 AC Property Tax 27,611,663 24,506,444 24,662,487 27,611,663 24,506,444 24,662,487 Abatements - 1,752,510 1,231,335 - 1,752,510 1,231,335 Specific Ownership Tax & Rental 3,630,422 3,425,431 3,261,000 3,630,422 3,425,431 3,261,000 Interest Income 200,760 189,278 186,000 200,760 189,278 186,000 Permit/Plan Reviews 805,376 882,254 1,000,000 805,376 882,254 1,000,000 Station Rentals 266,632 2,265,393 633,872 4,786 5,500 8,500 Rental of Cell Towers 136,338 125,000 125,000 136,338 125,000 125,000 Service Fees Other Funds 30,000 12,000 12,000 - - - Reimbursements 799,230 812,084 791,589 799,230 812,084 791,589 Sale of Assets 11,125 10,000 10,000 11,125 10,000 10,000 Miscellaneous Income 104,173 44,804 128,000 104,173 44,804 128,000 Charges for Services - Outside 7,482,455 7,912,186 7,095,091 7,482,455 7,912,186 7,095,091 Charges for Services - Inside ------Other Sources 183,991 242,000 1,290,480 183,991 242,000 1,290,480

Total Revenues $ 127,940,902 $ 121,137,510 $ 120,173,577 $ 69,176,559 $ 65,257,052 $ 65,834,616

Salaries & Benefits 41,002,255 41,582,928 43,202,492 41,002,255 41,582,928 43,202,492 Supplies and Expense 8,323,641 11,161,053 12,042,385 8,031,795 8,889,160 11,405,013 Capital Outlay 656,974 6,193,210 5,497,588 656,974 6,193,210 5,497,588 Debt Service/Lease Payments Principal 1,341,635 6,131,551 86,305 1,341,635 6,131,551 86,305 Interest 340,839 286,470 5,344 340,839 286,470 5,344 Insurance & Worker's Comp 959,819 966,622 1,252,434 959,819 966,622 1,252,434 Treasurer's Fees 838,326 767,984 771,315 838,326 767,984 771,315 Transfers to Authority 58,472,497 53,608,565 53,701,589 - - - Allowance for Doubtful Accounts 2,747,192 3,144,954 2,933,910 2,747,192 3,144,954 2,933,910

Total Expenditures 114,683,178 123,843,337 119,493,362 55,918,835 67,962,879 65,154,401

Adjust to Cash (252,580) - - (252,580) - - Transfers In/(Out) ------

Ending Cash Fund Balance $ 49,789,882 $ 47,186,876 $ 47,650,696 $ 49,789,882 $ 47,186,876 $ 47,650,696

82 .

GENERAL FUND GENERAL

GENERAL FUND General Fund Fund 01

The General Fund is used to account for resources traditionally associated with government which are not required legally or by sound financial management to be accounted for in another fund. At the Authority, the General Fund is used to account for the revenue and expenditures associated with providing fire protection and mitigation services to the public including support services. These services are provided to and for the benefit of the entire community and are primarily funded through the assessment and collection of property taxes by the two existing Districts, which are then transferred to the Authority.

The General fund is presented in total and then followed by the individual divisions/bureaus. Within each division or bureau there is Salaries & Benefits, Supplies & Expense, Capital, and Lease Payments,

The General Fund personnel strength is budgeted at 340.75 FTEs.

The Salary Survey was completed and salaries were adjusted based on the survey results and the Authority’s Compensation Policy. An 8.4% increase in health insurance benefits and 7.82% Dental insurance increases were budgeted. Worker’s Comp increased by 8.75%, as we did not have updated data from the insurance company.

Budget Summary

Actual Estimated Budget

2011 2012 2013

Total Revenue $60,927,844 $56,107,099 $57,240,068 Total Expenditures $50,974,119 $68,652,946 $54,084,382 Ending Cash Balance $37,273,308 $24,727,461 $27,883,147 Ending Cash Balance as a % of 54.3% 45.7% Expenditures for the next year

Consolidated Budget Summary by Type of Expense For the General Fund by Division or Bureau

Salaries & Supplies & 2013 Division Benefits Expenses Capital Other Budget Finance $ 462,048 $ 92,580 $ 554,628 Administration 252,785 175,940 273,684 702,409 Executive 284,774 99,685 384,459 Community Relations 232,190 163,165 395,355 Board of Directors 10,334 12,300 22,634 Human Resources 463,676 626,875 978,750 2,069,301 Facilities Management 178,756 1,034,914 328,181 571,372 2,113,223 Operations 30,893,158 93,094 2,320,187 33,306,439 EMS 977,481 413,550 56,000 1,447,031 Special Operations 1,212,988 1,535,745 29,200 2,777,933 Training 1,378,929 485,333 1,864,262 Community Safety Services: Community Safety Admin 275,342 14,299 289,641 Life Safety Bureau 2,005,659 84,589 303,529 2,393,777 Planning & Analysis 128,246 92,912 221,158 Emergency Preparedness: Emergency Management 169,460 15,266 184,726 Life Safety Education 229,342 37,661 267,003 Safety Foundation 52,569 12,242 64,811 Grants 28,863 450,000 478,863 Fleet Services 1,082,072 1,372,131 2,454,203 Technology 456,554 1,283,823 260,500 2,000,877 Lease Payments 91,649 91,649 2013 Total $ 40,775,226 $ 7,646,104 $ 1,427,410 $ 4,235,642 $ 54,084,382 2012 Total Unaudited * $ 40,425,170 $ 5,739,497 $ 625,273 $ 23,289,362 $ 70,079,302 Percent Change 0.87% -33.22% 128.29% -71.78% -22.82%

* Includes a transfer of $13,700,000 to Capital Projects and the payoff of the Certificate of Participation of $4,885,000.

84 Total receipts for the General Fund for 2013 are projected to be $57.2 million. The major portion is transfers from Parker Fire Protection District and South Metro Fire Rescue. The mill levy amount for Parker Fire Protection District is 13.978 mills on $1,452,902,021 of assessed valuation which will produce $20,308,721 of revenue. The mill levy amount for South Metro Fire Rescue is 9.25 mills on $3,270,377,370 of assessed valuation which will produce $30,250,991 of revenue. The total assessed value for the Authority increased .2% from 2012 to 2013 as compared to an (10.72%) decrease from 2011 to 2012, (0.25%) decrease from 2010 to 2011 and an increase of 8.4% from 2009 to 2010.

The next major revenue source is specific ownership tax on automobiles from the two Districts. The rest of the revenues include interest income, fees for services, and rental of facilities. Plan review fees have been increased from the 2012 budget as the fee schedule is being increased in 2013.

Ending Fund Balance

The Ending Fund Balance is budgeted at $27,883,147. It is the District’s policy to provide funding for the next year’s General Fund expenditures by maintaining a cash balance of not less than 25% of the General Fund Expenditures due to tax receipts being delayed about 3 or 4 months into the budget year. The required balance to maintain our reserves is $13,521,096.

85 South Metro Fire Rescue Authority General Operating Fund Revenue Budget January 1 - December 31, 2013

Description Actual BUDGET Estimated Budget 2011 2012 2012 2013

Beginning Fund Balance Jan. 1 $ 27,319,583 $ 36,518,331 $ 37,273,308 $ 24,727,461

Estimated Revenues:

Operating Revenues: Transfer from PFPD $ 22,861,497 $ 21,098,456 $ 21,051,665 $ 21,369,070 Transfer from SMFR 35,611,000 32,713,490 32,556,900 32,332,518 Interest Income 41,204 35,000 44,301 40,000 Permit/Plan Review 805,376 795,000 882,254 1,000,000 Station Rental 10,786 9,000 8,500 8,500 Rental Income from the Ambulance Fund 54,000 54,000 54,000 54,000 Service Fees other Funds 30,000 18,000 12,000 12,000 Miscellaneous Income & Uniform 102,913 76,000 37,804 76,000 Reimbursed Outside (USAR, SWAT) 705,636 429,340 670,059 582,500 Reimbursed Workers Comp & LTD 51,003 40,000 82,000 40,000 Rental of Cellular Towers 136,338 135,000 125,000 125,000 Sale of Assets 11,125 10,000 10,000 10,000 Grant Proceeds 131,256 30,000 242,000 1,290,480 Tuition for classes 89,511 118,400 96,753 60,000 Fleet Outside Labor Charges 157,011 150,000 115,902 120,000 Fleet Outside Materials Charges 129,189 200,000 117,961 120,000 Total Current Year Revenues $ 60,927,844 $ 55,911,686 $ 56,107,099 $ 57,240,068

Total Available Revenues $ 88,247,427 $ 92,430,017 $ 93,380,407 $ 81,967,529

Ending Fund Balance Dec. 31 $ 37,273,308 $ 26,015,147 $ 24,727,461 $ 27,883,147

FOR INFORMATIONAL PURPOSES ONLY: General Fund Mill Levy PFPD 13.978 13.978 13.978 General Fund Mill Levy SMFR 9.250 9.250 9.250 Abatement Mill Levy PFPD 0.151 0.298 0.241 Abatement Mill Levy SMFR 0.291 0.411 0.268

Assessed Value Douglas County 2,357,913,127 2,155,943,639 2,179,925,681 Assessed Value Arapahoe County 2,922,573,410 2,555,471,090 2,543,357,690 5,280,486,537 4,711,414,729 4,723,283,371

86 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (00) Summary of Revenues

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 4100 Interest Income 41,204 35,000 44,302 40,000 4125 Transfer from PFPD 22,958,162 21,098,456 21,051,665 21,369,070 4150 Transfer from SMFR 35,514,335 32,713,490 32,556,900 32,332,519 4200 Plan Review Fees 761,715 750,000 844,235 955,000 4225 Re-Inspections 41,617 43,000 35,622 43,000 4300 Search Fees 2,044 2,000 2,398 2,000 4315 Reimbursements - Other 163,450 66,340 70,787 89,500 4320 Reimbursements - USAR 20,193 168,000 105,565 168,000 4325 Reimbursements - Wildland Callout 521,992 195000 493,707 325,000 4330 Reimbursements - Worker's Compensation 40,322 20,000 80,000 20,000 4335 Reimbursements - Long Term Disability 10,682 20,000 2,000 20,000 4350 Building Rental 235 500 0 0 4375 Tower Site Income 136,338 135,000 125,000 125,000 4400 Station Garage Rental 54,000 54,000 54,000 54,000 4410 Station Rental - Other 10,551 8,500 8,500 8,500 4425 Uniform Sales 1,171 1,000 1,000 1,000 4450 Sale of Assets 11,125 10,000 10,000 10,000 4475 Flex Amounts Forfeited 16,299 4500 Grant Proceeds 131,256 30,000 242,000 1,290,480 4700 Contributions/Donations 1,850 500 4750 Miscellaneous Income 83,592 75,000 36,304 75,000 4775 Class Fees 89,511 118,400 96,753 60,000 4780 Service Fees Other Funds 30,000 18,000 12,000 12,000 4950 External Labor Charges 157,011 150,000 115,902 120,000 4960 External Material Charges 129,189 200,000 117,961 120,000 Total Revenues 60,927,843 55,911,686 56,107,099 57,240,069

87 South Metro Fire Rescue Authority 2013 Expenditures Budget General Fund

2011 2012 2012 2013 Actual Budget Estimated Budget

Fire Chief - Executive Salaries 220,527 220,232 222,731 224,609 Benefits 55,962 57,066 57,863 60,165 Operating Expenses 70,479 101,950 111,488 99,685

Board of Directors Salaries 7,350 9,100 2,500 9,600 Benefits 1,901 697 187 734 Operating Expenses 3,455 6,800 12,103 12,300

Community Relations Salaries 178,442 185,563 177,689 179,645 Benefits 52,627 49,336 48,497 52,545 Operating Expenses 74,113 140,693 62,492 163,165

Finance and Accounting Salaries 431,728 451,530 405,241 364,801 Benefits 165,836 164,236 124,581 97,247 Operating Expenses 94,617 128,790 139,341 92,580 Lease Payments 1,204,687 1,053,501 4,228,751 91,649 Transfer to Capital Projects 2,684,414 13,700,000 13,700,000

Administration Salaries 189,832 192,532 184,582 193,141 Benefits 47,184 50,493 46,280 59,644 Operating Expenses 172,417 188,400 166,589 175,940 Insurance 237,841 264,000 240,000 273,684

Facilities Management Salaries 130,504 128,436 130,693 136,467 Benefits 39,344 39,071 39,539 42,289 Operating Expenses 884,001 849,724 891,189 1,034,914 Capital Expenditures 29,996 198,450 73,800 328,181 Space Rental 201,844 409,855 2,119,605 571,372

Human Resources Salaries 322,414 374,447 310,394 346,646 Benefits 106,779 109,307 103,902 117,030 Operating Expenses 445,708 657,921 391,177 626,875 Worker's Comp Insurance 721,978 900,000 726,622 978,750

Technology Salaries 396,548 454,383 393,915 370,831 Benefits 109,039 113,949 98,205 85,723 Operating Expenses 1,085,403 1,144,775 1,088,376 1,283,823 Capital Expenditures 102,021 501,500 538,700 260,500

Fleet Services Salaries 917,065 916,625 827,194 809,426 Benefits 296,105 293,352 260,463 272,646 Operating Expenses 932,950 1,229,420 1,184,962 1,372,131 Capital Expenditures 6,690 6,690

88 2011 2012 2012 2013 Actual Budget Estimated Budget

Community Safety Services - Administration Salaries 192,228 211,123 199,632 212,436 Benefits 61,209 59,693 59,084 62,906 Operating Expenses 4,009 13,258 5,169 14,299

Life Safety Bureau Salaries 1,501,155 1,505,321 1,400,292 1,511,256 Benefits 487,768 482,925 486,948 494,403 Operating Expenses 29,655 75,360 87,296 84,589 Capital Expenditures 303,529

Planning and Anaylsis Salaries 130,470 131,388 132,252 94,524 Benefits 40,336 43,979 47,049 33,722 Operating Expenses 7,148 16,005 12,097 92,912

Community Preparedness Salaries 389,716 425,130 383,180 366,368 Benefits 117,077 122,498 110,923 113,863 Operating Expenses 38,411 42,456 11,672 65,169 Capital Expenditures 450,000

Operations Salaries 21,849,109 23,055,539 22,138,936 22,965,161 Benefits 7,485,590 7,507,204 7,268,605 7,928,000 Operating Expenses 93,778 172,108 122,854 93,094 Dispatch Service 2,127,070 2,169,106 2,175,861 2,275,187 Contribution to Volunteer Pension 24,628 28,638 29,908 45,000

Emergency Medical Services Salaries 752,610 865,532 941,453 875,178 Benefits 124,626 134,672 147,006 102,303 Operating Expenses 107,355 388,445 165,882 413,550 Capital Expenditures 24,620 56,000

Special Operations Salaries 796,333 973,887 1,167,720 1,170,767 Benefits 40,096 40,665 39,647 42,221 Operating Expenses 558,963 678,073 551,903 1,535,745 Capital Expenditures 85,153 55,550 62,780 29,200

Training Salaries 929,038 972,200 1,102,377 1,151,165 Benefits 246,232 216,174 211,695 227,764 Operating Expenses 139,241 717,117 431,765 485,333 Capital Expenditures 18,000 18,000

Total Expenses 50,974,119 66,414,870 68,652,946 54,084,382

89 2011 2012 2012 2013 Budget Difference Actual Budget Estimated Budget 2013 to 2012 Variance % Change

Salaries 29,335,071 31,072,968 30,120,780 30,982,021 -90,947 -0.29% Benefits 9,477,711 9,485,317 9,150,473 9,793,205 307,888 3.25% Operating Expenses 4,741,705 6,551,295 5,436,355 7,646,104 1,094,809 16.71% Capital Expenditures 217,170 780,190 724,590 1,427,410 647,220 82.96% Insurance 237,841 264,000 240,000 273,684 9,684 3.67% Worker's Comp Insurance 721,978 900,000 726,622 978,750 78,750 8.75% Dispatch Services 2,169,106 2,175,861 2,275,187 106,081 4.89% Contribution to Volunteer Pension 24,628 28,638 29,908 45,000 16,362 57.13% Space Rental 201,844 409,855 2,119,605 571,372 161,517 39.41% Lease Payments 1,204,687 1,053,501 4,228,751 91,649 -961,852 -91.30% Transfer to Capital Projects 2,684,414 13,700,000 13,700,000 -13,700,000 -100.00% 48,847,049 66,414,870 68,652,946 54,084,382 -12,330,488 -18.57%

Fire Chief - Executive 346,968 379,248 392,082 384,459 5,211 1.37% Board of Directors 12,706 16,597 14,790 22,634 6,037 36.37% Community Relations 305,182 375,592 288,678 395,355 19,763 5.26% Finance and Accounting 692,181 744,556 669,163 554,628 -189,928 -25.51% Administration 647,274 695,425 637,451 702,409 6,984 1.00% Facilities Management 1,083,845 1,215,681 1,135,221 1,541,851 326,170 26.83% Human Resources 1,596,879 2,041,675 1,532,095 2,069,301 27,626 1.35% Technology 1,693,011 2,214,607 2,119,196 2,000,877 -213,730 -9.65% Fleet Services 2,146,120 2,446,087 2,279,309 2,454,203 8,116 0.33% Community Safety Services - Admi 257,446 284,074 263,885 289,641 5,567 1.96% Life Safety Bureau 2,018,578 2,063,606 1,974,536 2,393,777 330,171 16.00% Planning and Anaylsis 177,954 191,372 191,398 221,158 29,786 15.56% Community Preparedness 545,205 590,084 505,775 545,400 -44,684 -7.57% Operations 31,580,176 32,932,595 31,736,164 33,306,442 373,847 1.14% Emergency Medical Services 984,591 1,388,649 1,278,961 1,447,031 58,382 4.20% Special Operations 1,480,546 1,748,175 1,822,050 2,777,933 1,029,758 58.90% Training 1,314,511 1,923,491 1,763,837 1,864,262 -59,230 -3.08% 46,883,174 51,251,514 48,604,590 52,971,361 1,719,847 3.36%

Ambulance Grant 450,000 450,000 100.00% Space Rental 201,844 409,855 2,119,605 571,372 161,517 39.41% Lease Payments 1,204,687 1,053,501 4,228,751 91,649 -961,852 -91.30% Transfer to Capital Projects 2,684,414 13,700,000 13,700,000 -13,700,000 -100.00% 50,974,119 66,414,870 68,652,946 54,084,382 -12,330,488 -18.57%

Executive Division Fund 01 Bureau/Division 10

Program Description

The Executive Division is the Fire Chief and his Executive Assistant. The Fire Chief oversees the day- to-day operations of the Authority with the help of the Assistant Chiefs Operations, Administration, Community Safety Services, and Chief Finance Officer. The Executive Assistant acts as the Secretary to the Board of Directors in addition to assisting the Fire Chief.

Budget Summary

Actual Estimated Budget Expenditures 2011 2012 2013 Salary and Benefits $276,489 $280,594 $284,774 Supplies and Expense 70,479 111,488 99,685 Total $346,968 $392,082 $384,459

Personnel Summary

Position Actual 2011 Actual 2012 Budget 2013 Fire Chief 1 1 1 Executive Assistant 1 1 1 Total FTE 2 2 2

2012 Accomplishments:

• Continued monitoring of economy and determined a plan for a January 2016 merge of both Districts. • Determined a goal to achieve sustainability at 9.25 mills by 2017 without degrading services as much as possible using a combination of economic recovery, strategic attrition, and innovations. • Received the Working Minds award from the Carson J. Spencer Foundation for organizations that support Mentally healthy workplaces • Have set up a more frequent meeting schedule with Local 2164. • Executive Team met with consultant in a two day off-site retreat and each team member met with an executive counselor to improve effectiveness. • Sponsored Board session with facilitator/coach to improve board meeting effectiveness. • Board packets improved and implemented work sessions to discuss items that will be up for decision the following month or two.

91 • Continued working on the dashboard measures that should be completed January 2013. • Merged multiple pension plans into one as part of the last consolidation efforts.

2013 Goals:

• Define vision of the financial challenge and potential for Authority. • Closely monitor progress on achieving goal for merger in 2016 (9.25 mill levy) meeting the quality constraints. • Continue to communicate merger goal and involve all personnel in innovation program. • Work to improve Board communications and effectiveness with Executive Team. • Improve team interaction of the Executive Team. • Work with municipalities on better cooperation. • Look for further opportunities to provide quality services to our customers.

92 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (10-0000) Fire Chief - Project Non Specific

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5000 Salaries 216,780 217,032 217,064 219,609 5400 Project/Meeting Overtime 3,747 3,200 5,667 5,000 6000 Pension Expense 25,468 26,044 26,605 26,353 6025 Retiree Health Savings 7,155 7,492 7,486 7,565 6050 Deferred Compensation - Employer Contribution 3,577 3,746 4,201 4,392 6100 Health Insurance 13,872 13,658 13,452 14,796 6125 Vision Insurance 250 252 250 246 6150 Dental Insurance 1,031 1,031 1,025 1,112 6200 Life, Accidental Death and Dismemberment Insurance 400 477 417 547 6225 Long Term Disability 916 955 955 1,691 6300 Social Security and Medicare 3,130 3,147 3,230 3,184 6400 Employee Assistance Program 162 264 244 278 7000 General Supplies 276 300 125 240 LID - Supplies 240 7075 Postage/Shipping 51 7125 Books/Publications 204 500 559 530 LID - Books 480 LID - Fire Chief Magazine 50 7150 Memberships 1,906 5,475 5,929 5,600 LID - Assoc. of Exec. and Admin. Professionals 250 LID - Castle Pines Chamber 250 LID - CSFC 1,400 LID - DCFCA 100 LID - Greenwood Chamber 200 LID - IAFC 250 LID - Lone Tree Chamber 250 LID - MDFCA 50 LID - NFPA 200 LID - Parker Chamber 150 LID - South Metro Chamber 2,500 7175 Certifications 90 440 90 LID - Fire Protection Specialist 90 7200 Advertising/Public Notices 87 7225 Awards and Recognition 87 300 3,617 300 LID - General Awards 300 7250 Uniforms 249 940 715 1,090 LID - Chaplain uniforms 250 LID - Chief Uniforms 750 LID - Staff Uniforms 90 8150 Legal Counsel 62,106 75,000 67,100 65,000 LID - General Counsel 50,000 LID - Special Counsel 15,000 8175 Professional Services - Other 33 10,000 24,644 17,500 LID - Consultant 7,500 LID - Team Building 10,000 8225 Seminars/Conferences 1,770 2,130 3,509 2,550 LID - Chaplain Training 250 LID - CO Leadership Conference 250 LID - Executive Asst. 500 LID - FMAC Code Conference 200 LID - IAFC - FRI 600 LID - Misc. Seminars 200

93 Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget LID - Missouri Valley Fire Chiefs Conference 325 LID - SDA Conference 225 8250 Travel/Lodging 1,950 5,635 4,159 4,975 LID - Colorado Leadership Conference 500 LID - EFOP Symposium 600 LID - Exec. Assistant 700 LID - FMAC 50 LID - IAFC - FRI 1,750 LID - National/State FS Involvement 875 LID - SDA Conference 500 8280 Tolls 379 8300 Business/Meeting Expense 1,293 1,230 1,131 1,810 LID - Chamber/Community meetings 360 LID - CSFCA 100 LID - MDFCA 150 LID - Misc. internal/external meetings 1,200 Total Expenses $ 346,968 $ 379,248 $ 392,082 $ 384,458

Board of Directors Fund 01 Bureau/Division 11

Program Description

The governing board is comprised of six members who are appointed from the Boards of Directors of the two individual Districts. A seventh member is appointed by the members of the Board of the Authority from residents in the Authority with an interest in serving on the Board. The Board of Directors (Board) approves the scope and direction of the services to be provided to the citizens and ensures that the needs of the citizens are met with available resources. The Board also hires the Fire Chief of the Authority.

Budget Summary

Actual Estimated Budget 2011 2012 2013 Expenditures

Salary and Benefits $9,251 $2,687 $10,334 Supplies and Expense 3,455 12,103 12,300 Total $12,706 $14,790 $22,634

95 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (11-0000) Board of Directors - Project Non-specific

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5900 Reimbursements (Board) 7,350 9,100 2,500 9,600 6300 Social Security and Medicare 1,901 697 187 734 7000 General Supplies 380 7150 Memberships 1,238 1,250 1,262 1,300 LID - SDA 1,300 7200 Advertising/Public Notices 45 50 65 7225 Awards and Recognition 150 7250 Uniforms 350 468 1,000 LID - General 1,000 8000 Printing & Binding 65 8175 Professional Services - Other 1,875 2,000 6,900 2,000 LID - Consultant/Facilitator 2,000 8225 Seminars/Conferences 205 1,000 30 2,000 LID - SDA Conference 1,500 LID - Seminars 500 8250 Travel/Lodging 7 1,500 733 3,000 LID - SDA Conference 3,000 8300 Business/Meeting Expense 85 500 2,200 3,000 LID - Refreshment/Meal 3,000 Total Expenses $ 12,706 $ 16,597 $ 14,790 $ 22,634

Community Relations Fund 01 Bureau/Division 12 Program Description

The Community Relations Division serves as the Public Information Office for the Authority as well as a resource to interface with the public through community activities. This Division provides media support of all forms for the Authority. The Division is made up of 2 individuals, a Director and a Media Services Manager.

Budget Summary Actual Estimated Budget 2011 2012 2013 Expenditures Salary and Benefits $231,069 $226,186 $232,190 Supplies and Expense 74,113 62,492 163,165 Total $305,182 $288,678 $395,355

Personnel Summary

Position Actual 2011 Actual 2012 Budget 2013 Director 1 1 1 Media Services Manager 1 1 1 Total FTE 2 2 2

2012 Accomplishments:

• Provided information to HOAs, Cities and Counties bimonthly throughout the year • Proactively sought and received media coverage for at least nine stories. • Began RFP process for building a new Web site which should be finished in 2013 • Becky took a video production and editing class deepening the bureaus strength in this area. • Participated as an officer in the ESPIOC • Andy helped produce a PIO component for a regional drill called Operation Vortex • Provided donations of 13 VIP station tours to local schools and nonprofits. • Developed more than 700 followers on Facebook and Twitter • Produced an annual report • Helped Training provide an eight week citizen academy • Helped the Training Bureau create training videos • Collaborated with life safety education in creating education videos for internal use and Douglas County Fire Rescue for Kids

97 2013 Goals:

• Redesign Newsletter to improve readership and mail quarterly • Finish Web site redesign and improve content to increase traffic by 5 percent • Participate on IMTs • Provide cities and counties with a bimonthly report • Update social media every week and grow users by 25 percent • Help with an eight week citizen academy to build relationships with citizens and educate them about the fire department’s services. • Publish at least two articles in national fire/ems publications. • Publish articles on fire department activities in local papers at least once a month. • Produce an annual report • Produce a short, snappy, entertaining video to introduce “getting to 9.25”concept and what it may mean to the rank and file in January 2013. • Create a Blog/Wiki innovation page on SharePoint to encourage intra-shift discussion and awareness of the innovations suggestion form/process. • Work with IT to create a single SharePoint home page, or at least a single shared web part with the ability to add graphics, audio and/or video. This page would be updated at least 3 times weekly to establish it as a reliable source for timely department information. • Work with Chief and Assistant Chiefs and others to craft regular “all personnel” emails to announce important changes and initiatives. • Work with IT to educate personnel on smart use of email. Reduce staff feeling overwhelmed by “too much email.” • Produce twice yearly employee newsletter sent to homes beginning in first quarter of 2014, sooner if desired and we can find the money for it. As an alternative, we can produce electronic newsletter and send to all personnel plus alternate emails culled from fire manager and/or voluntarily submitted by employees/significant others. • Use Polycom for Chief Chats on a regularly scheduled day. • Produce additional videos and/or podcasts as appropriate and available and post to SharePoint and YouTube/Vimeo.

98 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (12) Community Relations

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5000 Salaries 175,645 169,563 166,356 174,645 5400 Project/Meeting Overtime 885 16,000 6,676 5550 Instructors 1,912 4,657 5,000 6000 Pension Expense 21,490 20,348 19,963 20,957 6025 Retiree Health Savings 3,515 3,391 3,394 3,493 6050 Deferred Compensation - Employer Contribution 853 791 793 815 6100 Health Insurance 21,040 19,216 18,984 20,832 6125 Vision Insurance 339 304 300 296 6150 Dental Insurance 1,625 1,444 1,435 1,557 6200 Life, Accidental Death and Dismemberment Insurance 349 373 190 439 6225 Long Term Disability 773 746 746 1,345 6300 Social Security and Medicare 2,463 2,459 2,421 2,532 6400 Employee Assistance Program 179 264 272 278 7000 General Supplies 3,970 4,250 2,124 3,900 7025 Office Supplies 42 1,500 7075 Postage/Shipping 23,801 31,800 24,500 28,000 7100 Equipment $500 to $4,999 600 4,000 2,190 7125 Books/Publications 161 750 548 565 7150 Memberships 490 655 730 735 7175 Certifications 750 7200 Advertising/Public Notices 2,844 1,000 7225 Awards and Recognition 1,500 500 1,500 7250 Uniforms 697 1,200 300 1,200 7375 Cell, Digital, Nextel Phones 330 1,960 2,680 7800 Miscellaneous Expense 3,000 8000 Printing/Binding 23,430 33,588 23,500 32,100 8175 Professional Services - Other 15,844 49,350 2,000 79,850 8225 Seminars/Conferences 1,180 6,100 1,000 3,500 8250 Travel/Lodging 8 500 3,200 900 8275 Mileage 114 1,100 500 1,500 8300 Business/Meeting Expense 29 690 900 735 8350 Routine Maintenance 574 1,500 500 1,500 Total Expenses $ 305,182 $ 375,592 $ 288,678 $ 395,355

99 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (12-0000) Community Relations - Project Non-specific

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5000 Salaries 175,645 169,563 166,356 174,645 5400 Project/Meeting Overtime 885 16,000 6,676 6000 Pension Expense 21,490 20,348 19,963 20,957 6025 Retiree Health Savings 3,515 3,391 3,394 3,493 6050 Deferred Compensation - Employer Contribution 853 791 793 815 6100 Health Insurance 21,040 19,216 18,984 20,832 6125 Vision Insurance 339 304 300 296 6150 Dental Insurance 1,625 1,444 1,435 1,557 6200 Life, Accidental Death and Dismemberment Insurance 349 373 190 439 6225 Long Term Disability 773 746 746 1,345 6300 Social Security and Medicare 2,463 2,459 2,421 2,532 6400 Employee Assistance Program 179 264 272 278 7000 General Supplies 3,496 4,250 1,870 3,400 LID - General Supplies 2,500 LID - Software 900 7025 Office Supplies 42 1,500 LID - Office supplies 1,500 7075 Postage/Shipping 23,801 31,800 24,500 28,000 LID - Fireline postage 26,000 LID - Micellaneous Postage 2,000 7100 Equipment $500 to $4,999 600 4,000 2,190 0 7125 Books/Publications 161 750 548 565 LID - software manuals/newspaper subscriptions 445 LID - Web subscriptions Vimeo etc 120 7150 Memberships 490 655 730 735 LID - ESPIOC 3 memberships 225 LID - NAGC 125 LID - PRSA 385 7175 Certifications 750 7200 Advertising/Public Notices 2,844 1,000 7225 Awards and Recognition 1,500 500 1,500 7250 Uniforms 697 1,200 300 1,200 LID - Uniforms Andy 600 LID - Uniforms Becky 600 7375 Cell, Digital, Nextel Phones 330 1,960 2,680 LID - 2,680 7800 Miscellaneous Expense 3,000 LID - Contest Entry Fees/Public Service Campaigns 3,000 8000 Printing/Binding 23,430 33,588 23,500 32,100 LID - Miscellaneous 1,500 LID - Printing Fireline 27,600 LID - Printing Reports 3,000 8175 Professional Services - Other 15,844 49,350 2,000 79,850 LID - Internal Job Satisfaction/Communications survey 10,000 LID - Colorado Data Mail 10,000 LID - Media Resource editing 7,650 LID - Other design services 3,000 LID - Photography 1,500 LID - Professional videography 1,500 LID - Signs for events 1,200 LID - Web site development 45,000 8225 Seminars/Conferences 1,180 6,100 1,000 3,500

100 Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget LID - Andy National Association of Broadcasters conference 1,500 LID - Becky training 2,000 8250 Travel/Lodging 8 500 3,200 900 LID - Andy NAB conference 900 8275 Mileage 114 1,100 500 1,500 LID - Mileage PIO/meetings/trainings 1,500 8300 Business/Meeting Expense 29 690 327 135 LID - Attend PRSA luncheon trainings 60 LID - CIC Meeting 50 LID - host ESPIOC meeting 25 8350 Routine Maintenance 574 1,500 500 1,500 LID - Web Maintenance 1,500 Total Expenses $ 302,797 $ 375,592 $ 283,194 $ 389,255

101 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (12-2120) Citizen's Academy

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5550 Instructors 1,912 4,657 5,000 LID - Instructors 5,000 7000 General Supplies 473 254 500 LID - Supplies 500 8300 Business/Meeting Expense 573 600 LID - Snacks graduation 600 Total Expenses $ 2,385 $ 5,485 $ 6,100

102 Finance Fund 01 Bureau/Division 20 Program Description

The Finance Division is comprised of five full time employees providing full accounting, cash management oversight, debt management, payroll, and budget preparation and assistance for the Authority and all of its funds. Finance also provides accounting and tax return preparation for the South Metro Fire Safety Foundation, the non-profit arm of the Authority which provides community Babysitting, CPR and First Aid, and Teen and Adult Driving Classes. They also provide accounting services for the management of the Joint Service Facility.

Budget Summary

Actual 2011 Estimated 2012 Budget 2013

Revenue

Charges for Service $30,000 $12,000 $12,000 Interest Income:

General Fund 41,204 44,301 40,000 Special Revenue Funds 71,825 3,000

Capital Projects 86,687 140,977 145,000 Total $229,716 $200,278 $197,000

Actual 2011 Estimated 2012 Budget 2013

Expenditures

Salary & Benefits $597,564 $529,822 $462,048 Supplies & Expense 94,617 139,341 92,580 Transfer to Capital Projects 2,684,414 13,700,000

Lease Payments 1,204,687 4,228,751 91,649 Total $4,581,282 $18,597,914 $646,277

Personnel Summary

Position Actual 2011 Actual 2012 Budget 2013 Chief Finance Officer 1 1 1 Budget Director/Deputy 1 Finance Officer Accountant 2 2 2 Payroll Specialist 1 1 1 Part-time Accounting Clerk 0.75 1 1 Total FTEs 5.75 5 5

103 Special Recognition Parker Fire Protection District (one of the District’s forming the Authority) has received the Government Finance Officers Association of the United States and Canada Award for the Comprehensive Annual Financial Report (CAFR) from 1999 to 2008 and has received the Distinguished Budget Award from 2002 to 2008. The District received special recognition for our performance measures for the 2007 Budget Document. The Authority received the Distinguished Budget Award from 2009 to 2012 for the Authority’s Budget. The Authority received the Comprehensive Annual Financial Report Award for the 2010 and 2011 Financial Reports. The CAFR and the Distinguished Budget Presentation Awards are valid only for the year for which they are issued. It is expected that the Authority will continue to strive for these same awards.

2012 Accomplishments:

• Completed the Authority’s Audit in a timely manner to meet outside agency deadlines and prepared for submission to GFOA for CAFR award. • Received the GFOA CAFR Award for our 2011 Financial Report. • Transferred funds to the Capital Projects for next 5 years of Capital Projects and laddered investments to match the program. • Paid off the Authority’s Certificates of Participation on the first call date. • Received the GFOA Budget Award for our 2012 Budget. • Began cross training individuals within the Finance Bureau. 2013 Goals:

• Prepare a CAFR for the Authority and receive the CAFR Award from GFOA. • Prepare a Budget in the format to apply for the GFOA Budget Awards program and receive that award. • Complete an analysis of all Finance Processes to determine the need and if there are any efficiencies we could gain. • Complete the Accounting and Finance Policy Manual • Cross-train individuals in other finance disciplines.

Maturity Schedule Lease Payment for the General Fund

Year Interest Principal Total 2013 5,344 86,305 91,649 2014 1,885 46,093 47,978 $7,229 $132,398 $139,627

104 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (20-0000) Finance - Project Non-specific

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5000 Salaries 431,583 449,030 403,241 362,301 5400 Project/Meeting Overtime 145 2,500 2,000 2,500 6000 Pension Expense 52,528 53,884 48,389 43,476 6025 Retiree Health Savings 7,898 8,653 7,655 6,797 6050 Deferred Compensation - Employer Contribution 3,145 3,264 4,172 4,513 6100 Health Insurance 40,086 40,733 30,881 29,093 6125 Vision Insurance 772 874 790 597 6150 Dental Insurance 4,091 4,527 3,490 3,114 6200 Life, Accidental Death and Dismemberment Insurance 887 988 822 918 6225 Long Term Disability 1,888 1,976 1,728 2,790 6300 Social Security and Medicare 6,048 8,545 5,876 5,253 6350 Unemployment Insurance 47,992 40,000 20,000 6400 Employee Assistance Program 500 792 778 695 7000 General Supplies 563 1,500 2,450 1,500 7025 Office Supplies 212 500 750 500 7100 Equipment $500 to $4,999 828 7125 Books/Publications 2,608 2,650 2,650 3,500 LID - APA publications 400 LID - BNA payroll journal 1,500 LID - Keep up to date on Payroll 250 LID - Various GFOA publications 1,350 7150 Memberships 1,378 3,060 864 2,330 LID - American Payroll Association 450 LID - CGFOA 60 LID - Colorado Society of CPA 295 LID - Colorado Treasury Management 295 LID - CPPC membership penison plans 750 LID - Denver Payroll Association 50 LID - GFOA 430 7200 Advertising/Public Notices 19 200 200 LID - Budget Notice Publications 200 7225 Awards and Recognition 13 300 150 300 7250 Uniforms 250 354 250 7800 Miscellaneous Expense 51 100 1,294 100 8000 Printing/Binding 1,096 2,000 3,559 5,000 8075 Bank Fees 34,323 35,000 23,201 25,000 8125 Accounting/Auditing 48,920 42,500 42,500 44,000 8175 Professional Services - Other 1,500 35,930 57,000 1,000 LID - Budget award fee 500 LID - CAFR award fee 500 8225 Seminars/Conferences 2,266 3,000 3,724 6,000 LID - Attend CGFOA conference 1 person 350 LID - CPPC conference 400 LID - End of year payroll 1,000 LID - Microsoft Dynamics conference 1,000 LID - Prophix Class 2,500 LID - Unidentified training 750 8250 Travel/Lodging 412 1,600 258 2,600 LID - Attend CGFOA conference 300 LID - CPPC conference 300 LID - Prophix Class 1,000 LID - Microsoft Dynamics conference 1,000

105 Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 8275 Mileage 155 100 44 100 8300 Business/Meeting Expense 273 100 543 200 9050 Lease Principle Payments 974,135 863,301 4,038,551 86,305 LID - 2004 Lease 42,023 LID - 2005 LEase 44,282 9075 Lease Interest Payments 230,552 190,200 190,200 5,344 LID - 2004 Lease 1,647 LID - 2005 Lease 3,696 9100 Other Financing Uses 2,684,414 13,700,000 13,700,000 Total Expenses $ 4,581,282 $ 15,498,057 $ 18,597,914 $ 646,277

106 Administration and Risk Management

Fund 01 Bureau/Division 30 Program Description

The Assistant Chief of Administration supervises the Facilities Maintenance, Human Resources, Technology, and Fleet Services. All of the bureaus have directors or managers. A Station Capitan at each station helps the Facilities Manager oversee the management of each station. The Administration Assistant Chief oversees all facility new construction within the Authority with the assistance of the Facilities Manager and oversees the property insurance for the Authority.

The Administration Division accounts for all copier rental and all office supplies for the entire Authority that are not specific to another division or bureau. The Administrative Bureau is made up of the Assistant Chief and an administrative assistant.

Budget Summary

Fund 01 – Administration - Division 30 Actual 2011 Estimated 2012 Budget 2013

Expenditures

Salary and Benefits $237,016 $230,862 $252,786 Supplies and Expense 410,258 406,589 449,624 $647,274 $637,451 $702,410

Budget Summary

Fund 02 - Facilities – Division 31 Actual 2011 Estimated 2012 Budget 2013

Capital – Building* $139,981 $3,924,163 $2,550,000

*See Capital Projects Fund for details

Personnel Summary

Position Actual 2011 Actual 2012 Budget 2013 Assistant Chief – Admin Division 1 1 1 Administrative Assistant 1 1 1 Total FTEs 2 2 2

2012 Accomplishments:

Accreditation: • Maintained accreditation document and goal progress.

107 Community Room Rental: • Managed community room use for the district.

Contract: • Completed construction of Cherry Hills Village Public Service Facility (Station 38). • Completed tenant improvement of Immigration and Customs Enforcement space on the third floor of the Mineral Headquarters Building.

District-Wide Mail Delivery and Communication: • Continued to move files and documents currently on personal or shared drives to SharePoint to increase information availability and collaboration.

Customer Service • Provided public service information for monitors at Mineral Headquarters. • Front desk standards maintained for daily and emergency situations.

Office Supplies, Office Equipment, Purchasing for the District: • New lease provided for stabilization of copier cost in district. • Lowered office supply spending in 2012. • Reviewed alternate purchasing methods for the District.

Pension Plan: • Single provider pension plan for South Metro Fire Rescue Authority implemented for line and staff.

Risk Management: • Continued to improve accident reporting software • Through after accident meetings, provided better safety information to managers.

Staff: • Maintained Support Services SharePoint website so it is dynamic and informative. • Completed Annual Report. • Evaluated employees through use of Performance Pro. • Hired IT Director

Leadership: • Douglas County State Fire Chiefs Association - Treasurer • South Metro Fire Rescue Authority Safety Foundation - Board Member • South Metro Fire Rescue Authority – Pension Trustee • Parker Fire District – Pension Trustee • MetCom Authority Board – Board Member

108 2013 Goals:

Accreditation: • Maintain accreditation document and goal progress.

Community Room Rental: • Create external web site pages to assist citizens and rental building tenants in reserving community rooms. Provide a schedule for each location that allows citizens to view available reservation times at SMFRA meeting rooms. • Purchase missing equipment for rooms as needed (flags, tables, etc.) • Survey current community room users to find out if SMFRA can improve community rooms for citizen use. • Set up new room rental software (Event Management Systems) to better track room and equipment use as well as establishing a reimbursement from building tenants.

Contract: • Complete construction of rebuild of Station 32.

District-Wide Mail Delivery and Communication: • Convert paper forms to electronic, forms made available for use in SharePoint.

Customer Service • Provide public service information for monitors at Mineral Headquarters. • Establish a public information kiosk at the front desk. • Front desk standards to be maintained for daily and emergency situations.

Office Supplies and Office Equipment: • Put out bid for competitive pricing for office supplies and printing. • Review copier leases and determine district copier requirements. • Install relocated projector from Meeting Rooms 1 and 2 in Station 34.

Pension Plan: • Continue to manage single provider pension plan for South Metro Fire Rescue Authority line and staff.

Risk Management: • Visual display of “last accident” on SharePoint site. • Reduce vehicle accidents by 10% • Improve accident reporting software • Improve reporting of near miss. • Provide better safety information to managers.

Staff: • Maintain Support Services SharePoint website so it is dynamic and informative. • Complete Annual Report.

109 • Continue to provide employee evaluation and feedback through use of Performance Pro.

110 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (30-0000) Administration - Project Non-specific

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5000 Salaries 188,492 186,332 183,082 188,141 5400 Project/Meeting Overtime 1,340 6,200 1,500 5,000 LID - Administration OT 1,500 LID - Misc. 1,500 LID - Pension 2,000 6000 Pension Expense 22,011 22,360 21,970 22,577 6025 Retiree Health Savings 3,598 3,727 3,732 3,763 6050 Deferred Compensation - Employer Contribution 5,068 5,269 5,281 5,285 6100 Health Insurance 11,093 13,606 9,784 21,331 6125 Vision Insurance 258 304 300 296 6150 Dental Insurance 1,082 1,031 1,351 1,466 6200 Life, Accidental Death and Dismemberment Insurance 390 410 55 472 6225 Long Term Disability 791 820 822 1,449 6300 Social Security and Medicare 2,710 2,702 2,690 2,728 6400 Employee Assistance Program 183 264 296 278 7000 General Supplies 5,227 8,000 500 LID - General Supplies 500 7025 Office Supplies 18,186 40,000 12,000 26,200 LID - Misc 6,700 LID - Office and General Supplies 19,500 7075 Postage/Shipping 7,791 10,000 9,803 10,000 LID - Postage & Shipping 10,000 7125 Books/Publications 31 100 1,200 300 LID - Misc Books 300 7150 Memberships 911 550 1,047 815 LID - IAAI Membership 108 LID - IAFC Membership 240 LID - Institute of Fire Protection Engineers 140 LID - NAFI Membership 55 LID - NFPA Membership 165 LID - SFPE Membership 107 7175 Certifications 500 325 565 LID - Chief Fire Officer 325 LID - Fire Officer III 25 LID - ICC Inspector 50 LID - NAFI Investigators 165 7225 Awards and Recognition 100 1,200 2,250 LID - EE Misc 450 LID - Operations - Thanksgiving /Christmas 1,800 7250 Uniforms 50 250 150 1,090 LID - Admin. Chief Uniforms 90 LID - Division Assistant Staff Wear 1,000 7300 Updates/Maintenance Software 1,069 2,000 2,000 LID - AutoCADD 2,000 8000 Printing/Binding 3,934 4,000 3,322 6,000 LID - Printing 6,000 8100 Copier Rental 79,233 83,000 68,672 83,000 LID - Copier 83,000 8150 Legal Counsel 34,011 10,000 58,000 30,000 LID - Legal fees for pension 30,000 8175 Professional Services - Other 18,937 36,200 1,300 5,000 8200 Liability/Property Insurance 237,841 264,000 240,000 273,684

111 Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget LID - Claim Deductibles 37,500 LID - SMFRA Fiduciary Coverage 6,300 LID - SMFRA Property Coverage 228,884 LID - SMFRA-Joint Venture JSF 1,000 8225 Seminars/Conferences 350 1,400 900 2,100 LID - Training 2,100 8250 Travel/Lodging 1,600 76 3,500 LID - Travel 3,500 8275 Mileage 100 44 100 LID - Mileage 100 8280 Tolls 316 8300 Business/Meeting Expense 770 200 550 1,000 LID - Meetings 500 LID - Support Services Staff mtgs/evals. 500 8350 Routine Maintenance 1,520 LID - MHQ Shredding monthly service 1,120 LID - MHQ Shredding additional as needed 400 Total Expenses $ 647,274 $ 695,425 $ 637,451 $ 702,410

112 Facilities Maintenance Fund 01 Bureau/Division 31

This Bureau provides maintenance for all facilities for the Authority. The Authority is comprised of 17 fire stations, 2 storage facilities, 2 Headquarters facilities, and a training and maintenance facility. These facilities are scattered over a 177 square mile area. They are being managed and maintained by a Facilities Manager and a Property Maintenance Technician.

Budget Summary

Facilities Maintenance – Division 31 Actual 2011 Estimated 2012 Budget 2013

Expenditures

Salary and Benefits $169,848 $170,232 $178,756 Supplies and Expense 884,001 891,189 1,034,914 Capital 29,996 73,800 328,181 Rental 201,844 2,119,605 571,372 $1,285,689 $3,254,826 $2,113,223

Personnel Summary Position Actual 2011 Actual 2012 Budget 2013 Facilities Manager 1 1 1

Property Maintenance Technician 1 1 1

Total FTEs 2 2 2

2012 Accomplishments:

• Continued building component replacement including Station 33 Air Handlers and JSF RTU #1. Station 43’s Boiler correct age was identified and did not need to be replaced at this time. • The new Joint Public Safety Building (Station 38) construction completed in 2012. • Facilities Bureau has hired an architect and started the design process for Station 32 replacement. • Completed installation of the motion detection switches for lights at all SMFRA facilities. • Completed the installation of rain sensors on all fire station lawn sprinklers. • Installed timers on all BarBQ gas lines. • The Manual for Mineral has been completed. Continued to work on the Parkglenn and Joint Services Manuals. • Opticom sensors were installed at Dry Creek and Havana, Quebec and C470, Station 42 and Station 44. Repairs were made at numerous intersections in District 33 and District 35. • The Facilities Bureau implemented a Preventative Maintenance (PM) schedule for the more common issues reported. The PM schedule rotates yearly by battalion.

113 2013 Goals:

• Continue building component replacements. Replacement components for 2013 include Station 33 bedroom lockers, Station 33 Roof and Station 40 Windows. • Update the 2010 Facilities Condition Assessment and identify if component replacement is improving the condition of SMFRA facilities. • Continue design work on the new Station 32 including establishing a Station Design Team composed of SMFRA employees—Line and Admin. With Board approval, construction to begin in the fall of 2013. • In an effort to move from reactive maintenance to proactive maintenance, the Facilities Bureau will design and implement a Predictive Maintenance (PdM) program. The PdM program will work collaboratively with the PM program. • Continue to evaluate and install Opticoms at intersections identified by firefighters as being unsafe.

114 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (31) Facilities Management

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5000 Salaries 130,504 128,436 130,302 136,467 5400 Project/Meeting Overtime 391 6000 Pension Expense 15,657 15,412 15,636 16,376 6025 Retiree Health Savings 2,560 2,569 2,655 2,729 6050 Deferred Compensation - Employer Contribution 3,547 3,551 3,724 3,784 6100 Health Insurance 13,400 13,197 13,077 14,296 6125 Vision Insurance 250 252 250 246 6150 Dental Insurance 1,116 1,116 1,116 1,203 6200 Life, Accidental Death and Dismemberment Insurance 250 283 363 347 6225 Long Term Disability 563 565 576 1,051 6300 Social Security and Medicare 1,860 1,862 1,895 1,979 6400 Employee Assistance Program 139 264 248 278 7000 General Supplies 86,292 85,250 83,935 96,534 7025 Office Supplies 43 400 37 400 7075 Postage/Shipping 151 655 250 7100 Equipment $500 to $4,999 42,485 21,500 45,300 32,100 7125 Books/Publications 208 7150 Memberships 350 7175 Certifications 1,500 7225 Awards and Recognition 250 250 250 7250 Uniforms 447 500 425 500 7300 Updates/Maintenance Software 1,760 7450 Utilities - Electricity 229,225 241,510 222,948 249,645 7475 Utilities - Gas 75,305 98,520 64,858 100,900 7500 Utilities - Water/Sewer 83,325 104,995 80,525 108,590 7525 Trash Service 16,274 16,025 17,598 17,625 7800 Miscellaneous Expense 95 15 8175 Professional Services - Other 2,345 10,150 4,240 11,900 8200 Liability/Property Insurance 362 460 8225 Seminars/Conferences 429 1,000 1,000 8250 Travel/Lodging 725 1,000 100 1,000 8300 Business/Meeting Expense 238 8325 Janitorial Services 19,274 21,000 22,470 21,000 8350 Routine Maintenance 132,331 154,949 151,710 172,170 8375 Outside Repairs and Services 194,655 201,375 193,695 219,200 8410 Space Rental 201,844 409,855 2,119,605 571,372 9600 Buildings and Grounds 5,815 198,450 73,800 261,681 9800 Equipment ($5,000 and over) 24,181 66,500 Total Expenses $ 1,285,690 $ 1,734,236 $ 3,254,826 $ 2,113,223

115 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (31-0000) Facilities Management - Project Non-specific

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5000 Salaries 130,504 128,436 130,302 136,467 5400 Project/Meeting Overtime 391 6000 Pension Expense 15,657 15,412 15,636 16,376 6025 Retiree Health Savings 2,560 2,569 2,655 2,729 6050 Deferred Compensation - Employer Contribution 3,547 3,551 3,724 3,784 6100 Health Insurance 13,400 13,197 13,077 14,296 6125 Vision Insurance 250 252 250 246 6150 Dental Insurance 1,116 1,116 1,116 1,203 6200 Life, Accidental Death and Dismemberment Insurance 250 283 363 347 6225 Long Term Disability 563 565 576 1,051 6300 Social Security and Medicare 1,860 1,862 1,895 1,979 6400 Employee Assistance Program 139 264 248 278 7000 General Supplies 16,306 2,500 6,900 5,500 LID - Carpet Fans 1,500 LID - General Supplies 2,500 LID - Tools 1,500 7025 Office Supplies 43 400 37 400 LID - Office Furniture 150 LID - Office Supplies 250 7075 Postage/Shipping 151 655 250 LID - Postage 250 7100 Equipment $500 to $4,999 15,000 25,800 18,000 LID - Opticom installation 18,000 7125 Books/Publications 208 7150 Memberships 350 LID - IFMA 350 7175 Certifications 1,500 LID - Certified Facilities Manager 1,500 7225 Awards and Recognition 250 250 250 LID - Awards and Recognition 250 7250 Uniforms 447 500 425 500 LID - Uniforms 500 7300 Updates/Maintenance Software 1,760 7800 Miscellaneous Expense 95 15 8175 Professional Services - Other 1,595 10,150 4,200 10,100 LID - Blue Print Copies 100 LID - Construction Consultation 2,500 LID - Engineering Consultation 2,500 LID - Environmental Consultation 5,000 8225 Seminars/Conferences 429 1,000 1,000 LID - Outside Conferences 1,000 8250 Travel/Lodging 725 1,000 100 1,000 LID - Travel 1,000 8300 Business/Meeting Expense 238 8350 Routine Maintenance 12,390 6,000 21,800 6,600 LID - Fire Extinguisher Testing 1,250 LID - Green Initiatives 5,000 LID - Recycling Fees 350 8375 Outside Repairs and Services 26,376 52,250 15,135 50,100 LID - Bay Exhaust Adjustments 1,500 LID - Electrical Drop Adjustments 500 LID - Fire Extinguisher Repairs 2,100

116 Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget LID - Opticom Repairs 6,000 LID - Snow Removal 40,000 9600 Buildings and Grounds 180,950 72,707 101,500 LID - Emergency Repair Reserve 35,000 LID - Replacement Schedule Expenditures 66,500 9800 Equipment ($5,000 and over) 6,681 Total Expenses $ 235,325 $ 437,508 $ 320,224 $ 375,806

117 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (31-0031) Station 31

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 7000 General Supplies 3,009 3,750 1,800 2,850 LID - Supplies 2,850 7100 Equipment $500 to $4,999 8,966 7450 Utilities - Electricity 3,628 4,500 3,500 4,500 LID - Utilities- Electricity 4,500 7475 Utilities - Gas 1,181 1,710 1,100 1,750 LID - Utilities- Gas 1,750 7500 Utilities - Water/Sewer 1,529 1,500 2,500 1,500 LID - Utilities- Water/Sewer 1,500 7525 Trash Service 627 625 634 700 LID - Trash Service 700 8350 Routine Maintenance 2,708 2,955 3,100 2,355 LID - Backflow Inspection 80 LID - Exterminator 500 LID - Generator PM 400 LID - HVAC PM 500 LID - Landscape Maintenance 450 LID - Sandtrap Cleaning 425 8375 Outside Repairs and Services 3,175 5,500 4,500 5,500 LID - Outside Repairs and Services 5,500 9600 Buildings and Grounds 48,000 LID - Replace Generator 48,000 Total Expenses $ 24,823 $ 20,540 $ 17,134 $ 67,155

118 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (31-0032) Station 32

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 7000 General Supplies 4,746 5,850 4,500 5,800 LID - General Supplies 5,800 7100 Equipment $500 to $4,999 1,276 2,350 LID - Pressure Washer 2,350 7450 Utilities - Electricity 8,959 8,100 8,300 8,720 LID - Utilities- Electrical (Berg) 720 LID - Utilities- Electricity 8,000 7475 Utilities - Gas 2,910 3,660 2,350 3,800 LID - Utilities- Gas 3,500 LID - Utilities- Gas (Berg) 300 7500 Utilities - Water/Sewer 3,043 3,400 2,600 5,090 LID - Englewood Sewer Fee 750 LID - Englewood Sewer Fee (Berg) 450 LID - Southeast Metro Storm Water Fee 400 LID - Southeast Metro Storm Water Fee Berg) 400 LID - Utilities- Water/Sewer 2,850 LID - Utilities- Water/Sewer (Berg) 240 7525 Trash Service 766 625 634 700 LID - Trash Service 700 8350 Routine Maintenance 4,139 4,350 3,200 3,780 LID - Backflow Inspection 80 LID - Exterminator 700 LID - Generator PM 500 LID - HVAC PM 550 LID - Landscape Maintenance 450 LID - Landscape Maintenance (Berg) 750 LID - Sandtrap Cleaning 300 LID - Water Filters 450 8375 Outside Repairs and Services 2,964 8,150 7,900 6,350 LID - Outside Repairs and Services 5,850 LID - Outside Repairs and Services (Berg) 500 Total Expenses $ 28,802 $ 34,135 $ 29,484 $ 36,590

119 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (31-0033) Station 33

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 7000 General Supplies 4,073 4,750 3,300 3,875 LID - General Supplies 3,875 7450 Utilities - Electricity 7,686 7,000 6,350 7,000 LID - Utilities- Electricity 7,000 7475 Utilities - Gas 2,246 2,750 1,700 2,750 LID - Utillities- Gas 2,750 7500 Utilities - Water/Sewer 2,738 3,075 3,100 3,075 LID - Southeast Metro Stormwater Fee 575 LID - Utilities- Water/Sewer 2,500 7525 Trash Service 627 625 634 700 LID - Trash Service 700 8350 Routine Maintenance 2,401 3,075 3,930 2,740 LID - Backflow Inspection 80 LID - Boiler Inspection 75 LID - Exterminator 585 LID - Generator PM 500 LID - HVAC PM 550 LID - Landscape Maintenance 450 LID - Sandtrap Cleaning 300 LID - Water Filters 200 8375 Outside Repairs and Services 3,720 6,750 7,500 6,750 LID - Outside Repairs and Services 6,750 9600 Buildings and Grounds 25,000 39,000 LID - Replace Bedroom Lockers 5,750 LID - Replace Roof 33,250 Total Expenses $ 23,492 $ 28,025 $ 51,514 $ 65,890

120 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (31-0034) Station 34

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 7000 General Supplies 6,322 6,100 7,500 8,430 LID - General Supplies 8,430 7100 Equipment $500 to $4,999 700 600 7450 Utilities - Electricity 15,776 17,000 14,100 17,000 LID - Utilities- Electricity 17,000 7475 Utilities - Gas 5,799 6,250 3,100 6,250 LID - Utilities- Gas 6,250 7500 Utilities - Water/Sewer 2,342 3,650 2,700 3,080 LID - Southeast Metro Stormwater Fee 400 LID - Utilities Water/Sewer 2,680 7525 Trash Service 627 625 634 700 LID - Trash Service 700 8350 Routine Maintenance 11,849 9,970 9,500 11,545 LID - Backflow Inspection 120 LID - Elevator Inspection 450 LID - Elevator PM 2,400 LID - Elevator Registration 250 LID - Exterminator 700 LID - Fire Alarm Inspection 325 LID - Fire Alarm Monitoring 300 LID - Fire Sprinkler Inspection 325 LID - Generator PM 700 LID - HVAC PM 550 LID - Install Window in Hose Tower 2,550 LID - Landscape Maintenance 450 LID - Retaining Wall Maintenance 1,000 LID - Retaining Wall Monitoring 1,000 LID - Sandtrap Cleaning 425 8375 Outside Repairs and Services 6,496 7,650 6,600 7,650 LID - Outside Repairs and Services 7,650 Total Expenses $ 49,911 $ 51,245 $ 44,734 $ 54,655

121 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (31-0035) Station 35

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 7000 General Supplies 7,313 7,550 8,500 9,688 LID - General Supplies 9,688 7100 Equipment $500 to $4,999 535 5,000 1,250 LID - Bar BQ 750 LID - Leaf Blowers 500 7450 Utilities - Electricity 16,028 16,500 14,250 16,500 LID - Utilities- Electricity 16,500 7475 Utilities - Gas 8,995 10,250 6,058 10,250 LID - Utilities- Gas 10,250 7500 Utilities - Water/Sewer 13,913 12,700 13,550 12,700 LID - Southeast Metro Stormwater Fee 1,200 LID - Utilities- Water/Sewer 11,500 7525 Trash Service 1,198 1,200 1,230 1,200 LID - Trash Service 1,200 8350 Routine Maintenance 4,182 7,510 6,300 6,775 LID - AST Registration 40 LID - Backflow Inspection 80 LID - Exterminator 700 LID - Fire Alarm Inspection 400 LID - Fire Sprinkler Inspection 230 LID - Generator PM 600 LID - HVAC PM 550 LID - Landscape Maintenance 450 LID - Sandtrap Cleaning 425 LID - Water Filters 1,300 LID - Weight Room Adjustments 2,000 8375 Outside Repairs and Services 21,526 7,200 28,000 15,850 LID - Drainage Repairs 7,650 LID - Outside Repairs and Services 8,200 9600 Buildings and Grounds 15,656 LID - Replace (2) Furnaces and (2) AC Condensors 15,656 Total Expenses $ 73,689 $ 62,910 $ 82,888 $ 89,869

122 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (31-0036) Station 36

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 7000 General Supplies 2,902 2,950 3,700 3,017 LID - General Supplies 3,017 7100 Equipment $500 to $4,999 4,436 4,500 LID - Bar BQ 750 LID - Gear Grid 3,750 7450 Utilities - Electricity 5,094 5,250 4,600 5,250 LID - Utilities- Electricity 5,250 7475 Utilities - Gas 1,594 1,750 1,200 1,750 LID - Utilities- Gas 1,750 7500 Utilities - Water/Sewer 1,406 1,620 825 1,620 LID - Utilities- Water/Sewer 1,620 7525 Trash Service 627 625 634 700 LID - Trash Service 700 8350 Routine Maintenance 5,019 5,275 3,200 6,075 LID - AST Registration 40 LID - Backflow Inspection 80 LID - Bay Bathroom Makeover 1,500 LID - Exterminator 475 LID - Generator PM 400 LID - HVAC PM 550 LID - Landscape Maintenance 450 LID - Sandtrap Cleaning 300 LID - Septic Tank Cleaning 1,200 LID - Water Filter 1,080 8375 Outside Repairs and Services 17,262 6,800 4,350 6,800 LID - Outside Repairs and Services 6,800 Total Expenses $ 38,340 $ 24,270 $ 18,509 $ 29,712

123 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (31-0037) Station 37

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 7000 General Supplies 884 1,250 2,000 1,292 LID - General Supplies 1,292 7450 Utilities - Electricity 3,271 3,250 2,850 3,250 LID - Utilities- Electrical 3,250 7475 Utilities - Gas 2,103 2,800 1,600 2,800 LID - Utilities- Gas 2,800 7500 Utilities - Water/Sewer 2,873 3,000 1,650 3,000 LID - Utilities- Water/Sewer 3,000 7525 Trash Service 627 625 634 700 LID - Trash Service 700 8350 Routine Maintenance 2,496 3,215 2,700 2,840 LID - Backflow Inspection 80 LID - Boiler Inspection 110 LID - Exterminator 475 LID - Generator PM 400 LID - HVAC PM 550 LID - Landscape Maintenance 450 LID - Sandtrap Cleaning 325 LID - Water Filter 450 8375 Outside Repairs and Services 2,475 3,500 2,250 3,500 LID - Outside Repairs and Services 3,500 Total Expenses $ 14,729 $ 17,640 $ 13,684 $ 17,382

124 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (31-0038) Station 38

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 7000 General Supplies 2,530 3,000 5,000 4,860 LID - General Supplies 4,860 7100 Equipment $500 to $4,999 1,946 3,000 7450 Utilities - Electricity 3,676 4,760 3,532 10,000 LID - Utilities- Electricity 10,000 7475 Utilities - Gas 1,771 2,000 1,500 2,750 LID - Utilities- Gas 2,750 7500 Utilities - Water/Sewer 1,863 2,275 2,400 4,250 LID - Utilities- Water/Sewer 4,250 7525 Trash Service 504 575 550 575 LID - Trash Service 575 8350 Routine Maintenance 2,004 2,930 2,200 3,165 LID - Backflow Inspection 80 LID - Boiler Inspection 110 LID - Exterminator 600 LID - Fire Alarm Inspection 300 LID - Fire Alarm Monitoring 150 LID - Fire Sprinkler Inspection 550 LID - Generator PM 400 LID - HVAC PM 550 LID - Landscape Maintenance 250 LID - Sandtrap Cleaning 175 8375 Outside Repairs and Services 1,077 5,100 1,100 5,850 LID - Outside Repairs and Services 5,850 Total Expenses $ 15,371 $ 20,640 $ 19,282 $ 31,450

125 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (31-0039) Station 39

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 7000 General Supplies 2,300 4,000 3,450 4,254 LID - General Supplies 4,254 7100 Equipment $500 to $4,999 573 750 4,700 7450 Utilities - Electricity 10,718 10,750 9,550 10,750 LID - Utilities- Electricity 10,750 7475 Utilities - Gas 2,657 3,750 2,550 3,750 LID - Utilities- Gas 3,750 7500 Utilities - Water/Sewer 1,999 3,150 1,850 3,150 LID - Utilities- Water/Sewer 3,150 7525 Trash Service 627 625 1,375 700 LID - Trash Service 700 8350 Routine Maintenance 4,840 5,960 8,900 4,510 LID - Backflow Inspection 80 LID - Exterminator 600 LID - Fire Alarm Inspection 350 LID - Fire Alarm Monitoring 300 LID - Fire Sprinkler Inspection 300 LID - Generator PM 500 LID - HVAC PM 550 LID - Landscape Maintenance 450 LID - Sandtrap Cleaning 300 LID - Water Filter 1,080 8375 Outside Repairs and Services 2,518 12,650 5,050 6,750 LID - Outside Repairs and Services 6,750 9600 Buildings and Grounds 6,650 Total Expenses $ 26,231 $ 41,635 $ 44,075 $ 33,864

126 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (31-0040) Station 40

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 7000 General Supplies 2,827 4,200 3,700 3,090 LID - General Supplies 3,090 7100 Equipment $500 to $4,999 1,109 7450 Utilities - Electricity 5,964 6,125 4,800 6,125 LID - Utilities- Electricity 6,125 7475 Utilities - Gas 1,950 2,250 2,000 2,250 LID - Utilities- Gas 2,250 7525 Trash Service 627 625 634 700 LID - Trash Service 700 8350 Routine Maintenance 3,946 6,750 3,100 7,050 LID - Exterminator 600 LID - Fire Alarm Inspection 400 LID - Generator PM 500 LID - HVAC PM 550 LID - Parking Lot Maintenance 1,000 LID - Sand Trap Cleaning 300 LID - Septic Tank Pumping 1,500 LID - Water Filter Rental 1,200 LID - Water Filters 1,000 8375 Outside Repairs and Services 12,915 6,850 16,400 5,450 LID - Outside Repairs and Services 5,450 9600 Buildings and Grounds 24,400 25,900 LID - Replace Station Windows 19,500 LID - Replace Well Pump 6,400 Total Expenses $ 29,338 $ 26,800 $ 55,034 $ 50,565

127 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (31-0041) Station 41

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 7000 General Supplies 8,037 5,675 5,500 8,038 LID - General Supplies 8,038 7100 Equipment $500 to $4,999 17,160 800 750 LID - Bar BQ 750 7450 Utilities - Electricity 10,780 13,500 10,950 11,750 LID - Utilities- Electricity 11,750 7475 Utilities - Gas 2,854 4,000 3,200 4,000 LID - Utilities- Gas 4,000 7500 Utilities - Water/Sewer 4,537 10,800 5,000 10,800 LID - Parker Storm Water Fee 800 LID - Parker Water Fee 4,500 LID - Utilities- Water/Sewer 5,500 7525 Trash Service 721 625 750 700 LID - Trash Service 700 8350 Routine Maintenance 3,412 10,821 9,600 6,540 LID - Backflow Inspection 40 LID - Elevator Inspection 450 LID - Elevator PM 2,400 LID - Elevator Registration 150 LID - Exterminator 725 LID - Fire Alarm Inspection 150 LID - Fire Alarm Monitoring 300 LID - Fire Sprinkler Inspection 300 LID - Generator PM 600 LID - HVAC PM 550 LID - Landscape Maintenance 450 LID - Sandtrap Cleaning 425 8375 Outside Repairs and Services 8,830 7,200 10,200 7,200 LID - Outside Repairs and Services 7,200 Total Expenses $ 56,332 $ 52,621 $ 46,000 $ 49,778

128 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (31-0042) Station 42

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 7000 General Supplies 3,379 4,650 3,400 4,400 LID - General Supplies 3,850 LID - Power Tools 550 7100 Equipment $500 to $4,999 1,149 7450 Utilities - Electricity 8,976 10,500 8,600 10,500 LID - Utilities- Electricity 10,500 7475 Utilities - Gas 2,164 2,650 1,950 2,650 LID - Utilities- Gas 2,650 7500 Utilities - Water/Sewer 5,590 5,500 5,100 5,500 LID - Utilities- Water/Sewer 5,500 7525 Trash Service 722 625 750 700 LID - Trash Service 700 8350 Routine Maintenance 3,490 7,252 5,200 7,610 LID - Backflow Inspection 40 LID - Boiler Inspection 75 LID - Dorm Window Repairs 1,250 LID - Exterminator 600 LID - Field Mowing 350 LID - Fire Alarm Inspection 120 LID - Fire Alarm Monitoring 300 LID - Fire Sprinkler Inspection 300 LID - Generator PM 550 LID - HVAC PM 550 LID - Irrigation/Sod Repairs 1,150 LID - Landscape Maintenance 450 LID - Sandtrap Cleaning 375 LID - Septic Tank Cleaning 1,500 8375 Outside Repairs and Services 13,610 8,400 13,000 5,100 LID - Outside Repairs and Services 5,100 9600 Buildings and Grounds 7,125 LID - Replace Bay Heating 7,125 Total Expenses $ 39,080 $ 39,577 $ 38,000 $ 43,585

129 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (31-0043) Station 43

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 7000 General Supplies 3,090 3,250 3,800 3,850 LID - General Supplies 3,850 7100 Equipment $500 to $4,999 700 7450 Utilities - Electricity 7,751 8,950 7,375 8,000 LID - Utilities- Electricity 8,000 7475 Utilities - Gas 2,528 3,000 2,700 3,100 LID - Utilities- Gas 3,100 7500 Utilities - Water/Sewer 2,998 2,850 2,900 2,850 LID - Utilities- Water/Sewer 2,850 8350 Routine Maintenance 4,696 5,048 3,800 3,385 LID - Backflow Inspection 40 LID - Boiler Inspection 75 LID - Exterminator 700 LID - Fire Alarm Inspection 120 LID - Fire Alarm Monitoring 300 LID - Fire Sprinkler Inspection 300 LID - Generator PM 550 LID - HVAC PM 550 LID - Landscape Maintenance 450 LID - Sandtrap Cleaning 300 8375 Outside Repairs and Services 5,932 9,475 12,700 5,850 LID - Outside Repairs and Services 5,850 Total Expenses $ 26,995 $ 32,573 $ 33,975 $ 27,035

130 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (31-0044) Station 44

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 7000 General Supplies 4,452 5,250 3,750 4,476 LID - General Supplies 4,476 7100 Equipment $500 to $4,999 700 2,500 2,100 7450 Utilities - Electricity 8,990 8,000 9,000 8,250 LID - Utilities- Electricity 8,250 7475 Utilities - Gas 2,924 4,000 2,600 3,100 LID - Utilities- Gas 3,100 7500 Utilities - Water/Sewer 6,366 3,950 4,700 3,950 LID - Utilities- Water/Sewer 3,950 7525 Trash Service 592 625 575 700 LID - Trash Service 700 8350 Routine Maintenance 4,554 4,740 4,400 10,665 LID - Backflow Inspection 40 LID - Exterminator 700 LID - Fire Alarm Inspection 250 LID - Fire Alarm Monitoring 300 LID - Fire Sprinkler Inspection 300 LID - Generator PM 500 LID - HVAC PM 550 LID - Landscape installation 4,705 LID - Landscape Maintenance 450 LID - Sandtrap Cleaning 700 LID - Window Replacement 2,170 8375 Outside Repairs and Services 4,044 6,300 6,500 11,150 LID - Drainage Repairs 4,850 LID - Outside Repairs and Services 6,300 9600 Buildings and Grounds 5,815 Total Expenses $ 38,438 $ 35,365 $ 33,625 $ 42,291

131 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (31-0045) Station 45

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 7000 General Supplies 3,438 4,900 4,900 4,654 LID - General Supplies 4,654 7100 Equipment $500 to $4,999 576 600 7450 Utilities - Electricity 13,091 13,950 11,200 13,950 LID - Utilities- Electrical 13,950 7475 Utilities - Gas 3,839 3,850 2,900 4,250 LID - Utilities- Gas 4,250 7500 Utilities - Water/Sewer 3,349 3,250 4,000 3,500 LID - Utilities- Water/Sewer 3,500 7525 Trash Service 722 625 715 700 LID - Trash Service 700 8350 Routine Maintenance 4,011 5,470 5,350 13,990 LID - Backflow Inspection 40 LID - Clean HVAC System 2,980 LID - Exterminator 600 LID - Fire Alarm Inspection 120 LID - Fire Alarm Monitoring 400 LID - Fire Sprinkler Inspection 300 LID - Generator PM 550 LID - HVAC PM 550 LID - Install Hot Water Recirculation Pump 1,950 LID - Landscape Maintenance 450 LID - Replace Bay Lights 3,350 LID - Replace Windows 2,350 LID - Sandtrap Cleaning 350 8375 Outside Repairs and Services 9,199 6,750 8,300 6,750 LID - Outside Repairs and Services 6,750 Total Expenses $ 38,226 $ 38,795 $ 37,965 $ 47,794

132 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (31-0046) Station 46

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 7000 General Supplies 3,363 4,675 4,700 4,850 LID - General Supplies 4,850 7100 Equipment $500 to $4,999 700 7450 Utilities - Electricity 12,316 12,000 12,100 12,000 LID - Utilities- Electricity 12,000 7475 Utilities - Gas 4,388 5,150 3,800 5,150 LID - Utilities- Gas 5,150 7500 Utilities - Water/Sewer 4,677 9,925 5,300 9,925 LID - Parker Storm Water Fee 1,700 LID - Parker Water Fee 2,650 LID - Utilities- Water/Sewer 5,575 7525 Trash Service 708 625 725 700 LID - Trash Service 700 8350 Routine Maintenance 3,926 5,837 5,200 4,610 LID - Backflow Inspection 40 LID - Exterminator 700 LID - Fire Alarm Inspection 220 LID - Fire Alarm Monitoring 300 LID - Fire Sprinkler Inspection 300 LID - Generator PM 700 LID - HVAC PM 550 LID - Landscape Maintenance 450 LID - Landscape Repairs 1,000 LID - Sandtrap Cleaning 350 8375 Outside Repairs and Services 10,143 6,000 4,600 6,000 LID - Outside Repairs and Services 6,000 Total Expenses $ 40,220 $ 44,212 $ 36,425 $ 43,235

133 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (31-0047) Station 47

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 7000 General Supplies 3,781 3,700 2,450 3,860 LID - General Supplies 3,860 7100 Equipment $500 to $4,999 2,122 3,250 1,300 7450 Utilities - Electricity 9,453 10,000 7,800 10,000 LID - Utilities- Electricity 10,000 7475 Utilities - Gas 2,155 2,750 2,000 2,750 LID - Utilities- Gas 2,750 7525 Trash Service 776 625 800 700 LID - Trash Service 700 8350 Routine Maintenance 3,441 5,350 4,800 16,240 LID - Backflow Inspection 40 LID - Exterminator 600 LID - Fire Alarm Inspection 300 LID - Fire Alarm Monitoring 300 LID - Fire Sprinkler Inspection 550 LID - Generator PM 650 LID - HVAC PM 550 LID - Landscape Maintenance 400 LID - Sandtrap Cleaning 350 LID - Traffic Light PM 1,000 LID - UPS PM 11,500 8375 Outside Repairs and Services 4,396 5,850 6,300 5,850 LID - Outside Repairs and Services 5,850 Total Expenses $ 26,125 $ 31,525 $ 25,450 $ 39,400

134 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (31-9000) Mineral Headquarters

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 7000 General Supplies 739 1,750 350 1,750 LID - General Supplies 1,750 7100 Equipment $500 to $4,999 537 8350 Routine Maintenance 7,378 9,500 4,400 8,900 LID - Partion Wall PM 400 LID - Repairs by Management Firm 8,500 8375 Outside Repairs and Services 184 1,500 250 3,000 LID - Outside Repairs and Services 3,000 8410 Space Rental 201,844 409,855 2,119,605 571,372 Total Expenses $ 210,682 $ 422,605 $ 2,124,605 $ 585,022

135 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (31-9041) Storage Building 1

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 7450 Utilities - Electricity 259 400 265 350 LID - Utilities- Electricity 350 7475 Utilities - Gas 539 700 575 700 LID - Utilities- Gas 700 7500 Utilities - Water/Sewer 952 750 1,350 1,000 LID - Utilities- Water/Sewer 1,000 8350 Routine Maintenance 1,323 700 885 700 LID - Exterminator 500 LID - HVAC PM 200 8375 Outside Repairs and Services 310 500 790 500 LID - Outside Repairs and Services 500 Total Expenses $ 3,383 $ 3,050 $ 3,865 $ 3,250

136 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (31-9042) Storage Building 2

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 7000 General Supplies 27 7450 Utilities - Electricity 667 450 390 450 LID - Utilities- Electricity 450 7475 Utilities - Gas 2,238 2,000 1,475 2,000 LID - Utilities- Gas 2,000 8350 Routine Maintenance 655 850 550 1,550 LID - Exterminator 500 LID - Field Mowing 200 LID - HVAC PM 200 LID - Parking Lot Repairs 650 8375 Outside Repairs and Services 48 500 220 500 LID - Outside Repairs and Services 500 Total Expenses $ 3,634 $ 3,800 $ 2,635 $ 4,500

137 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (31-9100) Joint Service Facility

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 7000 General Supplies 1,938 4,250 3,900 6,500 LID - General Supplies 6,500 7100 Equipment $500 to $4,999 700 7450 Utilities - Electricity 38,605 42,500 37,850 42,500 LID - Utilities- Electricity 42,500 7475 Utilities - Gas 13,032 21,750 9,100 21,750 LID - Utilities- Gas 21,750 7500 Utilities - Water/Sewer 12,655 17,850 14,700 17,850 LID - Utilities- Water/Sewer 17,850 7525 Trash Service 4,630 5,000 5,150 5,500 LID - Trash Service 5,500 8175 Professional Services - Other 750 40 8200 Liability/Property Insurance 362 460 8325 Janitorial Services 13,030 14,400 15,270 14,400 LID - Janitorial 14,400 8350 Routine Maintenance 16,996 14,811 15,400 17,295 LID - Exterminator 250 LID - Fire Alarm Inspection 115 LID - Fire Alarm Monitoring 155 LID - Fire Extinguisher Testing 250 LID - Fire Sprinkler Inspection 150 LID - Floor Mat Cleaning 650 LID - Generator PM- Drill Ground 400 LID - Generator PM- Main Building 550 LID - HVAC PM 3,000 LID - Install Hands Free Faucets and Flushers 3,975 LID - Landscape Maintenance 4,800 LID - Sandtrap Cleaning 500 LID - Snow Removal 2,500 8375 Outside Repairs and Services 15,882 19,000 20,000 36,000 LID - Drillground concrete repair 27,000 LID - Outside Repairs and Services 4,500 LID - Warehouse Fencing 4,500 9600 Buildings and Grounds 17,500 24,400 24,500 LID - Remodel Parts Room 7,500 LID - Service Bay Floor Epoxy 17,000 9800 Equipment ($5,000 and over) 17,500 66,500 LID - Auditorium table and chair replacement 66,500 Total Expenses $ 135,380 $ 157,061 $ 146,970 $ 252,795

138 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (31-9200) Parkglenn Headquarters

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 7000 General Supplies 646 1,250 750 1,250 LID - General Supplies 1,250 7100 Equipment $500 to $4,999 5,250 LID - HVAC Controller Replacement 5,250 7450 Utilities - Electricity 34,672 35,000 42,300 39,000 LID - Utilities- Electricity 39,000 7475 Utilities - Gas 6,791 10,500 11,400 11,550 LID - Utilities- Gas 11,550 7500 Utilities - Water/Sewer 5,590 14,750 5,900 14,750 LID - Parker Storm Water Fee 1,250 LID - Parker Water Fee 6,500 LID - Utilities- Water/Sewer 7,000 7525 Trash Service 547 500 540 550 LID - Trash Service 550 8175 Professional Services - Other 1,800 LID - Maintenance by Management Firm 1,800 8325 Janitorial Services 6,244 6,600 7,200 6,600 LID - Janitorial Service 6,600 8350 Routine Maintenance 19,046 20,080 22,400 17,250 LID - Backflow Inspection 80 LID - Boiler Inspection 220 LID - Elevator Inspection 450 LID - Elevator PM 2,500 LID - Exterminator 825 LID - Fire Alarm Inspection 175 LID - Fire Alarm Monitoring 300 LID - Fire Sprinkler Inspection 300 LID - Floor Mat Cleaning 150 LID - Generator PM 800 LID - HVAC PM 1,050 LID - Landscape Maintenance 5,250 LID - Partion Wall PM 400 LID - Replace Generator Hoses 550 LID - UPS PM 4,200 8375 Outside Repairs and Services 17,280 5,000 9,700 7,250 LID - Outside Repairs and Services 6,500 LID - Sidewalk Repairs 750 Total Expenses $ 90,816 $ 93,680 $ 100,190 $ 105,250

139 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (31-9400) Driving Track

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 7500 Utilities - Water/Sewer 4,905 1,000 400 1,000 LID - Utilities- Water/Sewer 1,000 8350 Routine Maintenance 602 4,000 700 3,500 LID - Concrete Crack Filling 3,000 LID - Landscape Maintenance 500 8375 Outside Repairs and Services 1,945 500 850 1,500 LID - Outside Repairs and Services 1,500 Total Expenses $ 7,453 $ 5,500 $ 1,950 $ 6,000

140 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (31-9500) Elbert County Tower

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 7450 Utilities - Electricity 1,816 1,900 1,950 2,400 LID - 2,400 7475 Utilities - Gas 137 800 LID - Utilities- Gas 800 8350 Routine Maintenance 2,463 950 520 950 LID - Field Mowing 250 LID - Generator PM 450 LID - Propane Monitoring 250 8375 Outside Repairs and Services 1,000 1,000 LID - Outside Repairs and Services 1,000 Total Expenses $ 4,417 $ 3,850 $ 2,470 $ 5,150

141 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (31-9600) Bradbury Tower

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 7450 Utilities - Electricity 225 130 200 LID - Utilities- Electricity 200 8350 Routine Maintenance 700 700 LID - Parker Use Fee 200 LID - Site Maintenance 500 Total Expenses $ 925 $ 130 $ 900

142 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (31-9700) Reservoir Tower

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 7000 General Supplies 191 85 250 LID - General Supplies 250 7450 Utilities - Electricity 1,048 900 1,200 1,200 LID - Utilities- Electricity 1,200 7475 Utilities - Gas 510 1,000 1,000 LID - Utilities- Gas 1,000 8350 Routine Maintenance 363 850 575 850 LID - Generator PM 500 LID - Parker Use Fee 100 LID - Propane Monitoring 250 8375 Outside Repairs and Services 1,891 1,000 1,500 1,000 LID - Outside Repairs and Services 1,000 Total Expenses $ 4,002 $ 3,750 $ 3,360 $ 4,300

143

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144 Human Resources Fund 01 Bureau/Division 33 Program Description

The mission statement for Human Resources is “to recruit and retain the best employees and provide processes that ensure an environment characterized by integrity and fair treatment”. The Human Resources Bureau encompasses several programs and services designed to support the Authority and its employees in the achievement of its mission and objectives. Human Resources oversees all human resource programs within the Authority including salary administration, employee benefits, recruitment and hiring, employee relations, disciplinary actions, employee recognition, succession planning, employee development, and policy and procedures.

Budget Summary Expenditures Actual 2011 Estimated 2012 Budget 2013 Salary & Benefits $429,193 $414,296 $463,678 Supplies & Expenses 445,708 391,177 626,875 Workers Comp Insurance 721,978 726,622 978,750 Total $1,596,879 $1,532,095 $2,069,303

Personnel Summary Position Actual 2011 Actual 2012 Budget 2013 Human Resources Director 1 1 1 Human Resources 2 2 2 Benefits/Specialist Human Resources Analyst .8 1 1 Human Resource Technician 0.5 Total FTE 4.3 4 4

2012 Accomplishments

• The HR Team received the Medal of Honor at the annual Employee Awards Banquet for our continued efforts to provide outstanding service to SMFRA personnel and their families by remaining inclusive, accessible and sincere during difficult financial, transitional and emotional times. It was an incredible honor to receive this award which had historically only been issued to line members for heroic efforts. • Successfully implemented a partially self funded medical plan which provides the organization an opportunity to reap the benefits of our modest claims history and potentially realize a significant premium cost savings in future years. • Successfully recruited, tested and evaluated nearly 1100 candidates resulting in the hiring of 14 new recruit Firefighters.

145 • Recruited, tested and hired an IT Director, HR Analyst and a Quartermaster in addition to the 14 recruits. • Managed approximately 90 work comp claims • Developed a comprehensive New Employee Orientation • Managed ~20 LTD claims • Participated in the conversion of the 401 and 457 pension plans • Redesigned the firefighter testing process to reduce the number of applications HR was reviewing and storing, significantly reducing the amount of time HR spends on the initial testing process. • Conducted a detailed analysis of the Performance Pro competencies and the evaluation process. This analysis resulted in a significant reduction of the number of competencies the employees and their supervisors have to rate which streamlined the evaluation process and in turn made the evaluation process more user friendly. • Saved the authority ~$90,000 by switching LTD carriers for 2013. • Developed and executed a comprehensive file conversion to create a universal filing system for personnel, confidential, medical, work comp, benefits, physical and leave files.

2013 Goals

• Roll out High Deductable Health Plan and Health Savings Account for implementation in 2014 • Evaluate compensation and benefits package • Roll out new Employee Recognition Awards event • Evaluate Performance Measurement tool to assess areas for improvement and training needs • Develop HR metrics to evaluate HR functions, effectiveness, efficiencies, impact, contribution to organization, etc. • Evaluate the human resource information system needs to improve reporting capabilities. • Monitor and evaluate effectiveness of partially self insured medical plan

146 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (33-0000) Human Resources-Project Non-specific

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5000 Salaries 306,785 313,147 275,394 309,346 5400 Project/Meeting Overtime 15,629 61,300 35,000 37,300 LID - ERC Committee 3,500 LID - Evaluation Committee 2,000 LID - Misc Hr meetings/Committee 2,000 LID - OT for Physicals 20,000 LID - Peer support chair 500 LID - Peer Support team 1,500 LID - Performance Pro OT training 4,800 LID - Salary benefit Committee 3,000 6000 Pension Expense 36,097 37,578 33,047 37,121 6025 Retiree Health Savings 4,801 5,163 4,481 4,258 6050 Deferred Compensation - Employer Contribution 554 555 554 592 6100 Health Insurance 50,786 51,799 53,000 60,655 6125 Vision Insurance 895 935 935 1,016 6150 Dental Insurance 4,153 4,285 4,500 5,184 6200 Life, Accidental Death and Dismemberment Insurance 2,718 689 645 782 6225 Long Term Disability 1,365 1,378 1,413 2,382 6300 Social Security and Medicare 5,005 6,265 4,762 4,486 6400 Employee Assistance Program 404 660 564 556 6450 Worker's Comp Insurance 721,978 900,000 726,622 978,750 LID - Reserve for previous WE audit expense 78,750 LID - WC Deductibles 210,000 LID - WC SMFRA 690,000 7000 General Supplies 784 650 1,700 850 LID - New employee orinetation materials 250 LID - Supplies 600 7025 Office Supplies 96 228 100 7075 Postage/Shipping 408 100 330 400 7125 Books/Publications 1,248 1,150 700 1,175 LID - CML Survey 75 LID - CO State Fire Chief survey 300 LID - Liability posters 600 LID - Misc books and manuals 200 7150 Memberships 5,560 5,425 5,300 5,625 LID - Colorado PRIMAx3 200 LID - CPHRA 120 LID - IPMA National 155 LID - IPMA-HRCO 250 LID - MSEC 4,700 LID - SHRM 200 7200 Advertising/Public Notices 565 500 656 7225 Awards and Recognition 72,791 65,450 25,000 64,850 LID - Admin holiday luncheon 250 LID - Annual employee recognition 30,000 LID - Baby gear 500 LID - Education awards 1,000 LID - Employee cards 500 LID - Family support network 2,000 LID - Retiree luncheon 900 LID - Retiree recongition 5,000 LID - Service Awards 24,700

147 Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 7250 Uniforms 491 300 300 300 8000 Printing/Binding 200 189 200 8025 Physicals 175,359 252,875 200,000 214,125 LID - Additional required test from physicals 20,000 LID - Annual physicals 140,000 LID - DOT Physicals 1,625 LID - Fitness for duty 5,500 LID - HazMat Physicals 10,000 LID - Treadmills 30,000 LID - USAR physicals 7,000 8175 Professional Services - Other 32,822 159,046 50,000 167,525 LID - Admin Leadership Development 10,000 LID - ADP background services 600 LID - Background checks non-planned hires 250 LID - Cardiac/Stoke self funded coverage 9,000 LID - Coaching/mediation 7,000 LID - Cobra adminstration 4,000 LID - Employee Pulse Survey 5,000 LID - Employment liabilty training (Sex harsement $1550) 5,000 LID - Ergometrics license 1,600 LID - Ergonomics accomodations 500 LID - Hospital copays 50,000 LID - HR consulting 2,500 LID - Misc EAP costs 15,000 LID - Open enrollment services 500 LID - Peer support group/CID 6,600 LID - Perf pro 360 module 6,000 LID - Perf pro evalution license and fees 5,900 LID - Random drug screening 21,000 LID - Reasonable suspicion/post accident drug testing 525 LID - Transports fees 16,200 LID - Zoomerang survey service 350 8225 Seminars/Conferences 985 14,325 374 14,325 LID - Annual legal update x2 400 LID - Center for Creative Leadership 6,000 LID - IPMA 600 LID - MSEC benefits 575 LID - Seminars for HR staff 6,750 8250 Travel/Lodging 34 3,000 1,400 3,000 8275 Mileage 150 150 8300 Business/Meeting Expense 2,746 4,750 5,000 4,250 LID - Meetings/trainings interview 3,000 LID - Performance management recognition 1,250 8450 Tuition Assistance 151,821 150,000 100,000 150,000 LID - Tuition 150,000 Total Expenses $ 1,596,879 $ 2,041,675 $ 1,532,095 $ 2,069,303

148 Technology Fund 01 Bureau/Division 34

Program Description

This Bureau is responsible for the Information Technology, Communications, and radio operations of the Authority. They provide support for the records management system (High Plains) that handles incident reporting, Community Safety Services occupancy and inspection records, Human Resources, and Payroll; Great Plains Dynamics the accounting system for the Authority; and Laser Fiche for electronic imaging storage for paper documents; and other various file and support servers.

The Bureau also manages the wired and wireless data/voice networks, servers, workstations, telephone system, and the radios. The wireless data/voice network is used to transmit notification of emergency responses to crews in the fire stations, to connect to all fire stations, the Training and Fleet Services Center, and the two Headquarters buildings.

The Authority’s operations are increasingly utilizing technology in all facets of our operations. One of the Authority goals is to integrate as much of the data as possible in the most effective manner; this involves technology to a large degree such as having the MDTs (Mobile Data Terminals) in the apparatus to communicate with Metcom Dispatch.

Budget Summary Expenditures Actual 2011 Estimated 2012 Budget 2013 Salary & Benefits $ 505,587 $ 492,120 $ 456,554 Supplies & Expenses 1,085,403 1,088,376 1,283,823 Capital 102,021 538,700 260,500 Total $1,693,011 $2,119,196 $2,000,877

Personnel Summary

Position Actual 2011 Actual 2012 Budget 2013 Technology Bureau Director 1 1 1 Network & Communications Manager 1 1 1

Systems & Help Desk Manager 1 1 1 Help Desk Support Specialist 1 1 1 Database Admin & Application Specialist 1

Radio Ops Tech 0.3 0.2 0.2 Total FTEs 5.3 4.2 4.2

149 2012 Accomplishments:

• All required Technology infrastructure/components placed, tested and operation for the Station 38 opening. • Completed workstations upgrade to Windows 7 and Office 2010. • Completed meeting room 1 and 2 build-out. • Upgraded bridge to support high definition and other agency connection • Added ability to record conferences and deploy the videos to end users via a web portal. • Operator and producer training continued with other bureaus so they can manage their own conferences. • Business requirements gathering and vendor selection was began for the development of forms for the new internet. • Completed the install of additional wireless AP’s in all stations. • Completed Fiber Channel Storage to Primary NS-120 SAN. • Completed the install of NS-120 SAN at Disaster Recovery site. • Completed Disaster Recovery Plan • All Blackberry servers and services discontinued due to deployment of the Motorola Admiral Smartphones. • Mobile Device Management solutions research completed. • Completed the deployment of the Microsoft learning center along with other media options for quick tutorials for end-user training.

2013 Goals:

Business Applications: 1. Citrix: a. Conduct a proof-of-concept of Microsoft’s server virtualization solution, Hyper-V, with a Citrix server. 2. Faster Fleet Management System a. Deploy FASTER’s Service Center product for SMFRA and contracted outside agencies. b. Complete the Wright Express WEX Fleet card integration with SMFRA’s FASTER product. 3. High Plains: a. Deploy one High Plains Fire and Medic Manager Product upgrade. b. Conduct a gap analysis of the existing High Plains Fire and Medic Manager RMS solution. c. Document a Request for Information to identify fire and emergency management services operations RMS products is the current marketplace. 4. Internet a. Complete a migration of SMFRA’s current Internet website to the new Internet website platform.

150 5. Polycom a. Secure funding to replace the remaining older SD cameras. b. Upgrade Polycom PRMM (Accordant) from version 5.1.1 to 6.0.0. c. Secure funding to purchase Polycom’s Mobile Media Module (PRMM) server. 6. SharePoint a. Establish a SMFRA SharePoint 2013 farm. b. Engage a Business Analyst Consultant to gather and document user requirements for electronic forms, workflows, reports, and dashboards. c. Procure a Microsoft Premier Standard 0 Support Services contract. d. SharePoint 2013 technical and end-user training. Strategic Planning: 1. Document and operationalize an SMFRA Technology Governance framework. 2. Operationalize and assess the Technology Bureau’s 2013 and 5-year Strategic Plans. 3. Establish and test the Technology Continuity of Operations Plan (COOP). 4. Document and operationalize a Technology Bureau succession plan. Staffing: 1. Provide justification to hire a qualified, full-time professional to fulfill a SharePoint Administrator/SQL DBA/Software Analyst position at SMFRA. 2. Review with SMFRA’s Executive Leadership and gain their approval to hire a qualified, fulltime professional SharePoint Administrator/SQL DBA/Software Analyst position. Technology Standards: 1. Produce and maintain an SMFRA business applications architecture document. 2. Produce and maintain an SMFRA technologies (server, storage, personal computers, and mobile) architecture document. 3. Develop and document an SMFRA technology replacement plan for critical business technologies. 4. Produce and maintain a Technology architecture document that summarizes the types of technologies needed to ensure SMFRA has a suitable environment to run its business applications architecture.

Network: 1. Produce and maintain an SMFRA Network architecture document that summarizes the current network technologies needed to ensure a suitable environment exists to run its business applications, hardware, and mobile technologies 2. Produce and maintain a Continuity of Operations (COOP) for SMFRA’s Network. 3. Research emerging network technologies. 4. Perform impact analysis for newly proposed network technologies.

151 Hardware: 1. Produce and maintain an SMFRA hardware architecture document that summarizes the server, storage, and personal computer technologies needed to ensure SMFRA has a suitable environment to run its business applications architecture. 2. Deploy a Mobile Device Management solution. 3. Produce a technology replacement plan for SMFRA’s server and storage hardware. 4. Produce a technology replacement plan for SMFRA’s personal computer hardware. 5. Produce a technology replacement plan for SMFRA’s mobile hardware. 6. Produce a Preventative Maintenance program for mobile personal computers. 7. Perform impact analysis for newly proposed server and storage technologies. 8. Perform impact analysis for newly proposed personal computer technologies. 9. Perform impact analysis for newly proposed mobile technologies.

Communications: 1. Work with SMFRA’s Public Information Officer to document and operationalize a Technology Communications Plan. 2. Document a Technology Bureau staff member’s station visit schedule. 3. Actively participate in Officer Meetings.

Radio Operations 2012 Accomplishments:

• All radios and batteries were maintained, repaired or replaced as needed. • New repair system put into place with DCSO. Resulting in large savings in repair cost. • All radios re-programmed and PM done to all portable radios • West Net station alerting upgrades completed. Station timers installed. • New West Net voice put into place. • Several meetings with Sprint over cost and equipment. • West Metro Fire Added to radios. -They are on a different system. • Evaluated Sprint and Pager costs and bills. • Evaluated new radios and established time line for replacement. • All Radio, pagers and phones repaired or replaced in timely fashion. • VHF radio system up and running. 2013 Goals:

• Establish type and model of new Motorola radios to be purchased. • Identify units that need to have new radios installed. • Ensure all communications equipment is repaired or replaced in a timely manner. • Review all communication bills for cost effectiveness. • Handle all day to day communication issues with radio, Sprint and pager system. • Upgrade battery system for 800 radios • Reprogram radio system as needed. • Ensure station alerting system is 100% functional

152 • Install new interface between CAD and station alerting. • Install new station alerting voice • Install new station alerting upgrades. • Evaluate and expand VHF radio system. • Evaluate Smart phones and direct connect need.

153 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (34) Technology

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5000 Salaries 379,236 421,983 357,890 339,491 5400 Project/Meeting Overtime 17,312 32,400 36,025 31,340 6000 Pension Expense 47,605 49,798 40,888 40,739 6025 Retiree Health Savings 7,318 7,737 6,053 4,087 6050 Deferred Compensation - Employer Contribution 1,125 1,205 1,018 6100 Health Insurance 40,292 41,171 37,156 28,593 6125 Vision Insurance 772 774 758 597 6150 Dental Insurance 3,663 3,848 3,343 2,760 6200 Life, Accidental Death and Dismemberment Insurance 784 913 835 854 6225 Long Term Disability 1,711 1,826 1,808 2,614 6300 Social Security and Medicare 5,396 6,017 5,702 4,923 6400 Employee Assistance Program 372 660 644 556 7000 General Supplies 18,739 18,700 40,300 24,200 7025 Office Supplies 159 500 213 7050 Computer Supplies 6,452 19,000 24,000 7075 Postage/Shipping 685 415 600 7100 Equipment $500 to $4,999 67,465 160,200 176,100 181,448 7125 Books/Publications 500 416 500 7150 Memberships 399 95 100 7175 Certifications 150 1,000 500 7200 Advertising/Public Notices 1,000 921 500 7225 Awards and Recognition 500 500 500 7250 Uniforms 450 1,200 450 7300 Updates/Maintenance Software 278,757 300,725 288,900 283,125 7310 Maintenance Hardware 180,214 152,700 92,000 223,500 7325 Telephone 174,870 152,000 228,000 160,300 7350 Pagers 3,774 6,300 4,700 9,300 7375 Cell, Digital, Nextel Phones 127,377 4,000 7425 Wireless Connections 47,218 156,000 145,300 150,000 8175 Professional Services - Other 135,949 117,700 74,426 145,500 8225 Seminars/Conferences 2,785 3,000 13,000 8275 Mileage 31 500 200 500 8300 Business/Meeting Expense 315 500 190 500 8350 Routine Maintenance 92 300 1,000 8375 Outside Repairs and Services 39,974 68,500 15,200 64,300 9800 Equipment ($5,000 and over) 102,021 501,500 538,700 260,500 Total Expenses $ 1,693,011 $ 2,214,607 $ 2,119,196 $ 2,000,877

154 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (34-0000) Technology - Project Non-specific

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5000 Salaries 379,236 421,983 357,890 339,491 5400 Project/Meeting Overtime 4,673 19,900 14,625 9,000 LID - IT Estimated On Call 2,000 LID - IT OT 7,000 6000 Pension Expense 47,605 49,798 40,888 40,739 6025 Retiree Health Savings 7,318 7,737 6,053 4,087 6050 Deferred Compensation - Employer Contribution 1,125 1,205 1,018 6100 Health Insurance 40,292 41,171 37,156 28,593 6125 Vision Insurance 772 774 758 597 6150 Dental Insurance 3,663 3,848 3,343 2,760 6200 Life, Accidental Death and Dismemberment Insurance 784 913 835 854 6225 Long Term Disability 1,711 1,826 1,808 2,614 6300 Social Security and Medicare 5,396 6,017 5,702 4,923 6400 Employee Assistance Program 372 660 644 556 7000 General Supplies 6,148 1,000 7,000 5,500 LID - Access Cards - Stock 1,000 LID - Headsets 500 LID - Supplies 4,000 7025 Office Supplies 159 500 213 7050 Computer Supplies 6,452 19,000 24,000 LID - Computer Supplies and Parts 24,000 7075 Postage/Shipping 685 205 600 LID - Postage & Shipping 600 7100 Equipment $500 to $4,999 57,172 90,000 135,600 61,948 LID - Cisco AP Replacements 12,000 LID - Message Screen Appliance Replacement 4,300 LID - PIO MacBook Pro w Apple Care plan 2,648 LID - Redundant Power Supply for CCB/RH 1,500 LID - Scheduled Computer Replacement 37,500 LID - Tablets 4,000 7125 Books/Publications 500 416 500 LID - Books & Publications 500 7150 Memberships 399 95 100 LID - Memberships 100 7175 Certifications 150 1,000 500 LID - Certificates 500 7200 Advertising/Public Notices 1,000 921 500 LID - Advertising 500 7225 Awards and Recognition 500 500 500 LID - Recognition 500 7250 Uniforms 450 1,200 450 LID - Shirts 450 7300 Updates/Maintenance Software 278,757 300,725 288,900 283,125 LID - Adobe 6,500 LID - Assure Software 2,000 LID - AXIS TV 1,500 LID - Budget Software 19,500 LID - Citrix 10,000 LID - DSX 2,000 LID - ESRI 5,000

155 Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget LID - Great Plain - Upgrades 20,000 LID - High Plains 35,000 LID - High Plains LS Mobile Licenses 27,000 LID - Info Rad 500 LID - Informacast 1,500 LID - K2 2,500 LID - LaserFiche LSAP 8,500 LID - Lenel 3,000 LID - Locution 8,000 LID - Log-Me-In 2,400 LID - Mail/Spam Filtering 4,500 LID - Maintenance Connection 5,500 LID - Microsoft 67,000 LID - Network 1,200 LID - Netwrix 3,100 LID - Radio IP 2,500 LID - RightFax 3,600 LID - Servers Alive 125 LID - Solarwinds Software Bundle 4,200 LID - Symantec 15,000 LID - Track-IT 3,500 LID - VMware 18,000 7310 Maintenance Hardware 164,722 152,700 92,000 223,500 LID - EOC/Board/Training Room Equipment 15,000 LID - Exalt Radio 5,000 LID - HDVR 1,200 LID - MDT Renewal 28,000 LID - MSN En Garde 82,000 LID - Network Antenna 5,000 LID - Phone system server/software upgrade 50,000 LID - Video Conference 37,300 7325 Telephone 174,870 152,000 228,000 160,300 LID - Analog Phone Lines Mineral 3,000 LID - Analog Phone Lines Parkglenn 3,000 LID - Comcast - CATV 4,000 LID - Comcast - Internet 4,300 LID - Internet Circuits 15,000 LID - Metro Optical Ethernet Circuits 80,000 LID - T1 Circuits 25,000 LID - Voice PRI Mineral 15,000 LID - Voice PRI Parkglenn 11,000 7375 Cell, Digital, Nextel Phones 71 7425 Wireless Connections 10,407 10,000 8175 Professional Services - Other 133,662 80,700 59,000 106,000 LID - Annual Tower Inspections 6,000 LID - ARIN Annual 500 LID - Domain Name 500 LID - Great Plains Support 10,000 LID - KNS/CSI Support 10,000 LID - Outside Computer Support 10,000 LID - SSL Certificates 4,000 LID - Web Site Development - Internet 5,000 LID - Web Site Development - Intranet 60,000 8225 Seminars/Conferences 2,785 3,000 13,000 LID - Management Seminars 1,500 LID - Seminars 1,500 LID - Technical Training 10,000 8275 Mileage 31 500 200 500 8300 Business/Meeting Expense 45 500 190 500 LID - Staff Meetings 500

156 Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 8350 Routine Maintenance 54 1,000 LID - Electronic Equipment Recycling 1,000 8375 Outside Repairs and Services 33,877 37,500 13,200 37,800 LID - Electrical Work at Stations 18,000 LID - HP Plotter Maintenance 1,800 LID - Network Cabling at Stations 18,000 9800 Equipment ($5,000 and over) 17,148 298,000 470,500 155,000 LID - Email Archiving 15,000 LID - PolyCom Cameras 14,000 LID - Server Replacement 6,000 LID - Upgrade Radio IP System in MetCom 20,000 LID - VM Ware Server Replacement 100,000 Total Expenses $ 1,380,541 $ 1,676,407 $ 1,797,860 $ 1,509,537

157 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (34-1070) Radio Operations

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5400 Project/Meeting Overtime 12,638 12,500 21,400 22,340 LID - OT to complete projects 15,000 LID - Program 800 MHz 2,500 LID - Radio Coordinator Differential 1,000 LID - Radio Coordinator OT 8/mo. 3,840 7000 General Supplies 12,591 17,700 33,300 18,700 LID - 800 Radio Batteries x40 5,000 LID - Antennas, radio AVL GPS 1,500 LID - Battery Chargers 2,000 LID - BK VHF Battery x10 1,600 LID - Nextel Accessories 1,000 LID - Radio holders 500 LID - Radio Parts, Batteries, Microphones 7,000 LID - Replace lost/broken cell phones 100 7075 Postage/Shipping 210 7100 Equipment $500 to $4,999 10,293 70,200 40,500 119,500 LID - Ops- 6 new radios 20,000 LID - Ops Radios - Mobile Replacement Quantity 20 92,500 LID - Wildland-King Mobil VHF Radios, Brush/Engine 5,000 LID - Wildland-King VHF Portable Engine/Brush 2,000 7310 Maintenance Hardware 15,492 7350 Pagers 3,774 6,300 4,700 9,300 LID - Ops Pager Service 9,000 LID - Replace lost pagers 300 7375 Cell, Digital, Nextel Phones 127,306 4,000 7425 Wireless Connections 36,811 156,000 135,300 150,000 LID - Data Celluar Cards 27,800 LID - Operations Cell Phone 74,200 LID - Ops MDT - Cell Service 31,000 LID - Satelite phone service 2,000 LID - Staff Cell Phone Service 15,000 8175 Professional Services - Other 2,287 37,000 15,426 39,500 LID - 800 MHz Subscriptions to DC 15,000 LID - Programming charge 800 MHz radios 6,500 LID - Reprogram radios/alignment 5,000 LID - Subscription to 800 MHz service 13,000 8300 Business/Meeting Expense 270 8350 Routine Maintenance 38 300 8375 Outside Repairs and Services 6,096 31,000 2,000 26,500 LID - 800 MHz mobile radio repair 6,000 LID - 800 MHz radio repair 9,000 LID - First In Maintenance 5,000 LID - Misc Repair 3,500 LID - Pagers Nextels and Phones 1,000 LID - VHF-Kiing Radio Repair 2,000 9800 Equipment ($5,000 and over) 84,873 203,500 68,200 105,500 LID - First In Video Monitors 31-47 36,000 LID - First-In Bedroom Alerting Station 33 12,000 LID - First-In Bedroom Alerting Station 36 13,000 LID - Westnet Mute Eye Upgrade 7,000 LID - Westnet Tritech Interface 37,500 Total Expenses $ 312,470 $ 538,200 $ 321,336 $ 491,340

158 Community Safety Services Life Safety Bureaus Fund 01 Bureau/Divisions 40, 42, 43, 45, 47, 48, 49 Program Description

Community Safety Services is comprised of several areas including plan review, new construction inspections, inspections of existing commercial occupancies, code enforcement, investigations, Public Education, Emergency Management, Planning and Analysis, and Grants and support of the South Metro Fire Safety Foundation. The Division is divided into two major areas of concern. CSS (Community Safety Services) is made up of the Division Administrative Staff, Planning and Analysis, and the Life Safety Bureau. The Community Preparedness Bureau is made up of Life Safety Education, Grants, Support for the South Metro Fire Safety Foundation, and Emergency Management. The staff of the CSS Division is comprised of 25 fulltime employees.

Plan reviews are performed by this Bureau. Submittals for review include plans for new subdivisions, utilities, site improvement, new building, tenant finishes, sprinkler and alarm systems, applications for temporary use, and plans for use and storage of hazardous chemicals. CSS staff also assists in development of the fire code by serving on a committee of the International Code Council which mandates design standards for architects, contractors, and building owners.

Fire investigations are performed by CSS members who are part of a trained Fire Investigation Team. The Team is comprised of eight on-call employees who respond on a rotational basis. Each member of the team is required to be first on the call list thirteen times a year for a period of one week.

The Life Safety Education Bureau of CSS is comprised of 2.25 FTE. Programs include an age-specific curriculum for school-aged students, child car seat inspections, guest speaker engagements, career presentations, engine demonstrations, as well as fire warden training, fire drill evaluation, and evacuation planning services to local businesses.

The Emergency Management Bureau is comprised of an Emergency Manager who is responsible for preparing the entire Authority for emergencies, including from business backup planning to the operation of the Emergency Operations Center in an Operations emergency situation.

The Planning and Analysis Bureau is comprised of 1 individual. This bureau performs data analysis used in planning location of fire stations as well as preparing dashboards for management analysis. They also prepare the accreditation document and prepare data for recommendations on the Standards of Cover.

Grants is comprised of a half time Program Administrator who is assigned the task of writing grant applications on behalf of different divisions of the Authority as well as assisting in ensuring compliance with reporting requirements of any funds procured. This individual also serves as executive director of the South Metro Fire Safety Foundation, a non-profit body that administers and implements various safety education classes such as CPR, Red Cross Babysitting courses, and teen and adult driving programs.

159 Budget Summary

Community Safety Services Revenues Actual 2011 Estimated 2012 Budget 2013 Plan reviews/Permits $805,376 $882,254 $1,000,000

Expenditures Community Safety Services – Division 40 Actual 2011 Estimated 2012 Budget 2013

Salary & Benefits $253,437 $258,716 $275,343 Supplies & Expense 4,009 5,169 14,299 Total $257,446 $263,885 $289,642

Budget Summary

Life Safety Bureau – Division 42 Actual 2011 Estimated 2012 Budget 2013

Salary & Benefits $1,988,923 $1,887,240 $2,005,657 Supplies & Expense 29,655 87,296 84,589 Capital 303,529

Total $2,018,578 $1,974,536 $2,393,775

Budget Summary

Planning & Analysis – Division 43 Actual 2011 Estimated 2012 Budget 2013

Salary & Benefits $170,806 $179,301 $128,247 Supplies & Expense 7,148 12,097 92,912 Total $177,954 $191,398 $221,159

Community Preparedness Bureau

Budget Summary

Life Safety Education Bureau – Division 45 Actual 2011 Estimated 2012 Budget 2013

Salary & Benefits $279,838 $252,145 $229,342 Supplies & Expense 23,568 6,001 37,661 Total $303,406 $258,146 $267,003

160 Budget Summary

Emergency Management – Division 47 Actual 2011 Estimated 2012 Budget 2013

Salary & Benefits $161,553 $153,186 $169,460 Supplies & Expense 12,862 3,229 15,266 Total $174,415 $156,415 $184,726

Budget Summary

Support the South Metro Fire Safety Foundation – Division 48 Actual 2011 Estimated 2012 Budget 2013

Salary & Benefits $1,197 $88,771 $52,569 Supplies & Expense 90 1,082 12,242 Total $1,287 $89,853 $64,811

Budget Summary

Grants - Division 49

Actual 2011 Estimated 2012 Budget 2013

Salary & Benefits $64,202 $28,863

Supplies & Expense 1,894 1,361

Capital 450,000 Total $66,096 $1,361 $478,863

Budget Summary

Totals for CSS Division

Actual 2011 Estimated 2012 Budget 2013

Salary & Benefits $2,919,956 $2,819,359 $2,889,481 Supplies & Expense 79,226 116,235 256,969 Capital 753,529

Total $2,999,182 $2,935,594 $3,899,979

161 Personnel Summary Position Actual 2011 Actual 2012 Budget 2013 Assistant Chief

Community Safety Services 1 1 1 Fire Marshal 1 1 1 Deputy Fire Marshal 2 2 2 Administrative Division Assistant 1 1 1 Permit Coordinator 1 1 1 Life Safety Technicians 7 1 1 CSS Fire Inspectors 3 9 10 Life Safety Educators 3 2.25 2.25 CSS – Plan Reviewers 4 3 3 CSS – HazMat Compliance 1 1

Emergency Operations Manager 1 1 1 Safety Foundation Executive Director 0.5 0.5 0.5 Grant Administrator 0.25 0.25

Planning & Analysis Coordinator 1 1 1 Planning & Analysis Technician 0.68 0.68 Total FTE 27.18 25.68 25

Community Safety Services Administration

2012 Accomplishments:

• Assisted Fleet in establishing a uniform Knox key accountability system • The false alarm mitigation program implemented targeted programs to reduce fire sprinkler pipe freezes • The wildfire mitigation program assisted Happy Canyon residents with slash pick up & chipping • Completed residential fire sprinkler survey of citizens and firefighters 2013 Goals:

• Continue risk assessment to community and station levels • Expand programs to assist communities with fuel reduction in wildland interface • Develop & implement programs to reduce false alarms in residences

Grants

2012 Accomplishments:

• Applied for 7 grants. The following were awarded: Safer Grant for 14 firefighters Colorado EMTS Provider Grant 13 replacement LP 15

162 NCR Hazmat Entrylink & Diversity Console Chemical Detector Chempro 100i The following are still pending: 2012 Assistance Firefighter Grant for a generator 2012 Assistance Firefighter Grant for 2 Ambulances 2013 Goals:

• Seek mitigation grant funding to assist in the implementation of mitigation activities that correspond to goals outlined in the Risk Assessment and Mitigation Plan (RAMP). • Seek grant opportunities that fit SMFRA’s strategic directions and funding capabilities to assist in reducing identified risk frequency throughout 2013. • Apply for a state and federal indirect rate for standardized reimbursement of administration grant costs. • Implement a comprehensive budget management procedure for pre-grant planning.

Preplans

2012 Accomplishments:

• Status of objective "Develop a preplan for 100% of all complexes by December 31, 2012" - 89% as of 3rd quarter 2012. • Status of objective "Preplans will be completed by the last day of the quarter assigned, 90% of the time"

2013 Goals:

• Develop a customer input survey. • Incorporate Multi Casualty Incident and Wildland preplans into program. • Participate in Coordinated Occupancy Risk Reduction Program to improve high risk occupancy preplans. • Develop a more risk-based approach to preplans in preparation for new cycle in 2013. • Explore more technology-based applications to manage and use preplans.

Life Safety Bureau

2012 Accomplishments:

• Hosted two outreach sessions with customers. A contractor outreach to discuss submittal and inspection processes completed in June. A second meeting to discuss retroactive fire code requirements completed in August. • Reclassified Life Safety Technicians as Inspectors to more accurately reflect evolved duties as inspectors in the existing builting environment. • Completed a fee study analysis with a consultant to update fee schedule for cost recovery on new construction and permit applications. The updated study provides more precise data driven cost recovery model. • Hosted a hazardous chemicals roundup for Douglas County.

163 • Actively involved in code process at local, state, and national levels. • Improve data quality in department records management system (RMS) through Implemented false alarm and fire incident report review programs • Completed a program analysis for investigations unit resulting in oversight of the program by an Investigation Program Coordinator. Deployment of a qualification program task book to qualify new investigators. • Actively involved in training and education of operations personnel through class delivery and assistance with practical training events. • Assisted several local and county governments with adoption of more current fire codes, primarily the 2012 International Fire Code. • Beta tested a paperless inspection program for existing buildings in the fourth quarter of 2012. 2013 Goals:

• Acquisition and implementation of comprehensive solution to improve customer service through online, electronic project submittal, review, and tracking. • Implementation of tablet based paperless inspection for new and existing buildings. • Integration of existing Records Management System (RMS) with innovative solutions cited above. • Assess the options for anticipated increases in workflow, including 3rd party plan review services for highly technical projects and increased construction activity. • Develop and implement existing building inspection cycles based on risk derived from accurate data. • Work with cities/counties to continue adoption process of 2012 International Fire Code. • Conduct additional customer outreach programs

Planning and Analysis

2012 Accomplishments:

• Finalized balanced performance report (organizational dashboard) • Completed the Risk Assessment and Mitigation Plan (RAMP) with Emergency Manager, submitted and approved by FEMA • Continued improvement process for alarm incident reporting including multiple incident locations. • Completed numerous reviews and reports for operations improvement initiatives • Participated in Operations Deployment and Staffing Planning workgroup • Continued support of the Colorado Accreditation Consortium through the State Fire Chiefs. • Developed new city report design for each municipality served • Maintained affiliation with the Commission on Fire Accreditation International, in compliance with all requirements • Processed 2012 National Fire Incident Reporting System (NFIRS) reports

164 2013 Goals:

• Maintain a customer-based focus in the delivery of all services. • Maintain the planning processes that improve SMFRA’s preparedness and response capabilities for all hazards. • Improve collaboration with all public service and government agencies we impact or serve. • Pursue opportunities to examine organizational programs, activities and practices, compare with professional associations or industry leaders, and continually improve effectiveness and service delivery. Community Preparedness

2012 Accomplishments: Child Passenger Safety Seat Program • Facilitated 24 child passenger safety seat events, and checked over 336 seats.

Emergency Management • Created and adopted a department Risk Assessment and Mitigation Plan (RAMP). • Conducted callback drills as part of the COOP. • Trained on the Mineral and JSF OEPs. • As Exercise Director, facilitated the North Central Region’s (NCR) two-day full-scale exercise.

Life Safety Education • Completed two (2) Community Wildfire Protection Plans (CWPPs). • Created the It Matters Program (IMP) o Developed and delivered three (3) Risk Matters pilot classes. o Developed and delivered over 33 Fire Safety Matters classes o Developed and delivered six (6) Widlfire Matters pilot classes. o Developed and delivered one (1) Crash Matters pilot class to over 100 students.

Life Safety Foundation • Participated in at least one local event per community. • Continued to deliver core classes: o Super Sitter Babysitting Class o CPR/AED and First Aid Certification o Crash Avoidance Teen Driving Skills o Driver Awareness Programs for new drivers under 16 o License to Survive

Terrorism Liaison Officer Program • Conducted training to Increase SMFRA personnel’s awareness of the TLO program.

165 2013 Goals: Child Passenger Safety Seat Program • Expand the safety seat program to reach two at-risk populations: o Spanish-speaking parents o Senior citizens

Emergency Management • Conduct a quarterly callback drill • Conduct an Occupant Emergency Plan (OEP) training and drill for each facility (Mineral and JSF) • Coordinated Occupancy Risk Reduction Program (CORRP) o Conduct a partial evacuation drill for one floor at each of SMFRA’s two hospitals.

Grant Program • Implement a comprehensive budget management procedure for pre-grant planning.

Juvenile Firesetter Intervention Program (JFS) • Implement a quarterly outcome survey program for select participants.

Life Safety Education • Develop the Aging Matters class and present it to at least five (5) senior citizen groups. • Expand the Wildfire Matters class to eight (8) elementary schools in SMFRA’s wildland urban interface areas. • Develop evacuation guidelines for two high-risk communities utilizing traffic engineering research and culminating in an evacuation drill in 2014. • Develop the second section of the Risk Matters class. • Deliver the Risk Matters class to 30% of SMFRA’s elementary schools.

Life Safety Foundation • Collaboratively transition the Child Passenger Safety Seat Program from SMFRA to the Foundation (e.g., hiring, payroll, accounts payable, and program implementation).

Terrorism Liaison Officer (TLO) Program • Improve SMFRA’s security information sharing by actively engaging other agencies within our district with similar TLO programs. • Increase the awareness of security related risks by delivering on line training. • Increase awareness of security issues at high-risk facilities by initiating the See Something Say Something campaign.

166 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (40) Community Safety Services - Administration

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5000 Salaries 184,126 191,608 187,532 191,436 5400 Project/Meeting Overtime 8,102 23,500 12,100 21,000 6000 Pension Expense 22,163 22,515 22,122 22,732 6025 Retiree Health Savings 3,623 3,752 3,758 3,789 6050 Deferred Compensation - Employer Contribution 1,949 6100 Health Insurance 23,818 23,256 23,107 25,330 6125 Vision Insurance 522 522 519 508 6150 Dental Insurance 1,967 1,966 1,954 2,120 6200 Life, Accidental Death and Dismemberment Insurance 358 413 372 475 6225 Long Term Disability 797 827 827 1,459 6250 FPPA Death and Disability 3,326 3,458 3,466 3,469 6300 Social Security and Medicare 2,468 2,721 2,662 2,747 6400 Employee Assistance Program 218 264 296 278 7000 General Supplies 124 310 7025 Office Supplies 34 100 189 100 7125 Books/Publications 180 299 200 200 7150 Memberships 1,024 1,134 998 834 7175 Certifications 140 15 415 7225 Awards and Recognition 462 500 482 500 7250 Uniforms 428 590 471 250 8000 Printing/Binding 500 8175 Professional Services - Other 7,500 1,554 10,000 8225 Seminars/Conferences 350 650 625 650 8250 Travel/Lodging 469 235 35 600 8275 Mileage 15 8280 Tolls 113 8300 Business/Meeting Expense 686 250 290 250 Total Expenses $ 257,446 $ 286,076 $ 263,885 $ 289,642

167 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (40-0000) Community Safety Services - Project Non-specific

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5000 Salaries 183,162 189,608 185,532 189,436 5400 Project/Meeting Overtime 866 8,500 3,400 8,500 LID - Permit Desk Coverage 1,000 LID - Wildfire Mitigation 7,500 6000 Pension Expense 22,163 22,515 22,122 22,732 6025 Retiree Health Savings 3,623 3,752 3,758 3,789 6050 Deferred Compensation - Employer Contribution 1,949 6100 Health Insurance 23,818 23,256 23,107 25,330 6125 Vision Insurance 522 522 519 508 6150 Dental Insurance 1,967 1,966 1,954 2,120 6200 Life, Accidental Death and Dismemberment Insurance 358 413 372 475 6225 Long Term Disability 797 827 827 1,459 6250 FPPA Death and Disability 3,326 3,458 3,466 3,469 6300 Social Security and Medicare 2,468 2,721 2,662 2,747 6400 Employee Assistance Program 218 264 296 278 7000 General Supplies 124 310 7025 Office Supplies 34 100 189 100 LID - Misc office supplies 100 7125 Books/Publications 180 299 200 200 LID - Misc books 200 7150 Memberships 1,024 1,134 998 834 LID - COICC 30 LID - FMAC Class B 145 LID - FMCSFPE 15 LID - IAFC/LSS 229 LID - NFPA/IFMA 150 LID - NSEFO 50 LID - SFPE 215 7175 Certifications 140 15 415 LID - CFOD Certification 325 LID - DFS Fire Officer III 30 LID - ICC Certification Renewals 60 7225 Awards and Recognition 462 500 482 500 LID - General awards/recognition 500 7250 Uniforms 428 590 471 250 LID - Replacement shirts, pants, sweatshirts 250 8000 Printing/Binding 500 LID - Surveys, handouts, community meetings 500 8175 Professional Services - Other 7,500 1,554 10,000 8225 Seminars/Conferences 350 650 625 650 LID - ICC educational institute 150 LID - Miscellaneous 500 8250 Travel/Lodging 469 235 35 600 LID - EFO Symposium 600 8275 Mileage 15 8280 Tolls 113 8300 Business/Meeting Expense 686 250 290 250 LID - Division meeting expenses 150 LID - Miscellaneous 100 Total Expenses $ 249,246 $ 269,076 $ 253,185 $ 275,142

168 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (40-2080) Preplans

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5000 Salaries 964 2,000 2,000 2,000 5400 Project/Meeting Overtime 7,237 15,000 8,700 12,500 LID - Overtime Coordinator 1 6,250 LID - Overtime Coordinator 2 6,250 Total Expenses $ 8,200 $ 17,000 $ 10,700 $ 14,500

169 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (42-0000) Life Safety Bureau - Project Non-specific

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5000 Salaries 1,430,329 1,430,811 1,390,192 1,434,955 5400 Project/Meeting Overtime 34,620 19,350 36,000 1,000 LID - Admin overtime 1,000 5500 Overtime Inspections 5,037 19,800 4,500 39,300 LID - After hours inspections 8,000 LID - Community Event Overtime (fireworks, etc.) 3,500 LID - Firewatch OT 10,400 LID - Overtime 12,000 LID - School Program OT 5,400 5525 Overtime Investigations 31,167 35,360 2,000 36,000 LID - Extended Investigations 5,000 LID - Investigation Meeting OT 1,200 LID - On Call Pay 13,500 LID - Overtime 16,300 6000 Pension Expense 171,999 171,697 166,839 172,555 6025 Retiree Health Savings 28,633 30,239 28,820 28,759 6050 Deferred Compensation - Employer Contribution 15,129 14,349 13,642 13,252 6100 Health Insurance 199,455 192,142 202,390 199,288 6125 Vision Insurance 3,712 3,826 3,922 3,473 6150 Dental Insurance 16,728 16,579 17,434 17,026 6200 Life, Accidental Death and Dismemberment Insurance 2,792 3,148 2,509 3,628 6225 Long Term Disability 6,052 6,296 6,225 11,072 6250 FPPA Death and Disability 20,873 21,394 22,135 21,998 6300 Social Security and Medicare 20,875 20,747 20,695 20,850 6400 Employee Assistance Program 1,521 2,508 2,339 2,501 7000 General Supplies 2,364 7,000 2,000 5,300 LID - Inspector tools/equipment 900 LID - Investigator tools/equipment & consumables 2,500 LID - Operational supplies 1,400 LID - Permit counter upgrades 500 7025 Office Supplies 163 257 250 LID - Office Supplies 250 7075 Postage/Shipping 250 LID - Postage/Shipping 250 7100 Equipment $500 to $4,999 2,700 2,000 4,200 LID - Inspector computer monitor for plan review (2) 1,200 LID - LED Investigations LightBox (2) 3,000 7125 Books/Publications 3,934 6,280 5,500 4,611 LID - 2009 IFC 1 seat Electronic 95 LID - 2012 IFC Electronic 5 seat-plan reviewers 266 LID - Code enforcement journals 200 LID - Investigation journals 200 LID - Library 1,500 LID - NFPA online subscription 1,500 LID - NFPA paper edition 850 7150 Memberships 2,784 2,765 2,500 3,590 LID - American Fire Sprinkler Association 100 LID - FMAC 600 LID - IAAI 1,200 LID - IAFC X3 325 LID - ICC 380 LID - ISFSI 125 LID - National Fire Sprinkler Association 85 LID - NFPA 450 LID - RMAFAA 50 LID - Society of Fire Protection Engineers 275

170 Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 7175 Certifications 1,505 4,000 2,000 5,080 LID - ICC certs for Line 1,000 LID - Investigator certifications 800 LID - Professional Certs for staff 3,280 7200 Advertising/Public Notices 525 1,000 LID - Advertising/Public Notices 1,000 7225 Awards and Recognition 1,078 114 900 LID - Employee Recognition-Awards 900 7250 Uniforms 3,166 4,590 4,500 7,178 LID - Class A (4) 2,088 LID - Staff x1 90 LID - Sworn x19 5,000 7275 Personal Protective Gear 433 2,100 3,700 LID - Investigator PPE 1,600 LID - Replacement for wear and tear 2,100 8000 Printing/Binding 1,337 1,500 500 500 LID - Professional Printing (classes/meetings) 500 8175 Professional Services - Other 3,808 35,000 25,000 30,000 LID - Plan Review Assistance (reimbursed) 15,000 LID - Plan Review Workspace-Inspector relocation (Facilities) 15,000 8225 Seminars/Conferences 3,350 6,525 4,225 10,500 LID - ICC Educational Conf Denver 2,500 LID - Investigator training 1,700 LID - LSB staff training-technical 3,600 LID - SFPE Conf (1) 1,200 LID - Supervisory training 1,500 8250 Travel/Lodging 2,883 1,000 4,300 5,030 LID - EFO Symposium 900 LID - Parade Conference 650 LID - SFPE Lodging/per diem 1,080 LID - Travel for classes 1,500 LID - Vail Arson Conf Lodging 900 8275 Mileage 12 8280 Tolls 1,518 8300 Business/Meeting Expense 795 1,900 2,000 2,500 LID - Extended investigation subsistence 300 LID - HHM Roundup lunch/rehab 1,000 LID - LSB Meetings 600 LID - Professional association meetings 600 9800 Equipment ($5,000 and over) 303,529 LID - Electronic plan review software (recovered in fees) 303,529 Total Expenses $ 2,018,578 $ 2,063,606 $ 1,974,536 $ 2,393,775

171 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (43) Planning and Analysis

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5000 Salaries 130,470 131,388 132,252 94,524 6000 Pension Expense 15,956 15,767 15,870 11,343 6025 Retiree Health Savings 2,609 2,628 2,695 1,890 6050 Deferred Compensation - Employer Contribution 890 905 6100 Health Insurance 17,155 17,807 22,233 15,508 6125 Vision Insurance 341 361 391 262 6150 Dental Insurance 1,448 1,553 1,782 1,327 6200 Life, Accidental Death and Dismemberment Insurance 272 289 276 238 6225 Long Term Disability 572 578 586 728 6300 Social Security and Medicare 1,794 4,732 2,013 1,371 6400 Employee Assistance Program 187 264 313 151 7000 General Supplies 491 855 4,900 7150 Memberships 330 330 430 7250 Uniforms 90 180 151 90 8175 Professional Services - Other 1,400 7,500 1,600 87,492 8225 Seminars/Conferences 235 2,040 1,075 1,000 8250 Travel/Lodging 4,897 5,100 3,900 3,000 8275 Mileage 36 32 400 8300 Business/Meeting Expense 109 500 Total Expenses $ 177,954 $ 191,372 $ 191,398 $ 221,159

172 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (43-0000) Planning and Analysis - Project Non-specific

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5000 Salaries 130,470 131,388 132,252 94,524 6000 Pension Expense 15,956 15,767 15,870 11,343 6025 Retiree Health Savings 2,609 2,628 2,695 1,890 6050 Deferred Compensation - Employer Contribution 890 905 6100 Health Insurance 17,155 17,807 22,233 15,508 6125 Vision Insurance 341 361 391 262 6150 Dental Insurance 1,448 1,553 1,782 1,327 6200 Life, Accidental Death and Dismemberment Insurance 272 289 276 238 6225 Long Term Disability 572 578 586 728 6300 Social Security and Medicare 1,794 4,732 2,013 1,371 6400 Employee Assistance Program 187 264 313 151 7000 General Supplies 491 855 4,900 7150 Memberships 330 330 430 LID - Colorado Accreditation Consortium 100 LID - NEMSMA 330 7250 Uniforms 90 180 151 90 LID - Staff Attire 90 8175 Professional Services - Other 1,400 7,500 1,600 85,792 LID - GIS Analytical service 85,792 8225 Seminars/Conferences 235 2,040 1,075 1,000 LID - Accreditation Managers Annual Conference 700 LID - Metro Planners Conference 300 8250 Travel/Lodging 4,801 5,100 3,900 3,000 LID - Accreditation Mangers Conf 1,500 LID - Metro Planners Conf 1,500 8275 Mileage 36 32 400 LID - Misc Meetings/Travel 400 8300 Business/Meeting Expense 109 500 LID - Colorado Consortium 500 Total Expenses $ 177,858 $ 191,372 $ 191,398 $ 219,459

173 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (43-1080) Accreditation

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 8175 Professional Services - Other 1,700 LID - Annual Fee 1,700 8250 Travel/Lodging 96 Total Expenses $ 96 $ 1,700

174 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (45-0000) Life Safety - Project Non-specific

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5000 Salaries 204,295 207,798 185,462 156,944 5400 Project/Meeting Overtime 1,294 11,040 7,000 12,888 LID - CPS Certification 1,280 LID - CPS Inspections/Presentations 5,760 LID - JFIS Certification/Training 1,032 LID - JFIS Intervention 516 LID - Life Safety Educators 4,300 5550 Instructors 4,870 6000 Pension Expense 25,003 24,936 21,558 18,833 6025 Retiree Health Savings 2,740 2,768 2,285 1,744 6050 Deferred Compensation - Employer Contribution 349 6100 Health Insurance 33,941 31,894 29,049 31,195 6125 Vision Insurance 622 522 546 529 6150 Dental Insurance 2,755 2,755 2,483 2,671 6200 Life, Accidental Death and Dismemberment Insurance 404 457 312 398 6225 Long Term Disability 899 914 692 1,208 6300 Social Security and Medicare 2,834 3,013 2,666 2,276 6400 Employee Assistance Program 181 396 92 307 7000 General Supplies 12,103 9,050 600 6,400 LID - Car Seats 300 LID - Classroom Props/Handouts 2,000 LID - JFIS - Recording Interventions 1,900 LID - Senior/Special Needs Safety Program 100 LID - Station Supplies 1,000 LID - Wildfire Mitigation Program 1,100 7075 Postage/Shipping 120 20 120 LID - FPM School Mailing 60 LID - Misc. Shipping 60 7100 Equipment $500 to $4,999 4,601 3,000 7125 Books/Publications 179 745 LID - LATCH Manual for CPS 665 LID - Mapsco Map Book 30 LID - Texts 50 7150 Memberships 155 415 360 255 LID - Fire & Life Safety Educators of CO 135 LID - FMAC 20 LID - Safe Kids 100 7175 Certifications 820 1,150 50 1,730 LID - All State certifications: Fire & Life Safety Educator I, II, III 120 LID - CPS Technician-Certification 800 LID - CPS Technician-Recertification 750 LID - JFIS I 60 7225 Awards and Recognition 120 75 120 7250 Uniforms 19 900 1,300 690 7275 Personal Protective Gear 200 7800 Miscellaneous Expense 200 200 8000 Printing/Binding 870 735 1,320 LID - Car Seat Referral Cards 250 LID - Christmas Tree Tags 500 LID - Fire & Injury Prevention Posters 200 LID - Misc. Print Jobs 120 LID - Safety Scoop Coupons 250

175 Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 8175 Professional Services - Other 508 500 16,225 LID - Electronic Equipment Installation 2,000 LID - SAFE (South Area Fire & Explosion) 500 LID - Software Development 11,275 LID - Trademarking 2,450 8225 Seminars/Conferences 1,720 2,295 1,160 3,370 LID - Backyards and Beyond Wildfire Conference 400 LID - FLSE Conference of Rockies 500 LID - ICC Code Conference 170 LID - Kidz in Motion 350 LID - LifeSavers National Conference 450 LID - Miscellaneous trainings 1,500 8250 Travel/Lodging 3,100 2,585 1,500 3,056 LID - Back Yards and Beyond Wildfire Conference 600 LID - FLSE Conference of Rockies 500 LID - JFIS Conference National 940 LID - Kidz in Motion 500 LID - Parking at Airport for Conference attendance 96 LID - Pier Diem 420 8275 Mileage 51 500 8280 Tolls 137 8300 Business/Meeting Expense 173 280 200 430 LID - FLSEC Awards Banquet/Luncheon 150 LID - Grants meetings 100 LID - Misc. LSE Business Expenses 180 Total Expenses $ 303,406 $ 305,678 $ 258,146 $ 267,003

176 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (47) Emergency Manager

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5000 Salaries 120,028 117,169 116,394 117,169 5200 Minimum Staffing/Constant Staffing 1,056 5400 Project/Meeting Overtime 4,057 13,800 1,500 13,800 6000 Pension Expense 13,713 14,060 13,784 14,060 6025 Retiree Health Savings 2,241 2,343 2,341 2,343 6050 Deferred Compensation - Employer Contribution 2,241 2,343 2,341 2,343 6100 Health Insurance 14,270 13,988 12,862 15,164 6125 Vision Insurance 261 260 260 254 6150 Dental Insurance 1,202 1,202 1,202 1,296 6200 Life, Accidental Death and Dismemberment Insurance 220 258 230 291 6225 Long Term Disability 493 516 297 902 6300 Social Security and Medicare 1,681 1,699 1,694 1,699 6400 Employee Assistance Program 90 132 281 139 7000 General Supplies 5,368 8,633 10 4,200 7075 Postage/Shipping 52 7100 Equipment $500 to $4,999 1,000 1,000 7125 Books/Publications 103 284 200 284 7150 Memberships 589 644 759 769 7175 Certifications 25 200 200 7225 Awards and Recognition 200 750 200 7250 Uniforms 796 410 35 400 7425 Wireless Connections 2,028 3,133 8000 Printing/Binding 600 1,000 8175 Professional Services - Other 750 525 750 8225 Seminars/Conferences 690 420 585 1,070 8250 Travel/Lodging 2,318 140 165 2,060 8275 Mileage 28 200 100 8280 Tolls 9 8300 Business/Meeting Expense 256 1,100 200 1,100 Total Expenses $ 174,415 $ 182,751 $ 156,415 $ 184,726

177 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (47-0000) Emergency Manager - Project Non-specific

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5000 Salaries 119,035 117,169 115,840 117,169 5400 Project/Meeting Overtime 222 5,000 1,500 5,000 LID - Special Projects (e.g., EFG development and 5,000 6000 Pensioni Expense i ii ) 13,713 14,060 13,784 14,060 6025 Retiree Health Savings 2,241 2,343 2,341 2,343 6050 Deferred Compensation - Employer Contribution 2,241 2,343 2,341 2,343 6100 Health Insurance 14,270 13,988 12,862 15,164 6125 Vision Insurance 261 260 260 254 6150 Dental Insurance 1,202 1,202 1,202 1,296 6200 Life, Accidental Death and Dismemberment Insurance 220 258 230 291 6225 Long Term Disability 493 516 297 902 6300 Social Security and Medicare 1,681 1,699 1,694 1,699 6400 Employee Assistance Program 90 132 281 139 7000 General Supplies 5,351 8,633 10 4,200 7075 Postage/Shipping 52 7100 Equipment $500 to $4,999 1,000 1,000 LID - IMT/EOC Go Kit Re-supply (Command 3) 1,000 7125 Books/Publications 103 284 200 284 LID - Internet domain name renewal 12 LID - Journal of Emergency Management 197 LID - Journal of Homeland security and emergency 75 7150 Memberships 589 644 759 769 LID - All Hazards IMT Association Membership 50 LID - Colorado Emergency Management Association 45 LID - International Association of Fire Chiefs 229 LID - Int'l Assoc of Emergency Manager 170 LID - National Emergency Mgt Assosciation 200 LID - PIO-ESPIOC Membership 75 7175 Certifications 25 200 200 7225 Awards and Recognition 200 750 200 7250 Uniforms 796 410 35 400 7425 Wireless Connections 2,028 3,133 LID - Command 3 Clear Channel 1,944 LID - Command 3 Direct TV 564 LID - Command 3 Global star 625 8000 Printing/Binding 600 1,000 8175 Professional Services - Other 750 525 750 LID - Weatherbug Annual Subscription 750 8225 Seminars/Conferences 690 420 585 1,070 LID - CEMA conference 120 LID - ESPIO Conference 400 LID - IAEM Conference 550 8250 Travel/Lodging 1,751 140 165 2,060 LID - CEMA conference 200 LID - ESPIO Conference 500 LID - IAEM Conference 1,360 8275 Mileage 28 200 100 8280 Tolls 9 8300 Business/Meeting Expense 221 1,100 200 1,100 LID - COOP drill 400

178 Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget LID - EOC drill 400 LID - Misc OEM related meetings 300 Total Expenses $ 167,912 $ 173,951 $ 155,861 $ 175,926

179 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (47-2000) Terrorism Group

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5000 Salaries 993 554 5200 Minimum Staffing/Constant Staffing 1,056 5400 Project/Meeting Overtime 3,835 8,800 8,800 LID - Company Training 5,160 LID - Coordinators OT (projects, meetings and other 3,124 LID - TLO Coordinator Outreach/Trng Delivery 516 7000 General Supplies 17 8250 Travel/Lodging 567 8300 Business/Meeting Expense 35 Total Expenses $ 6,503 $ 8,800 $ 554 $ 8,800

180 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (48-0000) Safety Foundation - Project Non-specific

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5000 Salaries 1,069 75,323 72,824 42,328 6000 Pension Expense 128 9,039 8,739 5,079 6025 Retiree Health Savings 1,506 1,478 847 6050 Deferred Compensation - Employer Contribution 1,506 1,478 847 6100 Health Insurance 3,819 2,441 2,107 6125 Vision Insurance 100 68 50 6150 Dental Insurance 351 208 193 6200 Life, Accidental Death and Dismemberment Insurance 166 138 107 6225 Long Term Disability 331 323 326 6300 Social Security and Medicare 1,092 928 614 6400 Employee Assistance Program 132 146 71 7000 General Supplies 450 150 750 LID - AV Repairs/PartsReplacements 350 LID - Misc. SafetyShuttle Parts 100 LID - Range-Hoses/Locks/Sprinklers 300 7100 Equipment $500 to $4999 919 7150 Memberships 25 7175 Certifications 150 7250 Uniforms 90 13 8175 Professional Services - Other 5,800 10,872 LID - Current Internet Platform updates 800 LID - Private Registration (southmetrofoundation.org) 10 LID - Private Registration (southmetrosafetyfoundation.org) 10 LID - safety-store.org 13 LID - Web Forwarding (safetyfoundation.us) 13 LID - Web Forwarding (southmetrofoundation.org) 13 LID - Web Forwarding (southmetrosafetyfoundation.org) 13 LID - Web redesign pending SMFRA Internet Platform 10,000 8275 Mileage 420 LID - mileage 420 8350 Routine Maintenance 200 200 LID - Professional Detail - Foundation Van 200 Total Expenses $ 1,287 $ 99,990 $ 89,853 $ 64,811

181 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (49) Grants

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5000 Salaries 45,973 23,239 5400 Project/Meeting Overtime 7,073 6000 Pension Expense 5,477 2,789 6025 Retiree Health Savings 913 465 6050 Deferred Compensation - Employer Contribution 913 465 6100 Health Insurance 2,572 1,157 6125 Vision Insurance 58 27 6150 Dental Insurance 203 106 6200 Life, Accidental Death and Dismemberment Insurance 94 59 6225 Long Term Disability 201 179 6300 Social Security and Medicare 635 337 6400 Employee Assistance Program 90 39 7000 General Supplies 396 500 7025 Office Supplies 180 7125 Books/Publications 80 7150 Memberships 75 7250 Uniforms 90 61 8175 Professional Services - Other 423 55 8225 Seminars/Conferences 8 400 175 8250 Travel/Lodging 162 500 10 8275 Mileage 747 420 200 8280 Tolls 111 8300 Business/Meeting Expense 42 100 8350 Routine Maintenance 5 8375 Outside Repairs and Services 180 9700 Vehicles and Apparatus 450,000 Total Expenses 66,096 1,665 1,361 478,863

182 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (49-0000) Grants - Project Non-specific

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5000 Salaries 45,973 23,239 5400 Project/Meeting Overtime 862 6000 Pension Expense 5,477 2,789 6025 Retiree Health Savings 913 465 6050 Deferred Compensation - Employer Contribution 913 465 6100 Health Insurance 2,572 1,157 6125 Vision Insurance 58 27 6150 Dental Insurance 203 106 6200 Life, Accidental Death and Dismemberment Insurance 94 59 6225 Long Term Disability 201 179 6300 Social Security and Medicare 635 337 6400 Employee Assistance Program 90 39 7000 General Supplies 396 500 7025 Office Supplies 180 7125 Books/Publications 80 7150 Memberships 75 7250 Uniforms 90 61 8175 Professional Services - Other 423 55 8225 Seminars/Conferences 8 400 175 8250 Travel/Lodging 162 500 10 8275 Mileage 747 420 200 8280 Tolls 111 8300 Business/Meeting Expense 42 100 8350 Routine Maintenance 5 8375 Outside Repairs and Services 180 9700 Vehicles and Apparatus 450,000 LID - 2 Grant Medic units at $200,000 = Item 1A 400,000 LID - Decommission 2 SMFRA Medic Units into replacement 10,000 LID - Grant Medic units into service = Items 1A 40,000 Total Expenses $ 59,884 $ 1,665 $ 1,361 $ 478,863

183 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (49-2160) Multi hazard Mitigation

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5400 Project/Meeting Overtime 6,212 Total Expenses 6,212 0

184 Operations Division Fund 01 Bureau/Division 60, 62, 64, 67

Program Description The goal of the Emergency Operations Division is to provide fire and emergency medical services (EMS) to the citizens of the Authority in the most efficient, cost effective, and safe manner as possible. This Division currently has a total of 287.75 employees including the Assistant Chief of Operations, Training Chief, Special Operations Chief, EMS Chief, 9 Battalion Chiefs that each supervises a battalion of firefighters, two administrative Battalion Chiefs, and an Administrative Assistant. The Ambulance Fund pays the salary of 16 firefighter/EMT, firefighter/paramedic, or EMS Supervisors. These employees also provide firefighting and emergency medical services for the Operations Division. Fire and emergency medical services are provided from seventeen fire stations located throughout the 177 square miles served by the Authority.

Budget Summary

Operations – Division 60 Expenditures Actual 2011 Estimated 2012 Budget 2013 Salary & Benefits $29,334,699 $29,407,541 $30,893,163 Supplies & Expenses 93,778 122,854 93,094 Dispatch Center 2,127,070 2,175,861 2,275,187 Contribution Volunteer Pension 24,628 29,908 45,000 Total $31,580,175 $31,736,164 $33,306,444

Budget Summary

EMS – Division 62 Expenditures Actual 2011 Estimated 2012 Budget 2013 Salary & Benefits $877,236 $1,088,459 $977,480 Supplies & Expenses 107,355 165,882 413,550 Capital 24,620 56,000 Total $984,591 $1,278,961 $1,447,030

Budget Summary

Special Operations – Division 64 Expenditures Actual 2011 Estimated 2012 Budget 2013 Salary & Benefits $836,428 $1,207,367 $1,212,992 Supplies & Expenses 558,963 551,903 1,535,745 Capital 85,153 62,780 29,200 Total $1,480,546 $1,822,050 $2,777,937

185 Budget Summary

Training – Division 67 Expenditures Actual 2011 Estimated 2012 Budget 2013 Salary & Benefits $1,175,270 $1,314,072 $1,378,928 Supplies & Expenses 139,241 431,765 485,333 Capital 18,000 Total $1,314,511 $1,763,837 $1,864,261

Personnel Summary (60, 62, 64, 67 in the General Fund) Position Actual 2011 Actual 2012 Budget 2013 Assistant Chief - Operations 1 1 1 Fire Operations Executive Officer 1 1 1 Bureau Chief – Special Operations 1 1 1 Bureau Chief - EMS 1 1 1 Bureau Chief - Training 1 1 1 Administrative Division Assistant 1 1 1 Battalion Chief 10 10 10 Administrative Bureau Assistant 1 1 1 Administrative Bureau Support 1 1 1 Administrative Training Coordinator 1 1 1 Captain 23 24 24 Lieutenant 41 40 40 EMS – Education Supervisor 1 1

EMS Supervisor 7 7 7 Engineers 58 58 58 Firefighter I 73 79 77 Firefighter II 6

Firefighter III

Firefighter IV 12 12

Firefighter/Paramedic I 51 50 50 Firefighter/Paramedic II

Special Operations Coordinator PT 0.25 0.25 0.25 Training Technician Part-Time 0.5 0.5 0.5 Total FTEs 279.75 290.75 287.75

186 Operations

2012 Accomplishments:

• Supported an effective and efficient Operations Staffing and Deployment Plan (OS&DP) by filling vacated ranked positions with the most competent and qualified candidates. • Purchased a used dive vehicle in June 2012 and it was put into service in December 2012. • Purchased communication equipment to resolve communications issues on emergency incidents that involved engineers. • AVL’s were purchased and are being installed in Type 3 & 6 engines and tenders as they cycle through for routine maintenance with Metcom. • We continued to make progress on potential partnerships with other fire departments to regionalize Special Teams. • Updated and revised all operation mutual and automatic aid agreements with other agencies. • Maintained the annual compliance review for Accredited Agencies. • Maintained and supported communications and interaction with assigned external stakeholder groups. • Expanded “D”shift to include 6 Paramedics and 6 Firefighters. • A hiring process was completed and we were able to hire 14 new recruits, due to a $1.5M SAFER Grant. Twelve firefighters graduated in December 2012 and 2 more firefighters will attend West Metro’s recruit academy in March 2013. • Supported three officers in the NFA’s EFOP • Leadership in the Operations Division continues to work collaboratively with the Executive Team and HR towards developing and implementing a post-employment benefits program.

2013 Goals:

• Meet all conditional requirements to maintain SAFER Grant funding for 14 new-hire firefighter positions. This includes securing two slots in West Metro’s recruit firefighter academy in March, 2013. • Continue to develop a succession plan within the Operations Division anticipating future attrition. • In collaboration with CSS and Emergency Management, evaluate potential relocation of EMS & S-OPS to Parkglenn facility • Establish a Blue Card Training Center to improve and standardize SMFRA’s Incident Command System (ICS). • Work with Command Staff to develop a strategic plan for SMFRA’s OS&DP – including Standard of Cover – through 2016 to meet budgetary constrictions of BOD’s decision to fully consolidate at 9.25 mil levy. Integrate decisions into overall Strategic Plan, Self-Assessment Document, and Standard of Cover. Through this process maximize service levels and manage the impact to risk. • Support an effective and efficient OS&DP by filling vacated ranked positions (e.g. engineer, paramedic, officer) with the most competent & qualified candidates. • Continue to pursue an automatic aid agreement with the Denver Fire Department.

187 • Continue to pursue potential partnerships with other fire departments to regionalize Special Teams. • Update and revise all operational mutual and automatic aid agreements with other agencies, when necessary. • Maintain the annual compliance review for Accredited Agencies. • Maintain and support communication and interaction with assigned external stakeholder groups; i.e. Greenwood Village, City of Lone Tree & Town of Parker. • Send at least one officer to the Center for Creative Leadership Training. • Continue to support three officers attending the National Fire Academy (NFA) Executive Fire Officer Program (EFOP). • Collaborate with Littleton Fire Rescue (LFR) to expand training between our agencies to address identified operational and safety related issues on automatic aid incidents. • Manage the new 48/96 line work schedule to minimize risk exposure due to acute sleep deprivation; as well as identify and mitigate any resulting administrative issues affecting efficiency and/or effectiveness of operations. • Collaborate with HR and Executive Staff to develop, fund & implement a post-employment benefits program to address the dis-incentivizing of retirement for our more tenured line members that has precipitated as a result of SMFRA’s defined contribution pension program; retiree healthcare costs/eligibility; and inadequate pension funding during the majority of their careers

Emergency Medical Services (EMS) EMS Ambulance Fund Bike Medic Program EMT-B Class EMS Education Quick Response Car

2012 Accomplishments:

• Video Assisted Intubation Program fully implemented • Three Firefighters completed Paramedic School • Recertified 59 Paramedics in ACLS and 41 Paramedics in PALS • Recertified 57 EMT’s certifications and 34 Paramedics certifications • Provided 2 complete EMT Basic Classes • EMS Supervisors participated in Company Officer Academy • EMS Logistics Position created

2013 Goals:

• Improve intubation skills by 10% • Realign medic units to fit projected call volume • Deploy Day Car Paramedic Unit

188 • Develop protocols and QA/QI program for Advanced Practice Paramedic and Nurse Practitioner • Implement phase 1 and 2 of Fly Car (Advanced Practice Paramedic and Nurse Practitioner) • Implement distance learning model for 2013 EMS Training Schedule • Train and deploy Training Officer position • Provide 2 complete EMT Basic Courses • Recruit and induct 4 firefighters into Pre-paramedic Program • Develop and implement active paramedic recruitment strategy • Explore alternative Paramedic hiring practices (DRCOG) • Conduct testing and establish list for EMS Supervisor • Conduct testing and establish list for Field Instructor (as necessary)

Special Operations

2012 Accomplishments:

• Continued to update both policies and SOG’s. • Worked on team/group succession plan for the future. • Send members to continuing education classes to improve base knowledge. • Obtained a new Dive rig to replace older unit that will be moved to reserve status. • Continued to meet with group members to increase knowledge of capabilities. • Reviewed team memberships to confirm adequate members to allow the team to safely complete their calls/tasks • Provided support and backing to the team coordinators to allow them to further grow their teams/groups. • Provided feedback to the coordinators in a timely manner to assist with their team/group management.

2012 Goals:

• As new information is learned both polices and SOG’s are updated to provide the best direction for the teams. • Continue to work on a succession plan for all teams/groups. • Replace team/group members as others decide to move on to other areas. • Provide updated equipment to allow members to have better resources to complete their tasks on incidents. • Provide members support for their ideas, bring these ideas to the command staff for implementation. • Keep members informed on the direction of the command staff as it pertains to any changes needed to the teams/locations. • Support all team/group members as needed, allowing them to develop and grow for the future.

189 Special Operations - Programs

Airport Rescue Line Firefighting (ARFF)

2012 Accomplishments

• 25 people have achieved State ARFF certifications • Two stations are specialty station dedicated to ARFF with constant staffing. • Two members are certified to Advanced FAR 139 • Conducted trainings on Airport grounds. • Created SharePoint ARFF page that links to JPR’s and state information. SharePoint page with links to ARFF vehicles and specifications • Increased funding this year from Centennial. • Continued Red 2 major maintenance • Silver gear for each state certified ARFF member.

2013 Goals

• Maintain State ARFF certifications • Maintain ARFF equipment, station 35 and station 44 • Provide for yearly ARFF team training • Maintain relations with Centennial airport. • DIA life fire training, Every ARFF member needs this every 3 years. • To have 40 team members trained to Colorado ARFF. • Purchase of Nitrogen (replacement for trainings). • Purchase Purple K (red one training) • Red one training with live agents x 3 shifts. • Add 4 new members per shift. • Send a couple of Engineers to ARFF Apparatus school • Purchase FOAM • Send 4 ARFF member to outside training class • Send 6 people to FAR 139 class at DIA.

Dive Team

2012 Accomplishments

• Added 4 new divers to the team but lost 4 others during the year. • Apparatus has been purchased and is in the process of outfitted for line. • Certified 4 members in Surface Ice Rescue this year. • MDR signed a new MOU that better outlines our relationship and training requirements. • We had trainings taught by 12 different members this year which helped ease the burden on our normal instructors

190 • Have made great strides with Littleton Fire Department and their dive team and they hosted a joint training with all members.

2013 Goals

• Bring membership back up to thirty members due to attrition that took place in 2012. • Have team members attend more local outside training to supplement our training cache. • Continue current practices for equipment maintenance but look for a system to better streamline the process. • Implement annual training courses given by members of the dive team to help expand their horizons with teaching. Continue with practice and get new team members to instruct. • Obtain new sonar unit to replace our antiquated unit that technology has passed it by. • Try again, to get one member to VIP class to lower maintenance costs. • Continue growing our relationships with both Metro Dive Rescue and Littleton Fire Department to streamline trainings and operations.

Explorer Program

2012 Accomplishments

• Operated with no serious injuries, and only very minor injuries at all training events and community events. • Delivered comprehensive, career-based trainings to the Explorer members in order to prepare them for a future in the fire service. • Admitted new members into the program and created a positive learning environment for them to develop their fire service skills. • Remained fiscally responsible by staying within the parameters of the approved budget for the Explorer Program. • Proudly competed in a national Fire Exploring competition against other fire Exploring posts from around the country.

2013 Goals

• Continue to ensure that the SMFR Explorer program is being operated in a safe manner for both the Explorer members and the line firefighters. To accomplish this goal, we will continually have an appropriate number of SMFR line firefighters at every training, and safety will be a constant objective at every Explorer event. • Continue to be an exemplary Explorer Post in the Denver metro area by delivering quality, professional, career-based trainings to the Explorer members. • Continue to serve the citizens in and surrounding our district by giving their young people an opportunity to join the SMFR Explorer program. This will be achieved by holding an Open House and accepting new members once a year. • Move the Explorer program in a forward direction by implementing new and progressive aspects to the program. As the new Explorer Incident Response protocol is initiated, we will evaluate the effectiveness of the program and adjust it to ensure success.

191 • Utilize 1 or more fundraising events per year in order to raise funds for extracurricular Explorer activities not covered in the budget.

Fitness

2012 Accomplishments:

• Successful IPAT process for all firefighters tested, with practice days available prior to testing. • The fitness team provided line personnel training about fitness and wellness through fitness team trainers and our new SMFR Fitness website that offered articles about fitness and nutrition. • Implementation of the educational resource SMFRfitness.com has been well received. • Fire stations with requests for deficiencies for standard fitness equipment filled. • 5 members attended the Crossfit Level 1 Certification. • Continued further research and development of program to rehab injured employees to get them back to work faster after an injury. • Continued education of proper lifting and moving, nutrition and wellness to keep firefighters injury free and healthy through the use of our new trainers and more exposure to more crews with more fitness trainers. • Successful physical fitness training for the firefighter recruit class of 2012 with additional training on nutrition and mobility. • Assisted members on light duty or coming back from surgery with establishing a fitness program and also assisting them with a nutrition program through the use of our fitness trainers. • Successful management of the fitness equipment inventory and periodic maintenance. • All remaining Fitness team members pre-2010 have attended the written test for the Crossfit Level 1 trainer certificate. • T-shirt incentives for age brackets added for the IPAT to motivate additional efforts to prepare for the IPAT. • Continued encouragement of functional fitness to SMFRA members through the use of fitness team members, CrossfitSMAC.com and SMFRfitness.com.

2013 Goals

• Provide training to line to include concepts for firefighter fitness and wellness. • Prepare and submit data supporting the need for a rehab and sports therapy program. • Provide onsite training programs for crews who request personalized training. • Provide easily accessible nutritional resources for all personnel, including a Whole 9 seminar. • Work with HR and the Wellness team to look at more aggressive medical screenings. • Create a program focused on the rookie firefighters to assist them with continuing their fitness and nutritional goals and their continuing success through accountability. • Outfit the new Station 38 to appropriately accommodate both Fire and Police. • Have 2 members attend the Crossfit Level 1 Certification. • Fitness team members will attend classes including Mobility, Running and Rowing. • Continue management of the fitness equipment inventory and periodic maintenance with the use of SMFRA members. • Continue to encourage functional fitness to SMFRA members.

192 • Continue successful IPAT fitness testing with practice days available for line firefighters

Hazardous Materials (HazMat)

2012 Accomplishments:

• Hosted Hazmat IQ and Hazmat First Responder Operations grant sponsored classes • Successfully re-certified Hazmat Technicians and Operations Level personnel through the State of Colorado • Responded to numerous neighboring agencies as their only hazardous materials response • Responded with neighboring agencies as a partner in their hazardous materials response • Held sampling training provided by Federal Bureau of Investigations and 8th Civil Support Team • Participated in 70% of MMRS steering committee, medical work group and medical counter measures meeting • Participated in 75% of county hazmat meetings Hosted Bi-Annual County Hazmat Training • Participated in 100% regional training exercises • Successfully completed Hazmat OPS Level training for 2012 Fire Academy

2013 Goals:

• Attend DHS Chemical, Biologic, Radiologic and Nuclear Classes as available • Continue to build our relationship with and train with the Civil Support Team (CST), FBI and other partnering entities as the opportunities arise • Respond to numerous neighboring agencies as their only hazardous materials response. • Respond with neighboring agencies as a partner in their hazardous materials response.

Honor Guard

2012 Accomplishments:

• Filled 90% of requested events. • Began overall training to state level for 4 new Honor Guard members • Produced a Basic Marching and Maneuver video and Power Point for 2012 Recruit Class • Added 2 performance ready members to the Pipes and Drums

2013 Goals:

Overall • Fulfill event requests 90% of the time. • Develop event and attendance tracking method for honor guard and pipes and drums. • Review and recommend any necessary changes for “member in good standing” status. Honor Guard • Conduct quarterly skills training.

193 • Send four members to the Colorado Professional Fire Fighters Honor Guard Academy in June hosted by the Arvada Fire Department. • Send four members to the National Fallen Firefighter Memorial in Emmetsburg, MD. • Develop and assemble a Line of Duty Death kit that will be cached and ready to use. Pipes and Drums • Send four members to a national pipes and drums symposium or conference. • Recruit and add new members to pipes and drums in areas of deficiency. Incident Management Team (IMT)

2013 Goals:

• Maintain and further develop partnership with Douglas County IMT. • Conduct 2 joint trainings with Douglas County IMT. • Conduct 1 large team exercise. • Recruit more law enforcement members. • Recruit more Arapahoe County Agencies. • Finalize written team SOGS • Complete Admin Kit, which is a box of supplies to take on a deployment to be self-sufficient for any unknown time. • Continue to familiarize and integrate SMFR command staff with IMT operations and capabilities. Ladders

2012 Accomplishments:

• Continued to follow International Fire Service Training Association (IFSTA) guidelines and National Fire Protection Association Standards (NFPA standards) for ladder maintenance and testing. 2013 Goals:

• Continue testing, maintenance and repairs of ladders per appropriate standards. Maps

2012 Accomplishments:

• Assisted MetCom GIS to maintain and provide accurate digital map data (knox boxes, fill sites, gate codes) for use by response apparatus, automatic and mutual aid departments responding into our district, and CAD routing (mobile data) • Assisted MetCom and paid for special station request maps and Wildland team projects • Purchased 10 new Garmin units, registered, updated and delivered them to apparatus with Garmin units that were not working

194 • Updated, re-formatted all department Garmin GPS units with lifetime map updates. I did this for every front line apparatus and staff person that has a Garmin assigned to them and will continue to do so every year. • Provided all technical support for all department Garmin GPS units, digital maps and computer tablets within 48 hours. • Purchased 6 iPads with Otterbox and latch cases to format, configure and deliver to the line for demo evaluation. These iPads include a beta image to evaluate and develop version 1 that I intend to release in 2013. I introduced the project at the 2012 August Officers meeting and released the 6 demo units for evaluation in September of 2012, through the end of the year. The project has evolved into the user asking for a system that may be used for responses if desired and other users have asked to possibly be included in using it as well. (HazMat, ARFF aircraft pre-plans, CRAP folder, Engineer check-offs, fuel usage form, the ERG, the SMFRA ERG, SOG’s, High Plains, Sharepoint, Training, ICS tracking) 2013 Goals:

• Continue to maintain and provide accurate digital map data (knox boxes, fill sites, gate codes) for use by response apparatus, automatic and mutual aid departments responding into our district, and CAD routing (mobile data) • Continue to keep updated all surrounding district map books digitally on the MDTs, Garmins and iPads • Provide one computer tablet for each front line apparatus (27 more) formatted to display all backup maps and all district preplans, eliminating all hard copy map books and preplan books from apparatus. This will also increase back up map book and preplan accuracy. Provide the service for the 33 units and develop the project further. Purchase an Apple server and multi-unit Configurator to manager to image version 2. I would like to have all units purchased and set up with the version 2 image and out on all of the apparatus by May. I plan to have released soon after a training matrix where people can look up topics and be taught how to use the iPad more effectively. • Provide all technical support for all department Garmin GPS units and computer tablets within 48 hours. • Buy 10 more Gamin units with lifetime maps for attrition. I am getting better than 4 years out of most units but some of my oldest units are failing, a few have been lost or broken. • Reevaluate and replace current Garmin favorites list with updated fill site locations • Update CAD and digital maps with new updated fill site locations, properly named to mirror Garmin favorite list. • Provide each Garmin GPS unit with lifetime map update package. This is our first line MDT failure backup, routing to tender fill sites and a needed tool for medic to hospital transport routing. Nozzles

2012 Accomplishments:

• Deployed portable master stream devices to all Engine Companies. • Removed all obsolete nozzles from apparatus and storage.

195 • Attended nozzle repair training to allow more nozzle repairs to be completed in house.

2013 Goals:

• Keep non-traumatic nozzle repairs below 5% of total inventory. • Deploy portable master stream devices to reserve Engine Companies. • Provide nozzle labeling system to help clearly identify nozzles and their purpose

Ops Equipment (Operations)

2012 Accomplishments:

• As previously planned for 2012, a new tower was not placed in service. • The majority of all requests now come directly through the Sharepoint broken and missing “loose equip.” link. These requests are put into a “2012 requests” folder. Once completed each request is then placed into “2012 COMPLETED” folder. All of the fulfilled requests for the year are located in this folder. • All requests continue to be expedited within a 2-5 day time frame. • The inventories have been in major rehab throughout 2012 with the implementation of an “inventory change request” form. I have seen numerous requests come through both this request form; if necessary, as well as in an email format when minor. These requests that require an approval are all kept in an “APPROVED” folder and the minor changes are all kept in an “inventory change requests” folder. • Maintained expenditures within the 2012 budgeted amount.

2013 Goals

• Put into service a new pumper at station 41. Most of the existing equipment from Squirt 41 will transfer over decreasing the amount needed for this line item in the budget. There will be a 5,000 dollar amount for misc. items needing replacement or purchase as this apparatus will change function. • Continue expedient replacement of broken/missing equipment on all front line and reserve apparatus. • Continue supervision of the reserve apparatus “changeover” procedures. Changeover time goal of 30 min. • Continue maintenance and accuracy of all inventories. • Continue supervision of all budget items included in OPSEQPT.

Personal Protection Equipment (PPE)

2012 Accomplishments:

• Frontline gear cleaned twice this year • Records kept up to date • No injuries noted from worn or defective gear

196 2013 Goals:

• Avoid injuries due to worn or defective gear • Cleaning of gear twice a year to NFPA standards • Keeping the crews safe and comfortable in the gear • Continued use of the inspection form to keep track of any needed replacement or repairs

Saws

2012 Accomplishments:

• No frontline unit has been without a saw for any period of time due to maintenance or repair. • No frontline unit has been without a saw blade or chain for any period of time. • A sufficient number of training saws have been maintained to meet all of the department training needs as well as the recruit academy. • 9 month trial period was used to test feasibility of new fuel and the results showed an increase in the shelf life of the fuel as well as a reduction in maintenance issues. Based on this data, all of the saws were converted to the non-ethanol fuel in October 2012. 2013 Goals:

• To have well maintained fleet saws that meet the needs of the department To maintain dedicated training saws that allow for realistic training and help extend the life of our frontline Self-Contained Breathing Apparatus (SCBA)

2012 Accomplishments:

• All flow tests were completed and members remain confident in the breathing air system • Fit testing for both N95 and SCBA masks was completed. • USAR fit test for our members as well as assisted Greenwood Village PD was completed. • Fit test machines are new and partially purchased through a state EMS grant. All flow test heads were calibrated and we had a forced upgrade to new software on these units. • Added one more RIT pack this year for a total of 10 deployed. • All 5 compressors maintained this year and replacement compressor ordered for station 32. • Hyrdo test bottles completed.

2013 Goals:

• Continue to maintain all SCBA’s, masks, regulators and RIT Packs in top condition as to provide the best respiratory protection for our members • Continue to perform OSHA fit testing for all of our members • Work towards a minor relocation of SCBA compressors

197 • Replace all 30 minute cylinders with 45 minute cylinders due to lifespan being reached on a vast majority of our current cylinders. • Continue to work with Scott Safety to complete development of Blue Tooth communications system • Continue to assist our neighboring agencies to provide Fit testing for their members. • Work with IT to complete a central database in the server system to house all test data, inventory information and repair history.

SWAT (Special Weapons and Tactics) Medic

2012 Accomplishments:

• 7 out of 8 team members have completed all current POST certification requirements. The 8th team member needed to reschedule due to a work sponsored school conflict. • 2 new team members completed a DCSO sponsored basic SWAT academy. • Team members assisted in instructing over 200 DCSO deputies in tactical medicine. • Completed and adopted individual kit inventories.

2013 Goals:

• Determine succession planning and team member replacement/ selection process. • Organize and schedule first half of a 200 hour Reserve Deputy POST certification academy. • Provide advanced medical training under medical direction for key operators in rural assignments. • Complete additional weapon systems training for all team members. • Complete rural operations response plan. • Participate in regional SWAT Medic competition. • Review and revise team policies and procedures and SOG.

Tech Rescue

2012 Accomplishments:

• Conducted on-duty training for 85 percent of team members attending at least 4 trainings so far • Conducted multi-jurisdictional training with SMFR Hazmat, Aurora Fire Department, and West Metro Fire Rescue • Develop a relationship with public and private resources located within the Authority’s response jurisdiction enabling on-duty, in-service team drills and training – Ongoing with progress made • Complete CDFS initial certification process for 50% of the team members – This is on hold with the state • Gain more confidence and competence via monthly team training – Improving with each training • Continued to integrate TRT resources into line officer resource decision making – Presented with each line training

198 • Ensure 90% of team members attend at a minimum 4 trainings per year – Currently have 4 that are delinquent • Participate in one multi-jurisdictional training in 2012 – Vortex and Aurora Fire Department training

2013 Goals:

• Ensure 90% of team members attend at a minimum 4 trainings per year • Conduct at least 2 multi-jurisdictional trainings in 2013 • Continue to gain more confidence and competence via monthly team training • Host SMFR Technical Rescue Entry Level Training for up to 9 new members • Obtain State ESF-9 Type II Resource Classification

Thermal Imaging Cameras

2012 Accomplishments:

• Purchased 3 new ISG Elite XR Cameras. • Completed the upgrades of all K1000 cameras 2013 Goals:

• To purchase 4 new ISG Elite XR cameras

Tracked Vehicle

2012 Accomplishments:

• Provided a 4 hour training on orienteering • Sent 4 members to OSHA recertification 2013 Goals:

• Send 4 members to an OSHA recertification class. Urban Search and Rescue (USAR)

2012 Accomplishments:

• Maintained 20 SMFRA members on Colorado Task Force 1(CO-TF1)

2013 Goals:

• Continue to maintain 20 South Metro Fire Rescue Task Force positions on CO-TF1 • National position certification courses will be taken by anyone entering a new Task Force position • Ensure all SMFR CO-TF1 members maintain an active deployment status 100% of the time

199 • Task Force members will meet minimum TF participation requirements including: Attend 1 all Task Force meeting Attend 50% of specific team training / meetings / equipment cache days Participate in Full Scale Exercise when required Keep current on physicals and immunizations Attend Task Force meetings as required

Water Supply

2012 Accomplishments:

• Revisited and implemented a new station minimum hose par and supplied stations accordingly. • Transferred and updated all hose records to an approved department spreadsheet. • Researched, tested, and purchased new high flow low level strainers. • Researched, and maintained our ISO rating. • Discovered and repaired a manufacturer’s defect with 2 ½” couplings on a 05/2009 batch of Mercedes’ hose. • Instructed 2 classes in the 2012 recruit academy. • Worked towards unifying all tender fill site data lists, and updating MDTs, Garmins, and creating a paper copy of the tender fill sites. • Replaced hose within the 23 hour limit 90% of the time due to the new 48 / 96 hour schedule.

2013 Goals:

• Maintain fiscal responsibility. • Start a replacement plan for the hose (5”, 2 ½”, and 1 ¾”) that is significantly out of date, and is a potential risk for catastrophic failure. • Initiate the replacement of hard suction hose that is starting to become brittle and non-pliable. • Try to replace OOS hose within the 24 to 48 hour period. • Maintain a reasonable reserve of hose and appliances to minimize the time an Apparatus is deficient on defaulted equipment. • Investigate the need for a standardized quantity of hose on the apparatus, in regards to the pre- connects and hose beds. • Continue to research new equipment and processes that will enable our crews to have better success on incidents. • Update and begin to interpret the data from our hose testing records. • Research the possibility of a hose testing program that uses a machine, instead of our front line pumpers, as asked for by Chief Brown

Wildland Operations and Callouts

2012 Accomplishments:

• Wldfires in the fire authority have been successfully held to the initial attack phase, with no significant property loss

200 • Operations/deployments have been conducted safely resulting in no injuries and only minor damage to apparatus and equipment, with only one exception. BR46 (Unit #242) suffered a transfer case failure returning home from a deployment in South Dakota. • Multiple members of the team are active participants on numerous interagency incident management teams including Arapahoe County IMT, Douglas County IMT, and Jefferson County IMT. • Through a cooperative use agreement with Douglas County, SMFRA has successfully utilized/incorporated fire aviation resources (Type 2 Helicopter from Rampart Helicopters) into our initial attack fire suppression response. • The wildland program continues to support our interagency partners at the county, state, and federal level by maintaining agreements that allow for personnel and resource mobilization in the event of large scale emergencies. • 23 SMFRA Wildland Team members have responded to 20 interagency wildland fire incidents in Colorado, Wyoming, South Dakota, Nevada, Utah, Idaho, and Montana. These deployments allow team members to gain valuable experience on actual large scale emergency incidents. It should also be noted that these responses are cost neutral for the authority (personnel expense reimbursed), and in most cases the authority nets a positive balance for apparatus use. • In addition to these deployments, the SMFRA Wildland Fire Team responded with engines and wildland supervisors to the Lower North Fork Fire in Jefferson County, the High Park Fire in Larimer County, and the Waldo Canyon Fire in El Paso County. Additional mutual aid support was provided directly to the City of Colorado Springs Fire Department during the Waldo Canyon Fire. A total of four engines and a strike team leader were committed to the incident, one engine directly to the fire, and three engines to the city to provide structure protection and to backfill a city fire station. • Through these deployments, 3 members have obtained higher position qualifications/certifications in supervisory positions. Engineer Bryan Grogan, Firefighter Craig Spader, and Firefighter Dan Johnson became NWCG qualified in the position of Engine Boss. Many others on the wildland team are currently trainees in advanced positions as well. • The Fire Duty Officer (FDO) Program continues to be refined and has become a model for other metro area agencies to replicate. The program strives to have a wildland “supervisor” on call daily to assist crews on wildland incidents by providing a qualified member to help manage firing operations, saw operations, air operations, as well as providing the ability to fill “middle management” positions on wildland incidents (Division Supervisor, Strike Team/Task Force leader, Air Operations Branch Director), as well as being able to assist or fill upper management positions on large scale incidents as requested. The FDO is also responsible for managing interagency requests for personnel and resources on out of authority deployments. • Wildland team members have had the opportunity to attend numerous NWCG classes to further advance training in operating chainsaws on wildland incidents, engine and squad supervision, interagency business management, strike team/task force leader supervision, firing operations, division/group supervision, incident leadership, and aviation management. Seven members were able to attend the Colorado Wildland Fire and Incident Management Academy in January as well. • SMFRA continued a prescribed fire management/training program that has become the model for Douglas and Arapahoe Counties, and the program is part of a “pilot” program for the State of Colorado. However, due to an executive order issued by the governor, as a result of the Lower

201 North Fork Fire, SMFRA suspended all prescribed fire activities for the remainder of 2012, until new guidelines can be established and implemented by the state. • 3 members of the SMFRA wildland team participated in a training exchange program with The Nature Conservancy in Nebraska which provided further interagency experience while providing an additional 260 hours of live fire training while mitigating 4,000 acres of land. Funding was provided by TNC to make this project cost neutral to the authority. • 22 SMFRA personnel had the opportunity to attend a large scale wildland incident management training hosted by Douglas County OEM (assisted by SMFRA Wildland Team Supervisors). Participants had the opportunity to train in a variety of command positions including incident commander, division/group supervisor, and strike team/task force leader. Additionally, members of the Arapahoe and Douglas County Incident Management Teams (Type 4) had the opportunity to integrate into this large scale exercise being mentored by members of the Jefferson County and Boulder County Incident Management Teams (Type 3). Members of both Metcom and Douglas County dispatch personnel were also provided an opportunity to exercise and train on the incident dispatch team (IDT) concept, and how it can be utilized to support large scale incidents. Funding was provided by the Denver North Central Region training program making the exercise cost neutral to the authority. • The wildland program continues to participate with our interagency partners in the development of more comprehensive resource mobilization plans and communication plans to make initial attack interagency wildland fire responses more effective. • Required annual wildland/interface fire safety refresher training was provided to all wildland team members, and additional required refresher training was provided to all SMFRA operational personnel, in accordance to NWCG guidelines. • The wildland program participated in the completion of the authority’s Community Wildlfire Protection Plan (CWPP) and is participating in the implementation of the plan as well as the development of a similar CWPP for Douglas County. • The wildland program continues to refine the emergency plan relating to wildland fire response, as well as the continued development of pre-fire emergency plans for target hazard subdivisions. • The wildland program continues to support and maintain the authority’s wildland apparatus, equipment, and personal protective equipment, while ensuring that the authority is meeting established state and federal guidelines in these areas.

2013 Goals:

• Continue to provide team members and other operational personnel with state of the art equipment and apparatus to conduct wildfire operations safely and effectively • Continue to support our interagency partners at the county, state, and federal level. • Continue to develop the wildfire program and team. • Continue to develop wildfire team members towards advanced NWCG qualifications, as well as various IMT support positions. • Continue to provide training to team members and other line operational staff to maintain current stasis, as well as for development and safety purposes. This will include annual safety refresher training; saw refresher training, firing operations refresher training, and air operations training. • Continue to conduct, as well as participate in practical drills/tabletops to ensure readiness.

202 • Continue to work with Pueblo Interagency Dispatch, CSFS, Douglas County OEM, and the newly formed Colorado State Office of Fire Prevention and Control, on the “pre-designated” strike team/task force concept for the dispatch zone. • Continue to develop interagency communication plans. • Continue to support the prescribed fire management/training program and expand it to Arapahoe County • Continue to develop comprehensive emergency plans for target hazard subdivisions, in conjunction with the continued implementation of the authority’s CWPP. • Continue to support staffing goals at designated wildland team stations, and maintain adequate specialty equipment at these stations for deployment during large scale wildland fire incidents.

Training

2012 Accomplishments:

• Responded to nearly 500 incidents to provide safety officer capability • Completed nearly 1200 re-certifications with the Colorado Division of Fire Safety. • Conducted Lieutenant’s academy and conducted engineer’s academy. • Held 3 seminars led by outside national level instructors at our facilities. • Provided 3 regional training opportunities for our members to interact with our neighboring agencies. These multi-company drills included live fire training, operations in mid-rise buildings, and catastrophic Rapid Intervention operations. • Conducted 8 multi-company evolutions to meet our ISO requirements including night operations. • Conducted promotional testing for Engineers, Lieutenants, and Captains. • Completed 17 week academy with 12 recruits graduating December 20th, 2012.

2013 Goals:

• Provide on scene safety officer response to significant incident to reduce injuries to our members. • Conduct Command officers academy starting in February • Conduct Lieutenant’s academy starting in April • Conduct engineer’s academy starting in April • Adopt the Blue Card certification system and certify all chiefs, officers, and acting officers in the program. Develop a command training center to facilitate this certification and conduct incident command CE once all members have completed their initial certification. Provide a regional resource for this type of training and work on ways to improve interoperability through this program. • Hold 3 seminars led by outside national level instructors at our facilities. We will be partnering with West Metro Fire for one of these classes. • Provide a minimum of 2 regional training opportunities for our members to interact with our neighboring agencies. These multi-company drills will include live rural water supply operations and firefighter safety. • With HR, coordinate the promotional testing for Battalion Chief.

203 Summary of Authority Calls

2009 2010 2011 2012 Jurisdiction In* Out** In* Out** In* Out** In* Out** Fires 294 49 332 59 297 74 274 78 EMS 7,124 502 7,285 535 7,641 1,088 8,254 1,877 Alarms 2,109 37 2,028 30 2,330 71 2,170 102 Others 3,322 449 3,202 413 3,479 778 3,154 1,105 Total 12,849 1,037 12,847 1,037 13,747 2,011 13,852 3,162 Total Combined 13,886 13,884 15,758 17,014

*In the Authority ** Outside of the Authority

204 Fire Stations

All fire stations are staffed 24 hours a day, 7 days a week. The crews work on the A, B, C shift rotation on a 24 day rotation schedule. Shifts work 48 hours and are off 96 hours.

Station 31 – 5901 S. Havana St, Greenwood Village, CO

This station is located in the northeast urban portion of the Authority and houses an Engine. There is a Captain, an Engineer, and Firefighter housed at this station. The Dive Team is headquartered in this station.

Station 32 – 5945 S. Quebec St., Centennial, CO

This station is just off of Interstate 25 in the north portion of the Authority. This station houses the north Battalion Chief. There is a Medic unit and a Tower in the station. There are two Firefighter/Paramedics at this station, a Captain, an Engineer, and two Firefighters.

Station 33 – 7281 E. Dry Creek Rd., Centennial, CO

This station is located in the western section of the urban area of the Authority. There is an Engine and a Medic unit at this station. This station is staffed by a Captain, a Lieutenant, a Firefighter/Paramedic, an Engineer, and a Firefighter.

Station 34 – 8871 Maximus Dr., Lone Tree, CO

This station is located near the intersection of Interstate 25 and E-470, the major east/west freeway in the southern portion of the metropolitan area. The station houses the west Battalion Chief. The station is staffed by a Captain, two Firefighter/Paramedics, an Engineer, and three Firefighters. There is a Tower at this station, the Communications Unit and the Sno-Cat. The Heavy Rescue Team is based out of this station.

Station 35 – 12080 E. Briarwood Ave., Centennial, CO

This station is located just off of Arapahoe Road in the very east edge of the Authority near the Centennial Regional Airport. This station houses a Truck, an Engine, and a Medic unit. This station is staffed by a Captain, a Lieutenant, two Engineers, two Firefighter/Paramedics, and four Firefighters. This station is the headquarters for the ARFF Team and houses Red 1 and 2.

Station 36 – 421 E. Castle Pines Pkwy, Castle Rock, CO

This station is located in the Castle Pines suburban area in the southern portion of the Authority. This station houses an Engine, CAFS Tender and a Brush Truck. This station is staffed by a Captain, an Engineer, a Firefighter/Paramedic, and a Firefighter.

205 Station 37 – 5701 S. University Blvd., Greenwood Village, CO

This station is located in the northern part of a suburban portion of the Authority. It houses a Medic unit. It is staffed by a Firefighter and a Firefighter/Paramedic.

Station 38 – 2460 E Quincy Ave, Cherry Hills Village, CO

Station 38 is brand new in 2013; the new building will house both South Metro Fire Rescue Authority and Cherry Hills Village Police, both organizations shared the cost of construction and will now call the building home. This station is the northern most station in the Authority. It is located in a suburban area with large homes with small acreages. This station houses an Engine. It is staffed by a Captain, Lieutenant, an Engineer, and a Firefighter/Paramedic.

Station 39 – 475 Happy Canyon Rd., Castle Rock, CO

This station is the southernmost station in the Authority. It is located off of Interstate 25 in a suburban area. This station houses an Engine, a Medic and a Brush Type 3. It is staffed by a Captain, two Firefighter/Paramedics, an Engineer, and two Firefighters. This station is the headquarters for the Wildland Team.

Station 40 - 10297 N. Chatfield Dr., Littleton, CO

This station is located in the far western rural portion of the Authority. The station houses an Engine, a Brush Truck, and a Tender. It is staffed by a Captain, a Firefighter/Paramedic, an Engineer, and a Firefighter.

Station 41 – 10795 S. Pine Drive, Parker, CO

This station is located just east of downtown Parker. This station is equipped with a Squirt, a Medic unit, a Tender, a Heavy Rescue and trailer, and the secondary Tech Rescue Team. This station houses a Battalion Chief, two Firefighters, a Lieutenant, two Firefighter/Paramedics, and an Engineer. The Medic unit is advanced life support (ALS) capable. This station was remodeled in 2005.

Station 42 – 7320 S. Parker Road, Foxfield, CO

This station is located in the northern portion of the Authority. The apparatus in this station includes an Engine, a Medic unit, a Brush Truck, and the secondary Dive Team. This station was completely remodeled in 2000. This station is staffed by one Lieutenant, a Firefighter, two Firefighter/Paramedics and an Engineer.

Station 43 – 8167 N. Hillcrest Way, Parker, CO

This station is located within the Pinery subdivision and was built in 1983. The apparatus at this station includes an Engine, a Brush Truck, and the secondary Wildland Team. This station is staffed by a Lieutenant, a Firefighter/Paramedic, and an Engineer.

206 Station 44 – 12625 E. Lincoln Avenue, Englewood, CO

This station is located in the middle of the Authority and is about 2 miles east of Interstate 25, the major north-south freeway through the state The apparatus at this station includes an Engine, a Medic unit, a Brush Truck, the Unimog, and the secondary ARFF Team. This station was built in 1985. This station is staffed by a Captain, Lieutenant, two Firefighters, a Firefighter/Paramedic and two Engineers.

Station 45 – 16801 Northgate Drive, Parker, CO

This station was built in 1998 and is located between two high density subdivisions and ½ mile south of E-470, a major east-west route around the Denver metropolitan area. In 2007 an addition was completed for a future battalion office and quarters. The apparatus at this station includes a Tower, a Brush Truck, a Tender, and the HAZMAT Team. This station is staffed by a Captain, Lieutenant, two Firefighters, and an Engineer.

Station 46 – 19310 Stroh Rd, Parker, CO

This station was completed in 2006. It is located in the southeast portion of the Authority at Stroh Road and Parker Road. The apparatus in this station includes an Engine, a Medic unit, a Decon Trailer, CAFS Tender, a Brush Truck and the secondary HAZMAT Team. This station is staffed by one Lieutenant, two Firefighters, a Firefighter/Paramedic, and an Engineer.

Station 47 – 11685 N. Tomahawk Rd., Parker, CO

This station was completed in 2009. It is located on the eastern edge of the Authority in a rural area. It houses an Engine and a Brush Truck. It is staffed with a Captain, a Lieutenant, a Firefighter/Paramedic, an Engineer, and a Firefighter.

207 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (60) Operations

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5000 Salaries 20,636,997 21,818,837 20,626,389 21,719,161 5200 Minimum Staffing/Constant Staffing 325,766 300,000 557,855 300,000 5400 Project/Meeting Overtime 53,131 36,702 76,486 46,000 5600 FLSA 258,295 300,000 276,168 300,000 5700 Holiday Pay 574,919 600,000 602,038 600,000 6000 Pension Expense 2,540,638 2,618,260 2,475,167 2,633,211 6025 Retiree Health Savings 419,725 441,020 435,646 438,559 6050 Deferred Compensation - Employer Contribution 267,356 282,300 292,258 289,461 6100 Health Insurance 3,174,426 3,049,846 2,969,428 3,338,545 6125 Vision Insurance 58,566 57,075 56,859 57,804 6150 Dental Insurance 250,156 254,225 244,201 275,347 6200 Life, Accidental Death and Dismemberment Insurance 41,312 48,001 42,811 55,387 6225 Long Term Disability 91,717 96,003 93,824 168,964 6250 FPPA Death and Disability 296,672 307,406 303,000 314,068 6300 Social Security and Medicare 323,860 316,373 319,180 318,180 6325 Greenwood Village Head Tax 328 874 6400 Employee Assistance Program 20,835 36,696 35,357 38,475 6475 Pension Benefit Payments 24,628 28,638 29,908 45,000 7000 General Supplies 11,461 15,100 7025 Office Supplies 422 1,000 1,000 7075 Postage/Shipping 17 621 7100 Equipment $500 to $4,999 28,412 15,000 7125 Books/Publications 1,858 593 1,200 883 7150 Memberships 2,855 2,639 3,312 2,993 7175 Certifications 506 555 7225 Awards and Recognition 2,277 2,500 6,000 3,907 7250 Uniforms 46,817 77,154 52,000 63,711 7275 Personal Protective Gear 503 7425 Wireless Connections 648 600 8175 Professional Services - Other 11,518 39,060 18,000 4,000 8180 Dispatch Services 2,127,070 2,169,106 2,175,861 2,275,187 8225 Seminars/Conferences 3,719 10,250 4,000 7,000 8250 Travel/Lodging 6,898 7,500 2,500 6,000 8275 Mileage 33 16 8280 Tolls 55 8300 Business/Meeting Expense 4,192 3,000 4,350 3,000 8375 Outside Repairs and Services 200 Total Expenses $ 31,580,176 $ 32,932,595 $ 31,736,164 $ 33,306,444

208

South Metro Fire Rescue Authority LID Report

Division - Project - Location: (60-0000) Operations - Project Non-specific

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5000 Salaries 20,636,997 21,818,837 20,492,379 21,045,102 5200 Minimum Staffing/Constant Staffing 325,766 300,000 557,855 300,000 LID - Minimum Staffing/Constant Staffing 300,000 5400 Project/Meeting Overtime 53,131 36,702 76,486 46,000 LID - Officer Meeting Overtime 20,000 LID - Operations involvement in Code Development Process 6,000 LID - Special Events (FF Memorials x 2 (C. Springs & 20,000 5600 FLSAL k d) Ai Lif M i l MDA (i E i ) & F l 258,295 300,000 276,168 300,000 5700 Holiday Pay 574,919 600,000 602,038 600,000 6000 Pension Expense 2,540,638 2,618,260 2,459,087 2,552,323 6025 Retiree Health Savings 419,725 441,020 435,452 437,596 6050 Deferred Compensation - Employer Contribution 267,356 282,300 292,258 289,461 6100 Health Insurance 3,174,426 3,049,846 2,929,304 3,207,984 6125 Vision Insurance 58,566 57,075 56,057 55,449 6150 Dental Insurance 250,156 254,225 240,475 263,741 6200 Life, Accidental Death and Dismemberment Insurance 41,312 48,001 42,811 53,636 6225 Long Term Disability 91,717 96,003 93,224 163,774 6250 FPPA Death and Disability 296,672 307,406 299,517 297,794 6300 Social Security and Medicare 323,860 316,373 316,600 308,406 6325 Greenwood Village Head Tax 328 874 6400 Employee Assistance Program 20,835 36,696 34,311 36,530 6475 Pension Benefit Payments 24,628 28,638 29,908 45,000 7000 General Supplies 11,461 15,100 7025 Office Supplies 422 1,000 1,000 7075 Postage/Shipping 17 621 7100 Equipment $500 to $4,999 28,412 15,000 7125 Books/Publications 1,858 593 1,200 883 LID - Harvard Business Review 116 LID - Leader to Leader 100 LID - Legal Briefings for Fire Chiefs 99 LID - Miscellaneous 500 LID - The Weekly Standard 48 LID - US News & World Reports (digital) 20 7150 Memberships 2,855 2,639 3,312 2,993 LID - Chief Fire Officer (X3) 1,125 LID - DCFC (X2) 64 LID - IAFC (X2) 408 LID - Institute for Fire Engineers (X1) 131 LID - Leadership DC Sponsor (X1) 1,000 LID - NFPA (X1) 165 LID - NSEFO (X2) 100 7175 Certifications 506 555 7225 Awards and Recognition 2,277 2,500 6,000 3,907 LID - Badges 1,087 LID - Flower (memorial/Cpt. Hager, Eng. John Wood Sr., FF 320 LIDG - Food B 9/11) 250 LID - Line Performance ($300/BC x 10) 1,000 LID - Miscellaneous (Officers, XO & AC) 100 LID - Plaques 100 LID - Promotional Recognition 750 LID - Traditional Photo Collages 150 LID - Wall of Fame (Frames & Supplies) 150

209 Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 7250 Uniforms 46,817 77,154 52,000 63,711 LID - Class A Dress Uniform (X14) 7,311 LID - Line 50,000 LID - New Recruits (X14) 5,600 LID - Replacements (XO & AC) 800 7275 Personal Protective Gear 503 7425 Wireless Connections 648 600 LID - iPad Wireless Connection 600 8175 Professional Services - Other 11,518 45,568 18,000 4,000 LID - Center for Creative Leadership x 1 4,000 8180 Dispatch Services 2,127,070 2,169,106 2,175,861 2,275,187 8225 Seminars/Conferences 3,719 10,250 4,000 7,000 LID - FDIC (3 + Baker) 5,000 LID - NSEFO or EFO Symposium x 2 (Daley & Baker) 2,000 8250 Travel/Lodging 6,898 7,500 2,500 6,000 LID - FDIC (3 + Baker) 4,000 LID - NSEFO or EFO Symposium x 2 (Baker & Daley) 2,000 8275 Mileage 33 16 8280 Tolls 55 8300 Business/Meeting Expense 4,192 3,000 4,350 3,000 LID - Business Meetings 1,500 LID - Officer & Opertions Meetings 1,500 8375 Outside Repairs and Services 200 Total Expenses $ 31,580,176 $ 32,939,103 $ 31,533,519 $ 32,371,077

210 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (60-2190) Safer Grant

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5000 Salaries 134,010 674,059 6000 Pension Expense 16,080 80,887 6025 Retiree Health Savings 194 963 6100 Health Insurance 40,124 130,561 6125 Vision Insurance 802 2,355 6150 Dental Insurance 3,726 11,606 6200 Life, Accidental Death and Dismemberment Insurance 1,750 6225 Long Term Disability 600 5,190 6250 FPPA Death and Disability 3,483 16,274 6300 Social Security and Medicare 2,580 9,774 6400 Employee Assistance Program 1,046 1,945 Total Expenses $ 202,645 $ 935,364

211 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (62) Emergency Medical Services

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5000 Salaries 502,188 519,499 656,937 409,757 5200 Minimum Staffing/Constant Staffing 56,138 61,326 87,160 5400 Project/Meeting Overtime 149,983 300,801 162,190 328,740 5550 Instructors 44,301 46,232 61,000 49,521 6000 Pension Expense 48,783 62,220 63,156 45,811 6025 Retiree Health Savings 12,532 10,069 11,070 7,635 6050 Deferred Compensation - Employer Contribution 7,451 8,454 6,974 7,047 6100 Health Insurance 41,949 36,922 48,526 28,593 6125 Vision Insurance 765 766 962 597 6150 Dental Insurance 3,480 2,997 3,892 2,406 6200 Life, Accidental Death and Dismemberment Insurance 703 1,141 738 956 6225 Long Term Disability 1,742 2,281 2,062 2,940 6250 FPPA Death and Disability 1,381 122 6300 Social Security and Medicare 6,766 7,518 9,028 5,535 6400 Employee Assistance Program 454 924 597 659 7000 General Supplies 55,652 139,298 55,013 132,252 7025 Office Supplies 376 171 7075 Postage/Shipping 231 167 7100 Equipment $500 to $4,999 9,196 34,602 7,303 34,480 7125 Books/Publications 6,937 15,620 6,714 22,061 7150 Memberships 2,414 2,050 1,425 2,560 7175 Certifications 4,121 2,900 3,151 4,550 7225 Awards and Recognition 427 4,700 3,323 4,700 7250 Uniforms 1,013 6,180 2,200 5,170 7550 Fuel 10,400 8000 Printing/Binding 1,001 1,000 8025 Physicals 92 1,000 8050 Vaccinations 5,250 3,724 6,030 8150 Legal Counsel 6,534 15,000 3,000 15,000 8175 Professional Services - Other 5,291 59,907 50,000 54,767 8225 Seminars/Conferences 3,086 34,705 11,591 50,301 8250 Travel/Lodging 2,734 34,601 11,931 46,501 8275 Mileage 481 1,000 500 1,000 8280 Tolls 567 8300 Business/Meeting Expense 4,203 6,430 3,710 6,078 8375 Outside Repairs and Services 12,200 600 16,700 8425 Outside Seminar Leaders 4,000 13,000 360 9700 Vehicles and Apparatus 45,000 9800 Equipment ($5,000 and over) 24,620 11,000 Total Expenses $ 984,591 $ 1,389,649 $ 1,278,961 $ 1,447,030

212 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (62-0000) Emergency Medical Services - Project Non-specific

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5000 Salaries 501,193 518,499 655,960 408,757 5200 Minimum Staffing/Constant Staffing 56,138 61,326 5400 Project/Meeting Overtime 92,358 91,360 128,190 239,240 LID - CPR/BLS/HCP Instructor Recertifications 2,000 LID - CPR/BLS/HCP Recertifications 2,000 LID - EMS Special Projects 6,400 LID - Overtime Coverage for Officer Paramedic Program 21,600 LID - Overtime for Apparatus Review and Development 2,880 LIDMi - Overtime for Bi-Annual FI Focused Trainings 5,760 LID - Overtime for Bi-Monthly EMS Supervisor/FI Meetings 23,040 LID - Overtime for COEMS Conference Shift Coverage 8,640 LID - Overtime for EMT CE Hours for Academy Candidates 1,000 LID - Overtime for Mandatory Paramedic Meetings 70,400 LID - Overtime for Monthly Coverage EMS Supervisor 25,920 LID - Overtime for Monthly Group EMS Supervisor Meetings 12,000 LID - Overtime for Monthly Shift EMS Supervisor Meetings 8,640 LID - Overtime for Paramedic school Split 50/50 01/08 24,000 LID - Overtime for Preparamedic A/P Split 50/50 01/08 4,800 LID - Overtime for Research and Development Discussion 2,880 LID - Overtime for SMFRA EMS Instructors for EMS Company 17,280 5550 Instructors 3,601 LID - CO State Primary Instructors Course 3,000 LID - CO State Skills Intructors Course 600 6000 Pension Expense 48,783 62,220 63,156 45,811 6025 Retiree Health Savings 12,532 10,069 11,070 7,635 6050 Deferred Compensation - Employer Contribution 7,451 8,454 6,974 7,047 6100 Health Insurance 41,949 36,922 48,526 28,593 6125 Vision Insurance 765 765 962 597 6150 Dental Insurance 3,480 2,997 3,892 2,406 6200 Life, Accidental Death and Dismemberment Insurance 703 1,141 738 956 6225 Long Term Disability 1,742 2,281 2,062 2,940 6250 FPPA Death and Disability 1,381 122 6300 Social Security and Medicare 6,766 7,518 9,028 5,535 6400 Employee Assistance Program 454 924 597 659 7000 General Supplies 51,839 101,848 53,000 117,622 LID - ACLS Student Packets 300 LID - Emergency Intubation Airway Equipment Accessories x 6 6,000 LIDS - EMS Administrative Supplies 1,000 LID - EMS Company Training Supplies 3,000 LID - EMS Disposable Supplies/ Replacement and Expired 81,522 LIDM d - EMS Library - Educators S li 01 30% d 08 0% 2,000 LID - EMS Loaner Library 1,000 LID - EMS Training Supplies 1,000 LID - Expand EMS Supply Cache 5,000 LID - Issued Equipment for Paramedic Promotion 600 LID - IV Class Supplies 2,000 LID - Oxygen Cylinders - Rental and Refill - Split 4,400 LID01 20%- PALS dStudent 08 80% Packets 300 LID - Pandemic Flu Preparedness Ongoing 1,000 LID - R & D Equipment 2,500 LID - Replacement Items Specific to the EMS Bureau 2,500 LID - Replacement Physio-Control LP 12 Batteries 2,500

213 Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget LID - Training CD/DVD Programs 1,000 7025 Office Supplies 376 171 7075 Postage/Shipping 231 167 7100 Equipment $500 to $4,999 9,196 19,602 5,000 34,480 LID - AED units - Accessories 1,600 LID - Emergency Intubation Airway Equipment Accessories x 6 9,000 LIDS - EMS Inventory Control System Development Ongoing 1,000 LID - EMS Training Mannequins 9,180 LID - IO Equipment 1,500 LID - R & D EMS Advancements/Innovations Equipment 5,000 LID - Update/Replacement EMS Portable Suction Units x 9 7,200 7125 Books/Publications 1,790 2,600 15,431 LID - ACLS Online Course/Testing with On Site Skills Testing 4,950 LID - Books and Subscriptions 2,631 LID - CPR Online Recertification Course Costs/Materials 1,700 LID - PALS Online Course/Testing with On Site Skills Testing 4,950 LID - Paramedic School Textbooks (Additonal Reference) X 3 600 LID - Pre-Paramedic Textbooks x 3 Students (50/50 split 01/08) 600 7150 Memberships 2,414 1,050 1,050 1,660 LID - EMSAC 160 LID - IChiefs 1,000 LID - Missouri Valley EMS 500 7175 Certifications 1,205 2,200 4,550 LID - ACLS Recertifications Cards 750 LID - CPR/BLS/HCP Instructor Cards 50 LID - CPR/BLS/HCP 2,000 LID - National Registry Recertifications Cards 1,000 LID - PALS Recertification Cards 750 7225 Awards and Recognition 427 3,500 3,323 4,700 LID - Clinical Masters/PM Meeting Instructor/Outside Volunteer 1,200 LIDI - EMS R Awards ii and Recognition 1,000 LID - EMS Week Recognition 2,500 7250 Uniforms 949 2,670 2,200 2,670 LID - Department Attire Admin Assistant x3 270 LID - EMS Educator Uniforms x2 400 LID - Uniforms x4 People 2,000 8000 Printing/Binding 1,000 1,000 LID - Printing Costs 1,000 8025 Physicals 92 1,000 8050 Vaccinations 5,250 3,724 6,030 LID - Purchase Vaccine for Annual Flu Shots 6,030 8150 Legal Counsel 6,534 15,000 3,000 15,000 LID - Legal Counsel (50/50 split 01/08) 15,000 8175 Professional Services - Other 5,291 56,907 50,000 54,767 LID - Conference Booth Rental x2 1,200 LID - EMS Documentation Dictation 7,000 LID - EMS Inventory Control System Ongoing 1,800 LID - Exposure/Infection Control Course Maintenance 3,000 LID - HIPAA Compliance 4,000 LID - Physiocontrol LP12 Case Change Option 3,750 LID - Service agreement with Physicontrol 34,017 8225 Seminars/Conferences 2,233 6,100 8,200 50,051 LID - ACLS Outside Recert 450 LID - Advanced Paramedic Practice Course 5,100 LID - COEMS EMS Seminars for FF/EMTB 2,400 LID - COEMS EMS Seminars for Paramedic/FF 2,400 LID - EKG Course 300 LID - Electronic Delivery Training - CAPTIVATE 2,000 LID - Mountain States Employers Council (MSEC) Executive 11,000 LIDL d- New hi Hire C EMTB/P ifi P Seminars CE Training 1,200 LID - Out-of-State EMS Conference - Line Members 2,000 LID - PALS Outside Recert 450

214 Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget LID - Paramedic School x 3 Candidates 12,000 LID - Pinnacle EMS Conference - Line Members 2,000 LID - Preparamedic School A/P Courses x 3 Candidates split 750 LID - Seminars for Chief/2 x Captains/EXO 4,000 LID - Seminars for EMS Bureau Assistants 1,500 LID - Seminars for EMS Educators x 2 2,000 LID - State EMS Instructor Courses 500 8250 Travel/Lodging 2,518 22,100 10,000 46,500 LID - Travel/Lodging/Per Diem for EMS Bureau Assistants 1,500 LID - COEMS Travel/Lodging/Per Diem for FF/EMTB 6,000 LID - COEMSTravel/Lodging/Per Diem for Paramedic/FF 6,000 LID - Out-of-State EMS Conference Travel/Lodging/Per Diem 5,600 LIDf Li - Outside M bEMS System Analysis 5,600 LID - Pinnacle EMS Conference Travel/Lodging/Per Diem for 5,200 LIDLi - MTravel/Lodging/Per b Diem for Chief/2 x Captain/EXO 11,200 LID - Travel/Lodging/Per Diem for EMS Educator x 2 5,400 8275 Mileage 481 1,000 500 1,000 LID - Mileage EMS Reimbursement 500 LID - Mileage Reimbursement for Legal Proceedings 500 8280 Tolls 567 8300 Business/Meeting Expense 4,203 1,840 3,000 6,078 LID - ACLS Faculty Meals 384 LID - Business Expense 960 LID - Clinicial Masters Food 1,500 LID - EMS Bureau Meeting Meals 600 LID - EMS Supervisor Meeting Foods 600 LID - PALS Faculty Meals 384 LID - Paramedic Meeting Meals 1,650 8375 Outside Repairs and Services 7,200 600 11,700 LID - Biohazard Waste Disposal 1,200 LID - Emergency and Outside Repairs 3,500 LID - Mannequin Repair Parts 7,000 8425 Outside Seminar Leaders 4,000 9800 Equipment ($5,000 and over) 24,620 Total Expenses $ 868,661 $ 989,598 $ 1,166,836 $ 1,127,139

215 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (62-1120) EMT-B Class

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5550 Instructors 44,301 41,952 49,000 42,080 LID - Admin instructors 3,200 LID - Guest Instructors 480 LID - Primary instructors 11,200 LID - Secondary instructors 27,200 7000 General Supplies 499 3,750 478 5,430 LID - Disposable Suplies 1,950 LID - Misc Supplies 1,170 LID - New Equipment 1,170 LID - Oxygen 340 LID - Vehicles for Extrication 800 7125 Books/Publications 5,147 4,120 4,114 6,630 LID - Textbooks 6,630 7175 Certifications 1,600 951 8225 Seminars/Conferences 236 8425 Outside Seminar Leaders 360 Total Expenses $ 51,547 $ 49,822 $ 55,139 $ 54,140

216 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (62-1130) Bike Medic

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5000 Salaries 995 1,000 977 1,000 5400 Project/Meeting Overtime 57,625 54,061 34,000 89,500 LID - 26 events - 35 Days 28,940 LID - IKEA Coverage 11/23/2013 1,040 LID - International Women's Golf Tournament 22,400 LID - One annual team meeting per shift 5,760 LID - OT for Bike Medic Team Administration 3,840 LID - OT for IPMBA Training Cert Class 19,200 LID - OT for Maintenance of Bikes 3,200 LID - OT for Maintenance of Trailer 1,600 LID - Ot for School Bike Safety/Rodeo Program 640 LID - Team annual certification ride 2,880 5550 Instructors 1,280 3,840 LID - OT for IPMBA Instructor 3,840 7000 General Supplies 3,167 7,100 1,315 6,200 LID - AED Medical Equipment 1,080 LID - Bike and Trailer Maintenance Supplies 3,210 LID - EMS Medical supplies 1,500 LID - O2 Clylinder Purchase 250 LID - O2 Cylinder Refill 160 7125 Books/Publications 1,000 7150 Memberships 900 375 900 LID - IPMBA Memberships 900 7250 Uniforms 3,310 2,500 LID - Uniforms 2,500 8225 Seminars/Conferences 370 250 LID - Bike Maintenance Class 250 Total Expenses $ 62,158 $ 68,651 $ 36,667 $ 104,190

217 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (62-2130) EMS Training /Education

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5400 Project/Meeting Overtime 155,380 5550 Instructors 3,000 12,000 7000 General Supplies 146 26,600 220 7100 Equipment $500 to $4,999 15,000 2,303 7125 Books/Publications 10,500 7150 Memberships 100 7175 Certifications 1,316 2,900 7225 Awards and Recognition 1,200 7250 Uniforms 64 200 8175 Professional Services - Other 3,000 8225 Seminars/Conferences 483 28,604 3,155 8250 Travel/Lodging 216 12,500 1,931 8300 Business/Meeting Expense 4,590 710 8375 Outside Repairs and Services 5,000 8425 Outside Seminar Leaders 13,000 Total Expenses 2,225 281,574 20,319

218 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (62-2180) Quick Response EMS Vehicle

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5200 Minimum Staffing/Constant Staffing 87,160 LID - Holdover OT 4,160 LID - Quick Response EMS Vehicle 83,000 7000 General Supplies 3,000 LID - Supplies - Get Ready 3,000 7550 Fuel 10,400 LID - Quick Response Vehicle Fuel 10,400 8375 Outside Repairs and Services 5,000 LID - Quick Response Maintenance and Repair 5,000 9700 Vehicles and Apparatus 45,000 LID - Prep for Quick Response 15,000 LID - Unit Purchase 30,000 9800 Equipment ($5,000 and over) 11,000 LID - Purchase I Stat Blood Analyzing System and accessories 11,000 Total Expenses 161,560

219 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (64) Special Operations

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5000 Salaries 146,274 142,216 150,046 143,218 5200 Minimum Staffing/Constant Staffing 46,008 69,811 100,598 94,312 5250 Wildland Callout 178,376 100,000 301,185 180,000 5275 USAR Callout 3,082 27,213 168,000 5350 Cover Wildland Callout 117,412 80,000 224,556 120,000 5375 Cover USAR Callout 168,000 12,964 5400 Project/Meeting Overtime 281,616 352,276 254,571 381,054 5550 Instructors 23,565 59,583 96,587 84,183 6000 Pension Expense 14,379 14,786 14,380 14,786 6025 Retiree Health Savings 4,700 4,929 4,886 4,929 6050 Deferred Compensation - Employer Contribution 2,350 2,464 2,443 2,464 6100 Health Insurance 14,620 13,988 13,844 15,167 6125 Vision Insurance 261 261 259 254 6150 Dental Insurance 1,202 1,202 1,194 1,296 6200 Life, Accidental Death and Dismemberment Insurance 229 271 241 315 6225 Long Term Disability 517 542 538 949 6300 Social Security and Medicare 1,792 2,091 1,761 1,787 6400 Employee Assistance Program 46 132 100 278 7000 General Supplies 175,450 221,358 163,997 287,521 7025 Office Supplies 500 500 7075 Postage/Shipping 3,203 1,700 1,728 4,274 7100 Equipment $500 to $4,999 114,002 88,772 29,611 786,465 7125 Books/Publications 70 1,900 25 1,600 7150 Memberships 1,140 4,640 25 950 7175 Certifications 1,207 5,890 3,100 5,390 7225 Awards and Recognition 2,118 5,450 1,055 5,300 7250 Uniforms 17,538 4,100 4,469 10,730 7275 Personal Protective Gear 54,010 138,270 156,915 171,920 7375 Cell, Digital, Nextel Phones 1,074 7425 Wireless Connections 3,133 2,437 7550 Fuel 500 100 8000 Printing/Binding 200 235 8175 Professional Services - Other 4,617 17,800 2,809 24,100 8225 Seminars/Conferences 26,038 23,500 20,653 32,600 8250 Travel/Lodging 31,800 22,290 28,983 41,400 8275 Mileage 1,739 6,600 1,092 5,500 8300 Business/Meeting Expense 3,779 3,800 2,429 2,800 8350 Routine Maintenance 116,515 116,350 114,153 134,440 8375 Outside Repairs and Services 4,787 3,500 16,810 9,000 8400 Equipment Rental 53 8425 Outside Seminar Leaders 952 7,320 150 11,255 9800 Equipment ($5,000 and over) 85,153 55,550 62,780 29,200 Total Expenses $ 1,480,546 $ 1,745,675 $ 1,822,050 $ 2,777,937

220 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (64-0000) Special Operations - Project Non-specific

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5000 Salaries 117,617 123,217 118,582 124,219 5400 Project/Meeting Overtime 3,410 32,300 3,000 27,300 LID - OT Meetings 2,500 LID - Special Events 5,800 LID - Special Projects 3,000 LID - Wildland Red Flag 16,000 6000 Pension Expense 14,379 14,786 14,380 14,786 6025 Retiree Health Savings 4,700 4,929 4,886 4,929 6050 Deferred Compensation - Employer Contribution 2,350 2,464 2,443 2,464 6100 Health Insurance 14,620 13,988 13,844 15,164 6125 Vision Insurance 261 261 259 254 6150 Dental Insurance 1,202 1,202 1,194 1,296 6200 Life, Accidental Death and Dismemberment Insurance 229 271 241 315 6225 Long Term Disability 517 542 538 949 6300 Social Security and Medicare 1,792 2,091 1,761 1,787 6400 Employee Assistance Program 46 132 100 278 7000 General Supplies 763 8,500 3,520 1,000 LID - Supplies 1,000 7025 Office Supplies 500 500 LID - Misc 500 7075 Postage/Shipping 12 120 100 7100 Equipment $500 to $4,999 1,738 841 7125 Books/Publications 300 7150 Memberships 3,240 7225 Awards and Recognition 500 500 500 7250 Uniforms 39 500 1,041 500 7275 Personal Protective Gear 500 500 8000 Printing/Binding 200 8175 Professional Services - Other 500 8225 Seminars/Conferences 4,075 1,000 1,000 8250 Travel/Lodging 1,760 2,000 2,000 8275 Mileage 200 8300 Business/Meeting Expense 167 1,500 725 1,500 8350 Routine Maintenance 1,000 100 1,000 8375 Outside Repairs and Services 24 500 95 500 Total Expenses $ 169,701 $ 217,243 $ 168,051 $ 202,841

221 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (64-1000) Technical Rescue Operations

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5000 Salaries 995 1,000 1,000 1,000 5200 Minimum Staffing/Constant Staffing 11,299 4,680 7,411 8,040 LID - Backfill 3,360 LID - Backfill 4,680 5400 Project/Meeting Overtime 12,958 12,090 9,724 16,692 LID - AutoX 4,680 LID - Bailout 1,872 LID - Program mgmt 3,744 LID - TRT Leads Mtg 2,496 LID - TRT member trn 3,900 5550 Instructors 17,213 23,549 22,166 28,640 LID - 13 Day TRT School 19,280 LID - Commmercial RIT 936 LID - Confine Space 1,872 LID - Heavy Extrication 936 LID - Rope Trn 1,872 LID - Structural Collapse 1,872 LID - Trench Trn 1,872 7000 General Supplies 17,852 10,500 26,939 67,250 LID - Bailout 50,000 LID - Confine Space 4,500 LID - Line Equipt 1,000 LID - Personal Rope Bags 5,250 LID - Response Equipt 1,000 LID - Rope Rescue 1,500 LID - Structural Collapse 1,500 LID - Trench Rescue 2,500 7075 Postage/Shipping 17 7100 Equipment $500 to $4,999 2,152 12,000 1,698 9,000 LID - Rope Rescue 9,000 7275 Personal Protective Gear 1,170 920 LID - Gloves 320 LID - Headlight 250 LID - Uniform 350 8225 Seminars/Conferences 1,625 1,200 2,100 3,600 LID - Advanced Extrication 1,200 LID - AutoX 2,400 8250 Travel/Lodging 621 8275 Mileage 200 8300 Business/Meeting Expense 120 30 8350 Routine Maintenance 290 1,000 12 1,000 LID - General Repair 1,000 8375 Outside Repairs and Services 14 1,000 LID - Facilities Rental 1,000 Total Expenses $ 65,140 $ 67,389 $ 71,097 $ 137,142

222 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (64-1010) Hazardous Materials Operations

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5000 Salaries 747 7,709 5200 Minimum Staffing/Constant Staffing 6,871 25,319 8,063 32,526 LID - DHS Coverage 14,976 LID - Drill Coverage 11,700 LID - Training Coverage 5,850 5400 Project/Meeting Overtime 19,932 23,291 23,881 38,778 LID - Admin/Mtg 5,616 LID - Maintence 14,352 LID - Shift Trn 12,960 LID - Trn Coverage 5,850 7000 General Supplies 19,974 24,500 15,365 24,500 LID - Absorbent/Supplies 4,500 LID - Decon 1,000 LID - Disposable Equipt 8,000 LID - Misc Supplies 1,500 LID - Sensors/parts 8,500 LID - Training Supplies 1,000 7075 Postage/Shipping 437 750 72 750 LID - Postage 750 7100 Equipment $500 to $4,999 15,300 10,825 65,537 LID - New Monitors 65,537 7125 Books/Publications 1,000 1,000 LID - Reference Material 1,000 7225 Awards and Recognition 240 7250 Uniforms 331 2,400 LID - Full Coverage 2,400 7275 Personal Protective Gear 6,000 6,178 8,000 LID - PPE Replacement 8,000 8000 Printing/Binding 235 8225 Seminars/Conferences 774 3,000 LID - IAFC HazMat 3,000 8250 Travel/Lodging 42 356 6,350 LID - Conference Travel 6,350 8275 Mileage 0 2,200 56 2,200 LID - Mileage 2,200 8300 Business/Meeting Expense 622 455 8350 Routine Maintenance 415 247 8375 Outside Repairs and Services 789 1,500 1,275 1,500 LID - Repairs 1,500 8400 Equipment Rental 53 8425 Outside Seminar Leaders 3,500 7,755 LID - RAE Scv Techs 7,755 Total Expenses 66,235 88,060 75,010 194,296

223 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (64-1020) Aircraft Rescue Operations

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5000 Salaries 995 1,000 1,000 1,000 5200 Minimum Staffing/Constant Staffing 446 1480 5400 Project/Meeting Overtime 5,275 12,444 5,876 12,244 LID - Coordinator Hours 3,744 LID - OT 6,000 LID - OT 2,500 5550 Instructors 3,500 275 3,500 LID - Instruct 3,500 7000 General Supplies 4,311 3,700 20,600 LID - AFFF Foam 12,000 LID - ARFF Equipt 1,500 LID - Clearn Gard 800 LID - Foam 1,800 LID - Nitrogen 500 LID - Purple K 2,500 LID - Supplies 1,500 7150 Memberships 200 200 LID - Working Group 200 7225 Awards and Recognition 150 7250 Uniforms 500 8225 Seminars/Conferences 4,960 4,000 4,950 19,500 LID - Attend outside training 3,000 LID - FAR at DIA 6,000 LID - Red 1 4,500 LID - Tuition 6,000 8275 Mileage 40 300 100 350 LID - Mileage 350 8300 Business/Meeting Expense 1,015 200 Total Expenses $ 17,042 $ 25,794 $ 13,881 $ 57,394

224 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (64-1030) Dive/Water Rescue Operations

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5000 Salaries 995 1,000 1,000 1,000 5200 Minimum Staffing/Constant Staffing 731 8,000 14,653 10,200 LID - Backfill 10,200 5400 Project/Meeting Overtime 6,345 1,500 3,475 2,000 5550 Instructors 609 6,500 17,105 17,000 LID - Line Class 9,400 LID - PSD/DRI/Team 7,600 7000 General Supplies 10,187 7,000 5,743 5,000 LID - Line Swift Water 2,000 LID - Misc Supplies 3,000 7100 Equipment $500 to $4,999 10,296 5,700 9,500 LID - Sonar Unit 5,500 LID - Whites HazMat Dry 4,000 7175 Certifications 407 2,000 1,500 1,000 LID - PSD 1,000 7225 Awards and Recognition 500 500 7250 Uniforms 792 500 6 500 8175 Professional Services - Other 500 22 1,500 LID - Dive Rescue Inter 1,500 8225 Seminars/Conferences 1,758 7,000 1,700 8275 Mileage 500 61 250 8300 Business/Meeting Expense 100 100 8350 Routine Maintenance 3,689 5,000 3,500 LID - Dive Scv and Repair 3,500 8375 Outside Repairs and Services 1,346 120 Total Expenses $ 37,657 $ 45,300 $ 45,385 $ 52,050

225 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (64-1040) Wildland Operations

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5000 Salaries 5,877 1,000 1,362 1,000 5200 Minimum Staffing/Constant Staffing 9,248 12,168 19,979 22,776 LID - Front Range Sympos 4,680 LID - Prescribed Fire Exch 7,488 LID - S-234 Fire Class 3,120 LID - Wildfire Academy 3,744 LID - Wildfire College 3,744 5400 Project/Meeting Overtime 32,009 56,208 31,364 50,832 LID - Coop Mtgs 4,608 LID - FDO 4,500 LID - Prescribe Fire 6,000 LID - Program mgmt 14,976 LID - Saw Trn 8,736 LID - Single Resource 3,120 LID - Team Safety 5,148 LID - WL IMT mtgs 3,744 5550 Instructors 3,320 26,034 21,006 24,474 LID - Line Ops Safety 10,530 LID - S-212 Chain Saws 3,120 LID - S-234 Prescribed 3,120 LID - Safety Refresher 1,872 LID - Saw Refresher 4,680 LID - Single Resource 1,152 7000 General Supplies 14,967 11,775 12,895 12,775 LID - Appliances 1,000 LID - Deploy Gear 3,000 LID - Hose 1,500 LID - Hose Packs 2,275 LID - Misc Equipt 3,000 LID - PPE Kits 1,000 LID - Trn/mtgs 1,000 7100 Equipment $500 to $4,999 6,574 7125 Books/Publications 37 7250 Uniforms 107 42 7275 Personal Protective Gear 10,410 9,000 5,654 9,000 LID - Line Ops PPE 3,000 LID - Team Member PPE 6,000 8225 Seminars/Conferences 85 4,000 4,000 4,000 LID - Front Range Sympo 2,000 LID - Wildfire Acad 2,000 8250 Travel/Lodging 150 4,000 360 4,000 LID - Hotel/air Wl Trn 2,500 LID - Perdiem 1,500 8275 Mileage 123 1,000 8 500 LID - Mileage 500 8300 Business/Meeting Expense 283 1,000 378 8425 Outside Seminar Leaders 150 Total Expenses 83,189 126,185 97,198 129,357

226 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (64-1050) Wildland Callout

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5250 Wildland Callout 178,376 100,000 301,185 180,000 5350 Cover Wildland Callout 117,412 80,000 224,556 120,000 5400 Project/Meeting Overtime 2,880 14,195 7000 General Supplies 948 5,000 340 5,000 LID - Supplies 5,000 8250 Travel/Lodging 28,092 10,000 26,028 20,000 LID - Lodging 20,000 8300 Business/Meeting Expense 167 Total Expenses $ 327,875 $ 195,000 $ 566,304 $ 325,000

227 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (64-1060) SWAT Team Operations

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5000 Salaries 995 1,000 1,000 1,000 5200 Minimum Staffing/Constant Staffing 12,505 5,500 14,524 5,520 5400 Project/Meeting Overtime 65,934 43,520 33,680 53,280 LID - DCSO In-service instructor 1,600 LID - Marksmanship Course 4,480 LID - New Hire Academy 8,000 LID - OT training 33,600 LID - Pike National Forest Scouts 3,200 LID - South Area SWAT Academy 2,400 7000 General Supplies 1,003 3,500 837 3,000 LID - Generael Supplies 3,000 7225 Awards and Recognition 143 300 120 300 7250 Uniforms 982 640 241 320 7275 Personal Protective Gear 1,263 3,500 4,699 2,500 8175 Professional Services - Other 30 10,000 10,000 8225 Seminars/Conferences 1,050 8250 Travel/Lodging 1,000 1,000 8275 Mileage 353 8425 Outside Seminar Leaders 1,000 1,000 LID - Range Officer Fee 1,000 Total Expenses $ 84,257 $ 69,960 $ 55,101 $ 77,920

228 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (64-1090) USAR

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5000 Salaries 995 1,000 1,000 1,000 5200 Minimum Staffing/Constant Staffing 4,781 19,730 5275 USAR Callout 3,082 27,213 168,000 5375 Cover USAR Callout 168,000 12,964 5400 Project/Meeting Overtime 45,943 31,000 39,357 31,000 7000 General Supplies 715 148 7100 Equipment $500 to $4,999 6,800 7225 Awards and Recognition 1,200 1,200 8275 Mileage 789 497 500 LID - Mileage 500 Total Expenses $ 63,105 $ 201,200 $ 100,909 $ 201,700

229 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (64-1110) CPAT

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5400 Project/Meeting Overtime 693 7000 General Supplies 1,900 7100 Equipment $500 to $4,999 1,200 Total Expenses $ 3,100 $ 693

230 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (64-1140) Maps

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5000 Salaries 995 1,000 1,000 1,000 5400 Project/Meeting Overtime 2,464 5,000 5,385 15,000 LID - OT 15,000 7000 General Supplies 7,068 7,500 7,392 28,000 LID - Air Cards 3,000 LID - Apple Server 3,000 LID - Computer Tablets 13,000 LID - Garmin Data Updates 1,500 LID - Garmin Units 1,500 LID - ICS Program 1,000 LID - IPAD Apps 500 LID - Licenses 3,000 LID - MetCom Map 1,500 7100 Equipment $500-$4,999 1,099 Total Expenses $ 10,528 $ 13,500 $ 14,876 $ 44,000

231 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (64-2010) Tracked Response Operations

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5000 Salaries 1,666 1,000 1,000 1,000 5200 Minimum Staffing/Constant Staffing 0 3,744 2,088 3,000 LID - Backfill 3,000 5400 Project/Meeting Overtime 1,734 3,978 4,216 14,000 LID - In house Trn 2,080 LID - OSHA 2,560 LID - OSHA Course 4,800 LID - OT 2,560 LID - Project/Mtg 1,000 LID - Staging 1,000 7000 General Supplies 599 5,500 500 5,500 LID - Equipt 5,000 LID - Tools 500 7250 Uniforms 284 500 LID - Uniforms 500 7550 Fuel 500 100 8225 Seminars/Conferences 4,776 4,800 4,776 8250 Travel/Lodging 1,140 861 1,200 LID - OSHA Course 1,200 8350 Routine Maintenance 3,500 8425 Outside Seminar Leaders 320 Total Expenses $ 8,775 $ 24,482 $ 13,825 $ 25,200

232 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (64-2020) SCBA Operations

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5000 Salaries 995 1,000 1,000 1,000 5200 Minimum Staffing/Constant Staffing 2,000 2,250 LID - Backfill 2,250 5400 Project/Meeting Overtime 20,543 28,500 23,600 28,000 LID - Tech's 28,000 7000 General Supplies 16,665 27,900 50,000 21,250 LID - Airpacks 11,500 LID - Compressor 6,200 LID - R.I.T. 1,800 LID - Supplies 750 LID - Tech tools 1,000 7075 Postage/Shipping 150 306 650 LID - Equipt 650 7100 Equipment $500 to $4,999 38,976 31,740 651,356 LID - 45/60 Min bottles 626,956 LID - Tech Rescue packs 16,000 LID - Voice Amps 8,400 7225 Awards and Recognition 300 300 LID - 300 7275 Personal Protective Gear 372 8175 Professional Services - Other 2,564 1485 8300 Business/Meeting Expense 35 100 8350 Routine Maintenance 4,968 5,500 3,440 23,590 LID - Compressor 3,400 LID - Compressor 11,100 LID - Fit Test Machines 5,490 LID - Flow Test Machines 2,100 LID - Hydro Testing 1,500 8375 Outside Repairs and Services 918 5,006 9800 Equipment ($5,000 and over) 42,753 29,750 29,750 Total Expenses $ 128,939 $ 126,690 $ 114,687 $ 728,396

233 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (64-2030) Honor Guard

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5000 Salaries 995 1,000 1,000 1,000 5200 Minimum Staffing/Constant Staffing 8,400 5,395 10,000 LID - Backfill 10,000 5400 Project/Meeting Overtime 8,115 4,200 2,078 5,000 7000 General Supplies 139 1,000 311 1,000 LID - Supplies 1,000 7225 Awards and Recognition 120 7250 Uniforms 15,073 100 2,855 4,000 LID - Doublets 4,000 8225 Seminars/Conferences 125 8250 Travel/Lodging 1,118 800 992 5,000 LID - CPFF HG Academy 500 LID - NFFF Memorial 2,400 LID - Pipe/Drum Conference 2,100 8350 Routine Maintenance 22 500 30 500 Total Expenses $ 25,463 $ 16,000 $ 12,906 $ 26,500

234 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (64-2040) Explorer Program

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5000 Salaries 995 1,000 1,000 1,000 5200 Minimum Staffing/Constant Staffing 129 2,850 5400 Project/Meeting Overtime 8,137 11,661 2,095 1,872 LID - Coordinator 1,872 5550 Instructors 2,423 8,735 10,569 LID - Additional Instruct 936 LID - Primary Instruct 5,928 LID - Safety Officer 780 LID - Secondary Instruct 2,925 7000 General Supplies -187 1,420 300 1,420 LID - New member supplies 100 LID - Training Vehicles 1,320 7150 Memberships 640 7250 Uniforms 214 1,010 1,010 LID - Class-B Shirts 400 LID - Pants 250 LID - T-Shirts 360 7275 Personal Protective Gear 695 8175 Professional Services - Other 14 8300 Business/Meeting Expense 63 Total Expenses $ 13,123 $ 15,091 $ 14,980 $ 15,871

235 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (64-2050) Fitness and Wellness Operations

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5000 Salaries 2,967 2,000 2,978 2,000 5200 Minimum Staffing/Constant Staffing 211 5400 Project/Meeting Overtime 16,791 19,240 15,641 19,240 LID - Incumbent Testing 9,120 LID - Line Training 4,120 LID - OT 6,000 7000 General Supplies 9,267 6,762 6,700 8,476 LID - 4 Glute Ham Delev 1,000 LID - Box Jump 135 LID - Bumper Plates 200 LID - Climbing Rope 50 LID - Conditioning Rope 150 LID - Dumbell Rack 290 LID - DVD Player 75 LID - Kettlebells 276 LID - Kettlebells 325 LID - Kettlebells 250 LID - Medicine Balls 175 LID - Misc Dept Equipt 4,000 LID - Olympic bar 150 LID - Pull up Bar 175 LID - Shot Mallets 400 LID - Situp Mach 400 LID - Stereo 100 LID - TV/wall mount 325 7100 Equipment $500 to $4,999 5,659 1,200 13,725 LID - Assist bands 500 LID - Hex Dumbbell Set 2,475 LID - IPAT Dummy 2,400 LID - Lat Pull Down 1,500 LID - Power Station 1,350 LID - Stairmill 3,000 LID - Treadmill 2,500 7125 Books/Publications 600 25 600 LID - Crossfit 500 LID - Fitness 100 7150 Memberships 500 1,200 25 750 LID - Crossfit 500 LID - Crossfit 250 7175 Certifications 800 3,890 1,600 4,390 LID - Crossfit Level 1 2,000 LID - Crossfit Level 1 500 LID - Mobility Cert 900 LID - Rowing Cert 395 LID - Running Cert 595 7225 Awards and Recognition 1,975 2,500 75 2,500 LID - T-Shirts 2,500 7250 Uniforms 850 7275 Personal Protective Gear 1,050 8175 Professional Services - Other 1,142 1,302 3,000 LID - Prof Service 3,000 8225 Seminars/Conferences 5,934 1,500 2,682 1,500

236 Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget LID - FFCC 1,500 8250 Travel/Lodging 17 8275 Mileage 100 8300 Business/Meeting Expense 457 500 518 500 LID - Meetings 500 8350 Routine Maintenance 3,636 11,850 1,300 11,850 LID - Fitness Equipt 8,600 LID - Fitness Equipt 3,250 8375 Outside Repairs and Services 1,083 1057 3,000 LID - Ceiling Raise/wall 3,000 8425 Outside Seminar Leaders 952 2,500 2,500 LID - Crossfit 200 LID - Events 1,500 LID - Instructors 800 Total Expenses $ 51,181 $ 55,642 $ 34,214 $ 74,031

237 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (64-2070) Water Supply

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5000 Salaries 1,917 1,000 1,000 1,000 5400 Project/Meeting Overtime 3,916 7,500 6,200 7,500 LID - OT 7,500 7000 General Supplies 34,525 57,500 27,300 37,000 LID - Hard Suction 2,500 LID - Misc Equipt 8,000 LID - Port-a-Tank 1,500 LID - Replacement Hose 25,000 7075 Postage/Shipping 590 7100 Equipment $500 to $4,999 2,648 18,000 LID - E41 18,000 8275 Mileage 192 500 210 500 LID - Mileage 500 Total Expenses $ 40,550 $ 66,500 $ 37,948 $ 64,000

238 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (64-2072) Ladders

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5000 Salaries 995 1000 1,000 1,000 5400 Project/Meeting Overtime 5,042 9,500 9,500 LID - Staffing Expenses 9,500 7000 General Supplies 1,488 6,900 1,200 6,900 LID - Supplies/Equipt 6,900 7100 Equipment $500 to $4,999 2,864 1,420 Total Expenses 10,389 17,400 3,620 17,400

239 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (64-2073) Nozzles

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5000 Salaries 1,835 1000 1,000 1,000 5400 Project/Meeting Overtime 520 4,308 2,880 LID - General 2,880 7000 General Supplies 6,829 3,871 6,626 3,720 LID - Hand Tools 200 LID - Manufact tools 300 LID - Shelving 200 LID - TFT 1.75" 950 LID - TFT 2.5" 2,070 7075 Postage/Shipping 546 830 15 774 LID - Auto Nozzle Refurb 500 LID - New Purchases 274 7100 Equipment $500 to $4,999 8,310 12,625 7,810 10,000 LID - Blitzfire Nozzles 10,000 8250 Travel/Lodging 1,500 307 8300 Business/Meeting Expense 319 23 8350 Routine Maintenance 2,000 3,000 LID - Auto nozzle 2,000 LID - Deck Gun 1,000 8375 Outside Repairs and Services 612 1,500 LID - Nozzle repair 1,500 Total Expenses $ 18,972 $ 26,134 $ 15,781 $ 22,874

240 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (64-2074) Ops Equipment

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5000 Salaries 995 1000 1,000 1000 5400 Project/Meeting Overtime 10,257 15,000 10,606 15,000 LID - Equipment Maint 15,000 7000 General Supplies 20,693 20,000 19,976 25,000 LID - Equipment 15,000 LID - Extinguisher Service 5,000 LID - R&D 5,000 7075 Postage/Shipping 17 7100 Equipment $500 to $4,999 11,334 20,000 5,000 LID - New Engine 5,000 8275 Mileage 241 1,000 60 1,000 LID - Mileage 1,000 8350 Routine Maintenance 3,470 5,000 5,000 LID - Maintenance 5,000 8375 Outside Repairs and Services 7,872 Total Expenses $ 47,009 $ 62,000 $ 39,514 $ 52,000

241 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (64-2075) PPE

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5000 Salaries 995 1,000 1,000 1,000 5400 Project/Meeting Overtime 300 200 LID - OT 200 7075 Postage/Shipping 198 96 7275 Personal Protective Gear 41,270 117,050 140,383 151,000 LID - Emergency Replace 16,000 LID - Misc 35,000 LID - Scheduled Replace 100,000 8350 Routine Maintenance 90,236 75,000 107,778 75,000 LID - Repairs/Cleaning 75,000 Total Expenses $ 132,699 $ 193,350 $ 249,257 $ 227,200

242 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (64-2076) Saws

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5000 Salaries 995 1000 1,000 1000 LID - Coordinator pay 1,000 5400 Project/Meeting Overtime 1,327 5,616 2,434 5,616 LID - OT 5,616 7000 General Supplies 4,616 4,500 414 4,500 LID - Mileage 500 LID - Replacement Chains 2,000 LID - Replacement Cut-Off Blades 1,000 LID - Replacement Parts 1,000 7100 Equipment $500 to $4,999 4,000 4,307 3,360 4,347 LID - Partner K-1250 Cutoff saw 1,699 LID - Partner K-960 Cutoff saw 1,449 LID - Stihl 1,199 8175 Professional Services - Other 192 8275 Mileage 500 8350 Routine Maintenance 149 205 8375 Outside Repairs and Services 1,500 1,385 1,500 LID - Chain sharpening 500 LID - Outside repair 1,000 Total Expenses $ 11,279 $ 17,423 $ 8,798 $ 16,963

243 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (64-2077) Thermal Imager

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 7000 General Supplies 1,408 2,130 2,931 3,130 LID - Batteries for TIC's 1,380 LID - Battery Chargers 750 LID - Retracable Lanyards 1,000 7075 Postage/Shipping 1,842 631 2,000 LID - Postage 2,000 8175 Professional Services - Other 7,200 9,600 LID - Warranty for each year 4 4,400 LID - Warranty for each year 5 5,200 8350 Routine Maintenance 9,640 6,000 1,040 10,000 LID - General Maint 10,000 9800 Equipment ($5,000 and over) 42,400 25,800 33,000 29,200 LID - 4 TIC's 29,200 Total Expenses $ 55,289 $ 41,130 $ 37,602 $ 53,930

244 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (64-2100) Incident Management Team

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5000 Salaries 706 3,415 5200 Minimum Staffing 4,214 5400 Project/Meeting Overtime 7,172 25,120 17,071 25,120 LID - OT 25,120 7000 General Supplies 1,619 1861 2,500 LID - Admin Kit 2,500 7250 Uniforms 1,500 LID - Uniforms 1,500 7375 Cell, Digital, Nextel Phones 1,074 7425 Wireless Connections 3,133 2,437 8175 Professional Services - Other 174 100 8225 Seminars/Conferences 1,000 320 8250 Travel/Lodging 1,850 78 1,850 8275 Mileage 200 200 8300 Business/Meeting Expense 93 700 700 LID - Supplies 700 Total Expenses $ 10,765 $ 31,103 $ 30,470 $ 31,870

245 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (67) Training

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5000 Salaries 734,489 633,792 663,721 647,335 5200 Minimum Staffing/Constant Staffing 15,106 120,208 62,852 142,912 5400 Project/Meeting Overtime 68,769 123,000 140,465 179,928 5550 Instructors 105,139 87,880 227,529 171,990 5555 Safety Officer 5,535 7,320 7,810 9,000 6000 Pension Expense 87,445 76,055 74,834 77,800 6025 Retiree Health Savings 14,688 14,660 14,691 14,951 6050 Deferred Compensation - Employer Contribution 8,643 10,332 10,921 11,491 6100 Health Insurance 103,789 86,844 84,610 94,245 6125 Vision Insurance 1,918 1,765 1,732 1,719 6150 Dental Insurance 8,525 7,477 7,312 8,062 6200 Life, Accidental Death and Dismemberment Insurance 1,447 1,394 1,334 1,635 6225 Long Term Disability 3,125 2,789 2,815 4,992 6250 FPPA Death and Disability 5,064 4,612 2,546 2,356 6300 Social Security and Medicare 11,058 9,190 9,931 9,401 6400 Employee Assistance Program 531 1,056 969 1,112 7000 General Supplies 27,706 134,870 56,637 100,140 7025 Office Supplies 2,194 3,800 1,514 3,200 7050 Computer Supplies 30 18,066 7075 Postage/Shipping 35 175 50 170 7100 Equipment $500 to $4,999 13,366 89,049 11,340 9,700 7125 Books/Publications 7,249 19,430 17,673 8,250 7150 Memberships 789 1,553 474 1,525 7175 Certifications 1,831 32,190 31,817 16,200 7225 Awards and Recognition 4,266 5,600 3,367 5,400 7250 Uniforms 1,617 9,930 18,486 3,600 7275 Personal Protective Gear 599 41,100 42,057 4,000 7325 Telephone 97 7425 Wireless Connections 967 1,250 869 1,250 7525 Trash Service 907 2,450 1,556 1,972 7550 Fuel 2,566 1,541 2,600 8000 Printing/Binding 90 600 600 8175 Professional Services - Other 4,643 89,000 40,330 82,200 8225 Seminars/Conferences 18,586 60,150 37,243 56,760 8250 Travel/Lodging 6,899 53,280 46,159 41,260 8275 Mileage 300 516 300 8280 Tolls 150 8300 Business/Meeting Expense 8,637 15,180 15,365 12,840 8350 Routine Maintenance 612 5,360 113 5,900 8375 Outside Repairs and Services 8,575 62,000 15,765 29,500 8400 Equipment Rental 284 5,850 5,800 8410 Space Rental 4,650 8425 Outside Seminar Leaders 26,547 84,000 84,243 74,100 9800 Equipment ($5,000 and over) 18,000 18,000 Total Expenses $ 1,314,511 $ 1,923,491 $ 1,763,837 $ 1,864,261

246 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (67-0000) Training - Project Non-specific

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5000 Salaries 734,489 633,792 663,721 647,335 5200 Minimum Staffing/Constant Staffing 15,106 120,208 62,852 142,912 LID - Engineer CE 31,920 LID - Fire department instructors conference Indy 1,920 LID - Fire department instructors conference Indy training staff 2,200 LID - Fire Rescue International 3,400 LID - Fire Rescue International training staff 2,432 LID - Indiana IMS class 3,840 LID - Officer CE 97,200 5400 Project/Meeting Overtime 68,769 100,100 92,465 179,928 LID - OT for building classes 36,000 LID - OT for captivate class 3,200 LID - OT for Flash Class 4,000 LID - Overtime for engineer training program 66,528 LID - Overtime 70,200 5550 Instructors 105,139 48,680 227,529 171,990 LID - Adjuncts 141,750 LID - Engineer Academy Instructors 15,120 LID - Instructors 15,120 5555 Safety Officer 5,535 7,320 7,810 9,000 LID - OT incident safety officers 9,000 6000 Pension Expense 87,445 76,055 74,834 77,800 6025 Retiree Health Savings 14,688 14,660 14,691 14,951 6050 Deferred Compensation - Employer Contribution 8,643 10,332 10,921 11,491 6100 Health Insurance 103,789 86,844 84,610 94,245 6125 Vision Insurance 1,918 1,765 1,732 1,719 6150 Dental Insurance 8,525 7,477 7,312 8,062 6200 Life, Accidental Death and Dismemberment Insurance 1,447 1,394 1,334 1,635 6225 Long Term Disability 3,125 2,789 2,815 4,992 6250 FPPA Death and Disability 5,064 4,612 2,546 2,356 6300 Social Security and Medicare 11,058 9,190 9,931 9,401 6400 Employee Assistance Program 531 1,056 969 1,112 7000 General Supplies 27,706 118,290 27,637 100,140 LID - Acquired structures for training type 4 and 5 18,100 LID - Battalion chief training 400 LID - Co2 for Fog machine 1,400 LID - Engineer Academy 1,200 LID - Extrication vehicles 13,000 LID - Line training 990 LID - LTA Manuals 1,400 LID - LTA Supplies 1,150 LID - Misc Construction materials 4,500 LID - Portable screen for blue card 200 LID - Projector for blue card 400 LID - Type 1 training construction materials 5,400 LID - Type 1 training supplies 4,500 LID - Type 2 training construction materials 15,200 LID - Type 2 training supplies 4,500 LID - Type 3 training construction materials 4,700 LID - Type 3 training supplies 17,500 LID - Water/Gatorade/ice for training 5,600 7025 Office Supplies 2,194 3,500 1,489 3,200

247 Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget LID - Office Supplies 3,200 7050 Computer Supplies 30 18,066 LID - Adobe Elearning Suite x 2 3,600 LID - Blue Card Computers x 10 3,000 LID - Blue Card headsets x 10 1,500 LID - Digital combustion fire simulator 5,566 LID - Mac 17" pro x 2 3,600 LID - Misc Cat5 wiring and connection devices 500 LID - Upgraded RAM x 2 200 LID - Wireless mouse x 2 100 7075 Postage/Shipping 35 175 50 170 LID - Shipping 170 7100 Equipment $500 to $4,999 13,366 83,693 2,040 9,700 LID - 2 Rescue Randy 2,800 LID - Roof Simulator inserts 6,000 LID - Saw repair 900 7125 Books/Publications 7,249 16,230 16,173 8,250 LID - Subscriptions 1,250 LID - Training library updates 7,000 7150 Memberships 789 1,553 474 1,525 LID - Membership 1,500 LID - Private Registration (smtraining.org) 25 7175 Certifications 1,831 28,190 27,817 16,200 LID - DFS Certifications 13,200 LID - Other certifications 3,000 7225 Awards and Recognition 4,266 5,200 3,367 5,400 LID - Awards 5,400 7250 Uniforms 1,617 1,680 2,686 3,600 LID - Training Uniforms 3,600 7275 Personal Protective Gear 599 3,600 4,557 4,000 LID - PPE 4,000 7325 Telephone 97 7425 Wireless Connections 967 1,250 869 1,250 LID - Direct TV 1,250 7525 Trash Service 907 2,450 1,556 1,972 LID - Roll off dumpster 1,972 7550 Fuel 2,566 1,541 2,600 8000 Printing/Binding 90 600 600 8175 Professional Services - Other 4,643 89,000 39,130 82,200 LID - 1403 Burn Building/tower inspection 4,200 LID - Computer based training development 25,000 LID - eLearning consulting troubleshooting 5,000 LID - Promotional Testing 30,000 LID - Video production 18,000 8225 Seminars/Conferences 18,586 60,150 37,243 56,760 LID - Captivate basic/advanced course 3,400 LID - Command officer training 5,400 LID - FDIC Indy 2,400 LID - FDIC Training staff 3,200 LID - Firefighter training 1,800 LID - Flash 5 day basic/advanced course 3,990 LID - FRI training staff 3,200 LID - FRI 4,000 LID - Indiana IMS Class 2,370 LID - Officer training 27,000 8250 Travel/Lodging 6,899 53,280 46,159 41,260 LID - FDIC Indy 5,820 LID - FDIC Indy training staff 7,760 LID - FRI Training staff 3,840 LID - FRI 5,120 LID - Indiana IMS class 6,480 LID - Travel expenses for Engineer Coordinator training 1,940

248 Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget LID - Travel for command officers training 2,800 LID - Travel for firefighters training 2,100 LID - Travel for officer training 5,400 8275 Mileage 300 516 300 8280 Tolls 150 8300 Business/Meeting Expense 8,637 13,150 13,765 12,840 LID - Business expense training 8,200 LID - Refreshments for class and seminars 4,640 8350 Routine Maintenance 612 5,360 113 5,900 LID - Cone replacements 520 LID - Maintenance drill ground 3,600 LID - Propane props maintenance 1,300 LID - Small tools 480 8375 Outside Repairs and Services 8,575 59,200 12,965 29,500 LID - Hydrant repair/replacement 5,800 LID - Misc purchased services 9,200 LID - Misc repair 14,500 8400 Equipment Rental 284 5,850 5,800 LID - Misc equipment rental 4,000 LID - Port-o-let rental 1,800 8410 Space Rental 4,650 8425 Outside Seminar Leaders 26,547 49,000 49,243 74,100 LID - Mini Conference 32,000 LID - Outside COA instructors 12,700 LID - Outside ENG-A instructors 6,000 LID - Outside LTA instructors 8,400 LID - Outside seminar instructors 15,000 9800 Equipment ($5,000 and over) 18,000 18,000 Total Expenses $ 1,314,511 $ 1,745,976 $ 1,578,112 $ 1,864,261

249 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (67-1100) Academy

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5400 Project/Meeting Overtime 22,900 48,000 5550 Instructors 39,200 7000 General Supplies 16,580 28,000 7025 Office Supplies 300 25 7100 Equipment $500 to $4,999 5,356 9,300 7125 Books/Publications 3,200 1,500 7175 Certifications 4,000 4,000 7225 Awards and Recognition 400 7250 Uniforms 8,250 15,800 7275 Personal Protective Gear 37,500 37,500 8175 Professional Services 1,200 8300 Business/Meeting Expense 2,030 2,600 8375 Outside Repairs and Services 2,800 2,800 8425 Outside Seminar Leaders 35,000 35,000 Total Expenses 177,516 185,725

250 Fleet Services Fund 01 Division 70 Program Description

Fleet Services provides a comprehensive fleet maintenance program designed specifically for emergency vehicles. In addition to South Metro Fire Rescue Authority, Fleet Services extends its services to 2 different fire departments located primarily along the front-range. Exclusive services are provided to Cunningham Fire District and Jackson 105 Fire District. The Fleet Services Bureau is an approved service and authorized warranty service center for seven major apparatus and ambulance manufacturers as well as several individual component manufacturers. A comprehensive data base and filing system stores all the life-cycle activity for each vehicle and piece of equipment including acquisition costs, maintenance dollars, repairs, annual pump testing, aerial ladder inspections, and liquidations. Fleet Services, also, provides warehouse receiving and delivery for uniforms, some office supplies and operating supplies for the stations.

Budget Summary Revenues Actual 2011 Estimated 2012 Budget 2013 Outside Agencies $286,200 $233,863 $240,000

Expenditures Actual 2011 Estimated 2012 Budget 2013 Salaries & Benefits $1,213,170 $1,087,657 $1,082,067 Supplies & Expense 932,950 1,184,962 1,372,131 Capital 6,690 Total $2,146,120 $2,279,309 $2,454,198

Personnel Summary Position Actual 2011 Actual 2012 Budget 2013 Fleet Services Chief 1 1 1 Bureau Assistant 1 1 1 Shop Foreman 1 1 1 Fleet Buyer II 1

Quartermaster 1 1

Purchasing-Supply Assistant 1 Mechanics 7 7 7 Total FTEs 12 11 11

2012 Accomplishments:

• FASTER Software System was upgraded to the newest 6.0 version in October 2012. • New Fleet Quartermaster was hired in October 2012. • Monthly supply orders are filled within 3 to 5 days 98% of the time. • Technician Productivity Rate – 83.5% • Downtime Hours as a percent of available hours – 9.77%

251 • Internal Warranty Repair Work Orders as a percent of Total Work Orders - 0.11% • Outside Agency facility usage at 18%. Note: Cunningham, Jackson 105, Metcom • Orders pulled accurately 98% of the time. • Orders delivered accurately 96% of the time. • Laid off two fleet parts personnel and implemented a NAPA IBS store at the JSF. This included revenue to the Authority when NAPA purchased 95% of the fleet inventory as well as reduced fleet vehicle maintenance and fuels costs. • Purchased and received five new fleet units including one Used Heavy Rescue for the Dive Team, one Used Tender for Station 39, one new Battalion Chief car assigned to Station 34 and two medic remounts that were not only a cost savings but improved patient care. • 90 % of the fleet mechanics were wildland red card certified to allow them access to vehicles during wildland firefighting operations. • Included refurbishing medic units in the future replacement schedule rather than replacing them. Due to the durability of the medic bodies it proves to be much more cost efficient and reduces delivery time. 2013 Goals:

• Work with finance to transition all Authority vendor fuel cards for all vehicles to one Wright Express Card. • Working with IT to implement automatic importing of fueling records for all fleet vehicles into FASTER Fleet software • Transition to electronic filing for all vehicle and work order supporting documentation. • Implement online access to vehicle maintenance in progress for access by internal customers. • Put into operation the Battalion a week mechanical checks and repairs at each station. This also provides the opportunity for the line personnel and fleet mechanics to interact as well as support each other’s mission. • Complete all fleet evaluations. • Reorganize as well as secure the fleet warehouse inventory to better manage. • 2013 Fleet Replacement Schedule includes four new support vehicles, one new pumper, one new wildland truck and one medic refurbish for unit 246. • Shared parts room remodel with Douglas County Schools. • Work with Chief Turner to evaluate the validity of resuming the fleet enterprise fund as additional revenue. In addition, this includes looking at investigating the warehouse as an enterprise fund as well. This would be to provide services to outside departments which would include station supplies, uniforms, boots, PPE, etc. • Research the opportunity of an apparatus buy-back program with an outside broker. Currently, information provides for engine and aerial apparatus to be replaced every five years and allow the Authority to recover 60-65 percent of the original purchase price. Warehouse Goals

• Increase ordering tempo by reviewing the organization. • Evaluate stock levels and procurement practices to improve time management. • Decrease damaged product loss by implementing better handling and storage practices.

252 • Improve the pulling of orders and order delivery accuracy; by double checking orders better, organizing, and labeling; to the customer’s location. • Reduce utility expenses by switching off lights when not in use and regulating the warehouse temperature. • Reduce fuel usage by better planning delivery routes.

253 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (70-0000) Fleet Services - Project Non-specific

Fund: (01) General Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5000 Salaries 894,451 901,925 811,744 794,426 5200 Minimum Staffing/Constant Staffing 6,127 5400 Project/Meeting Overtime 16,488 14,700 15,450 15,000 LID - Projects/Training/Meeting Overtime 7,500 LID - Standby Pay 7,500 6000 Pension Expense 106,165 108,231 94,556 95,331 6025 Retiree Health Savings 14,942 15,943 14,906 14,171 6050 Deferred Compensation - Employer Contribution 5,666 5,640 4,153 4,257 6100 Health Insurance 136,981 129,925 116,613 125,743 6125 Vision Insurance 2,404 2,104 2,150 2,058 6150 Dental Insurance 10,435 10,631 9,247 9,906 6200 Life, Accidental Death and Dismemberment Insurance 1,712 1,984 1,603 2,010 6225 Long Term Disability 3,734 3,968 3,545 6,117 6300 Social Security and Medicare 12,992 13,078 12,163 11,519 6400 Employee Assistance Program 1,074 1,848 1,527 1,528 7000 General Supplies 34,700 26,000 30,178 19,875 LID - Argon/oxygen bottles lease and gas 2,000 LID - Firecut degreaser 2,000 LID - Lincoln Used Oil Receiver 375 LID - Rags and rugs 2,500 LID - Safety supplies and materials 500 LID - Shop/Warehouse Supplies 5,500 LID - Tool Allowance 7,000 7025 Office Supplies 531 2,500 1,172 2,500 7075 Postage/Shipping 1,020 300 544 536 LID - Postage Lease 236 7100 Equipment $500 to $4,999 12,200 5,339 5,450 LID - Bendix Disc Brake Tool Kit 3,200 LID - Genysis HD Software Kit 850 LID - One Inch Anvil Impact 800 LID - Tire Bead Seating Tool 600 7125 Books/Publications 172 250 7150 Memberships 75 165 250 7175 Certifications 962 1,000 1,203 1,200 7200 Advertising/Public Notices 750 676 500 7225 Awards and Recognition 500 500 500 7250 Uniforms 7,604 9,650 13,037 9,500 LID - Boot Allowance 1,250 LID - Chief and Staff Uniforms 750 LID - Cintas Service 7,500 7325 Telephone 250 300 270 350 7550 Fuel 335,349 427,245 361,744 555,100 LID - Fuel for fleet 555,100 7800 Miscellaneous Expense 8,500 7,500 7825 Billable Parts Fleet Services 510,519 590,000 586,400 602,560 7850 Cost of Goods Sold - Fleet Services 27,595 45,000 8025 Physicals 300 300 LID - CDL Physicals and License Fee 300 8125 Accounting/Auditing 18,000 8150 Legal Counsel 3,447 2,500 8175 Professional Services - Other 12,805 15,650 32,016 16,650 LID - Annual Mitchell Software Renewal 1,650 LID - Cummins Software Renewal 700 LID - Document Shredding 225 LID - FASTER Maintenance 10,500 LID - Oil Filter Disposal 1,250

254 Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget LID - Solvent Tank Services 1,725 LID - Used Coolant Disposal 600 8225 Seminars/Conferences 3,348 3,000 995 10,100 LID - FASTER Conference 1,500 LID - Ford Fleet Training Package 5,600 LID - Misc. Vendor/Manufacturer Training 3,000 8250 Travel/Lodging 9,154 5,000 21,765 11,500 LID - Travel for Apparatus/Vevicle Inspections 6,500 LID - Travel for Fleet Trainings and Conferences 5,000 8280 Tolls 1,236 12,000 7,003 12,500 8300 Business/Meeting Expense 553 350 267 500 8350 Routine Maintenance 5,077 4,100 2,607 12,075 LID - Air Compressor Maintenance 2,500 LID - Annual Crane Inspection 525 LID - Annual Light Duty Lift Inspections 300 LID - Floor Cleaner Maintenance 1,250 LID - Quick Response Vehicle Maintenance and Repair 7,500 8375 Outside Repairs and Services (8,328) 10,000 6,500 8380 Sublets 100,000 81,539 54,935 9800 Equipment ($5,000 and over) 6,690 6,690 Total Expenses $ 2,146,120 $ 2,446,087 $ 2,279,309 $ 2,454,198

255

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256 .

CAPITAL PROJECTS FUND FUND PROJECTS CAPITLA

Capital Projects Fund 02

Fund Description

The Capital Projects Fund is currently funded by previous transfers from the General Fund, Voluntary Impact Fees from developers, sale of certain fixed assets, and interest on investments. The purpose of this fund is to collect funds and to pay for major capital projects of new construction or major remodels.

2013 Project Description

Building Projects Cost Operating Budget Impact Facilities - Re-Build of Station 32 $2,500,000 This is a remodel of the current station 32. There will be no change in utilities due to energy efficiencies in a larger space. Facilities - Remodel of Existing Stations 50,000 At this point in time this is design work for the rebuild of a current operating station with no effect on budget.

2013 Vehicle Replacement or Additions Operations - Pumper Replacement Vehicle $ 590,000 This will be the replacement of a pumper. The estimated costs to operate this vehicle will be $13,000 per year for fuel and repairs, plus any increase in fuel costs. CSS – Staffing Vehicle x2 Replacement Vehicle $ 120,000 This will be a replacement of two staff vehicles. It is estimated that the operational costs of these vehicles would be $5,000 per year for fuel and repairs, plus any increase in fuel costs.

Operations – Training Truck $ 65,000 This will be a replacement of the current training truck. It is estimated that the operational costs of this vehicle would be $5,000 per year for fuel and repairs, plus any increase in fuel costs.

257 Operations - Brush Truck Replacement Vehicle $ 95,000 This unit will be a replacement of a brush truck. It is estimated that the operational costs of this vehicle would be $5,000 per year for fuel and repairs, plus any increase in fuel costs.

258 SOUTH METRO FIRE RESCUE AUTHORITY Capital Projects Fund Budget January 1 - December 31, 2013

Actual Budget Estimated Budget DESCRIPTION 2011 2012 2012 2013

ESTIMATED REVENUES: Beginning Fund Bal. Jan. 1st $ 8,719,189 $ 10,478,246 $ 10,670,445 $ 19,342,779

Interest Earned 86,687 150,000 140,977 145,000 Miscellaneous Income Impact Fees 32,735 Transfer from General Fund 2,000,000 13,700,000 13,700,000 Sales of Assets TOTAL AVAILABLE REV. $ 10,838,611 $ 24,328,246 $ 24,511,422 $ 19,487,779 ======ESTIMATED EXPENDITURES: Bank Fees $ 9,994 $ 29,550 $ 24,480 $ 25,200

Land Purchases 32 (181) Building Projects: Remodel work 32 18,805 2,500,000 Remodel work existing station 50,000 Design Drawings 32 500,000 Rebuild of Station 38 121,177 3,910,000 3,924,163

Vehicles 18,372 1,345,000 1,220,000 870,000

Equipment 25,000 $ 168,166 $ 5,809,550 $ 5,168,643 $ 3,445,200 ======Ending Fund Bal. Dec. 31st $ 10,670,445 $ 18,518,696 $ 19,342,779 $ 16,042,579

259 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (ALL) All Division

Fund: (02) Capital Projects

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 8075 Bank Fees 9,994 29,550 24,480 25,200 Other Financing Uses 9600 Buildings and Grounds 139,800 4,410,000 3,924,163 2,550,000 LID - Rebuild station 32 2,500,000 LID - Remodel Existing stations 50,000 9700 Vehicles and Apparatus 18,372 1,370,000 1,220,000 870,000 LID - Replace SM 332 E-One Pumper 590,000 LID - Replace SM166 2002 Dodge Dakota 60,000 LID - Replace SM167 2002 Dodge Dakota 60,000 LID - Replace SM169 2003 Ford F-150 65,000 LID - Replace SM515 1995 GMC Brush Truck 95,000 Total Expenses $ 168,166 $ 5,809,550 $ 5,168,643 $ 3,445,200

260 .

AMBULANCE TRANSPORT FUND AMBULANCE TRANSPORT FUND

Ambulance Transport Fund Fund 08 Division 62

Program Description

This Enterprise Fund of the Authority provides emergency medical and ambulance transport services for the Authority. The employees of this fund are Firefighter/EMTs and Firefighter/Paramedics in addition to the support staff. These firefighters perform both firefighting and emergency medical services. Based on the number of ambulances in service (currently there are nine), a certain number of Firefighter/EMT’s and Firefighter/Paramedics are charged to the Ambulance Transport Fund. The users of the ambulance transport service are charged a fee made up of a base fee, mileage charge, and specific charges for certain skills/supplies used for care of the patient. There is very close interaction between this fund and the General Fund – Operations Division. The Bureau Chief for EMS, who manages this Fund reports to the Assistant Chief of Operations.

Budget Summary Revenues Actual 2011 Estimated 2012 Budget 2013 Transport Fees $6,444,338 $6,900,236 $6,046,125 Other 43,851 67,025 221,089 Total $6,488,189 $6,967,261 $6,267,214

Expenditures Actual 2011 Estimated 2012 Budget 2013 Salaries & Benefits $2,001,823 $2,117,927 $2,229,348 Supplies & Expense 733,926 843,635 958,239 Capital 281,632 324,457 650,178 Allowance for Doubtful Accounts 2,747,192 2,734,429 2,416,000 Total $5,764,573 $6,020,448 $6,253,765

Personnel Summary

Position Actual 2011 Actual 2012 Budget 2013 Administrative Bureau Assistants 1.38 1.68 1.68 EMS – Executive Officer 1 1 1 EMS Supervisor 3 1 2 EMS Education Supervisor 1 0.75 EMS Educator 1 1 Firefighter I 6 7 7 Firefighter/Paramedic I 6 7 5 Total FTE 18.38 19.43 17.68

2012 Accomplishments:

• Three Medics Units placed into service (two remounts) • EMS Narrative Dictation Program phase 1 completed and operational

261 • EMS Supply Cache ordering and supply system automation completed

2013 Goals:

• Send 2 AP Paramedics to Denver Health Hospital Authority Advanced Paramedic Program course • Update cardiac monitors on Medic Units and ACLS Engine/Towers • Replace 7 power prams • Complete new NFPA compliant specification model for Medic Units • Place 2 Medic Units (apparatus) in service • Recruit and induct 4 firefighters into Pre-paramedic Program

262 SOUTH METRO FIRE RESCUE AUTHORITY ENTERPRISE FUND AMBULANCE TRANSPORT FUND BUDGET JANUARY 1 - DECEMBER 31, 2013

DESCRIPTION Actual BUDGET Estimated Budget 2011 2012 2012 2013 Number of Transports 5,847 5,750 5,750

Beginning Cash Balance: $ - $ 1,091,121 $ 1,203,532 $ 2,139,198 Transfer from General Fund 684,414 ESTIMATED REVENUES: TRANSPORT BILLINGS 4,872,350 4,600,000 5,254,302 4,600,000 MILEAGE 543,814 526,125 581,284 526,125 OTHER 1,028,174 914,250 1,064,650 920,000 Reimbursements - Other 42,591 55,000 60,025 169,089 Miscellaneous 1,260 7,000 52,000

TOTAL AVAILABLE REVENUES $ 7,172,603 $ 7,186,496 $ 8,170,793 $ 8,406,412

======

SOUTH METRO FIRE RESCUE AUTHORITY ENTERPRISE FUND AMBULANCE TRANSPORT FUND BUDGET JANUARY 1 - DECEMBER 31, 2013

Actual BUDGET Estimated Budget 2011 2012 2012 2013

ESTIMATED EXPENDITURES:

Allowance for Uncollectibles $ 2,747,192 $ 2,416,090 $ 2,734,429 $ 2,416,000

AMBULANCE TRANSPORT Salaries 1,525,884 1,722,052 1,640,093 1,718,615 Benefits 475,939 535,348 477,834 510,733 Supplies & Expenses 733,926 1,037,812 843,635 958,239 Capital 281,632 325,981 324,457 650,178

TOTAL EXPENDITURES $ 5,764,573 $ 6,037,283 $ 6,020,448 $ 6,253,765

Net Income (loss) ( Budget Basis) $ 1,408,030 $ 1,149,213 $ 2,150,345 $ 2,152,647

Depreciation 337,210 378,345 378,345 378,345

Net Income (loss) (Accural Basis) $ 1,070,820 $ 770,868 $ 1,772,000 $ 1,774,302

Note: Cash is actual cash not including receivables or payables.

263 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (62-0000) Emergency Medical Services - Project Non-specific

Fund: (08) Ambulance Transport Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5000 Salaries 1,503,409 1,616,292 1,577,354 1,620,855 5200 Minimum Staffing/Constant Staffing 633 34,560 14,400 34,560 LID - Cover for sick vac admin leave 34,560 5400 Project/Meeting Overtime 4,190 43,200 19,597 35,200 LID - OT EMS Special projects 6,400 LID - OT for Paramedic School x 3 Candidates Split 50/50 24,000 LID - OT for Preparamedic School x 3 Split 50/50 08/01 4,800 5600 FLSA 7,394 8,000 8,742 8,000 5700 Holiday Pay 10,258 20,000 20,000 20,000 6000 Pension Expense 158,664 193,955 168,567 173,111 6025 Retiree Health Savings 26,663 33,662 28,769 29,658 6050 Deferred Compensation - Employer Contribution 5,585 13,404 5,309 9,206 6100 Health Insurance 208,451 200,113 193,821 209,822 6125 Vision Insurance 3,647 3,618 3,634 3,523 6150 Dental Insurance 16,219 16,556 15,866 17,026 6200 Life, Accidental Death and Dismemberment Insurance 2,409 3,556 2,692 3,648 6225 Long Term Disability 5,691 7,112 6,272 11,108 6250 FPPA Death and Disability 26,928 32,068 28,790 30,072 6300 Social Security and Medicare 20,159 28,665 21,628 20,918 6325 Greenwood Village Head Tax 30 12 6400 Employee Assistance Program 1,492 2,640 2,475 2,640 7000 General Supplies 204,969 220,263 215,532 227,138 LID - EMS Disposable supplies/ Replacement and Expired Meds 190,288 LID - Funding for purchase of EMS Equipment Innovations and 12,500 LID - O2 cylinder rental and refill x9 units 17,600 LID - Replacement medic units kits 1,500 LID - Replacement Vac-u-splints and mattresses 1,500 LID - Stryker Rugged Pram DeWalt Battery Replacement 3,750 7025 Office Supplies 500 279 500 7075 Postage/Shipping 59 500 1,546 500 7100 Equipment $500 to $4,999 3,919 58,375 42,358 28,500 LID - Emergency Ambulance Fund Equipment Replacement 15,000 LID - Replacement Toughbook Computers X 3 13,500 7125 Books/Publications 2,300 963 1,200 LID - Books for Pre-Paramedic School x 3 Candidates Split 600 LID0/ - 0 Paramedic 08/01 School Textbooks (Additonal Reference) X 3 600 7175 CertificationsC did S li 0/ 0 08/01 240 7225 Awards and Recognition 200 2,901 1,214 2,800 LID - EMS transports recognition 2,500 LID - Paramedic candidate recognition x 3 300 7550 Fuel 17,715 28,125 11,724 34,031 LID - Fuel for Medic Units 34,031 8000 Printing/Binding 250 110 250 8025 Physicals 9,000 7,736 9,000 8125 Accounting/Auditing 343,481 410,614 365,497 410,614 8150 Legal Counsel 16,143 15,000 15,000 15,000 LID - Legal Counsel 15,000 8175 Professional Services - Other 3,357 73,934 52,164 43,944 LID - EMS Documentation Dictation Split 75/25 08/01 21,000 LID - EMS software development 2,500 LID - Ongoing EMS document development 5,000 LID - Service agreement with Physicontrol 15,444 8225 Seminars/Conferences 12,790 19,000 7,919 12,750 LID - Paramedic school tuition x 3 Candidates Split 50/50 12,000 LID - Preparamedic school A/P Course x 3 Candidates Split 750 8275 Mileage 34 1,000 426 1,000

264 Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget LID - Mileage Reimbursement 500 LID - Mileage Reimbursement for Legal Proceedings 500 8280 Tolls 589 8300 Business/Meeting Expense 2,072 2,350 1,313 2,750 LID - Ambulance licenses ACSO x16units 2,000 LID - CLIA Waiver 150 LID - EMS bureau business expense 300 LID - Special Event Recognition 300 8350 Routine Maintenance 94 104,063 LID - Repairs to medic units 50/50 split 08/01 104,063 8375 Outside Repairs and Services 73,631 139,700 58,262 10,200 LID - Biohazard waste disposal Split 50/50 08/01 1,200 LID - Cost of ongoing HIPAA compliance Split 50/50 08/01 3,000 LID - Medic unit pram inspection 4,500 LID - Repairs to EMS equipment 1,500 8400 Equipment Rental 633 7,592 8410 Space Rental 54,000 54,000 54,000 54,000 LID - Rental of space for medic units 54,000 9200 Bad Debt Expense 2,747,192 2,416,090 2,734,429 2,416,000 9700 Vehicles and Apparatus 275,199 147,480 147,480 190,000 LID - Refurbished Medic unit Associated with Preparing into 40,000 LID - Refurbishment of Medic Unit = Item 1B 150,000 9800 Equipment ($5,000 and over) 6,433 178,501 176,977 460,178 LID - 2013 COEMS GRANT AWARD Purchase Physio-Control 338,178 LID - Capital EMS Equipment ($5,000 and over) Ambulance 25,000 LIDF d- PurchaseE i Stryker R l Patient Prams and Accessories x 7 97,000 Total Expenses $ 5,764,572 $ 6,037,284 $ 6,020,448 $ 6,253,765

265

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266 .

BUILDING RENTAL FUND RENTAL BUILDING

BUILDING RENTAL FUND Building Rental Fund Fund 09 Division 31

The Building Rental Fund of the Authority manages the Headquarters Building at 9195 E. Mineral Ave., in Centennial. Parts of this building are rented to three other state and federal government agencies and the MetCom communications center. This fund provides for the maintenance and operations of the facility that are a shared expense. Rents are collected from the other parties in the building based on square footage occupied. Any deficit in the operation is made up by the Authority.

Budget Summary

Revenue Actual 2011 Estimated 2012 Budget 2013 Building Rental Income $884,250 $2,884,227 $1,320,338

Expenditures Actual 2011 Estimated 2012 Budget 2013 Supplies & Expense $455,728 $473,349 $481,750 Lease Payment 477,787 2,189,270 Total $933,515 $2,662,619 $481,750

267 SOUTH METRO FIRE RESCUE AUTHORITY Building Rental Fund January 1 - December 31, 2013

Actual Budget Estimated Budget DESCRIPTION 2011 2012 2012 2013

ESTIMATED REVENUES: Beginning Fund Bal. Jan. 1st $ -

Donation $ 20,000 Rental Fees: Misc rental fees 10,000 State of Colorado 211,020 214,693 214,693 210,857 GSA 379,809 379,188 379,188 472,647 State Fire Chiefs 1,714 7,961 7,961 2,324 Metcom 69,863 69,492 69,492 63,138 SMFRA 201,844 409,855 2,202,893 571,372

TOTAL AVAILABLE REV. $ 884,250 $ 1,081,189 $ 2,884,227 $ 1,320,338 ======ESTIMATED EXPENDITURES:

Supplies & Equipment 34,392 57,000 33,484 50,250 Utilities 245,621 198,300 226,082 197,300 Janitorial Service 56,339 57,000 56,288 62,100 Routine Maintenance 90,718 133,200 120,872 126,900 Outside Repairs 28,659 41,700 36,623 45,200

Principal COP Payment 367,500 383,250 2,093,000 Interest COP Payment 110,287 96,270 96,270

Capital Equipment

$ 933,516 $ 966,720 2,662,619 481,750 ======Ending Fund Bal. Dec. 31st $ (49,266) $ 114,469 $ 221,608 $ 838,588 Adjust for Cash (252,580) Ending Cash Bal. Dec. 31st $ (301,846) $ 114,469 $ 221,608 $ 838,588

268 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (31-9000) Mineral Headquarters

Fund: (09) Building Rental Fund

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 7000 General Supplies 7,408 8,500 13,190 12,000 LID - Ballasts/Lamps 3,500 LID - Ice Melt 1,000 LID - Paper Products 7,500 7100 Equipment $500 to $4,999 869 25,000 14,750 LID - HVAC RTU Compressor replacement 2,500 LID - Server Room Porta-cooler 12,250 7450 Utilities - Electricity 224,398 180,000 209,690 180,000 LID - Utilities- Electricity 180,000 7475 Utilities - Gas 1,207 2,500 1,339 1,500 LID - Utilities- Gas 1,500 7500 Utilities - Water/Sewer 16,897 12,300 11,237 12,300 LID - SEMSWA Drainage Fee 2,800 LID - Utilities- Water/Sewer 9,500 7525 Trash Service 3,119 3,500 3,816 3,500 LID - Trash Service 3,500 7550 Fuel 3,469 2,500 1,044 2,500 LID - Generator Fuel 2,500 8175 Professional Services - Other 22,645 21,000 19,250 21,000 LID - Property Management Services 21,000 8325 Janitorial Services 56,339 57,000 56,288 62,100 LID - Janitorial Services 62,100 8350 Routine Maintenance 90,718 133,200 120,872 126,900 LID - AST registration 125 LID - Backflow Inspection 240 LID - Carpet Cleaning 4,000 LID - Colorado State CFC program 75 LID - Elevator Inspection/Registration 1,350 LID - Elevator PM 10,000 LID - Exterminator 1,200 LID - Fire Alarm Inspection 2,500 LID - Fire Alarm Monitoring 450 LID - Fire Extinguisher Testing 250 LID - Fire Sprinkler Inspection 550 LID - General Maintenance Labor/Misc 25,000 LID - Generator Battery Replacement 1,200 LID - Generator PM 6,200 LID - HVAC Chemical Treatment 6,000 LID - HVAC Fan Balancing 1,200 LID - HVAC PM 10,000 LID - Landscape Maintenance 9,000 LID - Landscape Tree Maintenance 4,000 LID - Landscape Winter Watering 300 LID - Painting Interior 3,000 LID - Parking Lot Crack Fill 1,800 LID - Parking Lot Striping 750 LID - Parking Lot Sweeping 1,500 LID - Partition Wall Maintenance 400 LID - Retention Pond Maintenance 4,000 LID - Security Gate Maintenance 1,020 LID - Sidewalk Concrete Maintenance 1,500 LID - Sidewalk Crack Fill 2,000

269 Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget LID - Snow removal 15,000 LID - UPS Chloride Treatment 4,750 LID - UPS PM 4,500 LID - Water Filter Maintenance 1,040 LID - Window Cleaning 2,000 8375 Outside Repairs and Services 28,659 41,700 36,623 45,200 LID - Camera Replacements 7,500 LID - Camera System Repairs 2,500 LID - Card Key System Repairs 4,000 LID - Door Lock Repairs 250 LID - Electrical Repairs/Added Circuits 1,000 LID - Generator Repairs 2,500 LID - HVAC Computer Repairs 800 LID - HVAC Repairs 12,000 LID - Parking Lot Light Repairs 500 LID - Plumbing Repairs 1,000 LID - Reserve Fund- Elevator Replacement 2,000 LID - Reserve Fund- Parking Lot Replacement 2,650 LID - Reserve Fund- Roof Replacement 5,550 LID - Reserve Fund- RTU Replacement 2,450 LID - Roof Repairs 500 9050 Lease Principle Payments 367,500 383,250 2,093,000 9075 Lease Interest Payments 110,287 96,270 96,270 Total Expenses $ 933,516 $ 966,720 $ 2,662,619 $ 481,750

270 .

CHERRY HILLS VILLAGE VILLAGE HILLS CHERRY PENSION TRUST PENSION

CHERRY HILLS VILLAGE PENSION TRUST Cherry Hills Village Pension Trust Fund 20

This Fund is used to pay benefits to the firefighters who served the Cherry Hills Village Fire District and is funded by a mill levy assessed in the former District Boundaries.

The Pension Trust Fund is a fiduciary-type fund in which earnings from the assets are managed in a prudent manner in order to provide future benefits.

Trust Management

These assets are administered and managed by the Fire and Police Pension Association of Colorado for the benefit of the volunteers and their beneficiaries. The trust has an actuarial evaluation performed every two years. An evaluation was completed in 2011 as of January 1st. The next actuarial evaluation will be January 1, 2013.

Pension Benefit Description

The members are entitled to benefits based on their rank at retirement. Their benefit is increased based on the percentage increase at South Metro Fire Rescue Authority in the ranks they held. There are 12 members receiving benefits.

Budget Summary

Revenues Actual 2011 Estimated 2012 Budget 2013 Property Taxes and Interest $213,708 $160,087 $159,910

Expenditures Actual 2011 Estimated 2012 Budget 2013 Pension Contribution/Treasurers Fees $179,756 $178,962 $187,219

Fund Balance $479,918 $461,043 $433,735

271 SOUTH METRO FIRE RESCUE AUTHORITY Agency Fund Cherry Hills Village Pension Fund January 1 - December 31, 2013

Actual BUDGET Estimated Budget DESCRIPTION 2011 2012 2012 2013

ESTIMATED REVENUES: Beginning Bal. Jan. 1st $ 445,966 $ 480,446 $ 479,918 $ 461,043

Property Tax 200,613 148,087 148,087 147,910

Specific Ownership Tax 12,051 11,000 11,000 11,000

Interest Earned 1,044 700 1,000 1,000

TOTAL AVAILABLE REV. $ 659,674 $ 640,233 $ 640,005 $ 620,953

ESTIMATED EXPENDITURES:

Treasurer's Fees 3,016 2,222 2,222 2,219

Contributions to Pension Plan 176,740 185,000 176,740 185,000

TOTAL EXPENDITURES $ 179,756 $ 187,222 $ 178,962 $ 187,219

Ending Bal. Dec. 31st $ 479,918 $ 453,011 $ 461,043 $ 433,735

Assessed Value $ 505,753,080 $ 423,104,310 $ 422,600,460

Mill Levy 0.400 0.350 0.350

272 .

PARKER FIRE PROTECTION PROTECTION FIRE PARKER DISTRIC T (PFPD)

PARKER FIRE PROTECTION DISTRICT SPECIAL REVENUE FUND - PARKER FIRE PROTECTION DISTRICT FUND 40

This Special Revenue Fund is used to collect and record the receipt of the property taxes, specific ownership tax, the treasurer’s fees and the operating expenses of the Parker Fire Protection District Board of Directors. The transfer of funds to the Authority General Fund is also recorded in this fund.

Parker Fire Protection District is one of the two Districts that has joined forces to form the Authority. The intent is to fully merge the two Districts on January 1, 2016. Parker Fire’s mill levy is 13.978 mills and South Metro Fire Rescue’s is 9.25. Fully merging would drop revenues about $5.0 million.

Budget Summary

Revenue Actual 2011 Estimated 2012 Budget 2013 Property Taxes $21,720,345 $19,906,150 $20,453,721 Specific Ownership 1,443,886 1,505,000 1,250,000 Interest 23,109 (12,000) Total $23,187,340 $21,399,150 $21,703,721

Expenditures Actual 2011 Estimated 2012 Budget 2013 Board Reimbursement $4,968 $6,674 $6,459 Supplies & Expense 12,003 24,911 21,387 Treasurer's Fees 326,165 298,606 306,805 Transfer to Authority 22,861,497 21,051,665 21,369,070 Total $23,204,633 $21,381,856 $21,703,721

273 SOUTH METRO FIRE RESCUE AUTHORITY SPECIAL REVENUE FUND PARKER FIRE PROTECTION DISTRICT JANUARY 1 - DECEMBER 31, 2013

DESCRIPTION ACTUAL BUDGET ESTIMATED Budget 2011 2012 2012 2013

Beginning Cash Balance $ 150,000 $ 150,000 $ 132,706 $ 150,000

ESTIMATED REVENUES: Douglas County Prperty Taxes $ 18,658,751 $ 17,121,509 $ 16,817,300 $ 17,386,235 Specific Ownership Tax 1,443,886 1,250,000 1,505,000 1,250,000 Arapahoe County Taxes 3,061,594 2,919,661 2,890,961 2,922,486 Estimated Uncollectible (204,684) (223,525) (206,603) Abatements 427,262 421,414 351,603 Interest Income 23,109 12,000 (12,000)

TOTAL AVAILABLE REVENUES $ 23,337,340 $ 21,675,748 $ 21,531,856 $ 21,853,721

======

SOUTH METRO FIRE RESCUE AUTHORITY SPECIAL REVENUE FUND PARKER FIRE PROTECTION DISTRICT JANUARY 1 - DECEMBER 31, 2013

ACTUAL BUDGET ESTIMATED Budget 2011 2012 2012 2013

ESTIMATED EXPENDITURES:

FLEET SERVICES EXPENDITURES Board Reimbursements $ 4,800 $ 7,000 $ 6,200 $ 6,000 Benefits 168 536 474 459 Supplies & Expenses 12,003 115,800 24,911 21,387 Treasurer's Fees 326,165 303,956 298,606 306,805 Transfers to the Authority 22,861,497 21,098,456 21,051,665 21,369,070

TOTAL EXPENDITURES $ 23,204,633 $ 21,525,748 $ 21,381,856 $ 21,703,721

Net Income (loss) $ 132,707 $ 150,000 $ 150,000 $ 150,000

Assessed Value Douglas County 1,347,293,720 1,227,385,170 1,247,386,470 Less: TIF (1,184,063) (2,495,431) (3,557,989) Net Douglas County 1,346,109,657 1,224,889,739 1,243,828,481 Assessed Value Arapahoe County 220,040,280 208,875,480 209,077,540 1,566,149,937 1,433,765,219 1,452,906,021

General Fund Mill Levy 13.978 13.978 13.978 Abatement Mill Levy 0.151 0.298 0.242 14.129 14.276 14.220

274 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (11-0000) Board of Directors - Project Non-specific

Fund: (40) Parker Fire Protection District

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5900 Reimbursements (Board) 4,800 7,000 6,200 6,000 6300 Social Security and Medicare 168 536 474 459 6450 Worker's Comp Insurance 170 175 175 7150 Memberships 300 300 300 300 7200 Advertising/Public Notices 38 159 7225 Awards and Recognition 136 8150 Legal Counsel 5,475 5,000 19,000 15,000 8175 Professional Services - Other 100,000 1,000 1,000 8200 Liability/Property Insurance 6,020 10,000 4,086 4,412 8225 Seminars/Conferences 400 400 8250 Travel/Lodging 100 100 8300 Business/Meeting Expense 55 9000 Treasurer's Fees - Douglas County 280,167 259,227 255,029 262,763 9025 Treasurer's Fees - Arapahoe County 45,998 44,729 43,577 44,042 9300 PFPD - Transfers to the Authority 22,861,497 21,098,456 21,051,665 21,369,070 Total Expenses $ 23,204,633 $ 21,525,748 $ 21,381,856 $ 21,703,721

275

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276 .

SOUTH METRO FIRE RESCUE SOUTH METRO FIRE FIRE METRO SOUTH RESCUE (SMFR) RESCUE

SPECIAL REVENUE FUND - SOUTH METRO FIRE RESCUE FUND 41

This Special Revenue Fund is used to collect and record the receipt of the property taxes, specific ownership tax, the treasurer’s fees and the operating expenses of the South Metro Fire Rescue Board of Directors. The transfer of funds to the Authority General Fund is also recorded in this fund.

South Metro Fire Rescue is one of the two Districts that has joined forces to form the Authority. The intent is to fully merge the two Districts on January 1, 2016. Parker Fire’s mill levy is 13.978 mills and South Metro Fire Rescue’s is 9.25. Fully merging would drop revenues about $5.million.

Budget Summary

Revenue Actual 2011 Estimated 2012 Budget 2013 Property Taxes $33,896,945 $31,143,754 $30,819,415 Specific Ownership 2,174,485 1,909,431 2,000,000 Interest 48,716 15,000 Total $36,120,146 $33,068,185 $32,819,415

Expenditures Actual 2011 Estimated 2012 Budget 2013 Board Reimbursement $5,603 $10,334 $6,459 Supplies & Expense 11,605 16,588 18,146 Treasurer's Fees 509,145 467,156 462,291 Transfer to Authority 35,611,000 32,556,900 32,332,519 Total $36,137,353 $33,050,978 $32,819,415

277 \ SOUTH METRO FIRE RESCUE AUTHORITY SPECIAL REVENUE FUND SOUTH METRO FIRE RESCUE JANUARY 1 - DECEMBER 31, 2013

DESCRIPTION ACTUAL BUDGET ESTIMATED Budget 2011 2012 2012 2013

Beginning Cash Balance $ 150,000 $ 150,000 $ 132,793 $ 150,000

ESTIMATED REVENUES: Douglas County Prperty Taxes $ 9,547,489 $ 8,612,249 $ 8,532,261 $ 8,658,899 Specific Ownership Tax 2,174,485 2,000,000 1,909,431 2,000,000 Arapahoe County Taxes 24,349,456 21,706,009 21,467,397 21,592,092 Estimated Uncollectible (316,654) (187,000) (311,307) Abatements 1,347,114 1,331,096 879,731 Interest Income 48,716 13,000 15,000

TOTAL AVAILABLE REVENUES $ 36,270,146 $ 33,511,718 $ 33,200,978 $ 32,969,415

======

SOUTH METRO FIRE RESCUE AUTHORITY SPECIAL REVENUE FUND SOUTH METRO FIRE RESCUE JANUARY 1 - DECEMBER 31, 2013

ACTUAL BUDGET ESTIMATED Budget 2011 2012 2012 2013

ESTIMATED EXPENDITURES:

FLEET SERVICES EXPENDITURES Board Reimbursements $ 5,450 $ 6,500 $ 9,600 $ 6,000 Benefits 153 497 734 459 Supplies & Expenses 11,605 171,000 16,588 18,146 Treasurer's Fees 509,145 470,231 467,156 462,291 Transfers to the Authority 35,611,000 32,713,490 32,556,900 32,332,519

TOTAL EXPENDITURES $ 36,137,353 $ 33,361,718 $ 33,050,978 $ 32,819,415

Net Income (loss) $ 132,793 $ 150,000 $ 150,000 $ 150,000

Assessed Value Douglas County 1,011,803,470 931,053,900 936,097,220 Assessed Value Arapahoe County 2,702,533,130 2,346,595,610 2,334,280,150 3,714,336,600 3,277,649,510 3,270,377,370

General Fund Mill Levy 9.250 9.250 9.250 Abatement Mill Levy 0.291 0.411 0.269 9.541 9.661 9.519

278 South Metro Fire Rescue Authority LID Report

Division - Project - Location: (11-0000) Board of Directors - Project Non-specific

Fund: (41) South Metro Fire Rescue

Account # Account 2011 Actuals 2012 Budget 2012 Estimated 2013 Budget 5900 Reimbursements (Board) 5,450 6,500 9,600 6,000 6300 Social Security and Medicare 153 497 734 459 6450 Worker's Comp Insurance 170 175 175 7150 Memberships 300 300 300 300 7200 Advertising/Public Notices 33 79 7800 Miscellaneous Expense 8150 Legal Counsel 2,464 5,000 7,983 5,000 8175 Professional Services - Other 342 150,000 1,333 5,000 8200 Liability/Property Insurance 8,296 15,000 6,705 6,971 8225 Seminars/Conferences 600 600 8250 Travel/Lodging 100 100 8300 Business/Meeting Expense 13 9000 Treasurer's Fees - Douglas County 143,380 134,924 133,500 133,419 9025 Treasurer's Fees - Arapahoe County 365,765 335,307 333,656 328,872 9325 SMFR - Transfers to the Authority 35,611,000 32,713,490 32,556,900 32,332,519 Total Expenses $ 36,137,353 $ 33,361,718 $ 33,050,978 $ 32,819,415

279

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280 .

AUTHORITY PERFORMANCE MEASURES AND INDICATORS

MEASURES AND INDICATORS AND MEASURES AUTHORITY PERFORMANCE PERFORMANCE AUTHORITY

Authority Performance Measures and Indicators

Community Relations

• Produced a quarterly newsletter to distribute key messages. 100 percent of the time. • Held a citizen academy to build relationships with key stakeholders. 100 percent of the time. • Produce a monthly public affairs and/or children’s safety program for Greenwood Village Channel 8 and for Douglas County Channel 8. 100 percent of the time • Proactively place news stories about the Authority and/or its services four times a year. 200 percent of the time. Community Safety Services Administration

• By 2015 a 50% improvement in community awareness and acceptance of wildfire mitigation efforts. • 2012: 41% of communities visited. A baseline survey has been completed. Individual home assessments completed in Happy Canyon and Surrey Ridge. • By 2015 90% of all at-risk communities will have a community based CWPP, firewise designation or mitigation plan. Completed 18% in 2012 • By 2015 90% of all at-risk communities will have improved the safety of their communities from wildfire by mitigating hazards in the built and native environments. Completed 5% with focus on Happy Canyon in 2012.

Emergency Medical Services (EMS)

First Unit On Scene EMS Responses: 2009 Data is the time for the 90th percentile for Turnout and Travel and 95th Percentile for Dispatch Dispatch Turnout Travel Total Urban 0:55 1:50 5:26 7:18 Suburban 0:55 1:55 6:19 8:18 Rural 1:01 2:03 7:59 10:25

2010 Data is the time for the 90th percentile for Turnout and Travel and 95th Percentile for Dispatch Dispatch Turnout Travel Total Urban 0:57 1:55 5:06 7:07 Suburban 0:57 1:58 6:11 8:11 Rural 1:01 2:15 8:06 10:32

281 2011 Data is the time for the 90th percentile for Turnout and Travel and the 95th percentile in Dispatch Dispatch Turnout Travel Total Urban 0:55 1:43 5:05 7:01 Suburban 0:54 1:47 6:11 8:12 Rural 0:58 2:01 8:12 10:35

2012 Data is the time for the 90th percentile for Turnout and Travel and the 95th percentile in Dispatch Dispatch Turnout Travel Total Urban 0:52 1:39 5:07 6:55 Suburban 0:52 1:43 6:03 7:51 Rural 0:53 1:50 7:32 9:35

On-Scene Time: The on-scene time for Medical calls per Metro Protocols is 20.0 minutes. The average on scene time will not exceed this time without proper justification.

• 2009 Average time on-scene is 17:12. • 2010 Average time on-scene is 16:65. • 2011 Average time on-scene is 16:11. • 2012 Average time on-scene is 14.29. . The on-scene time for Trauma calls per Metro Protocols is 15.0 Minutes. The average on scene time will not exceed this time without proper justification.

• 2009 Average time on-scene is 15:40. • 2010 Average time on-scene is 14:85. • 2011 Average time on-scene is 14:93. • 2012 Average time on-scene is 13.11.

Paramedic and EMT-B Specific Training:

2009 Hours of Training 9,331 2010 Hours of Training 8,774 2011 Hours of Training 10,015 2012 Hours of Training 9,971

Facilities

• Work Orders received by Facilities are prioritized as Emergency, High, Normal, and Low.

• Facilities has established response times and percentages to each Priority as follows:

282 Emergency- within 1 day 95% of the time High- within 2 days 90% of the time Normal- within 5 days 85% of the time Low- within 14 days 80% of the time

• In 2010, Facilities responded to 533 Work orders. Facilities met their established response times in 2010 as follows: Emergency- 62% of the time High- 53% of the time Normal- 69% of the time Low- 86% of the time

• In 2011, Facilities responded to 573 work orders. Facilities met their established response times in 2011 as follows: Emergency- 87% of the time High- 66% of the time Normal- 51% of the time Low- 36% of the time

Utility Usage for 2011 as compared to 2010: Gas was reduced 2.3%. Electricity was reduced 9.9%. Water was reduced 7.7%.

• In 2012, Facilities responded to 648 Work orders. Facilities met their established response times in 2010 as follows: Emergency- 89% of the time High- 46% of the time Normal- 58% of the time Low- 50% of the time

Utility Usage for 2012 as compared to 2010: Gas was reduced 13.5%. Electricity was reduced 2.7%. Water was reduced 4.3%. 2012 was the hottest summer on record and top 5 driest summers on record.

Customer Service Survey Results for 2012: 81% of responding Officers believe that safe and comfortable facilities are provided so that employees can efficiently and effectively perform their duties. 75% of responding Officers are satisfied or very satisfied with the repairs provided by Facilities Staff. 81% of responding Officers are satisfied or very satisfied with the Work order process.

283 Finance

• Receive the GFOA Distinguished Budget Presentation Award on an annual basis. • Receive the GFOA Certificate of Achievement for Excellence in Financial Reporting on an annual basis. Finance received the GFOA Distinguished Budget Award for its 2009, 2010, 2011 and 2012 Budget and received the GFOA Certificate of Achievement for Excellence in Financial Reporting for the 2010 and 2011 CAFR.

Fitness

• Minor repair of equipment within 1 week 90% of the time. • Major repairs or replacement of equipment within 2 weeks 90% of the time. Fleet Services

Warehouse Performance Measures:

Monthly supply orders were filled within 3 to 5 days 98% of the time in 2012. Orders pulled accurately 100% of the time. Orders delivered accurately 100% of the time.

Fleet Performance Measures: Technician Productivity – 83.5%: 2009 - 87.6% 2010 - 83.5% 2011 - 82.5% 2012 – 80.3% Downtime hours as a percent of available hours – 9.77%: 2009 - 7.55% 2010 - 5.95% 2011 - 8.02% 2012 – 8.0% Internal Warranty Repair Work Orders as a percent of Total Work Orders - 0.11% 2009 - 0.09% 2010 - 0.12% 2011 - 0.23% 2012 - .004% Outside Agency Facility Usage at 18%: 2009 - 10.7% 2010 - 16.0% 2011 - 15.0% 2012 - 13.0%

284 Grants

• That all reports are completed per grantor requirements for all awarded projects 100% of the time. Hazardous Materials (HazMat)

• Participate in the MMRS meetings at least 80% of the time. • Attend county meetings 100% of the time • Participate in County training exercises at least 75% of the time. • Participate in one-of-a-kind regional or state exercises 100% of the time. 2012 Performance Measures Participated in 90% of the MMRS Meetings. Attended 92% of the county meetings. Participated in 100% of the county training exercises. Participated in 100% of the one-of-a-kind regional or state exercises.

Human Resources

Education: Members Receiving Degrees: 2009 2010 2011 2012 Associates Degree 5 0 2 1 Bachelors Degree 2 6 7 5 Masters Degree 1 0 2 2 Chief Fire Officer 0 0 0 0 Executive Fire Officer 0 0 1 1

Risk Management: Worker’s Compensation: ModRate 1.02 0.95 0.85 0.83 Number of Worker’s Comp Claims 137 143 118 96

Incident Management Team (IMT)

• The Arapahoe County IMT participated in the Sate Vortex exercise and helped manage regional resources during this all day event. • Arapahoe County IMT held 3 team trainings/meetings and Arapahoe County IMT member also attend several planning meeing regarding the Vortex exercise. • Arapahoe County IMT was able to make progress in the Command Staff’s awareness of the Arapahoe County IMT’s capabilities but work needs to continue.

Life Safety Bureau

• Turnaround complete plan reviews within 5 days, 95% of the time. • Turnaround inspections in 1 day 95% of the time. • 100% of High Risk occupancies inspected every year. • 100% of Moderate Risk occupancies inspected every two years.

285 Indicators Completed in 2009:

o Turnaround complete plan reviews within one week, 87% of the time. o Turnaround inspections in 1 day 95% of the time. o 100% of High Risk occupancies inspected every year. o 100% of Moderate Risk occupancies inspected every two years.

Indicators Completed in 2010:

o Turnaround complete plan reviews within 5 days, 93% of the time. o Turnaround inspections in 1 day 95% of the time. o 100% of High Risk occupancies inspected every year. 100% of Moderate Risk occupancies inspected every two years.

Indicators completed in 2011:

o Turnaround complete plan reviews within 5 days, 86% of the time. o Turnaround inspections in 1 day 100% of the time. o 94% of High Risk occupancies inspected every year. o 100% of Moderate Risk occupancies inspected every two years.

Indicators completed in 2012:

o Turnaround complete plan reviews within 5 days, 87.5% of the time. o Turnaround inspections in 1 day 99% of the time. o 94% of High Risk occupancies inspected every year. o 100% of Moderate Risk occupancies inspected every two years.

2009 2010 2011 2012

# of Plan Reviews 2,741 2,994 3,527 3,662 Hours 3,668 4,213 4,002 4,141 # on Time 2,382 2,795 3,018 3,206 % on Time 87% 93% 86% 88% # Over the Counter 1,105 1,422 1,688 1,853 % Over the Counter 40% 47% 48% 51% Construction Inspections # of Inspections 4,654 4,568 5,023 4,973 Hours 6,307 6,339 4,799 3,694 Permit Fees

Dollars of Fees $479,077 $662,223 $782,837 $916,860 Compliance Inspections Initial Inspection 4,372 4,927 3,612 4,307 Follow-Up Inspection 2,352 2,566 1,407 1,241 Total Inspections 6,724 7,493 5,019 5,548

286 Hours 5,130 6,288 4,776 4,204 Investigations

Fires Investigations 302 331 281 178 # of Investigations 113 98 305 267

Nozzles

• Provide 24 hour repair/replacement time for out of service nozzles 90% of the time. The goal was met 100% of the time in 2012.

Operations

Goal: First On Scene in Minutes at 90th Percentile for Turnout and Travel and 95th Percentile for Dispatch: Dispatch Turnout Travel Total Urban 1:00 1:30 5:12 7:42 Suburban 1:00 1:30 6:30 9:00 Rural 1:00 1:30 13:00 15:30

2009 Data is the time for the 90th percentile for Turnout and Travel and 95th Percentile for Dispatch Dispatch Turnout Travel Total Urban 0:55 1:56 5:39 7.37 Suburban 0:55 2:01 6:41 8.41 Rural 1:01 2:06 8:50 11.14

2010 Data is the time for the 90th percentile for Turnout and Travel and 95th Percentile for Dispatch Dispatch Turnout Travel Total Urban 0:57 2:01 5:15 7:22 Suburban 0:58 2:03 6:22 8:35 Rural 1:02 2:23 8:29 10:59

2011 Data is the time for the 90th percentile for Turnout and Travel and the 95th percentile in Dispatch Dispatch Turnout Travel Total Urban 0:54 1:49 5:19 7:18 Suburban 0:55 1:56 6:32 8:33 Rural 0:58 2:07 8:10 10:41

2012 Data is the time for the 90th percentile for Turnout and Travel and the 95th percentile in Dispatch Dispatch Turnout Travel Total Urban 0:53 1:46 5:21 7:15 Suburban 0:53 1:52 6:21 8:19 Rural 0:55 1:55 7:42 9:58

287 Total Response Time Performance

2012 Emergent Responses by Station

288 Preplans

• Preplans will be completed by the last day of the quarter assigned 90% of the time. 2012 Performance Measure • The preplans completion for 2012 is 94%.

Saws

• Maintain a sufficient number reserve saws so that frontline units saws can be replaced immediately 100% of the time. • Maintain a sufficient number of reserve saw blades and chains so that frontline units can have broken chains or blades replaced immediately 100% of the time. The Performance Measures were met 100% of the time in 2012.

Self-Contained Breathing Apparatus (SCBA)

• Meet our 24 hour turn-around time on repairs 90% of the time. Performance Measure Results for 2012: The 24 hour turn-around time on repairs 90% of the time was accomplished in less than 24 hours most of the time in 2012.

Special Operations

• Special Operations teams will complete 1/3 of their training hours to renew their 3-year JPR (Job Performance Requirements) certifications on an annual basis 100% of the time. • The Special Operations Chief will attend 90% of the team and line trainings for each discipline at least once on an annual basis. Performance Measure Results for 2012 • Special Operations Teams completed at least 1/3 of their training hours to renew their 3-year JPR certifications. • The Special Operations Chief attended 75% of the team and line trainings for each discipline at least once on an annual basis.

Tech Rescue

• Conduct on-duty training for 70 percent of team members every year • Ensure 90% of team members attend at a minimum 4 trainings per year • Resolve line Teach Rescue Team equipment replacement or repairs within 30 days 100% of the time. 2012 Report on Performance Measures: Conducted on-duty training for 70% of members .

289 90% of team members attended at least four trainings. Resolved line Tech Rescue equipment replacement or repairs within 30 days 90% of the time.

Tracked Vehicle

• Pre-staging works 100% of the time for ready response of the team on calls.

2010 2011 2012 • Pre-staging for ready response on calls 100% 100% 100%

Training

Training hours completed 2009 2010 2011 2012 By Category of Training Fire 26,952 25,351 20,261 45,311 Special Operations 8,237 7,017 9,958 13,558 EMS 10,239 13,632 10,120 10,904 Other 391 134 409 255

Training hours completed 2009 2010 2011 2012 By Job Firefighter 18,028 13,794 14,024 32,090 Officer 5,359 3,105 3,731 8,750 Driver/Operator 3,568 5,579 2,507 4,4751 By Location In Authority 41,272 42,206 35,928 63,832 Out of Authority 2,634 3,483 2,998 6,153 Cost per Hour of In-house Training $38.34 $28.59 $31.85 $27.63

Urban Search and Rescue (USAR)

• Ensure that all SMFRA CO-TF1 members maintain an active deployable status 100% of the time. The 2012 deployable status was 90%.

Water Supply

• Replace out of service hose within 23 hours 100% of the time.

2012 Performance Measures: All out of service hose was replaced within 23 hours 100% of the time.

290 Wildland Operations and Callouts

• Will have 75% of the members complete 100% of the Advanced National Wildfire Coordinating Group (NWCG) qualification on an annual basis. • Provide educational opportunities for 100% of the members to maintain their certifications on an annual basis. • Have both of the Authority’s wildland stations staffed with at least two members 90% of the time.

2012 Performance Measures: 55% of team members have completed the required advance courses of which there are six. 90% of the members have completed all but one class. 100% of members have completed their required annual NWCG trainings, to remain in good standing with the team. Met the measure of having at least two members at the wildland stations every day 90% of the time.

291

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292 .

GLOSSARY

GLOSSARY GLOSSARY CFAI – Commission of Fire Accreditation International, ICMA and IAFC joint venture ALS – Advanced Life Support, Medical to provide an international accreditation Service delivered by EMT-Paramedic in the standard for Fire Service Organizations as a prehospital setting. This includes the ability method to measure excellent performance. to deliver emergency advanced airway procedures, emergency medications and Command Training Center (CTC) - a treat emergency cardiac events. simulation lab used to simulate emergency incidents that allows officers and battalion Assessed Valuation - the value of a chief opportunities to operate at small and property based on a percentage of actual large fires to hone their communication value that serves as the basis for tax skills. calculations. CPI – Consumer Price Index, a Battalion Chief (BC) – is responsible for measurement of increasing prices, calculated the management of all line personnel on by the Bureau of Labor Statistics. duty during a given shift. This position provides emergency responses to the public Drill Grounds – the area where realistic, by ensuring proper selection and training of hands on fire training is conducted. personnel and the proper functioning of equipment. Duties also include Economies of Scale - a reduction in unit responsibilities for all stations on a given cost achieved by increasing the amount of shift as well as completion of special production. projects and functional assignments. EMS – Emergency Medical Service that BLS – Basic Life Support, Medical Service represents the combined efforts of several by an EMT-firefighter in the prehospital professionals and agencies to provide setting with no advanced care. prehospital emergency care to the sick and injured. Blue Card Certification - A nationally recognized curriculum used to certify local EMS Supervisor – A designated EMT-P on Incident Commanders (company officers each of the three shifts in charge of Quality and battalion chiefs) in effective methods for Assurance and is a liaison to the EMS organizing and communicating on day to Lieutenant. day emergencies. EMT – Emergency Medical Technician, A CAD – Computer aided dispatch, member of the EMS system who is trained notification system. to provide prehospital medical care. EMTs are categorized into three levels of training: Cash Reserves - money placed in reserve basic, intermediate and paramedic. for the beginning of next year because property tax money is not received until EMT-B – Emergency Medical Technician- March. Set at a minimum of 25% of next Basic, A member that has been trained in year’s budgeted expenditures. basic first aid and CPR.

Certificates of Participation – Debt issued EMT-P – Emergency Medical Technician- on real property, usually through a dummy Paramedic, An EMT who has completed an corporation, that is similar to a lease in that extensive course of training in ALS; Skills voter approval is not required to issue it. include IV therapy, advance pharmacology,

293 cardiac monitoring and defibrillation, and property is at 29% of actual to assessed advance airway management. value. In order for the ratio of commercial to residential to remain the same, the ratio of Engine – Sometimes called a pumper, this assessed to actual value for residential vehicle has a fire pump, water tank, hose property has decreased from 21% in 1986 to bed and ground ladders. 7.96% in 2003 and has remained at that percentage since. The Tabor Amendment Enterprise Fund - to account for does not allow that percentage to increase. operations that are financed and operated in a manner similar to private business General Obligation Bonds – a bond enterprises-where the intent of the governing supported by the property taxing authority of body is that the costs (expenses, including a municipality or other issuer such as a depreciation) of providing goods or services Special District. to the general public on a continuing basis be financed or recovered primarily through Hazardous Materials (HazMat) – Those user charges. chemicals or substances which constitute a physical hazard or health hazard whether in FASTER – fleet management computer a usable or waste condition. system. HazMat IQ - system uses chemistry FEMA – Federal Emergency Management information to assist responders in selecting Agency what personal protective equipment (PPE) and air monitoring instruments (meters) are Fire Code – a systematic statement of the needed to safely mitigate an incident. rules that promote a fire safe society. In this Through the use of Smart Charts responders case, the Uniform Fire Code published by leave a training session with battle‐tested the International Fire Code Institute is the skills and a quiet confidence. The simplicity set of documents that when adopted and effectiveness of the HazMat IQ system regulates the component of a fire safe is experiential based, and, because all community. courses are designed and taught by first responders for first responders. Fire Manger – is a comprehensive fully- integrated fire records management system Heavy Rescue – rescue operation where which includes time keeping and payroll. special equipment and training are required, such as a building collapse. FireWatch – A newsletter published four times a year by South Metro Fire Rescue IAFC – International Association of Fire Authority and South Metro Safety Chiefs, international organization of fire Foundation. service professionals dedicated to providing leadership on issues of importance to First Responder Emergency Medical emergency services workers and Services – the first medically trained person organizations. to arrive at the scene of sudden illness or injury. ICMA – International City Managers Association, international association Gallagner Amendment – an amendment to organized to offer support to managers and the state constitution which sets the mayors of municipalities. ratio/relationship between commercial property and residential properties across the Inter-governmental Agreement.(IGA) - state of Colorado. The ratio for commercial an agreement between two or more

294 governments to work together in some Modified Accrual Basis of Accounting – A capacity. form of accrual accounting in which expenditures are recognized when the goods Internal Transactions – transactions that or services are received and revenues, such occur between funds. as taxes, are recognized when measurable and available to pay expenditures in the ISO – the Insurance Services Office is the current accounting period. organization that conducts surveys of a communities’ fire response capability. The National Fire Protection Association ISO is supported by the insurance industry Standards (NFPA) – the body of directives, to measure and publish the number grade of guidelines and rules written by an the effectiveness of a community’s fire association of individuals and societies that department, fire emergency notification promote science and improve the method of system and fire suppression water system. fire protection and prevention. The NFPA standards provide detailed instructions for Joint Service Facility (JSF) – A Training design, installation, and maintenance of and Vehicle Maintenance facility which is a safeguards against the loss of life and joint venture of Parker Fire Protection property. District, Douglas County Schools and the Town of Parker. NAPD – National Association of Professional Drivers. Line – The employees who are assigned to the operations and EMS divisions Officer Development – a training course to responding to incidents. develop company officers.

MDT – Mobile Date Terminals. OT – Overtime

Medic Unit (Ambulance) – An Advanced PASS – Personal Alert Safety System, or Basic Life Support ground transport unit. advice with an audible signal to locate a downed fire fighter. MetCom – Metropolitan Area Communications Center Authority, is an Preplan – see Pre-fire plan. emergency dispatch center started by South Metro Fire Rescue in 2006. They dispatch Pre-fire plans – a guideline that directs the all calls for the Authority. efforts of emergency crews arriving on scene of a fire. The plan is based on field Metro Market Average – the average wage research of the specific building and on to be paid to like positions in the Denver generally accepted good practices of the fire Metro area. service.

Metropolitan Medical Response System – Program – A set of expenditures and tasks (MMRS) a system to provide mass to accomplish a specific goal. decontamination services to the metropolitan area in the event of a biological terrorist Property Tax - a tax that is based on the attack or similar event. value of a house or other property.

Mill Levy – the levy that is assessed per Quality Assurance Audit (QA program) – thousand dollars of assessed value to A system of internal and external reviews property to calculate property tax revenue and audits of all aspects of an EMS system. for the District.

295 Quint - A piece of fire apparatus which is Squirt – A piece of fire apparatus which has capable of performing 5 fireground a fire pump, water tank, hose bed, ground functions. It has a fire pump, water tank, ladders and lighter weight aerial ladder hose bed, ground ladders and an aerial usually less than 75 feet in length. Utilized ladder usually longer than 75 feet in length. as an Engine mainly but has the capability of an elevated stream. Red-lined – when the current wage paid to an employee meets or exceeds the Metro Strategic Plan – the goals and plans for the Market Average, the wage will be frozen district. (red lined) until Metro Market average increases. SWAT – Special Weapons and Tactics, assists law enforcement in hazardous Rescue – Similar to an Ambulance but situation. utilizes personnel cross-trained as firefighters and carries a limited amount of TABOR – Taxpayers bill of rights, which firefighting equipment. was passed by the voters of Colorado to limit the growth in government revenue to SCBA – Self-Contained Breathing inflation and a growth factor. Parker Fire Apparatus, compressed air tanks, backpack Protection District and South Metro Fire and regulator worn by firefighters in smoke Rescue held an election at which the voters filled environment. approved exemption from the revenue limitations of the TABOR Amendment. Standards of Cover (SOC) - is a document in which we identify the risks in our Tower – A piece of fire apparatus with a community, establish the levels of service to ladder and platform at the top. They have a respond to those risks, and evaluate our limited amount of water and pumping performance. ability.

Standard Operating Guidelines (SOG) – Treasurer’s Fees – fees collected by the A set of guidelines used to perform treasurer of the county for collecting everyday operations for line personnel. property tax for the district. Douglas and Arapahoe Counties rate is 1.5%. South Metro Fire Safety Foundation – A nonprofit corporation organized by South Uncollectibles – amount of revenue from Metro Fire to provide training to the the Ambulance Transports assumed from community in CPR, first-aid, driving skills indigent parties, non-payment from for teenagers and fire safety classes for Medicare and Medicaid and homeless businesses. people.

Specific Ownership Tax – tax on license USAR – Urban Search and Rescue Team plates for vehicles, which is allocated to the – One of 28 task forces nationwide under the governments within the county. National Department of Homeland Security.

Special District – A form of local Web Site – www.southmetro.org government in the State of Colorado authorized under State Statute Sections 32 to Wildland Fire – a fire which occurs in an provide Fire, Health and Hospital, Parks & area of grass, brush, trees, etc. Recreation or Water & Sanitation services to a specific area.

296 .

APPENDIX

APPENDIX 297 298 299 300 301 302 303 304 305 306 307 308 309 310 311 312 313

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314 .

FIVE - YEAR PLAN

FIVE YEAR PLAN South Metro Fire Rescue Authority 5-Year Planning

The Board and staff of the Authority have been doing 5-year plans for a long time. We have run analysis with our 5-year planning model looking at what we hope is the worst case scenario and then a better scenario that at least begins to bring the Revenue and Expenditure line together. The focus is on the General Fund. A transfer of excess cash in the General Fund in the amount of $13,700,000 was transferred to the Capital Projects Fund at the beginning of 2012. This will minimize the amount, if any necessary to fund the proposed capital expenditures from the General Fund for the next 5 years.

The assumptions used in this 5-year plan are as follows:

• It is assumed that property values may increase due to positive numbers for the Schiller Index. . It is assumed to be a 3% increase in 2014, 2% in 2015, 5% in 2016 and 2018 and 4% increase in 2017. The reason for the variation is that properties are re-assessed every two years. In the off year there is not much change, only new construction. • Wages are assumed to grow at 0.5% and 1%, Benefits at 6%, and inflation is assumed to be 1.0% • There are no transfers to the Capital Projects Fund. • The Facility program was approved by the Board in 2012. The cost over the 5 years is including the 2013 budget is $11,375,000. • Vehicle Purchases are per the Fleet Maintenance replacement schedule and they total $3,973,000 for Capital Projects Fund and $2,140,000 in the Ambulance Fund. • Technology Capital is per the schedule provided by IT and is $3,100,000 in the Capital Projects Fund and is $669,700 in the General Fund.

I believe the growth factors for Assessed values are reasonable with preliminary discussions with the county assessors which was some good news. Of course anything is possible. We try to monitor our expenditures and remain conservative with our assumptions in order to minimize the surprises.

Each year we analyze what has happened compared to our projection. We will make adjustments to our assumptions and we can increase the expenditures for those items that need to occur but are being postponed until the financial outlook improves or we can delay some projects until another year if necessary. We run many different scenarios and then choose the scenario that we believe is the most likely to occur.

315 Cash Balances (includes Capital Cash) Compared to Required Cash Balances 2013 Budget Assessed Value Growth 3% in 2014, 2% in 2015, 5% in 2016 and 2018, and 4% in 2017

M 45 i l 40 l i 35 o n s 30 o 25 f 20 D o 15 l l 10 a r s 5

0 2013 2014 2015 2016 2017 2018 Year

Required Cash Balance Estimated Cash Balance

316 General Fund Revenues Compared to Expenditures 2013 to 2018 2013 Budget Growth in Assessed Values 3% in 2014, 2% in 2015, 70.00 5% in 2016 and 2018, 4% in 2017 68.00

66.00

64.00

62.00

60.00 + 58.00

56.00 Millions of Dollars

54.00

52.00

50.00

48.00

46.00 2013 2014 2015 2016 2017 2018 Revenues 57.29 56.61 57.77 53.05 55.06 57.65 Expenditures 53.46 53.62 54.17 54.94 55.81 56.76

317 Comparison Required to Expected Cash Balance 2013 to 2018 2013 Budget General Fund Only Growth in Assessed Values 3% in 2014, 2% in 2015, 5% in 2016 and 2018, and 4% in 2017

40.00

35.00

30.00

25.00

20.00 Millions of Dollars

15.00

10.00

5.00

0.00 2013 2014 2015 2016 2017 2018 Required Cash Balance 13.37 13.4 13.54 13.74 13.95 14.19 Estimated Cash Balance 28.42 31.42 35.02 33.13 32.37 33.27

318 South Metro Fire Rescue Authority 5-Year Financial Plan - General Fund Revenues & Summary

File: Financial Analysis for the 2013 Budget.xls 1% and .5% growth in Salaries, Benefits other than Pension 6%, Inflation 1%. Tuesday, January 08, 2013

Description 2013 2014 2015 2016 2017 2018

PROPETY TAX REVENUES % Growth DC PFPD 3.00% 2.00% 5.00% 4.00% 5.00% % Growth AC PFPD 3.00% 2.00% 5.00% 4.00% 5.00% % Growth DC SMFR 3.00% 2.00% 5.00% 4.00% 5.00% % Growth AC SMFR 3.00% 2.00% 5.00% 4.00% 5.00%

Mill Levy PFPD 13.978 13.978 9.250 9.250 9.250 Mill Levy SMFR 9.250 9.250 9.250 9.250 9.250

Douglas County Assessed Value PFPD 1,243,828,481 1,281,143,335 1,306,766,202 1,372,104,512 1,426,988,693 1,498,338,127 PFPD DC Property Tax Revenue 17,386,235 17,907,822 18,265,978 12,691,967 13,199,645 13,859,628

Arapahoe County Assessed Value PFPD 209,077,540 215,349,866 219,656,864 230,639,707 239,865,295 251,858,560 PFPD AC Property Tax Revenue 2,922,486 3,010,160 3,070,364 2,133,417 2,218,754 2,329,692

Douglas County Assessed Value SMFR 936,097,220 964,180,137 983,463,739 1,032,636,926 1,073,942,403 1,127,639,524 SMFR DC Property Tax Revenue 8,658,899 8,918,666 9,097,040 9,551,892 9,933,967 10,430,666

Arapahoe County Assessed Value SMFR 2,334,280,150 2,404,308,555 2,452,394,726 2,575,014,462 2,678,015,040 2,811,915,792 SMFR AC Property Tax Revenue 21,592,091 22,239,854 22,684,651 23,818,884 24,771,639 26,010,221

Abatements: PFPD Abatements 351,603 SMFR Abatements 879,731

Less: 1.5%Treasurers Fees 769,097 773,360 788,983 715,155 744,073 781,666 Less: 1% Uncollectible 517,910 519,136 519,136 519,136 519,136 519,136

Total Property Tax Revenues Net of Fees 50,504,038 50,784,006 51,809,913 46,961,868 48,860,797 51,329,404

Specific Ownership Tax 3,250,000 3,347,500 3,447,925 3,551,363 3,657,904 3,767,641

Other Sources of Revenue Permits & Plan Reviews 1,000,000 700,000 700,000 700,000 700,000 700,000 Miscellaneous 76,000 350,000 350,000 350,000 350,000 350,000 Other Sale of Assets 10,000 10,000 10,000 10,000 10,000 10,000 Reimbursed Expenditures 622,500 636,818 651,464 666,448 681,776 697,457 Rental Income 187,500 198,000 198,000 198,000 198,000 198,000

319 Description 2013 2014 2015 2016 2017 2018 Accounting Fees Other Funds 12,000 18,000 18,000 18,000 18,000 18,000 Grant Income 1,290,480 Fleet Outside Labor Charges 120,000 150,000 150,000 150,000 150,000 150,000 Fleet Outside Material Charges 120,000 200,000 200,000 200,000 200,000 200,000 Training Fees from Others 60,000 70,000 70,000 70,000 70,000 70,000 3,498,480 2,332,818 2,347,464 2,362,448 2,377,776 2,393,457

Total Revenues 57,252,518 56,464,323 57,605,302 52,875,679 54,896,477 57,490,502

Interest Income 40,000 149,235 165,690 169,942 163,334 163,693

Total Revenues Including Interest 57,292,518 56,613,559 57,770,992 53,045,621 55,059,811 57,654,195

Beginning Cash Balance 24,594,988 28,423,212 31,420,166 35,021,366 33,125,375 32,371,753

Add: Total Revenues 57,252,518 56,464,323 57,605,302 52,875,679 54,896,477 57,490,502

LESS: All Expenditures 53,464,294 53,616,604 54,169,792 54,941,612 55,813,433 56,756,691

One Time Transfer to Capital Projects

Ending Cash Balance with Interest Income 28,423,212 31,420,166 35,021,366 33,125,375 32,371,753 33,269,257

Growth in SOT Tax 3.0% Assumed Interest rate is .5% 25% Minimum Cash Balance for General Fund 13,366,073 13,404,151 13,542,448 13,735,403 13,953,358 14,189,173 Sale of Lima Street Property not included in these numbers. Asssumed Inflation Rate 1.0% Other Funds Cash Balances: Capital Projects Fund 16,770,054 13,101,205 11,133,222 5,404,101 2,185,116 1,077,616 Ambulance Fund 1,623,512 1,831,633 2,104,971 1,985,714 2,245,441 2,571,235 Building Rental - Capital Replacement 838,588 1,571,159 2,298,863 3,021,654 3,739,481 4,452,295

Total All Fund Cash Balances 47,655,366 47,924,163 50,558,423 43,536,844 40,541,791 41,370,404

Required Cash Balance using Capital 14,227,373 14,355,901 14,062,448 15,190,403 14,773,608 14,466,048 Estimated Cash Balance using Capital 45,193,266 44,521,372 46,154,589 38,529,476 34,556,870 34,346,874

320 South Metro Fire Rescue Authority 5-year Financial Plan - Salaries & Benefits

File: Financial Analysis for the 2013 Budget.xls Tuesday, January 08, 2013 Description 2013 2014 2015 2016 2017 2018 SALARIES Base Wages General Fund Executive 219,609 221,805 222,914 225,143 226,269 228,532 Board of Directors 9,600 9,696 9,744 9,842 9,891 9,990 Community Relations 174,645 176,391 177,273 179,046 179,941 181,741 Finance 362,301 365,924 367,754 371,431 373,288 377,021 Adminisitration 188,141 190,022 190,973 192,882 193,847 195,785 Facilities Management 136,467 137,832 138,521 139,906 140,606 142,012 Human Resources 309,346 312,439 314,002 317,142 318,727 321,915 Technology 339,491 342,886 344,600 348,046 349,787 353,284 Fleet Services 794,426 802,370 806,382 814,446 818,518 826,703 Coummunity Safety Services Administration 191,436 193,350 194,317 196,260 197,242 199,214 Life Safety Bureau 1,434,955 1,449,305 1,456,551 1,471,117 1,478,472 1,493,257 Plannning and Analysis 94,524 95,469 95,947 96,906 97,391 98,364 Life Safety Education 156,944 158,513 159,306 160,899 161,704 163,321 Emergency Manager 117,169 118,341 118,932 120,122 120,722 121,930 Safety Foundation 42,328 42,751 42,965 43,395 43,612 44,048 Grants 23,239 23,471 23,589 23,825 23,944 24,183 Operations 21,045,102 21,255,553 21,504,431 21,830,957 22,032,632 22,252,959 EMS 409,757 413,855 415,924 420,083 422,183 426,405 Special Operations 143,218 144,650 145,373 146,827 147,561 149,037 Training 647,335 653,808 657,077 660,363 663,665 670,301 Total General Fund 26,840,033 27,108,433 27,386,575 27,768,638 28,000,001 28,280,001 Ambulance Fund 1,620,855 1,637,064 1,645,249 1,661,701 1,670,010 1,686,710

Grand Total all Base Wages 28,460,888 28,745,497 29,031,824 29,430,339 29,670,011 29,966,711 1.00% 0.50% 1.00% 0.50% 1.00% OVERTIME General Fund Executive 5,000 5,050 5,075 5,126 5,152 5,203 Community Relations 5,000 5,050 5,075 5,126 5,152 5,203 Finance 2,500 2,525 2,538 2,563 2,576 2,602 Administration 5,000 5,050 5,075 5,126 5,152 5,203 Human Resources 37,300 37,673 37,861 38,240 38,431 38,815 Technology 31,340 31,653 31,812 32,130 32,290 32,613 Fleet Services 15,000 15,150 15,226 15,378 15,455 15,609

321 Description 2013 2014 2015 2016 2017 2018 Coummunity Safety Services Administration 21,000 21,210 21,316 21,529 21,637 21,853 Life Safety Bureau 76,300 77,063 77,448 78,223 78,614 79,400 Life Safety Education 12,888 13,017 13,082 13,213 13,279 13,412 Emergency Manager 13,800 13,938 14,008 14,148 14,219 14,361 Operations 1,246,000 1,258,460 1,264,752 1,277,400 1,283,787 1,296,625 EMS 465,421 470,075 472,426 477,150 479,536 484,331 Special Operations 1,027,549 1,037,824 1,043,014 1,053,444 1,058,711 1,069,298 Training 503,830 508,868 511,413 516,527 519,109 524,300 Total General Fund 3,467,928 3,502,607 3,520,120 3,555,322 3,573,098 3,608,829 Ambulance Fund 97,760 98,738 99,231 100,224 100,725 101,732

Grand Total all Overtime 3,565,688 3,601,345 3,619,352 3,655,545 3,673,823 3,710,561

BENEFITS Pension General Fund Executive 26,353 26,617 26,750 27,017 27,152 27,424 Community Relations 20,957 21,167 21,273 21,486 21,593 21,809 Finance 43,476 43,911 44,130 44,572 44,795 45,243 Adminisitration 22,577 22,803 22,917 23,146 23,262 23,494 Facilities Management 16,376 16,540 16,622 16,789 16,873 17,041 Human Resources 37,122 37,493 37,680 38,057 38,247 38,630 Technology 40,739 41,146 41,352 41,766 41,974 42,394 Fleet Services 95,331 96,284 96,766 97,734 98,222 99,204 Coummunity Safety Services Administration 22,972 23,202 23,318 23,551 23,669 23,906 Life Safety Bureau 172,195 173,917 174,786 176,534 177,417 179,191 Plannning and Analysis 11,343 11,456 11,514 11,629 11,687 11,804 Life Safety Education 18,833 19,022 19,117 19,308 19,404 19,598 Emergency Manager 14,060 14,201 14,272 14,415 14,487 14,632 Safety Foundation 5,079 5,130 5,156 5,207 5,233 5,286 Grants 2,789 2,817 2,831 2,859 2,873 2,902 Operations 2,525,412 2,550,666 2,580,532 2,619,715 2,643,916 2,670,355 FF Step Increase - 17,027 13,245 11,047 - - EMS 49,171 49,663 49,911 50,410 50,662 51,169 Special Operations 17,186 17,358 17,445 17,619 17,707 17,884 Training 77,680 78,457 78,849 79,244 79,640 80,436 Total General Fund 3,219,652 3,268,875 3,298,465 3,342,103 3,358,813 3,392,401 Ambulance Fund 194,503 196,448 197,430 199,404 200,401 202,405

Grand Total All Pension 3,414,155 3,465,323 3,495,895 3,541,507 3,559,214 3,594,807

All Other Benefits

322 Description 2013 2014 2015 2016 2017 2018 General Fund Executive 33,811 35,840 37,990 40,269 42,686 45,247 Board of Directors 734 697 697 697 697 697 Community Relations 31,587 33,482 35,491 37,621 39,878 42,271 Finance 53,770 56,996 60,416 64,041 67,883 71,956 Adminisitration 37,068 39,292 41,650 44,149 46,797 49,605 Facilities Management 25,913 27,468 29,116 30,863 32,715 34,677 Human Resources 79,911 84,706 89,788 95,175 100,886 106,939 Technology 44,984 47,683 50,544 53,577 56,791 60,199 Fleet Services 177,309 187,948 199,224 211,178 223,849 237,279 Coummunity Safety Services Administration 40,185 42,596 45,152 47,861 50,733 53,777 Life Safety Bureau 321,847 341,158 361,627 383,325 406,324 430,704 Plannning and Analysis 22,380 23,723 25,146 26,655 28,254 29,949 Life Safety Education 40,677 43,118 45,705 48,447 51,354 54,435 Emergency Manager 24,431 25,897 27,451 29,098 30,844 32,694 Safety Foundation 5,162 5,472 5,800 6,148 6,517 6,908 Grants 2,834 3,004 3,184 3,375 3,578 3,793 Operations 5,411,766 5,685,386 6,026,509 6,388,100 6,771,386 7,177,669 EMS 56,490 59,879 63,472 67,280 71,317 75,596 Special Operations 27,439 29,085 30,830 32,680 34,641 36,720 Training 149,964 158,962 168,500 178,610 189,326 200,686 Total General Fund 6,588,262 6,932,391 7,348,292 7,789,148 8,256,455 8,751,801 Ambulance Fund 337,621 357,878 379,351 402,112 426,239 451,813

Grand Total all Benefits 6,925,883 7,290,269 7,727,643 8,191,260 8,682,694 9,203,614

Additional Wages and Benefits Station Openings Lone Tree Hess Step Increases 141,890 110,378 92,060

Grand Total Salaries and Benefits 42,366,614 43,244,324 43,985,092 44,910,711 45,585,742 46,475,693

The salary percentage change is per % at line below total base salary Benefits except for Pension increase 6.00%

Totals By Fund General Fund 40,115,875 40,954,197 41,663,831 42,547,270 43,188,368 44,033,033 Ambulance 2,250,739 2,290,127 2,321,261 2,363,441 2,397,374 2,442,660

42,366,614 43,244,324 43,985,092 44,910,711 45,585,742 46,475,693

323 South Metro Fire Rescue Authority 5-Year Financial Plan - Operating Expenditures

File: Financial Analysis for 2013 Budget.xls Tuesday, January 08, 2013

Description 2013 2014 2015 2016 2017 2018

Operating Budget - Supplies and Expense General Fund Executive 99,685 100,682 101,689 102,706 103,733 104,770 Board of Directors 12,030 12,150 12,272 12,395 12,518 12,644 Community Relations 163,166 164,798 166,446 168,110 169,791 171,489 Finance 92,581 93,507 94,442 95,386 96,340 97,304 Administration 175,940 177,699 179,476 181,271 183,084 184,915 Facilities Management 1,034,912 1,045,261 1,055,714 1,066,271 1,076,934 1,087,703 Human Resources 476,875 481,644 486,460 491,325 496,238 501,200 Technology 1,283,823 1,296,661 1,309,628 1,322,724 1,335,951 1,349,311 Fleet Services 1,372,131 1,385,852 1,399,711 1,413,708 1,427,845 1,442,123 Community Safety Services Administration 14,299 14,442 14,586 14,732 14,880 15,028 Life Safety Bureau 84,589 85,435 86,289 87,152 88,024 88,904 Planning and Analysis 92,912 93,841 94,780 95,727 96,685 97,651 Life Safety Education 37,661 38,038 38,418 38,802 39,190 39,582 Emergency Manager 15,266 15,419 15,573 15,729 15,886 16,045 Safety Foundation 12,242 12,364 12,488 12,613 12,739 12,866 Grants ------Operations 93,094 94,025 94,965 95,915 96,874 97,843 EMS 413,551 417,687 421,863 426,082 430,343 434,646 Special Operations 1,535,745 1,551,102 1,566,613 1,582,280 1,598,102 1,614,083 Training 485,332 490,185 495,087 500,038 505,038 510,089 Total General Fund 7,495,834 7,570,792 7,646,500 7,722,965 7,800,195 7,878,197 Ambulance Fund 958,240 967,822 977,501 987,276 997,148 1,007,120 Building Fund 481,750 486,568 491,433 496,348 501,311 506,324

Grand Total All Supplies & Expense 8,935,824 9,025,182 9,115,434 9,206,588 9,298,654 9,391,641

Operating Budget - Capital Expenditures Outside of Capital Projects Fund General Fund Facilities Management 328,181 309,924 264,089 264,089 264,089 264,089 Technology 260,500 381,200 183,500 21,000 63,000 21,000 Life Safety Bureau 303,529 EMS 56,000 50,000 50,000 50,000 Special Operations 29,200 29,492 29,787 30,085 30,386 30,689 Training Total General Fund 977,410 720,616 527,376 315,174 407,475 365,778 Ambulance Fund 650,178 235,000 240,000 695,000 390,000 390,000 Building Fund

Grand Total All Capital Expenditures 1,627,588 955,616 767,376 1,010,174 797,475 755,778

Operating Budget - Other Expenditures

324 Description 2013 2014 2015 2016 2017 2018 Operating Expenditures - PFPD 21,387 15,000 15,000 Operating Expenditures - SMFR 18,146 18,000 18,000 Finance Transfers to other Funds Operations - Dispatch Services 2,275,187 2,320,691 2,367,105 2,414,447 2,462,736 2,511,990 Operations - Contributions to Volunteer Pensions 45,000 33,000 33,000 30,000 30,000 30,000 Grants - Matching Grant Expenditures 450,000 Facilities Maintenance - Mineral Rental 571,372 571,372 571,372 571,372 571,372 571,372 Human Resources - Tuition Reimbursement 150,000 100,000 50,000 50,000 50,000 50,000 Administration - Insurance Property and Liability 273,684 276,421 279,185 281,977 284,797 287,645

HR - Worker's Comp Insurance 978,750 988,538 998,423 1,008,407 1,018,491 1,028,676

Ambulance Fund - Allowance for Uncollectibles 2,416,000 2,467,314 2,541,333 2,617,573 2,696,100 2,776,983

Total Other Operating Expenditures 7,199,526 6,790,335 6,873,417 6,973,776 7,113,496 7,256,666

Grand Total All Operating Expenditures 17,762,938 16,771,133 16,756,227 17,190,538 17,209,624 17,404,085

NOTE: Assumptions Inflation Factor 1.00%

Totals By Fund General Fund 13,256,770 12,614,429 12,505,961 12,394,342 12,625,065 12,723,658 Ambulance Fund 4,024,418 3,670,136 3,758,834 4,299,849 4,083,248 4,174,103 Building Fund 481,750 486,568 491,433 496,348 501,311 506,324

17,762,938 16,771,133 16,756,227 17,190,538 17,209,624 17,404,085

325 South Metro Fire Rescue Authority 5-Year Financial Plan - Debt Payments

File: Financial Analysis for 2013 Budget.xls Tuesday, January 08, 2013

Description 2013 2014 2015 2016 2017 2018

PFPD Leases 2000 Lease 2001 Lease 2003 Lease 2004 Lease 43,671 2005 Lease 47,978 47,978 2008 Communications Lease

Total PFPD Leases 91,649 47,978 - - - -

SMFR Leases

SMFR Certificates of Participation

Total SMFR Leases & COPs ------

Grand Total All Leases & COPs 91,649 47,978 - - - -

Totals By Fund General Fund 91,649 47,978 - - - - Building Fund ------

91,649 47,978 - - - -

326 South Metro Fire Rescue Authority 5-Year Plan - Capital Projects Fund

File: Financial Analysis for 2013 Budget.xls Tuesday, January 08, 2013

Description 2013 2014 2015 2016 2017 2018

FACILITIES AND NEW APPARATUS Remodel Existing Stations 335,000 450,000 60,000 120,000 2 Stations per year 50,000 335,000 Station 31 Replacement 300,000 3,750,000 Replace Burn Building 1,200,000

Construction Station 77 Apparatus 77 Equipment Station 77

Construction Station 78 Apparatus 78 Equipment Station 78

Rebuild Station 32 2,500,000 1,500,000

Remodel Station 35 450,000

Rebuild Station 38

Replacement Station 33 325,000

Construction Lone Tree Station Apparatus Lone Tree Equipment Lone Tree

Move Station 74 North of E-470 and Peoria

Construction Buffaloberry Station Apparatus Buffaloberry Equipment Buffaloberry

Construction Hess Station Apparatus Hess Equipment Hess HazMat Truck & Trailer 173,000 Pool Cars 40,000 44,000 Truck Crew Cab 65,000 50,000 62,000 97,000 Surburan 45,000 Dodge Durangos - 2 78,000 36,000 84,000 Dodge Dakotas - 2 120,000

327 Description 2013 2014 2015 2016 2017 2018 Trailblazer - 2 84,000 Battalion 45/Reserve 125,000 Brush Truck 95,000 150,000 150,000 150,000 CAFS Tender 285,000 Type III Pumper 285,000 Road Expeditor2 275,000 Pumper 590,000 550,000 560,000 560,000 1,120,000 100" Tower 1,200,000 TeleSquirt

Total Facilities and Apparatus 3,420,000 3,785,000 2,060,000 4,805,000 3,273,000 1,105,000

Equipment - Replace all Radios 1,050,000 1,050,000 1,000,000

Sale of Assets Sell Station 38 Sell Station 36 Sell Station 44 Total Sales - - - -

Cost of Facilities Net of Sales 3,420,000 3,785,000 2,060,000 4,805,000 3,273,000 1,105,000

Beginning Cash Balance 20,070,254 16,770,054 13,101,205 11,133,222 5,404,101 2,185,116

Interest Income 145,000 138,151 112,017 90,879 62,015 28,460

Impact Fees

Transfer from the General Fund

Total Cash Available 20,215,254 16,908,205 13,213,222 11,224,101 5,466,116 2,185,116

Less: Capital Expenditures 3,420,000 3,785,000 2,060,000 5,805,000 3,273,000 1,105,000 Bank Fees 25,200 22,000 20,000 15,000 8,000 2,500

Net Cash Balance 16,770,054 13,101,205 11,133,222 5,404,101 2,185,116 1,077,616

138,151 112,017 90,879 62,015 28,460 12,235 Interest Rate 0.75%

328 South Metro Fire Rescue Authority 5-Year Plan - Ambulance Transport Fund

File: Financial Analysis for 2013 Budget.xls Tuesday, January 08, 2013 2013 2014 2015 2016 2017 2018 Number of Transports per Day Basic Transport Fee $ 800.00 Average No. Miles per Call 5.5 Mileage Charge $ 15.00 Average of Other Charges $ 159.00 Average Collection Rate 60.00% Total Transports per Year 5,750 5,923 6,100 6,283 6,472 6,666 Growth in Number of Transports & increase in Fees 3.00%

Enterprise Fund - Ambulance Transport

Beginning Cash & Investments 1,852,444 1,623,512 1,831,633 2,104,971 1,985,714 2,245,441

Revenues Search Fees 100 100 100 100 100 100 Basic Transport Fees 4,600,000 4,738,000 4,880,140 5,026,544 5,177,341 5,332,661 Mileage 526,125 488,606 503,264 518,362 533,913 549,931 Other Charges 920,000 941,678 969,928 999,026 1,028,996 1,059,866 Less:Uncollectibles 2,416,000 2,467,314 2,541,333 2,617,573 2,696,100 2,776,983

Total Revenues 3,630,225 3,701,070 3,812,099 3,926,459 4,044,250 4,165,575

Expenditures Salaries 1,718,615 1,735,801 1,744,480 1,761,925 1,770,735 1,788,442 Benefits 532,124 554,326 576,781 601,516 626,640 654,218 Other Expense 958,240 967,822 977,501 987,276 997,148 1,007,120 Capital Items: 650,178 235,000 240,000 695,000 390,000 390,000 Insurance ------

Total Expense 3,859,157 3,492,949 3,538,762 4,045,717 3,784,523 3,839,780

Net Income or Loss (228,932) 208,121 273,338 (119,257) 259,727 325,795

Ending Cash Balance 1,623,512 1,831,633 2,104,971 1,985,714 2,245,441 2,571,235

329 South Metro Fire Rescue Authority 5-Year Plan - Building Rental Fund

File: Financial Analysis for 2013 Budget.xls Tuesday, January 08, 2013

2013 2014 2015 2016 2017 2018 REVENUES:

Building Rental: State of Colorado 210,857 108,417 108,417 108,417 108,417 108,417 GSA 472,647 472,647 472,647 472,647 472,647 472,647 State Fire Chiefs 2,324 2,324 2,324 2,324 2,324 2,324 MetCom 63,138 64,378 64,378 64,378 64,378 64,378 SMFRA 571,372 571,372 571,372 571,372 571,372 571,372 Total Building Rental 1,320,338 1,219,138 1,219,138 1,219,138 1,219,138 1,219,138

EXPENDITURES: General Operating 481,750 486,568 491,433 496,348 501,311 506,324

Capital Expenditures

Lease Payments ------

Total Expenditures 481,750 486,568 491,433 496,348 501,311 506,324

Net Income(Loss) 838,588 732,571 727,705 722,790 717,827 712,814

Capital Replacement Fund 838,588 1,571,159 2,298,863 3,021,654 3,739,481 4,452,295

330