2014 BUDGET with the 2014 Budgets of Parker Fire Protection District and South Metro Fire Rescue

South Metro Fire Rescue Authority Arapahoe & Douglas Counties, Colorado

2014 BUDGET With the 2014 Budgets of Parker Fire Protection District and South Metro Fire Rescue

Approved by the Boards on December 10, 2013 Table of Contents

Introduction Letter of Transmittal Fire Chief 1 Distinguished Budget Presentation Award 3 Board of Directors and Staff 4 Organizational 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 59 Budget Finance and Business Operations 60 Operating Budget Policies and Process 60 The Budget as an Operational Guide 62 The Budget as a Financial Plan 63 Other Policies of the Authority 64 The Funds and their Purpose and Sources & Uses of Funds 66 Capital Program 69 Summary of Capital Projects Budgeted in 2014 74 Debt Policies 75 Salary Administration 76 Graph of Authority FTEs 80 Summary of Revenues and Expenditures 82 General Fund 85 Executive Division 93 Board of Directors 97 Community Relations 99 Finance 105 Administration 109 Facilities Maintenance 115 Wellness & Fitness 147 Human Resources 149 Technology 155 Community Safety Services – Life Safety Bureau – Emergency Preparedness 165 Operations Division Includes EMS, Special Operations and Training 185 Summary of Authority Calls 204 Fire Stations 205

Table of Contents (Continued)

Fleet Services 249 Capital Projects Fund 255 Ambulance Transport Fund 259 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 I Resolutions to Adopt Budget, Appropriate Sums of Money and Set Mill Levies and Certifications to Counties for PFPD 297

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

III Resolution to Set Mill Levies for Cherry Hills Village Pension 309

IV Resolutions to Adopt Budget and Appropriate Sums of Money For South Metro Fire Rescue Authority 311

V Five-Year Plan 315

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 Rich Sokol, Treasurer Dave Jackson, Director Gary Culig, Director Danny Gaddy, 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

2014 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 18.68 Full Employees and

Time Equivalent shared Services e l s ic ir Employees h a e p V e R

le ic h e c Ve Payments From Other n 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 Maintenance Service a v Enterprise Transport O e M Seminars R 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 and specific ownership taxes revenues 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 18.68 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 Safety Foundation (SMSF) 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 2014

The major goal to be accomplished in 2014 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 31 is budgeted for 2014. This is a station that is basically a residential type building that is too small for the required crew and apparatus. This building project does not require any additions to staff or apparatus.

A goal implemented in 2014 is a revision of the compensation philosophy such that line members will be paid at the 85th percentile of our surveyed departments using the actual proposed increases for the budgeted year. Staff members will be paid at the 85th percentile of Mountain States surveys of public and private entities with job descriptions comparable to the Authority jobs.

Another goal is the installation of a new Life Safety Bureau software to allow customer to access and request plan reviews on line and to better manage the electronic plans.

The authority also is replacing 10 vehicles in 2014 which includes a pumper, 2 staff vehicles, a chief vehicle, a brush truck, two medic units, two wildland vehicles and a tower for a total of $2.9 million.

Budget Summary for Expenditures:

The proposed budget requirements for fiscal year 2014 for all funds (General Fund, Capital Projects, Agency Pension, Building Rental Fund, Ambulance Transport Fund and the Special Revenue Funds) total $70,582,300 which is an increase of $10,618,539 from the estimated 2013 actuals. This increase is due to the change in the compensation philosophy, an increase in benefits and an increase in capital expenditures.

Total fund expenditures for all funds are shown below: EXPENDITURES BY TYPE ESTIMATED BUDGET 2013 2014

Salaries and Benefits $41,568,420 $45,683,683 Supplies and Expense 9,730,688 12,098,506 Capital Outlay 3,197,342 7,585,285 Debt Service/Lease Payments 91,649 47,978 Other: Insurance, Treasurer’s 1,826,102 2,156,613 Fees, Allowance Doubtful Accounts 3,549,560 3,010,235 $59,963,761 $70,582,300

This graph shows the expenditures for all Funds of the Authority for 2014. Bad Debt Insurance Expense Dispatch 2% 4% 3%

Capital 11%

Salaries Operating 48% Expenses 15%

Benefits 17%

2014 Significant Changes:

Salaries and Benefits:

There was an increase in salaries for 2014 due to changes in market and compensation philosophy from the average of the prior year actual changes of the four departments surveyed to the 85th percentile of the five districts/departments that were surveyed. The increase in salaries is $1.3 million or 4.14%. The benefits increase of $1.0 million or 10.21% is due to increases in health insurance and LTD insurance premiums. Medical insurance increases were budgeted at 20%. Major changes to the offered plans were made as well as the addition of a High-Deductible Plan and HSA accounts.

13 Supplies and Expenses:

There is an increase in supplies and expense of $693,493. Most of this increase is due to the cost of utilities going up and purchasing more supplies for the ambulance fund for the ARM car.

Capital:

Total capital expenditures budgeted for 2014 of $7,585,285 includes the re-building of Station 31, at a cost of $2,500,000. There is $2,912,000 of replacement apparatus and equipment. The Ambulance Transport Fund will be spending $200,000 on refurbishment of two ambulances, and $60,000 on replacement of patient prams.

Lease Payments:

There is one small remaining Parker Fire Protection District lease that will be paid off in 2014 in the amount of $47,978.

Ending Fund Balance:

The Authority will have approximately $33.1 million in General Operating Funds and $18.5 million in Capital Projects Funds at the end of 2013. The fund balance is cash available for expenditures. The General Operating Funds are approximately 58.1% of the Authority’s General Fund annual operating budget. The Capital Projects funds are a combination of interest earnings and previous transfers from the General Fund.

There are no transfers to the Capital Project Fund expected in the next three 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 2013 2014 Property Taxes and Specific Ownership Taxes $55,103,808 $54,963,059 Reimbursements 795,312 703,000 Rental Fees 785,551 775,372 Interest 169,270 183,800 Plan Reviews/Permits 1,217,356 1,037,000 Fleet Services Outside Repairs 185,000 240,000 Ambulance Transports 6,668,800 6,287,613 Other Sources 2,364,461 1,938,399 Miscellaneous 95,000 86,500 Sale of Assets 8,000 15,000 Total $67,392,558 $66,229,743

The below graph shows the allocation of revenues from all Funds of the Authority for 2014. 2014 Total Authority Revenues

0% 3% 0% 3% 10% 1% Property Taxes Rental Fees Other Fees & Charges Interest Income Ambulance Fees Fleet Outside Fees Miscellaneous 83%

Property Taxes:

The main source of revenue for the General Fund are transfers of property tax revenues and specific ownership tax 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 decrease as in the past few years, 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 that our assessed values increased for the 2014 budget by 4.17%. The reports on the residential real estate market continues to show improvements.

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 2010 2011 2012 2013 2014

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 $102,345 is budgeted for 2014 from the estimated 2013 receipts. The new car registrations in the state were up considerably for 2013. We budget conservatively on this tax as the continued increase in this tax is not guaranteed.

SPECIFIC OWNERSHIP TAX

6,000 5,000 4,000 3,000 2,000 1,000 0 Thousands of of Dollars Thousands 2010 2011 2012 2013 2014 Year

16 Revenues from Other External Sources:

The revenues from external sources totaling $7,370,352 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 5,975. The revenues for 2013 were considerably high than 2012 due to a change in medical protocols from a neighboring district and it is expected to continue.

The outside revenues for the Fleet Services to external customers are budgeted, the same as in 2013 at $240,000.

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 2013 budget by $37,000 as the fees are being increased for 2014 and building has increased in the area.

Rental Income:

Rental Income budgeted for 2014 of $150,000 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 upon rental.

Other Revenues:

Other 2014 budgeted revenues totaling $703,000 include reimbursements for services such as Urban Search and Rescue (USAR) incidents, Wildfire callouts, the SWAT Team and reimbursements for worker’s compensation and LTD payments.

Summary:

Please see the summary of revenues and expenses for the entire Authority by fund and the Total Authority on pages 82-84.

The proposed budget for 2014 allows the Authority to provide a high level of service to our community while minimizing expenditures.

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

17 18

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 property tax 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 (4) Age Level (1) Enrollment (2) Rate 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% 2013 295,682 119,344 $52,971 36.6 54.60% 66,000 5.60% (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 2004 – 2007. Population thereafter is the combined population. Douglas County Population from Colorado Department of Local Affairs.

(4) 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 (3) Age Level (1) Enrollment(2) Rate 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% 2013 602,868 82,972 $59,937 36 38.50% 52,681 7.40% (1) Percentage of population that has attained a Bachelor’s Degree or higher.

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

(3) 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, 2013

Per Cent Type of 2013 of Total Taxpayer Business Assessed Value Assessed Value Liberty Property Holdings Inc. Brokerage $ 11,037,710 0.76% Echostar Real Estate Corporation IV Telecommunications 10,370,610 0.71% Briargate Apartments Apartments 3,363,100 0.23% Ranchstone LLC Apartments 3,222,210 0.22% Stone Canyon PartnersLLC Apartments 3,222,210 0.22% Ranchstone2 LLC Apartments 3,152,160 0.22% Shea Properties Brokerage 2,865,600 0.20% Stone Canyon PartnersLLC Apartments 2,819,430 0.19% Parker Hilltop Apartments Apartments 2,682,200 0.18% Trailside Holdings Apartments 2,674,560 0.18%

$ 45,409,790 3.07% 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, 2013

Per Cent Type of 2013 of Total Taxpayer Business Assessed Value Assessed Value Verizon Wireless Telecommunications $ 52,084,540 1.59% Greenwood Property Corp Brokerage 33,350,000 1.02% Qwest Corp Telecommunications 25,333,800 0.77% GPI Plaza Tower Brokerage 23,925,000 0.73% Public Service of Colorado Utilities 20,663,080 0.63% Peakview Tower Brokerage 14,210,000 0.43% Palazzo Verdi Brokerage 13,920,000 0.43% CREF Tuscany Plaza LLC Brokerage 13,630,001 0.42% Village Center Station I Brokerage 12,470,001 0.38% 5251 DTC Parkway LLC Brokerage 12,180,000 0.37%

$ 221,766,422 6.44% Source: Douglas and Arapahoe County Assessors Offices

22 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 $1,268,921,821 $978,545,651 Arapahoe 209,108,440 2,463,817,060 Total $1,478,030,261 $3,442,362,711 Mill Levy 12.978/$1,000 9.25/$1,000

Levy $19,181,877 $31,841,855 Uncollectible Rate 1.00% 1.00% Expected Net Tax Receipts $18,990,058 $31,523,437 PARKER FIRE PROTECTION DISTRICT – PROPERTY TAX LEVIES AND COLLECTIONS (Unaudited)

Ratio of Total Ratio of Delinquent Fiscal Total Tax Current Tax % of Current Delinquent Tax Total Tax Outstanding Tax to Total Taxes to Total Tax Year Levy Collection Taxes Collected Collection Collections Delinquent Taxes Tax Levy Levy

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 19.00% 2012 20,041,170 20,241,696 101.00% (221,952) 20,019,744 99.89% 30,971 0.15% 2013 20,660,324 20,455,902 99.01% (126,261) 20,329,642 98.40% 19,788 0.10% 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 (Unauditied) Ratio of Total Ratio of Delinquent Fiscal Total Tax Current Tax % of Current Delinquent Tax Total Tax Outstanding Tax to Total Taxes to Total Tax Year Levy Collection Taxes Collected Collection Collections Delinquent Taxes Tax Levy Levy 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% 2013 31,130,722 30,833,155 99.04% (157,508) 30,675,647 98.54% 12,876 0.04%

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 Property Tax Revenues 22 21.5

21 20.5 Dollars 20 19.5 19 Millions of 18.5 18 17.5 2010 2011 2012 2013 2014

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. For the 2014 year, the Parker Fire Board voted to drop the mill levy by one mill to 12.978 thus reducing the revenues by $1.4 million.

The historical increase in Tax Revenue has averaged 6.89% per year for the last 10 years. The average for the last 5 years has been 0.19%. 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 2014 increased by 2.41%. There has been analysis that the residential real estate values are increasing. The Authority is watching this carefully to determine future growth percentages.

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 6.56% per year for the last 10 years. The average for the last 5 years has been 0.19%. 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 increase in assessed values for the 2014 budget was 5.33%. There seems to be a shift to improvement in property values. The Authority will be monitoring this carefully to determine future growth for planning.

26 South Metro Fire Rescue Authority 2011 – 2015 Strategic Plan with Status as of December 31, 2013

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.

o New Goal: Conduct process to select a new fire chief. This is 10% complete. Scheduled to be completed at the end of 2014.

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.

31 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 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. Waiting on technological solutions such as SharePoint to improve viewing and updating. Manager training on performance indicators has been identified as a priority prior to building a dashboard.

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.

32 o Goal: Improve risk assessment methods and link risks to community demographics and mitigation efforts to help target resources and programs by 2013 50% completed. FEMA’s Risk Assessment & Mitigation Plan has been completed. Specific risk reduction programs started for false alarms, wildfire, and senior living facilities. Priority is 2014/2015 will be to refine commercial occupancy risk assessment with new permitting/occupancy software.

o Goal: Incorporate GIS capabilities into ICS Planning Section for extended incidents by 2013. 100% 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 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

35 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 & 2012 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, 2011, 2012 and 2013 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. 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 features except for

36 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. 99% 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 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. 2013 Annual Review – Medic units re-distributed, dive unit relocated, water tenders moved and ARM car deployed.

37 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. 75% Complete in 2013, Several scenarios evaluated during feasibility study with Littleton and Englewood. 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. 50% complete in 2013 – ARM car deployed in 2013. Will continue evaluation during rewrite of standard of cover in 2014/2015 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. 100% completed in 2013 – Threshold established in 2,500 calls. 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. 100% complete in 2013 – Quality control and data collection methods are complet. Actual turnout times have dropped into the acceptable range overall. 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, Aurora and Arapahoe County expected in 1st quarter of 2015. CAD consolidation starting in 2014 to include West Metro, Jefferson County and Littleton. o Goal: Create District Chief Position by 2013. 75% Complete- Shift commander position started in 2013 will evaluate dedicated district chief position in 2014.

38 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. 25% in 2013 – In 2014, the Life Safety Bureau will be purchasing new software for permitting, occupancy information and inspections, which will include mobile capabilities.

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 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

39 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 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. 75% complete – Large improvement expected beginning with new software in 2014.

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, 2013 - 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 2014.

o Goal: Obtain P.O.S.T. certification of two fire investigation personnel by 2013. Evaluating feasibility/need in 2014.

Public Education Program

Mission – (Life 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 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

40 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 Life 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, 2013 - 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 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.

41 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. One educator vacancy in 2013 on hold due to funding, but utilizing operations personnel to supplement training.

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. 90% in 2011, 2012, 2013 – New-hire program is in place; need to institute continuing education for existing employees.

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.

42 100% 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 Goal: Provide a tiered response to lower acuity medical calls in 2013. 100% completed in 2013 – Medical priority dispatch & associated response plan fully implemented in 2013 by MetCom.

o Goal: Deploy Advanced Practice Paramedic to supplant engine/truck response to low acuity calls in 2013. 100% completed in 2013 – Advanced Resource Medic vehicle implemented in 2013.

o New Goal: Institute “Just Culture” and “Lean” process improvement programs to improve consistency and efficiency.

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. 90% complete in 2013 – All plans completed; converting ERP into SOG’s in 2014.

o Goal: Complete the Community Recovery Plan component of the CEMP by 2014.

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 ongoing 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. 75% complete in 2013 – Parkglenn EOC will not be transferred to Mineral; MetCom facility will be utilized for future EOC needs; plan will be developed in 2014 to define integration with ICS.

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.

44 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. 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. Still 10% - As of 01/14, completed education presentation in 50% & completed CWPP in 18%. 32 home assessments in 2013. Evacuation drill in Happy Canyon. 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 in this strategic plan period. o Goal: Expand training facilities and equipment to meet the needs of special operations personnel by 2015. Will be evaluated with overall JSF space analysis. Currently incorporating more off-site training for specific special ops needs. o Goal: Develop cooperative agreements to provide hazmat, technical rescue, and dive response capabilities throughout the region by 2015. 50% in 2011, 2012, 2013 - 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. Pursuing formal agreements with Aurora for hazmat and tech rescue.

45 o Goal: Improve ARFF capabilities by obtaining an aircraft firefighting training simulator by 2015. 50% complete in 2013 – Increasing joint training with Centennial Airport featuring new props. Anticipated purchase of new ARFF vehicle in 2014 funded by airport authority.

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 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 for 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.

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. 75% complete in 2013 – Seasonal worker program to be implemented in 2014, which is anticipated to eliminate contracted expenses and improve overall maintenance staff productivity. Will continue to track impact and evaluate effectiveness.

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. Station rebuild delayed as a new plan has been developed.

47 5% complete in 2013 – Construction to start after completion of station 31.

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. The installation of the LED lights in Mineral is expected to have a 4.04 year return on investment. 25% still in 2013 – Several station changes in 2012, including motion detectors, lawn sprinklers rain detectors, bay lights, BBQ timers. Various facility light replacement in 2013. Mineral HQ lights to be switched to LED in 2014.

o Goal: Rebuild Station 31 by 2017, with design starting in 2015. Station to be rebuilt in 2014.

o 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 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. Authority has begun replacement of some apparatus and vehicles in 2013 and 2014. See schedule of vehicle replacements in the Capital Projects section on page 71.

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.

48 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, 2013 – 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. A workflow analysis will be conducted in 2014.

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.

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. SCBA purchase was made in 2013. Completed in 2013.

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

VII. 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.

49 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, 2013 – 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.

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.

o New Goal: Enhance leadership training for supervisors and chief officers. 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

50 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. 90% in 2013

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 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, 2013 – 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. In 2014, implemented plan design changes and employee contribution adjustments to limit cost increases.

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

51 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. 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. 100% completed in 2013.

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.

o New Goal: Conduct a lateral-hire academy. 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. 15% complete in 2013. We have begun using the Parkglenn building for classroom space and will continue to do so in 2014 for recruits, Command officer academy and CTC classes.

52 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. 15% complete in 2013 – We will be using modular burn props in 2014 as we begin to evaluate the potential for more flexible props/structures on the drillground in the future. Current burn building continues to meet needs and is meeting inspections criteria as well.

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 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.

53 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 the 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. 100% complete in 2013 – Ipads implemented to improved viewing of preplans

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, 2013 - 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.

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. 100% completed in 2013 with the implementation of the ARM car program.

54 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. 75% in 2013 – Douglas County, Arapahoe County and Aurora delayed due to pending CAD consolidation but anticipated by 2015.

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.

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.

55 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, 2013 – 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, 2013. 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.

56 75% in 2012, 2013 – 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 2014 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. 100% complete in 2013

o Goal: Redesign external web site and increase customer visits by 5% by 2013. Completed in 2013 – will monitor customer access.

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 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 73 for the major technology replacement plan).

57 100% 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. 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. 75% complete in 2013 – Final hardware/software relocation and deployment pending.

58 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 Standard 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, although this seems to be mitigating somewhat. • 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. There was an increase in real estate values in 2012 and 2013 that resulted in a 4.17% increase in assessed values for the 2014 budget 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.

59 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.

60 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 division or line items 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 2014 Budget

• July 29th Begin 2014 Budget

• July 29th Send Budget Templates to Budget Managers

• July 29th - August 23rd Budget entry into system

• August 25th Assessed value data from counties

• September 3rd Executive Review 8-Noon

• September 4th Executive Review Noon-5:00pm

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

• October 28th Board of Directors Workshop – All Boards

• November 18th PFPD Board Budget Hearing

• November 18th Authority Board Budget Hearing

• November 18th SMFR Board Budget Hearing

• December 10th Final Assessed values from counties

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

• December 13th 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

62 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 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 Principles (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.

63 7. The Authority will maintain an Unrestricted 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 three (3) 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. 2/10th of the Ambulance replacements are paid from the capital projects 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.

64 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 and the Fire Chief. 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.

65 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

66 • 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 vehicles, 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

67 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 Rental 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 Transport 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

68 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.

70 Below is the 5-year replacement schedule for Vehicles.

Scheduled Date in Estimated Unit # Year Make Model Replacement Service Replacement Cost Date

SM516 1986 IHC Tender 4/28/1987 4/28/2012 $320,000.00 SM250 2000 IHC Type III Pumper 12/08/2008 02/10/2014 $330,000.00 SM335 2003 E-ONE Pumper 07/23/2003 07/23/2015 $610,000.00 SM537 2000 FORD Battalion 45/Reserve 10/16/2000 10/16/2007 $125,000.00 2015 Replacement Total $1,385,000.00 SM219 1983 White Road Expeditor2 1/1/1995 1/1/2005 $336,000.00 SM343 2006 Sutphen 100' Tower 10/19/2006 10/19/2021 $1,275,750.00 SM336 2003 E-ONE Pumper 8/27/2003 8/27/2015 $620,000.00 2016 Replacement Total $2,231,750.00 SM165 2002 Dodge Dakota 5/29/2002 5/29/2012 $ 36,000.00 SM239 2001 Chevrolet Reserve BC Car 5/10/2001 5/10/2007 $ 125,000.00 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 1/23/2002 1/23/2017 $ 95,000.00 SM549 2002 Chevrolet Trailblazer 8/15/2002 8/15/2012 $ 42,000.00 SM560 2005 Chevrolet Trailblazer 7/1/2005 7/1/2012 $ 42,000.00 SM337 2003 E-ONE Pumper 6/1/2003 6/1/2015 $ 630,000.00 SM559 2005 ALF Pumper 8/9/2005 11/14/2015 $ 630,000.00 2017 Replacement Total $ 1,828,000.00 SM173 2008 FORD F-250 Crew Cab 7/14/2008 1/18/2016 $ 52,000.00 SM172 2008 Dodge Durango 4/14/2008 3/18/2015 $ 42,000.00 SM231 1999 FORD F550 Brush 6/12/1998 6/12/2018 $ 150,000.00 SM344 2006 Sutphen 100' Tower 9/22/2006 9/22/2021 $ 1,283,000.00 SM526 1985 Peterbilt CAFS Tender 12/28/1993 1/18/2012 $ 342,000.00 SM567 2008 FORD F-250 Crew Cab 11/1/2007 4/18/2017 $ 45,000.00 2018 Replacement Total $ 1,914,000.00 SM251 2008 Chevrolet Suburban BC34 5/28/2009 5/28/2019 $ 125,000.00 SM253 2009 Chevrolet Suburban BC41 5/28/2009 5/28/2019 $ 125,000.00 SM517 1987 IHC Tender 4/28/1987 4/28/2012 $ 347,000.00 SM554 2004 FORD Taurus 5/26/2004 5/26/2014 $ 19,500.00 SM564 2007 FORD Taurus 10/6/2006 10/6/2006 $ 19,500.00 2019 Replacement Total $ 636,000.00

71 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 Station 32 1972 Replace of station utilizing land at current location $2,500,000 2015 Station 31 1975 Finalization of replacement station $2,000,000 2015 TOTAL $4,500,000 Station 43 1984 Remodel functional areas of station $50,000 2016 Station 32 1972 Finalization of replacement station $2,500,000 2016 TOTAL $2,550,000 Station 35 1986 Remodel existing station $2,500,000 2017 Burn bldg 2004 Rebuild training Prop $1,200,000 2017 TOTAL $3,700,000 Station 41 1980 Remodel functional areas of station $45,000 2018 JSF 1993 Remodel functional areas of building $75,000 2018 TOTAL $120,000 2019 Station 33 1975 Replace station utilizing land at current location $2,000,000 2019 Total $2,000,000

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.

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

Item Cost* Qty 2015 Qty 2016 Qty 2017 Qty 2018 Qty 2019 Cisco 1760 Router 3,000 - 5 15,000 - - 5 15,000 Cisco 3725 Router 3,800 - 1 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 - - 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 - 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 - - 1 2,400 - HP Vmware Hosts (Backup Location) 9,000 - - - 4 36,000 - HP Vmware SAN (Backup Location) 100,000 - - - 1 100,000 - 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) 100,000 - - - 1 100,000 - Projectors in EOC 2,000 - - - 2 4,000 - Projectors in Classrooms (Parkglenn) 2,000 - - - - - Mineral Headquarters Conference Room Smart Boards 6,000 2 12,000 - - 2 12,000 2 24,000 Computers (EOC) 1,600 - - - 3 4,800 - Computers (Laptop) 2,500 6 6 15,000 6 15,000 6 15,000 6 90,000 Computers (Desktop) 1,000 40 40,000 20 20,000 20 20,000 20 20,000 30 30,000 Computers (Apple) 2,800 - - - 4 11,200 - Computers (Tablets) 1,600 20 32,000 10 16,000 10 16,000 20 32,000 10 16,000 MDT's 8,000 10 80,000 10 80,000 10 80,000 10 80,000 10 80,000 Toughbooks 3,500 - - - 20 70,000 - Building Security DVR System (Mineral) 41,000 - 1 41,000 - - - Servers (General Purpose) 9,000 2 18,000 1 9,000 1 9,000 2 18,000 2 18,000 Cisco Phone System Servers 10,000 - - 3 30,000 3 30,000 - First-In Station Alerting 35,000 4 140,000 2 70,000 2 70,000 2 70,000 2 70,000 VHF Radio Repeater 50,000 1 50,000 800MHz/700MHz Radio Replacement/Changeover 450,000 670,000 670,000 142,000 450,000 Video Conferencing Cameras 7,000 3 21,000 3 21,000 3 21,000 2 42,000 2 84,000 Total 862,400 Total 1,055,300 Total 987,000 Total 987,200 Total 935,300

* Costs are estimated for some equipment

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 V.

73 Capital Project Summary for the 2014 Budget

The summary of the 2014 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.

2014 Budget General Fund Emergency repair reserve $ 35,000 Expenditures per replacement schedule 180,500 Replace living area windows station 31 7,100 Replace bay exhaust system station 32 17,700 Replace bay exhaust system station 33 13,400 Replace station windows station 33 19,500 Replace windows at station 36 3,950 Replace roof station 37 23,750 Concrete crack filing at JSF 25,500 Concrete replacement at JSF 7,500 Roof replacement at JSF 150,000 Replace damaged sidewalks at Parkglenn 18,950 New rehab equipment 15,000 Disaster recovery site recovery manager solution 50,000 Email archiving solution 20,000 Lenel system replacement 52,000 LSB laptop/tablet replacements 65,000 Spare network Cisco 2850 Switch 7,000 Spare network Cisco switch replacement 64,000 Storage area network expansion 50,000 Video conferencing camera replacements 45,000 First in bedroom alerting 13,000 First in video monitors 36,000 VHF radio repeater 50,000 VHF radio station alerting back-up 25,000 Westnet-Tritech interface 14,000 Electronic plan review/implementation/training 303,529 Laerdal 12 lead ECG trainer 9,450 Laerdal SimMan essential manikin 19,495 Laerdal SimMan essential manikin including On-site 47,247 Physiocontrol LP15 heart monitor update x 9units 211,228 WEISS mobile pump testing trailer 80,000 Tig welder 10,410 2 Thermal imaging camera without video capture 14,600

$ 1,704,809

74 Capital Projects Fund

2 Medic units $ 470,000 2 staff vehicles 92,000 Chief vehicle 45,000 2 BC units 130,000 Tower 1,250,000 Brush truck 325,000 Pumper 600,000 Station 31 rebuild 2,500,000

$ 5,412,000

Ambulance Fund

PL Custom refurbished medic unit in service $ 25,000 PL Custom refurbished medic unit 90,000 EMS equipment replacement 25,000 Stryker patient prams and accessories 60,000

$ 200,000

Building Rental Fund

Replace all lights with LED lights $ 268,476

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%.

75 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

2013 Total Assessed Value $4,920,392,972

Debt Limit - 50% of total assessed value (1) $2,460,196,486

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 $2,460,196,486

The Authority has no G.O. Bonds outstanding but has a total of outstanding Apparatus Lease of $46,093.

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.

76 Compensation Philosophy Market Adjustments For the 2014 budget year the Authority changed its compensation philosophy. 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 85th percentile of the surveyed departments. The survey data used is the proposed wage of the departments the Authority surveys for the budget year.

Not every position receives a raise every year. If the pay for a position is above the 85th percentile for their position no raise will be given.

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 ⋅ Poudre Valley Fire Authority 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.

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.

77 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 $158,572 Assistant Chief $132,653 EMS Bureau Chief $116,633 Operation Executive Officer $116,633 Training Chief $116,633 Fire Marshal $116,633 Battalion Chief $116,633 Emergency Manager $116,633 Captain $96,469 Deputy Fire Marshall $104,970 CSS – Plan Reviewer $83,438 CSS – Haz Mat Specialist $81,081 CSS – Fire Inspector $71,735 CSS - Section Supervisor $87,609 Lieutenant $87,156 EMS – Educator $83,757 Paramedic/Firefighter I $79,587 Paramedic/Firefighter II $72,352 Paramedic/Firefighter III $65,774 Paramedic/Firefighter IV $54,812 Engineer $79,587 Firefighter I $74,535 Firefighter II $67,759 Firefighter III $61,599 Firefighter IV $51,333 Chief Finance Officer $126,200 HR Director $122,041 IT Director $122,041

78 Base Position Title Salary Fleet Bureau Chief $116,633 Community Relations - Director $88,650 Accountant $66,623 Payroll Specialist $53,478 Accounting Clerk $46,212 HR Benefits Specialist $69,773 Network & Communications Manager $86,920 Systems & Information Security Analyst $91,994 Database Admin & Application Specialist $70,508 Executive Assistant $63,430 Facilities Manager $89,582 Senior Technical Support Analyst $66,302 Administrative Division Assistant $57,087 Training Admin Support $51,378 Bureau Assistant $51,378 Quartermaster/Purchasing Agent $52,730 Property Maintenance Technician $55,818 Fleet Ops Supervisor $81,518 Mechanic $58,741 Training Coordinator $59,085 Life Safety Educator $69,376 Program Administrator $83,454

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

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 14 new firefighters. The reduction in 2013 is the termination of 11 individuals. The reduction in 2014 is 3 full time people were not replaced.

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81 Summary of Revenues and Expenditures 2014 Budget Year General Fund Capital Projects Fund Building Rental Fund Actual Estimated Budget Actual Estimated Budget Actual Estimated Budget 2012 2013 2014 2012 2013 2014 2012 2013 2014 Beginning Cash Fund Balance $ 38,249,722 $ 25,091,445 $ 33,119,313 $ 10,809,350 $ 20,141,804 $ 18,491,478 $ - $ 1,890 $ 778,940

Transfer from PFPD 21,208,661 21,693,761 20,198,872 Transfer from SMFR 32,624,293 32,471,050 33,624,973 DC Property Tax AC Property Tax Abatements Specific Ownership Tax & Rental Interest Income 64,693 33,100 35,000 204,750 123,350 145,000 Permit/Plan Reviews 907,462 1,217,356 1,037,000 Station Rentals 59,947 62,000 59,000 2,221,931 571,372 571,372 Rental of Cell Towers 137,814 152,179 145,000 Service Fees Other Funds 12,000 12,000 12,000 Reimbursements 1,194,356 574,223 703,000 Sale of Assets 2,000 8,000 15,000 Miscellaneous Income 52,690 95,000 81,500

82 Charges for Services - Outside 447,430 242,495 315,000 699,558 748,966 767,739 Charges for Services - Inside Other Sources 187,066 1,200,000 550,000 6,596 22,811 15,000

Total Revenues $ 56,898,412 $ 57,761,164 $ 56,776,345 $ 211,346 $ 123,350 $ 145,000 $ 2,944,300 $ 1,320,338 $ 1,354,111

Salaries & Benefits 40,564,371 39,015,357 42,965,633 Supplies and Expense 9,930,986 8,848,075 10,859,287 24,696 26,275 28,000 488,818 522,950 523,843 Capital Outlay 718,986 723,425 1,704,809 4,554,196 1,747,401 5,412,000 99,804 20,338 268,476 Debt Service/Lease Payments Principal 4,038,731 86,305 46,093 2,093,000 Interest 171,682 5,344 1,885 96,262 Insurance & Worker's Comp 931,933 1,054,790 1,383,302 Treasurer's Fees Transfers to Authority Allowance for Doubtful Accounts

Total Expenditures $ 56,356,689 $ 49,733,296 $ 56,961,009 $ 4,578,892 $ 1,773,676 $ 5,440,000 $ 2,777,884 $ 543,288 $ 792,319

Adjust to Cash (164,526) Transfers In/(Out) (13,700,000) - 13,700,000

Ending Cash Fund Balance $ 25,091,445 $ 33,119,313 $ 32,934,649 $ 20,141,804 $ 18,491,478 $ 13,196,478 $ 1,890 $ 778,940 $ 1,340,732

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 2012 2013 2014 2012 2013 2014 2012 2013 2014 2012 2013 2014 Beginning Cash Fund Balance $ 480,732 $ 459,992 $ 408,913 $ 1,203,532 $ 1,851,612 $ 1,538,616 $ 132,706 $ 149,508 $ 150,000 $ 132,793 $ 149,584 $ 150,000

Transfer from PFPD Transfer from SMFR DC Property Tax 17,100,503 17,386,235 16,468,067 8,882,311 8,658,899 9,051,547 AC Property Tax 146,997 147,750 206,762 2,919,240 2,922,486 2,713,809 22,053,127 21,592,092 22,790,308 Abatements 351,603 174,408 879,731 667,818 Specific Ownership Tax & Rental 9,583 8,667 9,000 1,539,234 1,484,345 1,400,000 2,158,320 2,018,000 2,000,000 Interest Income 1,631 820 800 (2,953) (6,000) 34,643 18,000 3,000 Permit/Plan Reviews Station Rentals Rental of Cell Towers Service Fees Other Funds Reimbursements 36,000 221,089 Sale of Assets Miscellaneous Income 14,859 5,000

83 Charges for Services - Outside 7,281,559 6,668,800 6,287,613 Charges for Services - Inside Other Sources

Total Revenues $ 158,211 $ 157,237 $ 216,562 $ 7,332,418 $ 6,889,889 $ 6,292,613 $ 21,556,024 $ 22,138,669 $ 20,756,284 $ 33,128,401 $ 33,166,722 $ 34,512,673

Salaries & Benefits 176,740 206,100 206,100 2,097,257 2,334,908 2,499,032 5,183 5,811 6,459 7,213 6,244 6,459 Supplies and Expense 839,413 958,239 1,181,424 25,173 1,800 69,949 15,623 10,721 73,375 Capital Outlay 315,715 706,178 200,000 Debt Service/Lease Payments Principal Interest Insurance & Worker's Comp Treasurer's Fees 2,211 2,216 3,101 300,205 306,805 287,441 464,481 462,291 482,769 Transfers to Authority 21,208,661 21,693,761 20,198,872 32,624,293 32,471,050 33,624,973 Allowance for Doubtful Accounts 3,269,722 3,203,560 2,491,575 130,000 193,563 216,000 325,097

Total Expenditures $ 178,951 $ 208,316 $ 209,201 $ 6,522,107 $ 7,202,885 $ 6,372,031 $ 21,539,222 $ 22,138,177 $ 20,756,284 $ 33,111,610 $ 33,166,306 $ 34,512,673

Adjust to Cash (162,231) Transfers In/(Out)

Ending Cash Fund Balance $ 459,992 $ 408,913 $ 416,274 $ 1,851,612 $ 1,538,616 $ 1,459,198 $ 149,508 $ 150,000 $ 150,000 $ 149,584 $ 150,000 $ 150,000

Total All Funds Total All Funds (Netted) Actual Estimated Budget Actual Estimated Budget 2012 2013 2014 2012 2013 2014 Beginning Cash Fund Balance $ 51,008,835 $ 47,845,835 $ 54,637,260 $ 51,008,835 $ 47,845,835 $ 54,637,260

Transfer from PFPD 21,208,661 21,693,761 20,198,872 - - - Transfer from SMFR 32,624,293 32,471,050 33,624,973 - - - DC Property Tax 25,982,814 26,045,134 25,519,614 25,982,814 26,045,134 25,519,614 AC Property Tax 25,119,364 24,662,328 25,710,879 25,119,364 24,662,328 25,710,879 Abatements - 1,231,334 842,226 - 1,231,334 842,226 Specific Ownership Tax & Rental 3,707,137 3,511,012 3,409,000 3,707,137 3,511,012 3,409,000 Interest Income 302,764 169,270 183,800 302,764 169,270 183,800 Permit/Plan Reviews 907,462 1,217,356 1,037,000 907,462 1,217,356 1,037,000 Station Rentals 2,281,878 633,372 630,372 5,947 8,000 5,000 Rental of Cell Towers 137,814 152,179 145,000 137,814 152,179 145,000 Service Fees Other Funds 12,000 12,000 12,000 - - - Reimbursements 1,230,356 795,312 703,000 1,230,356 795,312 703,000 Sale of Assets 2,000 8,000 15,000 2,000 8,000 15,000 Miscellaneous Income 67,549 95,000 86,500 67,549 95,000 86,500

84 Charges for Services - Outside 8,428,547 7,660,261 7,370,352 8,428,547 7,660,261 7,370,352 Charges for Services - Inside ------Other Sources 216,473 1,200,000 565,000 216,473 1,200,000 565,000

Total Revenues $ 122,229,112 $ 121,557,369 $ 120,053,588 $ 66,108,227 $ 66,755,186 $ 65,592,371

Salaries & Benefits 42,850,764 41,568,420 45,683,683 42,850,764 41,568,420 45,683,683 Supplies and Expense 11,324,709 10,368,060 12,735,878 9,036,778 9,730,688 12,098,506 Capital Outlay 5,688,701 3,197,342 7,585,285 5,688,701 3,197,342 7,585,285 Debt Service/Lease Payments Principal 6,131,731 86,305 46,093 6,131,731 86,305 46,093 Interest 267,944 5,344 1,885 267,944 5,344 1,885 Insurance & Worker's Comp 931,933 1,054,790 1,383,302 931,933 1,054,790 1,383,302 Treasurer's Fees 766,897 771,312 773,311 766,897 771,312 773,311 Transfers to Authority 53,832,954 54,164,811 53,823,845 - - - Allowance for Doubtful Accounts 3,269,722 3,549,560 3,010,235 3,269,722 3,549,560 3,010,235

Total Expenditures $ 125,065,355 $ 114,765,944 $ 125,043,517 $ 68,944,470 $ 59,963,761 $ 70,582,300

Adjust to Cash (326,757) - - (326,757) - - Transfers In/(Out) ------

Ending Cash Fund Balance $ 47,845,835 $ 54,637,260 $ 49,647,331 $ 47,845,835 $ 54,637,260 $ 49,647,331

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 are Salaries & Benefits, Supplies & Expense, Capital, and Lease Payments,

The General Fund personnel strength is budgeted at 336.75 FTEs.

A new compensation philosophy was implemented for the 2014 budget which resulted in a 4.16% increase in total salaries.

The Salary Survey was completed and salaries were adjusted based on the survey results and the Authority’s Compensation Policy. A 20.85% increase in health and dental insurance benefits was budgeted. Worker’s Comp increased by 10.5%.

Budget Summary

Actual Estimated Budget

2012 2013 2014

Total Revenue $56,898,412 $57,761,164 $56,776,345 Total Expenditures $70,056,689 $49,733,296 $56,961,009 Ending Cash Balance $25,091,445 $33,119,313 $32,934,649 Ending Cash Balance as a % of 50.5% 58.1% Expenditures for the next year

Consolidated Budget Summary by Type of Expense For the General Fund by Division or Bureau Salaries & Supplies & 2014 Division Benefits Expenses Capital Other Budget Finance $402,220 $90,585 $492,805 Administration 289,752 175,941 301,052 766,745 Executive 374,956 119,355 494,311 Community Relations 206,776 129,028 335,804 Board of Directors 9,043 12,150 21,193 Human Resources 402,521 966,750 1,369,271

Wellness 162,136 44,295 15,000 1,082,250 1,303,681 Facilities Management 214,923 1,069,926 502,850 571,372 2,359,071 Operations 32,666,410 177,946 2,351,935 35,196,291 EMS 946,990 394,926 287,420 1,629,336 Special Operations 1,059,340 1,000,377 14,600 2,074,317 Training 1,365,350 471,676 1,837,026 Community Safety Services:

Community Safety Admin 294,898 58,079 352,977 Life Safety Bureau 2,163,468 70,391 303,529 2,537,388 Planning & Analysis 167,236 167,236

Emergency Preparedness:

Emergency Management 278,949 18,860 297,809 Life Safety Education 244,284 129,998 374,282 Safety Foundation 57,823 2,225 60,048 Grants 31,745 2,500 34,245

Fleet Services 1,149,017 1,314,766 90,410 2,554,193 Technology 645,032 1,518,970 491,000 2,655,002 Lease Payments 47,978 47,978 2014 Total $42,965,633 $7,935,980 $1,704,809 $4,354,587 $56,961,009 2013 Total Budget $40,688,066 $7,627,704 $1,371,410 $4,235,642 $53,922,822 Percent Change 5.60% 4.04% 24.31% 2.81% 5.63%

86 Total receipts for the General Fund for 2014 are projected to be $56.7 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 12.978 mills on $1,478,030,261 of assessed valuation which will produce $19,181,876 of revenue. The mill levy amount for South Metro Fire Rescue is 9.25 mills on $3,442,362,711 of assessed valuation which will produce $31,841,855 of revenue. The total assessed value for the Authority increased 4.17% from 2013 to 2014, compared to an increase of .2% from 2012 to 2013, a (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 2013 budget as the fee schedule is being increased in 2014.

Ending Fund Balance

The Ending Fund Balance is budgeted at $32,934,649. 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 $14,240,252.

87 South Metro Fire Rescue Authority General Operating Fund Revenue Budget January 1 - December 31, 2014

Description Actual BUDGET Estimated Budget 2012 2013 2013 2014

Beginning Cash Balance Jan. 1 $ 38,249,722 $ 24,727,461 $ 25,091,445 $ 33,119,313

Estimated Revenues:

Operating Revenues: Transfer from PFPD $ 21,208,661 $ 21,369,070 $ 21,693,761 $ 20,198,872 Transfer from SMFR 32,624,293 32,332,519 32,471,050 33,624,973 Interest Income 64,693 40,000 33,100 35,000 Permit/Plan Review 907,462 1,000,000 1,217,356 1,037,000 Station Rental 5,947 8,500 8,000 5,000 Rental Income from the Ambulance Fund 54,000 54,000 54,000 54,000 Service Fees other Funds 12,000 12,000 12,000 12,000 Miscellaneous Income & Uniform 52,690 76,000 95,000 81,500 Reimbursed Outside (USAR, SWAT) 1,103,665 582,500 511,472 618,000 Reimbursed Workers Comp & LTD 90,691 40,000 62,751 85,000 Rental of Cellular Towers 137,814 125,000 152,179 145,000 Sale of Assets 2,000 10,000 8,000 15,000 Grant Proceeds 187,066 1,290,480 1,200,000 550,000 Tuition for classes 93,926 60,000 57,495 75,000 Fleet Outside Labor Charges 182,409 120,000 100,000 120,000 Fleet Outside Materials Charges 171,095 120,000 85,000 120,000 Total Current Year Revenues $ 56,898,412 $ 57,240,069 $ 57,761,164 $ 56,776,345

Total Available Revenues $ 95,148,134 $ 81,967,530 $ 82,852,609 $ 89,895,658

Ending Cash Balance Dec. 31 $ 25,091,445 $ 28,044,708 $ 33,119,313 $ 32,934,649

FOR INFORMATIONAL PURPOSES ONLY: General Fund Mill Levy PFPD 13.978 13.978 12.978 General Fund Mill Levy SMFR 9.250 9.250 9.250 Abatement Mill Levy PFPD 0.298 0.241 0.118 Abatement Mill Levy SMFR 0.411 0.268 0.194

Assessed Value Douglas County 2,155,943,639 2,179,925,681 2,247,467,472 Assessed Value Arapahoe County 2,555,471,090 2,543,357,690 2,672,925,500 4,711,414,729 4,723,283,371 4,920,392,972

88 South Metro Fire Rescue Authority

Division - Project - Location: (00-0000) Revenues

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 4100 Interest Income 64,693 40,000 33,100 35,000 4125 Transfer from PFPD 21,208,661 21,369,070 21,693,761 20,198,872 4150 Transfer from SMFR 32,624,293 32,332,519 32,471,050 33,624,973 4200 Plan Review Fees 871,639 955,000 1,182,023 1,000,000 4225 Re-Inspections 33,591 43,000 35,333 35,000 4300 Search Fees 2,232 2,000 2,293 2,000 4315 Reimbursements - Other 185,867 89,500 16,254 125,000 4320 Reimbursements - USAR 64,258 168,000 56,000 168,000 4325 Reimbursements - Wildland Callout 853,539 325,000 439,218 325,000 4330 Reimbursements - Worker's Compensation 90,869 20,000 46,050 75,000 4335 Reimbursements - Long Term Disability -178 20,000 16,701 10,000 4375 Tower Site Income 137,814 125,000 152,179 145,000 4400 Station Garage Rental 54,000 54,000 54,000 54,000 4410 Station Rental - Other 5,947 8,500 8,000 5,000 4425 Uniform Sales 1,970 1,000 1,680 1,500 4450 Sale of Assets 2,000 10,000 8,000 15,000 4475 Flex Amounts Forfeited 20 4500 Grant Proceeds 187,066 1,290,480 1,200,000 550,000 4700 Contributions/Donations 323 4750 Miscellaneous Income 50,377 75,000 91,027 80,000 4775 Class Fees 93,926 60,000 57,495 75,000 4780 Service Fees Other Funds 12,000 12,000 12,000 12,000 4950 External Labor Charges 182,409 120,000 100,000 120,000 4960 External Material Charges 171,095 120,000 85,000 120,000 4 Revenues 56,898,412 57,240,069 57,761,164 56,776,345

89 South Metro Fire Rescue Authority 2014 Expenditures Budget General Fund

2012 2013 2013 2014 Actual Budget Estimated Budget

Fire Chief - Executive Salaries 234,890 224,609 217,175 295,423 Benefits 57,773 60,165 58,888 79,533 Operating Expenses 104,607 99,685 107,102 119,355

Board of Directors Salaries 10,600 9,600 8,015 8,400 Benefits 803 734 627 643 Operating Expenses 11,439 12,300 6,492 12,150

Community Relations Salaries 174,875 179,645 146,695 163,968 Benefits 49,443 52,545 41,486 42,808 Operating Expenses 78,862 163,165 107,630 129,028

Finance and Accounting Salaries 412,536 364,801 338,484 313,401 Benefits 125,163 97,247 107,814 88,819 Operating Expenses 143,488 92,580 87,910 90,585 Lease Payments 4,210,413 91,649 91,649 47,978 Transfer to Capital Projects 13,700,000

Administration Salaries 197,186 193,141 186,284 222,183 Benefits 57,031 59,644 57,614 67,569 Operating Expenses 207,779 175,940 148,000 175,941 Insurance 228,417 273,684 247,193 301,052

Facilities Management Salaries 139,532 136,467 133,291 166,703 Benefits 38,760 42,289 37,113 48,220 Operating Expenses 966,038 1,034,914 939,274 1,069,926 Capital Expenditures 84,352 328,181 273,223 502,850 Space Rental 2,221,984 571,372 571,372 571,372

Fitness, Wellness, Worker Comp Salaries 123,651 Benefits 38,485 Operating Expenses 44,295 Capital Expenditures 15,000 Worker's Comp Insurance 703,516 978,750 807,597 1,082,250

Human Resources Salaries 308,954 346,646 324,477 300,733 Benefits 100,788 117,030 118,433 101,788 Operating Expenses 292,648 626,875 426,093 966,750

Technology Salaries 403,460 386,831 382,137 526,445 Benefits 94,919 85,723 84,699 118,587 Operating Expenses 1,188,821 1,311,823 1,224,325 1,518,970 Capital Expenditures 538,223 260,500 205,800 491,000

90 2012 2013 2013 2014 Actual Budget Estimated Budget

Fleet Services Salaries 869,408 809,426 800,007 850,335 Benefits 263,582 272,646 266,207 298,682 Operating Expenses 1,083,132 1,372,131 1,060,526 1,314,766 Capital Expenditures 32,537 90,410

Community Safety Services - Administration Salaries 206,061 212,436 200,376 224,642 Benefits 59,928 62,906 61,622 70,256 Operating Expenses 5,224 14,299 3,689 58,079

Life Safety Bureau Salaries 1,466,954 1,511,256 1,467,293 1,618,753 Benefits 481,722 494,403 487,333 544,715 Operating Expenses 61,057 84,589 79,227 70,391 Capital Expenditures 303,529 150,000 303,529

Planning and Anaylsis Salaries 135,376 94,524 48,485 Benefits 47,758 33,722 16,872 Operating Expenses 11,875 92,912 100,891 167,236

Community Preparedness Salaries 400,325 366,368 346,898 484,487 Benefits 114,368 113,863 112,654 128,314 Operating Expenses 13,353 65,169 32,908 153,583 Capital Expenditures 450,000

Operations Salaries 22,799,009 22,965,161 22,109,526 23,882,785 Benefits 7,547,859 7,928,000 7,766,973 8,783,625 Operating Expenses 98,499 93,094 93,049 132,946 Dispatch Service 2,175,861 2,275,187 2,275,025 2,351,935 Contribution to Volunteer Pension 29,908 45,000 33,175 45,000

Emergency Medical Services Salaries 938,152 788,018 771,031 817,654 Benefits 139,315 102,303 100,675 129,336 Operating Expenses 185,233 395,150 313,461 394,926 Capital Expenditures 24,620 11,202 287,420

Special Operations Salaries 1,142,609 1,154,767 916,619 1,057,457 Benefits 42,112 42,221 41,692 1,883 Operating Expenses 648,809 1,507,745 959,703 1,000,377 Capital Expenditures 71,791 29,200 50,663 14,600

Training Salaries 1,218,915 1,151,165 992,325 1,115,554 Benefits 254,297 227,764 232,362 249,796 Operating Expenses 432,277 485,333 311,398 471,676

Total Expenses 70,056,689 53,922,822 49,733,296 56,961,009

91 2012 2013 2013 2014 Budget Difference Actual Budget Estimated Budget 2014 to 2013 Variance % Change

Salaries 31,058,842 30,894,861 29,389,118 32,172,574 1,277,713 4.14% Benefits 9,475,621 9,793,205 9,593,064 10,793,059 999,854 10.21% Operating Expenses 5,533,141 7,627,704 6,001,678 7,890,980 263,276 3.45% Capital Expenditures 718,986 1,371,410 723,425 1,704,809 333,399 24.31% Insurance 228,417 273,684 247,193 301,052 27,368 10.00% Worker's Comp Insurance 703,516 978,750 807,597 1,082,250 103,500 10.57% Dispatch Services 2,175,861 2,275,187 2,275,025 2,351,935 76,748 3.37% Contribution to Volunteer Pension 29,908 45,000 33,175 45,000 0.00% Space Rental 2,221,984 571,372 571,372 571,372 0.00% Lease Payments 4,210,413 91,649 91,649 47,978 -43,671 -47.65% Transfer to Capital Projects 13,700,000 70,056,689 53,922,822 49,733,296 56,961,009 3,038,187 5.63%

Fire Chief - Executive 397,270 384,459 383,165 494,311 109,852 28.57% Board of Directors 22,842 22,634 15,134 21,193 -1,441 -6.37% Community Relations 303,180 395,355 295,811 335,804 -59,551 -15.06% Finance and Accounting 681,187 554,628 534,208 492,805 -61,823 -11.15% Administration 690,413 702,409 639,091 766,745 64,336 9.16% Facilities Management 1,228,682 1,541,851 1,382,901 1,787,699 245,848 15.94% Fitness, Wellness, Worker Comp 703,516 978,750 807,597 1,303,681 324,931 33.20% Human Resources 702,390 1,090,551 869,003 1,369,271 278,720 25.56% Technology 2,225,423 2,044,877 1,896,961 2,655,002 610,125 29.84% Fleet Services 2,216,122 2,454,203 2,159,277 2,554,193 99,990 4.07% Community Safety Services - Admi 271,213 289,641 265,687 352,977 63,336 21.87% Life Safety Bureau 2,009,733 2,393,777 2,183,853 2,537,388 143,611 6.00% Planning and Anaylsis 195,009 221,158 166,248 167,236 -53,922 -24.38% Community Preparedness 528,046 995,400 492,460 766,384 -229,016 -23.01% Operations 32,651,136 33,306,442 32,277,748 35,196,291 1,889,849 5.67% Emergency Medical Services 1,287,320 1,285,471 1,196,369 1,629,336 343,865 26.75% Special Operations 1,905,321 2,733,933 1,968,677 2,074,317 -659,616 -24.13% Training 1,905,489 1,864,262 1,536,085 1,837,026 -27,236 -1.46% 49,924,292 53,259,801 49,070,275 56,341,659 3,081,858 5.79%

Ambulance Grant Space Rental 2,221,984 571,372 571,372 571,372 0.00% Lease Payments 4,210,413 91,649 91,649 47,978 -43,671 -47.65% Transfer to Capital Projects 13,700,000 70,056,689 53,922,822 49,733,296 56,961,009 3,038,187 5.63%

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 of Operations, Administration, Community Safety Services, and the Chief Finance Officer. The Executive Assistant acts as the Secretary to the Board of Directors in addition to assisting the Fire Chief.

Budget Summary

Expenditures Actual 2012 Estimated 2013 Budget 2014 Salary and Benefits $292,663 $276,063 $374,956 Supplies and Expense 104,607 107,102 119,355 Total $397,270 $383,165 $494,311

Personnel Summary

Position Actual 2012 Actual 2013 Budget 2014 Fire Chief 1 1 1 Executive Assistant 1 1 1 Total FTE 2 2 2

2013 Accomplishments

• Created and published BHAG (Big Hairy Audacious Goal). Published internally and externally. • Each division reviewed expenditures in light of our goal. Vacancies reviewed by Executive Team prior to filling. Few administrative vacancies filled. Monitoring return of property values. • Innovation program set up and video created to alert all personnel. • Follow up with consultants and progress made and formation of an expanded Executive Team Advisory Group. • ARM car implementation for better service to the community. • Explored possible expansion of the Authority for betterment of all taxpayers and customers. • Worked to create regional cooperation and shared services through Arapahoe 911 Authority and CAD regional sharing.

93 2014 Goals

• Define Fire Chief selection process with Board • Continue monitoring financial picture for 2016 consolidation. • Work to build increasing teamwork in the Executive Advisory Team. • Define potential consolidation opportunities. • Continue to improve municipal/county relationships. • Work on legislative solutions. • Communicate about transitions occurring.

94 South Metro Fire Rescue Authority

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

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5000 Salaries 227,774 219,609 213,754 285,323 5400 Project/Meeting Overtime 7,116 5,000 3,422 10,100 LID - Peer support chair 2,800 LID - Peer Support team 4,800 LID - Overtime 2,500 6000 Pension Expense 26,139 26,353 25,650 34,239 6025 Retiree Health Savings 7,485 7,565 7,534 8,248 6050 Deferred Compensation - Employer Contribution 4,201 4,392 4,376 4,770 6100 Health Insurance 13,539 14,796 14,566 22,143 6125 Vision Insurance 250 246 241 309 6150 Dental Insurance 1,031 1,112 1,084 1,479 6200 Life, Accidental Death and Dismemberment Insurance 624 547 467 708 6225 Long Term Disability 955 1,691 1,670 2,197 6250 FPPA Death and Disability 1,219 6300 Social Security and Medicare 3,300 3,184 3,186 3,908 6400 Employee Assistance Program 249 278 113 313 7000 General Supplies 23 240 148 240 LID - Supplies 240 7125 Books/Publications 501 530 500 LID - Books 450 LID - Fire Chief 50 7150 Memberships 3,436 5,600 4,711 6,575 LID - Association of Executive and Admin Professionals 250 LID - Castle Pines Chamber of Commerce 250 LID - CSFC 1,600 LID - DCFCA 375 LID - Greenwood Village Chamber 200 LID - IAFC 250 LID - Lone Tree Chamber of Commerce 250 LID - MDFCA 50 LID - NFPA 200 LID - Parker Chamber of Commerce 150 LID - South Metro Chamber of Commerce 3,000 7175 Certifications 90 90 90 440 LID - Chief FIre Officer 325 LID - Fire Office III 25 LID - Fire Protection Specialist 90 7225 Awards and Recognition 3,560 300 63 300 LID - Awards 300 7250 Uniforms 892 1,090 559 3,240 LID - Chaplain logo wear 250 LID - Chief uniforms 900 LID - New Chief uniforms 2,000 LID - Staff uniforms 90 8150 Legal Counsel 59,936 65,000 68,881 65,000 LID - General Counsel 50,000 LID - Special Counsel 15,000

95 Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 8175 Professional Services - Other 26,961 17,500 23,486 19,496 LID - Communications Dept Structure Analysis 3,000 LID - Consultant 7,500 LID - Peer support group/CID 3,996 LID - Team building 5,000 8225 Seminars/Conferences 3,370 2,550 2,268 14,154 LID - Chaplain training 250 LID - CO Leadership Conference 300 LID - Excellance Conference 675 LID - Executive Assistant 300 LID - FMAC Code Conference 250 LID - IAFC-FRI 600 LID - Misc Seminars 200 LID - MVD Conference 350 LID - Peer Support bi-annual full day trainings 8,004 LID - Peer Support Monthly Trainings 3,000 LID - SDA conference 225 8250 Travel/Lodging 3,672 4,975 4,906 5,630 LID - CO Leadership Conference 500 LID - Executive Assistant 700 LID - IAFC-FRI 1,800 LID - Misc Seminars 230 LID - National/State Fire Service Involvement 400 LID - NFPA/Excellence Conference 1,500 LID - SDA Conference 500 8275 Mileage 119 8300 Business/Meeting Expense 2,045 1,810 1,989 3,780 LID - Chamber meetings 400 LID - CSFC 100 LID - MDFCA 180 LID - Misc internal/external meetings 2,500 LID - Refreshments for Peer Support Monthly Trainings 600 5 Total Expenses 397,270 384,459 383,165 494,311

96 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 2012 Estimated 2013 Budget 2014

Expenditures

Salary and Benefits $11,403 $8,642 $9,043 Supplies and Expense 11,439 6,492 12,150 Total $22,842 $15,134 $21,193

97 South Metro Fire Rescue Authority

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

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5900 Reimbursements (Board) 10,600 9,600 8,015 8,400 6300 Social Security and Medicare 803 734 627 643 7000 General Supplies 380 250 LID - Supplies 250 7150 Memberships 1,238 1,300 1,238 1,300 LID - SDA membership 1,300 7200 Advertising/Public Notices 65 100 LID - Advertising 100 7250 Uniforms 468 1,000 500 LID - Uniforms 500 8175 Professional Services - Other 6,434 2,000 2,000 LID - Professional services 2,000 8225 Seminars/Conferences 30 2,000 485 2,000 LID - Seminars 2,000 8250 Travel/Lodging 733 3,000 3,123 3,000 LID - Travel for seminars 3,000 8300 Business/Meeting Expense 2,092 3,000 1,646 3,000 LID - Meeting expenses 3,000 5 Total Expenses 22,842 22,634 15,134 21,193

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 public information specialist.

Budget Summary Actual 2012 Estimated 2013 Budget 2014

Expenditures

Salary and Benefits $224,318 $188,181 $206,776 Supplies and Expense 78,862 107,630 129,028 Total $303,180 $295,811 $335,804

Personnel Summary Position Actual 2012 Actual 2013 Budget 2014 Director 1 1 1 Public Information Specialist 1

Media Services Manager 1

Total FTE 2 1 2

2013 Accomplishments:

• Redesigned the Fireline newsletter that goes to more than 86,000 addresses in our district. • Launched a new Web site in December 2013 that is updated, easier to use and pursues more engagement from its users. • Increased Facebook followers by 5 percent. Average reach of 282 people per post. • Increased Twitter to 2,000 followers. • Facilitated an 8 week citizen academy with 17 attendees. • Participated on Douglas County and Arapahoe County IMTs.

2014 Goals:

• Provide good service to community by maintaining and improving communication. • Provide good service to members. • Improve member loyalty. • Improve employee teamwork. • Create visibility for the department and EMS/firefighting.

99 • Maintain and improve relationships with cities, counties, and HOAs that we serve. • Participate on IMTs when possible. This participation is necessary to maintain knowledge of what is happening on a county-wide level in emergency information. It is also valuable to building relationships with other Public Information Officers. • Provide cities and counties with a monthly report by providing a one page monthly report. • Update social media every week grow users by 25 percent. This is also a benefit internally as employees engage in this medium as well. • Help with an eight week citizen academy to build relationships with citizens and educate them about the fire department’s services. • Publish articles on fire department activities in local papers as possible. • Produce an annual report.

100 South Metro Fire Rescue Authority

Division - Project - Location: (12) Community Relations

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5000 Salaries 170,218 174,645 142,174 149,908 5400 Project/Meeting Overtime 354 9,060 5550 Instructors 4,657 5,000 4,167 5,000 6000 Pension Expense 20,426 20,957 17,061 17,989 6025 Retiree Health Savings 3,394 3,493 2,149 2,458 6050 Deferred Compensation - Employer Contribution 793 815 170 6100 Health Insurance 19,107 20,832 16,884 17,012 6125 Vision Insurance 301 296 235 246 6150 Dental Insurance 1,444 1,557 1,242 1,240 6200 Life, Accidental Death and Dismemberment Insurance 500 439 252 379 6225 Long Term Disability 746 1,345 858 1,154 6300 Social Security and Medicare 2,431 2,532 2,558 2,052 6400 Employee Assistance Program 301 278 77 278 7000 General Supplies 3,129 3,900 3,980 6,500 7025 Office Supplies 1,500 500 1,000 7075 Postage/Shipping 24,014 28,000 22,200 28,000 7100 Equipment $500 to $4,999 2,190 4,000 7125 Books/Publications 551 565 339 445 7150 Memberships 730 735 775 1,760 7175 Certifications 80 7200 Advertising/Public Notices 3,500 7225 Awards and Recognition 324 1,500 500 1,200 7250 Uniforms 638 1,200 910 1,050 7375 Cell, Digital, Nextel Phones 180 2,680 1,043 7800 Miscellaneous Expense 3,000 1,000 8000 Printing/Binding 23,310 32,100 22,388 35,300 8175 Professional Services - Other 17,872 79,850 49,273 37,153 8225 Seminars/Conferences 810 3,500 2,062 5,000 8250 Travel/Lodging 3,183 900 845 650 8275 Mileage 592 1,500 500 1,000 8300 Business/Meeting Expense 990 735 814 1,390 8350 Routine Maintenance 350 1,500 500 500 8375 Outside Repairs and Services 500 5 Total Expenses 303,180 395,355 295,811 335,804

101 South Metro Fire Rescue Authority

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

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5000 Salaries 170,218 174,645 142,174 149,908 5400 Project/Meeting Overtime 354 9,060 LID - PIO Coverage 9,060 6000 Pension Expense 20,426 20,957 17,061 17,989 6025 Retiree Health Savings 3,394 3,493 2,149 2,458 6050 Deferred Compensation - Employer Contribution 793 815 170 6100 Health Insurance 19,107 20,832 16,884 17,012 6125 Vision Insurance 301 296 235 246 6150 Dental Insurance 1,444 1,557 1,242 1,240 6200 Life, Accidental Death and Dismemberment Insurance 500 439 252 379 6225 Long Term Disability 746 1,345 858 1,154 6300 Social Security and Medicare 2,431 2,532 2,558 2,052 6400 Employee Assistance Program 301 278 77 278 7000 General Supplies 2,875 3,400 3,601 6,000 LID - Community events 2,000 LID - Firehouse community events 1,500 LID - Supplies 2,500 7025 Office Supplies 1,500 500 1,000 LID - Office supplies 1,000 7075 Postage/Shipping 24,014 28,000 22,200 28,000 LID - Miscellaneous postage 2,000 LID - Newsletter postage 26,000 7100 Equipment $500 to $4,999 2,190 4,000 LID - Camera 4,000 7125 Books/Publications 551 565 339 445 LID - Books 445 7150 Memberships 730 735 775 1,760 LID - Dues 750 LID - ESPIOC 75 LID - NAGC 125 LID - PRSA 385 LID - Subscriptions local papers 425 7200 Advertising/Public Notices 3,500 LID - Advertising 1,000 LID - Public service compaigns 2,500 7225 Awards and Recognition 324 1,500 500 1,200 LID - Community Awards 1,200 7250 Uniforms 638 1,200 658 800 LID - Uniforms 800 7375 Cell, Digital, Nextel Phones 180 2,680 1,043 7800 Miscellaneous Expense 3,000 1,000 8000 Printing/Binding 23,310 32,100 22,388 35,300 LID - Printing Miscellaneous 1,500 LID - Printing Newsletter 27,600 LID - Printing Reports 5,000 LID - Signs for events and other 1,200

102 Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 8175 Professional Services - Other 17,872 79,850 48,865 36,753 LID - Media resource editing 10,000 LID - Newsletter sorting 10,000 LID - Other design services 8,000 LID - Professional photography 3,000 LID - Web maintenance 5,753 8225 Seminars/Conferences 810 3,500 2,062 5,000 LID - Misc PIO Seminars 2,000 LID - Seminars 3,000 8250 Travel/Lodging 3,183 900 845 650 LID - Travel 650 8275 Mileage 592 1,500 500 1,000 LID - Mileage PIO POV 1,000 8300 Business/Meeting Expense 360 135 279 590 LID - CIC meetings 150 LID - ESPIOC meetings 140 LID - Misc meetings 200 LID - PRSA meetings 100 8350 Routine Maintenance 350 1,500 500 500 LID - Maintenance equipment 500 8375 Outside Repairs and Services 500 LID - Camera or computer repair 500 5 Total Expenses 297,639 389,255 290,070 328,774

103 South Metro Fire Rescue Authority

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

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5550 Instructors 4,657 5,000 4,167 5,000 LID - Instructors 5,000 7000 General Supplies 254 500 379 500 LID - Supplies 500 7175 Certifications 80 LID - Certifications 80 7250 Uniforms 252 250 LID - Uniforms 250 8175 Professional Services - Other 408 400 LID - Background checks 400 8300 Business/Meeting Expense 630 600 535 800 LID - Refreshments 800 5 Total Expenses 5,541 6,100 5,741 7,030

104 Finance Fund 01 Bureau/Division 20 Program Description

The Finance Division is comprised of four 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 operating account funded by the three partners in the facility.

Budget Summary Actual 2012 Estimated 2013 Budget 2014

Revenue

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

General Fund 64,693 33,100 35,000 Special Revenue Funds 31,690 12,000 3,000 Capital Projects 204,750 123,350 145,000 Total $313,133 $180,450 $195,000

Actual 2012 Estimated 2013 Budget 2014

Expenditures

Salary & Benefits $537,699 $446,298 $402,220 Supplies & Expense 143,488 87,910 90,585 Transfer to Capital Projects 13,700,000

Lease Payments 4,210,413 91,649 47,978 Total $18,591,600 $625,857 $540,783

Personnel Summary

Position Actual 2012 Actual 2013 Budget 2014 Chief Finance Officer 1 1 1 Accountant 2 1 1 Payroll Specialist 1 1 1 Accounting Clerk 1 1 1 Total FTEs 5 4 4

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

105 Document. The Authority received the Distinguished Budget Award from 2009 to 2013 for the Authority’s Budget. The Authority received the Comprehensive Annual Financial Report Award for the 2010 to 2012 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.

2013 Accomplishments:

• Received the GFOA CAFR Award for our 2012 Financial Report. • Received the GFOA Budget Award for our 2013 Budget.

2014 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.

Performance Measures:

• 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.

Maturity Schedule Lease Payment for the General Fund

Year Interest Principal Total 2014 1,885 46,093 47,978

106 South Metro Fire Rescue Authority

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

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5000 Salaries 411,221 362,301 336,237 310,901 5400 Project/Meeting Overtime 1,315 2,500 2,247 2,500 LID - Overtime 2,500 6000 Pension Expense 48,284 43,476 40,348 37,308 6025 Retiree Health Savings 7,755 6,797 667 6,218 6050 Deferred Compensation - Employer Contribution 4,172 4,513 4,435 4,701 6100 Health Insurance 32,098 29,093 33,645 29,739 6125 Vision Insurance 665 597 655 500 6150 Dental Insurance 3,452 3,114 3,116 2,359 6200 Life, Accidental Death and Dismemberment Insurance 1,164 918 811 785 6225 Long Term Disability 1,734 2,790 2,533 2,394 6300 Social Security and Medicare 5,784 5,253 4,895 4,259 6350 Unemployment Insurance 19,262 16,562 6400 Employee Assistance Program 793 695 147 556 7000 General Supplies 2,728 1,500 1,181 900 7025 Office Supplies 721 500 167 7075 Postage/Shipping 266 12 7125 Books/Publications 3,650 3,500 3,550 3,400 LID - American Payroll 900 LID - BNA Payroll Library 1,500 LID - Keep up to date on Payroll 250 LID - Various GFOA Publications 750 7150 Memberships 1,099 2,330 1,746 1,835 LID - American Payroll Assoc. 450 LID - CGFOA 60 LID - Colorado Society of CPA's 275 LID - CPPC Membership 750 LID - GFOA 300 7200 Advertising/Public Notices 200 200 250 7225 Awards and Recognition 122 300 242 300 7250 Uniforms 354 250 83 7800 Miscellaneous Expense 1,294 100 33 8000 Printing/Binding 3,559 5,000 5,772 4,000 LID - Print Budget Book 3,000 LID - Print CAFR 1,000 8075 Bank Fees 23,815 25,000 26,145 25,000 8125 Accounting/Auditing 42,500 44,000 37,000 40,000 8175 Professional Services - Other 56,936 1,000 3,031 4,000 LID - Budget Award 500 LID - CAFR Award 500 LID - Other Consulting 3,000 8225 Seminars/Conferences 5,598 6,000 5,315 5,250 LID - CGFOA Conference 350 LID - Colo Society Governmental Conference 350 LID - CPPC Conference 350 LID - Dynamics Conference 1,200 LID - End of Year Payroll 500 LID - Prophix Class 2,500

107 Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 8250 Travel/Lodging 252 2,600 3,116 5,250 LID - CGFOA Conference 750 LID - Colo Society Governmental Conference 750 LID - CPPC Conference 750 LID - Dynamics Conference 1,500 LID - Prophix Conference 1,500 8275 Mileage 100 33 8300 Business/Meeting Expense 595 200 283 400 9050 Lease Principle Payments 4,038,731 86,305 86,305 46,093 LID - 2005 Pumper Lease 46,093 9075 Lease Interest Payments 171,682 5,344 5,344 1,885 LID - 2005 Pumper Lease 1,885 9100 Other Financing Uses 13,700,000 5 Total Expenses 18,591,600 646,277 625,857 540,783

108 Administration and Risk Management

Fund 01 Bureau/Division 30 Program Description

The Assistant Chief of Administration supervises 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 2012 Estimated 2013 Budget 2014

Expenditures

Salary and Benefits $254,217 $243,898 $289,752 Supplies and Expense 436,196 395,193 476,993 $690,413 $639,091 $766,745

Budget Summary

Fund 02 - Facilities – Division 31 Actual 2012 Estimated 2013 Budget 2014

Capital – Building* $3,370,209 $957,731 $2,500,000

*See Capital Projects Fund for details

Personnel Summary Position Actual 2012 Actual 2013 Budget 2014 Assistant Chief – Admin Division 1 1 1 Administrative Assistant 1 1 1 Total FTEs 2 2 2

2013 Accomplishments

Accreditation: • Maintained accreditation document and goal progress.

109 Community Room Rental: • Created external web site pages to assist citizens and rental building tenants in reserving community rooms. • Included the JSF in the reservation system making it accessible for internal groups. • Created a process for Douglas County Schools to self-schedule their room usage needs at the JSF. • Purchased 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. • Review community rooms, measure size and determine facility costs.

Consolidation Survey • Performed survey to determine consolidation feasibility for Cunningham Fire Department, Englewood Fire Department, Highlands Ranch Metro District and Littleton Fire Department.

Contracts: • Completed construction of Cherry Hills Village Public Service Facility (Station 38). • Negotiated internet provider lease expansion at Parkglenn.

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. • Converted paper forms to electronic, forms made available for use in SharePoint.

Customer Service • Provided public service information for monitors at MHQ. • Provided Frequently Asked Questions resource for administrative use. • Coordinated and managed tenant needs and requests. • Provided manpower support to other Divisions when requested.

Office Supplies and Office Equipment: • Assessed copier use. Set up copiers to default print and copy in black and white. • Reviewed copier leases and determine district copier requirements. • Installed new projector and screen in Meeting Rooms (1 and 2).

Pension Plan: • Implemented single provider pension plan for South Metro Fire Rescue Authority line and staff in conjunction with the Trustee Board.

Risk Management: • Implemented visual display of “last accident” on SharePoint site. • Reduced vehicle accidents by 10% (26 or less vehicle accidents). • Improved accident reporting software. • Improved reporting of near miss. • Provided better safety information to managers. • Evaluated Wellness program for implementation in 2014.

110

Space Planning • Determined feasibility of maintaining Parkglenn facility. • Station rebuild/remodel sequence review completed. • MHQ vacant space planning completed for highest and best use.

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

2014 Goals

Accreditation: • Maintain accreditation document and goal progress.

Community Room Rental: • Determine costs for community room use, determine approved uses by community room users, assess guidelines for community rooms charges. • Funnel all meeting room requests through the South Metro Fire Rescue Authority external web page external reservation link.

Contract: • Maintain contracts with various entities that lease space from South Metro Fire Rescue Authority including GSA contracts, IGAs, and cell tower leases.

District-Wide Mail Delivery and Communication: • Improve front monitors appearance and visibility. • Create front desk kiosk for building / district information (add channel player). • Add channel player to include the monitor at the JSF (so JSF/MHQ information can be shared). • Add screen saver / screen crawl capability for district computers. • Participate in training for monitor software upgrade. • Participate in SharePoint redesign and governance. • Create a Wiki page to improve internal District communications.

Customer Service • Provide public service information for monitors at MHQ. • Provide Frequently Asked Questions resource for administrative use. • Coordinate and manage tenant needs and requests.

Office Supplies and Office Equipment: • After determination of district copier needs, remove unneeded copiers and/or add newer, more efficient copiers.

111 Pension Plan: • Continue with governance for pension plan for South Metro Fire Rescue Authority line and staff. • Provide meeting minutes and archiving for SMFRA pension trustees.

Risk Management: • Continue visual display of “last accident” on SharePoint site. • Reduce vehicle accidents • Improve reporting of near miss. • Provide better safety information to managers. • Provide executive worker’s comp and vehicle accident report to Executive Advisory Group. This information to include safety. • Review insurance plans to ensure District has adequate coverage at a competitive price. • Wellness Program implementation for worker’s compensation cost reduction.

Staff: • Maintain Support Services SharePoint website so it is dynamic and informative. • Complete Annual Report. • Division Assistant to provide assistance to Facilities and Technology Bureau. • Proposed addition of Database Administrator and Part-time Facilities Season Help.

112 South Metro Fire Rescue Authority

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

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5000 Salaries 196,300 188,141 183,789 217,183 LID - Support Services Support 15,000 5400 Project/Meeting Overtime 886 5,000 2,495 5,000 6000 Pension Expense 22,489 22,577 22,055 24,210 6025 Retiree Health Savings 3,732 3,763 3,762 4,035 6050 Deferred Compensation - Employer Contribution 5,281 5,285 5,285 5,695 6100 Health Insurance 19,568 21,331 21,017 25,454 6125 Vision Insurance 301 296 290 296 6150 Dental Insurance 1,359 1,466 1,429 1,510 6200 Life, Accidental Death and Dismemberment Insurance 370 472 -514 504 6225 Long Term Disability 822 1,449 1,436 1,553 6300 Social Security and Medicare 2,808 2,728 2,715 3,931 6400 Employee Assistance Program 301 278 139 381 7000 General Supplies 7,652 500 623 500 LID - General Supplies 500 7025 Office Supplies 13,022 26,200 17,710 23,200 LID - Office Supplies 23,200 7075 Postage/Shipping 8,952 10,000 8,207 10,000 LID - Postage /Shipping 10,000 7100 Equipment $500 to $4,999 11,647 7125 Books/Publications 1,273 300 399 300 LID - Books/Publications 300 7150 Memberships 842 815 944 815 LID - IAAI Membership 108 LID - IAFC Membership 240 LID - Inst FP Engineers 140 LID - NAFI Membership 55 LID - NFPA Membership 165 LID - SFPE Membership 107 7175 Certifications 325 565 565 LID - Chief Fire Officer 325 LID - Fire Officer III 25 LID - ICC Inspector 50 LID - NAFI Investigator 165 7225 Awards and Recognition 1,141 2,250 1,950 800 LID - Awards/Recognition 800 7250 Uniforms 141 1,090 363 1,090 LID - Uniforms 1,090 7300 Updates/Maintenance Software 2,000 210 2,000 LID - CADD Software 2,000 7425 Wireless Connections 730 8000 Printing/Binding 3,452 6,000 4,137 6,000 LID - Printing 6,000 8100 Copier Rental 67,518 83,000 70,234 83,000 LID - Copier Rental/Lease 83,000 8150 Legal Counsel 89,033 30,000 21,840 30,000 LID - Legal Counsel 30,000 8175 Professional Services - Other 1,334 5,000 3,147 5,000 LID - Professional Svcs 5,000

113 Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 8200 Liability/Property Insurance 228,417 273,684 259,693 301,053 LID - Claim Deductibles 41,250 LID - SMFRA Joint Venture JSF 1,100 LID - SMFRA Property Coverage (+10%) 257,703 LID - SMFRA Public Safety Building (38) 1,000 8225 Seminars/Conferences 872 2,100 1,090 5,100 LID - Lynda.com Training 375 LID - Other Software Training 625 LID - Seminars/Conferences 2,100 LID - Visix Training 2,000 8250 Travel/Lodging 76 3,500 1,167 3,500 LID - Travel/Lodging 3,500 8275 Mileage 100 33 100 LID - Mileage 100 8300 Business/Meeting Expense 498 1,000 1,650 2,000 LID - Business/Meeting 2,000 8350 Routine Maintenance 1,520 1,067 1,970 LID - Shredding at MHQ 1,970 5 Total Expenses 690,413 702,409 639,091 766,745

114 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 2012 Estimated 2013 Budget 2014

Expenditures

Salary and Benefits $178,292 $170,404 $214,923 Supplies and Expense 966,038 939,274 1,069,926 Capital 84,352 273,223 502,850 Rental * 2,221,984 571,372 571,372 $3,450,666 $1,954,273 $2,359,071

Personnel Summary Position Actual 2012 Actual 2013 Budget 2014 Facilities Manager 1 1 1 Property Maintenance Technician 1 1 1 Part Time Landscape Technician 0.5 Total FTEs 2 2 2.5

*Included pay-off of COP’s in the Building Rental Fund in 2012.

2013 Accomplishments:

• In 2013, the Facilities Bureau continued building component replacement projects including Station 31 Emergency Generator, Station 33 Roof, three Furnaces and AC Condensers at Station 35, Station 40 Windows, and Station 42 Bay Radiant Heaters. • The Facilities Bureau updated the 2010 Facilities Condition Assessment in 2013. It was determined that, although the stations were three years older, the component replacement program has increased the average station condition score from 5.6 in 2010 to 5.8 in 2013. • Due to the Littleton/Englewood merger study, the design and construction project for replacing Station 32 is currently on hold. • The Facilities Bureau conducted inspections of the Littleton and Englewood fire stations as part of the merger study. The findings were used to score the additional fire stations using the same criteria as was used in the 2010 and 2013 Facilities Condition Assessment of South Metro facilities. • The Facilities Bureau has implemented the Electrical Panel Thermography testing portion of the Predictive Maintenance program. We have achieved success at several fire stations by identifying loose electrical connections and taking corrective action.

115 • So far in 2013, an Opticom has been installed at the intersection of Arapahoe Road and Lima Street. Several Opticom’s identified as not operating properly have been repaired. • In an effort to reduce energy usage, Facilities replaced the metal halide bay lights at Station 45 with T-8 fluorescent lights. The same was done at Station 42 in 2012 with remarkable energy savings achieved. In addition, the T-12 “U” shaped fluorescent lights at Station 35 were replaced with “U” shaped T-8 fluorescent lights.

2014 Goals:

• Continue to build on the success of the Component Replacement Program focusing on window replacement at Station 33 and selected windows at Station 36 and Station 42. In addition, Facilities will also replace the roof at Station 37. • Several Green Initiatives are in the budget for 2014 including replacing the fluorescent and incandescent lights at Mineral with LED lights. Money is budgeted for other Green Measures that are identified throughout the year/ Options include replacing T12 Fluorescent lights with more energy efficient models, replacing lawn sprinkler heads with low water usage models, or reduce the amount of “ghost” energy usage by providing switched multi-plug extension cords to turn off power to devices when not in use. • Install and repair Opticom’s as needed to provide for the safety of the responding firefighters at signaled intersections throughout the district. • The Facilities Bureau will continue their efforts with implementing the Predictive Maintenance program for all South Metro facilities. • The Facilities Bureau will recreate Maintenance Connection to better collect the data required on their yearly Bureau report. • As a cost savings measure and to free up time for the Facilities Maintenance Technician to address the higher priority work orders and programs, the Facilities Bureau is requesting hiring a seasonal Landscape Maintenance person for the summer months of 2014. • To remain on schedule with the Facilities Strategic Plan, the Facilities Bureau intends to connect Station 36 to Castle Pines North water and sanitation and install a concrete driveway and parking lot at Station 40. If not done prior, the Facilities Bureau will work hard to get the design phase for replacing Station 32 moving forward again.

116 South Metro Fire Rescue Authority

Division - Project - Location: (31) Facilities Management

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5000 Salaries 139,142 136,467 133,291 166,703 5400 Project/Meeting Overtime 391 6000 Pension Expense 16,009 16,376 15,995 17,359 6025 Retiree Health Savings 2,655 2,729 2,728 2,893 6050 Deferred Compensation - Employer Contribution 3,724 3,784 3,783 4,011 6100 Health Insurance 11,929 14,296 10,088 17,012 6125 Vision Insurance 237 246 209 246 6150 Dental Insurance 1,005 1,203 887 1,240 6200 Life, Accidental Death and Dismemberment Insurance 382 347 295 367 6225 Long Term Disability 574 1,051 1,042 1,114 6300 Social Security and Medicare 1,991 1,979 1,980 3,649 6400 Employee Assistance Program 253 278 105 330 7000 General Supplies 127,473 96,534 102,443 94,600 7025 Office Supplies 34 400 168 400 7050 Computer Supplies 56,580 7075 Postage/Shipping 720 250 250 7100 Equipment $500 to $4,999 42,991 32,100 32,508 28,575 7125 Books/Publications 208 7150 Memberships 236 350 350 7175 Certifications 1,500 550 7225 Awards and Recognition 250 250 7250 Uniforms 416 500 347 500 7300 Updates/Maintenance Software 1,760 7450 Utilities - Electricity 235,487 249,645 228,982 245,550 7475 Utilities - Gas 70,227 100,900 93,714 101,300 7500 Utilities - Water/Sewer 81,759 108,590 81,431 111,020 7525 Trash Service 19,361 17,625 19,539 19,280 7550 Fuel 1,350 2,000 7800 Miscellaneous Expense 14 8175 Professional Services - Other 3,802 11,900 10,853 12,000 8225 Seminars/Conferences 1,000 2,550 1,500 8250 Travel/Lodging 72 1,000 462 1,500 8325 Janitorial Services 22,348 21,000 22,471 25,080 8350 Routine Maintenance 154,452 172,170 132,252 183,291 8375 Outside Repairs and Services 204,678 219,200 209,654 185,900 8410 Space Rental 2,221,984 571,372 571,372 571,372 9600 Buildings and Grounds 261,681 206,723 502,850 9800 Equipment ($5,000 and over) 84,352 66,500 66,500 5 Total Expenses 3,450,666 2,113,224 1,954,273 2,359,071

117 South Metro Fire Rescue Authority

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

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5000 Salaries 139,142 136,467 133,291 166,703 5400 Project/Meeting Overtime 391 6000 Pension Expense 16,009 16,376 15,995 17,359 6025 Retiree Health Savings 2,655 2,729 2,728 2,893 6050 Deferred Compensation - Employer Contribution 3,724 3,784 3,783 4,011 6100 Health Insurance 11,929 14,296 10,088 17,012 6125 Vision Insurance 237 246 209 246 6150 Dental Insurance 1,005 1,203 887 1,240 6200 Life, Accidental Death and Dismemberment Insurance 382 347 295 367 6225 Long Term Disability 574 1,051 1,042 1,114 6300 Social Security and Medicare 1,991 1,979 1,980 3,649 6400 Employee Assistance Program 253 278 105 330 7000 General Supplies 50,617 5,500 1,873 4,500 LID - General Supplies 3,000 LID - Tool allowance for Maintenance Tech 1,500 7025 Office Supplies 34 400 168 400 LID - Assorted office furniture 150 LID - Assorted office supplies 250 7050 Computer Supplies 56,580 LID - Capital planning and management software 55,250 LID - I-Pad for Facilities Manager (includes data plan) 1,330 7075 Postage/Shipping 720 250 250 LID - Postage and Shipping 250 7100 Equipment $500 to $4,999 23,651 18,000 10,986 20,000 LID - Opticom installation 20,000 7125 Books/Publications 208 7150 Memberships 236 350 350 LID - IFMA 350 7175 Certifications 1,500 550 7225 Awards and Recognition 250 250 LID - Awards and Recognition 250 7250 Uniforms 416 500 347 500 LID - Uniform allowance 500 7300 Updates/Maintenance Software 1,760 7800 Miscellaneous Expense 14 8175 Professional Services - Other 3,767 10,100 4,117 10,000 LID - Professional Consultation- Construction 2,500 LID - Professional Consultation- Engineering 2,500 LID - Professional Consultation- Environmental 5,000 8225 Seminars/Conferences 1,000 2,550 1,500 LID - Outside conferences 1,500 8250 Travel/Lodging 72 1,000 462 1,500 LID - Travel and Lodging 1,500 8350 Routine Maintenance 19,949 6,600 3,534 7,550 LID - Field Mowing- Lima Property 800 LID - Fire extinguisher inspection 1,500 LID - Green initiatives 5,000 LID - Recycling fees 250

118 Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 8375 Outside Repairs and Services 22,106 50,100 27,791 51,000 LID - Bay exhaust adjustments 1,500 LID - Electrical drop adjustments 500 LID - Fire extinguisher replacement 2,000 LID - Opticom repairs 7,000 LID - Snow removal and damage repairs 40,000 9600 Buildings and Grounds 101,500 33,833 215,500 LID - Emergency repair reserve 35,000 LID - Expenditures per Replacement Schedule 180,500 5 Total Expenses 301,844 375,807 256,617 584,803

119 South Metro Fire Rescue Authority

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

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 7000 General Supplies 1,906 2,850 6,112 2,850 LID - General Supplies 2,850 7100 Equipment $500 to $4,999 700 4,250 LID - Gear Grid 4,250 7450 Utilities - Electricity 3,745 4,500 3,899 4,000 LID - Utilities- Electricity 4,000 7475 Utilities - Gas 1,204 1,750 1,512 1,500 LID - Utilities- Gas 1,500 7500 Utilities - Water/Sewer 1,955 1,500 1,696 1,750 LID - Utilities- Water/Sewer 1,750 7525 Trash Service 700 700 743 750 LID - Trash Service 750 8350 Routine Maintenance 3,212 2,355 1,800 2,720 LID - Backflow Inspection 85 LID - Exterminator 600 LID - Generator PM 575 LID - HVAC PM 550 LID - Landscape Maintenance 450 LID - Sand Trap Cleaning 460 8375 Outside Repairs and Services 4,541 5,500 4,014 5,500 LID - Non-Scheduled Maintenance 5,500 9600 Buildings and Grounds 48,000 43,014 7,100 LID - Replace Living Area Windows 7,100 5 Total Expenses 17,262 67,155 63,490 30,420

120 South Metro Fire Rescue Authority

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

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 7000 General Supplies 4,885 5,800 8,809 5,800 LID - General Supplies 5,800 7100 Equipment $500 to $4,999 2,350 1,680 7450 Utilities - Electricity 8,928 8,720 8,672 8,700 LID - Utilities- Electricity 8,000 LID - Utilities- Electricity (Bergman) 700 7475 Utilities - Gas 2,841 3,800 3,202 3,500 LID - Utilities- Gas 3,500 7500 Utilities - Water/Sewer 2,366 5,090 3,581 3,650 LID - Englewood Sewer Fee 750 LID - Southeast Metro Storm Water Fee 400 LID - Utilities- Water/Sewer 2,500 7525 Trash Service 700 700 728 750 LID - Trash Service 750 8350 Routine Maintenance 3,128 3,780 2,435 6,430 LID - Backflow Inspection 85 LID - Exterminator Service 840 LID - Generator PM 520 LID - HVAC Adjustments in Bedrooms 2,725 LID - HVAC PM 550 LID - Landscape Maintenance 450 LID - Landscape Maintenance (Bergman) 500 LID - Sandtrap Cleaning 310 LID - Water Filters 450 8375 Outside Repairs and Services 7,326 6,350 6,354 6,000 LID - Non-Scheduled Maintenance 5,500 LID - Non-Scheduled Maintenance (Bergman) 500 9600 Buildings and Grounds 17,700 LID - Replace Bay Exhaust System 17,700 5 Total Expenses 30,174 36,590 35,462 52,530

121 South Metro Fire Rescue Authority

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

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 7000 General Supplies 3,791 3,875 5,158 3,875 LID - General Supplies 3,875 7100 Equipment $500 to $4,999 599 7450 Utilities - Electricity 6,980 7,000 6,487 7,000 LID - Utilities- Electricity 7,000 7475 Utilities - Gas 1,940 2,750 2,347 2,750 LID - Utilities- Gas 2,750 7500 Utilities - Water/Sewer 3,018 3,075 2,156 3,825 LID - City of Englewood Sewer Fee 750 LID - Southeast Metro Storm Water Fee 575 LID - Utilities- Water/Sewer 2,500 7525 Trash Service 700 700 728 750 LID - Trash Service 750 7550 Fuel 26 250 LID - Generator Fuel 250 8350 Routine Maintenance 3,430 2,740 1,561 3,740 LID - Backflow Inspection 85 LID - Bay Organization and Storage 950 LID - Boiler Inspection 75 LID - Exterminator Services 600 LID - Generator PM 520 LID - HVAC PM 550 LID - Landscape Maintenance 450 LID - Sand Trap Cleaning 310 LID - Water Filters 200 8375 Outside Repairs and Services 6,947 6,750 5,422 6,750 LID - Non-Scheduled Maintenance 6,750 9600 Buildings and Grounds 24,963 39,000 31,745 32,900 LID - Replace Bay Exhaust System 13,400 LID - Replace Station Windows 19,500 5 Total Expenses 51,769 65,890 56,228 61,840

122 South Metro Fire Rescue Authority

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

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 7000 General Supplies 8,023 8,430 7,707 8,430 LID - General Supplies 8,430 7100 Equipment $500 to $4,999 576 665 7450 Utilities - Electricity 15,468 17,000 13,901 16,000 LID - Utilities- Electricity 16,000 7475 Utilities - Gas 4,216 6,250 7,376 6,250 LID - Utilities- Gas 6,250 7500 Utilities - Water/Sewer 2,484 3,080 2,350 3,700 LID - City of Englewood Sewer Fee 750 LID - South East Metro Storm Water Fee 400 LID - Utilities- Water/Sewer 2,550 7525 Trash Service 700 700 728 750 LID - Trash Service 750 7550 Fuel 304 500 LID - Generator Fuel 500 8350 Routine Maintenance 8,881 11,545 12,174 8,915 LID - Backflow Inspection 85 LID - Elevator Inspection 150 LID - Elevator PM 2,500 LID - Elevator Registration 250 LID - Exterminator Services 780 LID - Fire Alarm Inspection 350 LID - Fire Alarm Monitoring 325 LID - Fire Sprinkler Inspection 350 LID - Generator PM 675 LID - HVAC PM 550 LID - Landscape Maintenance 450 LID - Retaining Wall Maintenance 1,000 LID - Retaining Wall Monitoring 1,000 LID - Sand Trap Cleaning 450 8375 Outside Repairs and Services 6,816 7,650 7,457 7,650 LID - Non-Scheduled Maintenance 7,650 5 Total Expenses 47,164 54,655 52,662 52,195

123 South Metro Fire Rescue Authority

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

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 7000 General Supplies 8,317 9,688 11,518 9,688 LID - General Supplies 9,688 7100 Equipment $500 to $4,999 4,944 1,250 1,379 7450 Utilities - Electricity 15,606 16,500 14,551 15,500 LID - Utilities- Electricity 15,500 7475 Utilities - Gas 7,118 10,250 9,256 10,250 LID - Utilities- Gas 10,250 7500 Utilities - Water/Sewer 14,172 12,700 12,739 12,700 LID - South East Metro Storm Water Fee 1,200 LID - Utilities- Water/Sewer 11,500 7525 Trash Service 1,399 1,200 1,390 1,350 LID - Trash Service 1,350 7550 Fuel 250 LID - Generator Fuel 250 8350 Routine Maintenance 8,630 6,775 9,907 8,500 LID - AST Registration 40 LID - Backflow Inspection 85 LID - Exterminator Service 720 LID - Fire Alarm Inspection 425 LID - Fire Sprinkler Inspection 250 LID - Generator PM 730 LID - HVAC PM 600 LID - Landscape Maintenance 450 LID - Replace Kitchen Pots and Pans 950 LID - Sand Trap Cleaning 450 LID - Tint Bay Door Windows (protect ARFF Gear) 2,500 LID - Water Filters 1,300 8375 Outside Repairs and Services 28,747 15,850 21,833 8,200 LID - Non-Scheduled Maintenance 8,200 9600 Buildings and Grounds 15,656 10,250 5 Total Expenses 88,934 89,869 92,822 66,438

124 South Metro Fire Rescue Authority

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

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 7000 General Supplies 3,576 3,017 7,047 3,575 LID - General Supplies 3,575 7100 Equipment $500 to $4,999 4,500 3,926 7450 Utilities - Electricity 4,980 5,250 5,830 5,250 LID - Utilities- Electricity 5,250 7475 Utilities - Gas 1,428 1,750 1,631 1,750 LID - Utilities- Gas 1,750 7500 Utilities - Water/Sewer 1,058 1,620 1,045 1,620 LID - Utilities - Water/Sewer 1,620 7525 Trash Service 700 700 728 750 LID - Trash Service 750 8350 Routine Maintenance 4,188 6,075 4,427 6,025 LID - AST Registration 40 LID - Backflow Inspection 85 LID - Bedroom Floor Repair 1,150 LID - Exterminator Services 600 LID - Generator PM 420 LID - HVAC PM 550 LID - Landscape Maintenance 450 LID - Sand Trap Cleaning 450 LID - Septic Cleaning 1,200 LID - Water Filters 1,080 8375 Outside Repairs and Services 4,141 6,800 10,858 6,800 LID - Non-Scheduled Repairs 6,800 9600 Buildings and Grounds 3,950 LID - Replace Windows in Original Section of Station 3,950 5 Total Expenses 20,071 29,712 35,493 29,720

125 South Metro Fire Rescue Authority

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

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 7000 General Supplies 1,806 1,292 1,027 1,300 LID - General Supplies 1,300 7450 Utilities - Electricity 3,175 3,250 2,901 3,250 LID - Utilities- Electricity 3,250 7475 Utilities - Gas 1,882 2,800 2,392 2,800 LID - Utilities- Gas 2,800 7500 Utilities - Water/Sewer 3,291 3,000 2,656 3,000 LID - Utilities- Water/Sewer 3,000 7525 Trash Service 700 700 728 750 LID - Trash Service 750 8350 Routine Maintenance 2,590 2,840 1,432 2,990 LID - Backflow Inspection 85 LID - Boiler Inspection 110 LID - Exterminator Services 600 LID - Generator PM 420 LID - HVAC PM 550 LID - Landscape Maintenance 450 LID - Sand Trap Cleaning 325 LID - Water Filters 450 8375 Outside Repairs and Services 2,420 3,500 5,451 3,500 LID - Non-Scheduled Maintenance 3,500 9600 Buildings and Grounds 23,750 LID - Replace Roof 23,750 5 Total Expenses 15,863 17,382 16,587 41,340

126 South Metro Fire Rescue Authority

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

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 7000 General Supplies 4,177 4,860 9,827 4,860 LID - General Supplies 4,860 7100 Equipment $500 to $4,999 2,250 7450 Utilities - Electricity 3,778 10,000 10,226 12,500 LID - Utilities- Electricity 12,500 7475 Utilities - Gas 1,732 2,750 3,616 5,500 LID - Utilities- Gas 5,500 7500 Utilities - Water/Sewer 2,191 4,250 1,814 3,750 LID - Utilities- Water/Sewer 3,750 7525 Trash Service 504 575 588 600 LID - Trash Service 600 7550 Fuel 500 LID - Generator Fuel 500 8350 Routine Maintenance 2,146 3,165 1,766 5,880 LID - Add Fence to Patio 250 LID - Backflow Inspection 45 LID - Boiler Inspection 110 LID - Exterminator 600 LID - Fire Alarm Inspection 350 LID - Fire Alarm Monitoring 300 LID - Fire Sprinkler Inspection 150 LID - Generator PM 275 LID - HVAC PM 400 LID - Sand Trap Cleaning 250 LID - Tint Dayroom Windows 3,150 8375 Outside Repairs and Services 993 5,850 5,305 5,850 LID - Non-Scheduled Maintenance 5,850 9600 Buildings and Grounds 10,940

5 Total Expenses 17,772 31,450 44,083 39,440

127 South Metro Fire Rescue Authority

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

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 7000 General Supplies 3,223 4,254 3,970 4,254 LID - General Supplies 4,254 7100 Equipment $500 to $4,999 5,464 3,124 7450 Utilities - Electricity 9,597 10,750 9,563 9,875 LID - Utilities- Electricity 9,875 7475 Utilities - Gas 2,644 3,750 3,268 3,750 LID - Utilities- Gas 3,750 7500 Utilities - Water/Sewer 1,757 3,150 2,112 3,150 LID - Utilities- Water/Sewer 3,150 7525 Trash Service 1,420 700 887 750 LID - Trash Service 750 8350 Routine Maintenance 8,552 4,510 3,536 5,100 LID - Backflow Inspection 85 LID - Exterminator Services 1,080 LID - Fire Alarm Inspection 375 LID - Fire Alarm Monitoring 325 LID - Fire Sprinkler Inspection 325 LID - Generator PM 520 LID - HVAC PM 550 LID - Landscape Maintenance 450 LID - Sand Trap Cleaning 310 LID - Water Filters 1,080 8375 Outside Repairs and Services 4,684 6,750 7,416 13,300 LID - Non-Scheduled Maintenance 6,750 LID - Replace Entry Monument 6,550 9600 Buildings and Grounds 10,645 5 Total Expenses 47,986 33,864 33,876 40,179

128 South Metro Fire Rescue Authority

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

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 7000 General Supplies 3,491 3,090 2,957 3,090 LID - General Supplies 3,090 7450 Utilities - Electricity 5,469 6,125 5,201 6,125 LID - Utilities- Electricity 6,125 7475 Utilities - Gas 1,769 2,250 2,197 2,250 LID - Utilities- Gas 2,250 7525 Trash Service 700 700 728 750 LID - Trash Service 750 8350 Routine Maintenance 4,261 7,050 3,772 8,405 LID - Exterminator Service 600 LID - Fire Alarm Inspection 425 LID - Generator PM 520 LID - HVAC PM 550 LID - Parking Lot Maintenance 1,000 LID - Replace Dining Room Table 1,750 LID - Sand Trap Cleaning 310 LID - Septic Cleaning 1,050 LID - Water Filter Rental 1,200 LID - Water Filters 1,000 8375 Outside Repairs and Services 16,733 5,450 5,173 5,450 LID - Non-Scheduled Maintenance 5,450 9600 Buildings and Grounds 24,400 25,900 15,388 5 Total Expenses 56,821 50,565 35,417 26,070

129 South Metro Fire Rescue Authority

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

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 7000 General Supplies 5,446 8,038 5,971 8,038 LID - General Supplies 8,038 7100 Equipment $500 to $4,999 789 750 669 4,325 LID - Replace Fire Backflow 4,325 7450 Utilities - Electricity 10,967 11,750 10,755 11,750 LID - Utilities- Electricity 11,750 7475 Utilities - Gas 3,230 4,000 4,095 4,000 LID - Utilities- Gas 4,000 7500 Utilities - Water/Sewer 5,213 10,800 4,911 10,800 LID - Parker Storm Water Fee 800 LID - Parker Water Fee 4,500 LID - Utilities- Water/Sewer 5,500 7525 Trash Service 804 700 852 750 LID - Trash Service 750 8350 Routine Maintenance 6,824 6,540 5,239 15,425 LID - Backflow Inspection 85 LID - Elevator Inspection 150 LID - Elevator PM 2,500 LID - Exterminator Service 780 LID - Fire Alarm Inspection 150 LID - Fire Alarm Monitoring 300 LID - Fire Sprinkler Inspection 300 LID - Generator PM 625 LID - HVAC PM 550 LID - Landscape Maintenance 450 LID - Remove Bay Floor Epoxy 9,225 LID - Sand Trap Cleaning 310 8375 Outside Repairs and Services 11,582 7,200 3,472 7,200 LID - Non-Scheduled Maintenance 7,200 5 Total Expenses 44,855 49,778 35,964 62,288

130 South Metro Fire Rescue Authority

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

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 7000 General Supplies 3,569 4,400 3,137 4,400 LID - General Supplies 4,400 7450 Utilities - Electricity 8,634 10,500 8,517 9,000 LID - Utilities-Electricity 9,000 7475 Utilities - Gas 1,991 2,650 2,714 2,650 LID - Utilities- Gas 2,650 7500 Utilities - Water/Sewer 5,482 5,500 5,056 5,500 LID - Utilities- Water 5,500 7525 Trash Service 804 700 835 750 LID - Trash Service 750 8350 Routine Maintenance 5,806 7,610 4,373 4,955 LID - Backflow Inspection 85 LID - Boiler Inspection 75 LID - Extermination Service 600 LID - Field Mowing 400 LID - Fire Alarm Inspection 145 LID - Fire Alarm Monitoring 325 LID - Fire Sprinkler Inspection 325 LID - Generator PM 575 LID - HVAC PM 550 LID - Landscape Maintenance 450 LID - Sand Trap Cleaning 375 LID - Septic Cleaning 1,050 8375 Outside Repairs and Services 11,997 5,100 10,090 9,950 LID - Non-Scheduled Maintenance 5,100 LID - Replace Dorm Windows 4,850 9600 Buildings and Grounds 7,125 13,787 5 Total Expenses 38,283 43,585 48,509 37,205

131 South Metro Fire Rescue Authority

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

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 7000 General Supplies 3,694 3,850 3,137 3,650 LID - General Supplies 3,650 7100 Equipment $500 to $4,999 695 7450 Utilities - Electricity 7,338 8,000 7,165 8,000 LID - Utilities- Electricity 8,000 7475 Utilities - Gas 2,662 3,100 3,156 3,250 LID - Utilities- Gas 3,250 7500 Utilities - Water/Sewer 3,189 2,850 3,106 3,250 LID - Utilities- Water/Sewer 3,250 8350 Routine Maintenance 3,932 3,385 2,359 3,465 LID - Backflow Inspection 130 LID - Boiler Inspection 75 LID - Extermination Service 600 LID - Fire Alarm Inspection 130 LID - Fire Alarm Monitoring 325 LID - Fire Sprinkler Inspection 325 LID - Generator PM 570 LID - HVAC PM 550 LID - Landscape Maintenance 450 LID - Sand Trap Cleaning 310 8375 Outside Repairs and Services 11,633 5,850 3,646 5,850 LID - Non-Scheduled Maintenance 5,850 5 Total Expenses 33,144 27,035 22,569 27,465

132 South Metro Fire Rescue Authority

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

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 7000 General Supplies 4,188 4,476 5,669 4,476 LID - General Supplies 4,476 7100 Equipment $500 to $4,999 2,079 7450 Utilities - Electricity 8,918 8,250 8,082 8,250 LID - Utilities- Electricity 8,250 7475 Utilities - Gas 2,666 3,100 2,983 3,100 LID - Utilities- Gas 3,100 7500 Utilities - Water/Sewer 4,367 3,950 6,267 3,950 LID - Utilities- Water/Sewer 3,950 7525 Trash Service 647 700 718 750 LID - Trash Service 750 8350 Routine Maintenance 4,146 10,665 9,168 4,030 LID - Backflow Inspection 45 LID - Extermination Service 840 LID - Fire Alarm Inspection 275 LID - Fire Alarm Monitoring 325 LID - Fire Sprinkler Inspection 325 LID - Generator PM 520 LID - HVAC PM 550 LID - Landscape Maintenance 450 LID - Sand Trap Cleaning 700 8375 Outside Repairs and Services 7,051 11,150 17,879 6,300 LID - Non-Scheduled Maintenance 6,300 5 Total Expenses 34,062 42,291 50,766 30,856

133 South Metro Fire Rescue Authority

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

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 7000 General Supplies 4,918 4,654 5,272 4,654 LID - General Supplies 4,654 7100 Equipment $500 to $4,999 576 7450 Utilities - Electricity 12,313 13,950 12,166 12,500 LID - Utilities- Electricity 12,500 7475 Utilities - Gas 3,097 4,250 4,019 4,250 LID - Utilities- Gas 4,250 7500 Utilities - Water/Sewer 3,978 3,500 3,144 3,500 LID - Utilities- Water/Sewer 3,500 7525 Trash Service 804 700 835 750 LID - Trash Service 750 8350 Routine Maintenance 5,382 13,990 7,536 3,490 LID - Backflow Inspection 85 LID - Extermination Service 600 LID - Fire Alarm Inspection 135 LID - Fire Alarm Monitoring 400 LID - Fire Sprinkler Inspection 325 LID - Generator PM 570 LID - HVAC PM 550 LID - Landscape Maintenance 450 LID - Sand Trap Cleaning 375 8375 Outside Repairs and Services 8,409 6,750 7,628 6,750 LID - Non-Scheduled Maintenance 6,750 5 Total Expenses 39,478 47,794 40,601 35,894

134 South Metro Fire Rescue Authority

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

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 7000 General Supplies 4,349 4,850 3,874 5,300 LID - General Supplies 4,650 LID - New TV Stand 650 7450 Utilities - Electricity 11,766 12,000 10,934 12,000 LID - Utilities- Electricity 12,000 7475 Utilities - Gas 3,889 5,150 4,995 5,150 LID - Utilities- Gas 5,150 7500 Utilities - Water/Sewer 5,392 9,925 5,418 9,925 LID - Parker Storm Water Fee 1,700 LID - Parker Water Fee 2,650 LID - Utilities- Water/Sewer 5,575 7525 Trash Service 807 700 844 750 LID - Trash Service 750 8350 Routine Maintenance 5,319 4,610 2,650 3,660 LID - Backflow Inspection 85 LID - Extermination Service 600 LID - Fire Alarm Inspection 230 LID - Fire Alarm Monitoring 325 LID - Fire Sprinkler Inspection 325 LID - Generator PM 730 LID - HVAC PM 575 LID - Landscape Maintenance 450 LID - Sand Trap Cleaning 340 8375 Outside Repairs and Services 4,628 6,000 7,828 6,000 LID - Non-Scheduled Maintenance 6,000 5 Total Expenses 36,151 43,235 36,544 42,785

135 South Metro Fire Rescue Authority

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

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 7000 General Supplies 2,678 3,860 3,750 3,860 LID - General Supplies 3,860 7100 Equipment $500 to $4,999 1,272 7450 Utilities - Electricity 8,610 10,000 8,860 9,500 LID - Utilities- Electricity 9,500 7475 Utilities - Gas 1,987 2,750 2,745 2,750 LID - Utilities- Gas 2,750 7525 Trash Service 867 700 795 750 LID - Trash Service 750 7550 Fuel 634 500 LID - Generator Fuel 500 8350 Routine Maintenance 5,365 16,240 1,840 5,785 LID - Backflow Inspection 45 LID - Extermination Service 600 LID - Fire Alarm Inspection 300 LID - Fire Alarm Monitoring 300 LID - Fire Sprinkler Inspection 550 LID - Generator PM 675 LID - HVAC PM 575 LID - Landscape Maintenance 350 LID - Sand Trap Cleaning 340 LID - Septic Cleaning 1,050 LID - Traffic Light PM 1,000 8375 Outside Repairs and Services 5,748 5,850 5,533 5,850 LID - Non-Scheduled Maintenance 5,850 5 Total Expenses 26,526 39,400 24,156 28,995

136 South Metro Fire Rescue Authority

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

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 7000 General Supplies 358 1,750 613 1,500 LID - General Supplies 1,500 8350 Routine Maintenance 4,144 8,900 7,757 27,650 LID - Partition Wall PM 400 LID - Repairs by Management Firm 8,500 LID - UPS Battery and Capacitor Replacement 14,250 LID - UPS PM 4,500 8375 Outside Repairs and Services 2,107 3,000 2,041 3,000 LID - Non-Scheduled Maintenance 3,000 8410 Space Rental 2,221,984 571,372 571,372 571,372 9600 Buildings and Grounds 9,314 5 Total Expenses 2,228,593 585,022 591,097 603,522

137 South Metro Fire Rescue Authority

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

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 7450 Utilities - Electricity 286 350 397 450 LID - Utilities- Electricity 450 7475 Utilities - Gas 622 700 676 750 LID - Utilities- Gas 750 7500 Utilities - Water/Sewer 1,474 1,000 1,070 1,000 LID - Utilities Water/Sewer 1,000 8350 Routine Maintenance 1,649 700 1,093 1,575 LID - Exterimination Service 600 LID - Field Mowing 750 LID - HVAC PM 225 8375 Outside Repairs and Services 500 167 500 LID - Non-Scheduled Maintenance 500 5 Total Expenses 4,031 3,250 3,403 4,275

138 South Metro Fire Rescue Authority

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

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 7450 Utilities - Electricity 390 450 582 700 LID - Utilities- Electricity 700 7475 Utilities - Gas 1,791 2,000 2,352 2,000 LID - Utilities- Gas 2,000 8350 Routine Maintenance 618 1,550 717 1,075 LID - Extermination Services 600 LID - Field Mowing 250 LID - HVAC PM 225 8375 Outside Repairs and Services 200 500 915 500 LID - Non-Scheduled Maintenance 500 5 Total Expenses 2,999 4,500 4,566 4,275

139 South Metro Fire Rescue Authority

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

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 7000 General Supplies 3,716 6,500 4,511 5,000 LID - General Supplies 5,000 7100 Equipment $500 to $4,999 695 8,208 7450 Utilities - Electricity 38,233 42,500 41,044 42,500 LID - Utilities- Electricity 42,500 7475 Utilities - Gas 9,084 21,750 15,049 19,750 LID - Utilities- Gas 19,750 7500 Utilities - Water/Sewer 13,962 17,850 15,183 20,600 LID - Parker Storm Water Fee 4,100 LID - Utilities- Water/Sewer 16,500 7525 Trash Service 5,807 5,500 5,720 5,500 LID - Trash Service 5,500 8175 Professional Services - Other 35 8325 Janitorial Services 15,198 14,400 14,511 14,400 LID - Janitorial Services 14,400 8350 Routine Maintenance 18,515 17,295 17,400 17,405 LID - Extermination Services 450 LID - Fire Alarm Inspection 125 LID - Fire Alarm Monitoring 175 LID - Fire Extinguisher Inspection 300 LID - Fire Sprinkler Inspection 175 LID - Floor Mat Cleaning 675 LID - Generator PM- Drill Ground 285 LID - Generator PM- Main Building 420 LID - HVAC PM 3,000 LID - Install Hand Dryers in Bathrooms 3,850 LID - Landscape Maintenance 4,900 LID - Sand Trap Cleaning 550 LID - Snow Removal 2,500 8375 Outside Repairs and Services 25,642 36,000 23,699 4,500 LID - Non-Scheduled Maintenance 4,500 9600 Buildings and Grounds 24,500 33,452 183,000 LID - Concrete Crack Filling- Drill Ground and Roadway 25,500 LID - Concrete Replacement 7,500 LID - Roof Replacement 150,000 9800 Equipment ($5,000 and over) 24,344 66,500 66,500 5 Total Expenses 155,231 252,795 245,277 312,655

140 South Metro Fire Rescue Authority

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

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 7000 General Supplies 668 1,250 806 1,250 LID - General Supplies 1,250 7100 Equipment $500 to $4,999 5,250 572 7450 Utilities - Electricity 46,762 39,000 36,212 39,000 LID - Utilities- Electrictiy 39,000 7475 Utilities - Gas 12,436 11,550 12,866 11,550 LID - Utilities- Gas 11,550 7500 Utilities - Water/Sewer 5,975 14,750 6,530 14,750 LID - Parker Storm Water Fee 1,250 LID - Parker Water Fee 6,500 LID - Utilities- Water/Sewer 7,000 7525 Trash Service 601 550 961 1,330 LID - Trash Service 1,330 8175 Professional Services - Other 1,800 6,736 2,000 LID - Repairs by Management Firm 2,000 8325 Janitorial Services 7,150 6,600 7,960 10,680 LID - Janitorial Services 10,680 8350 Routine Maintenance 21,446 17,250 23,839 22,806 LID - Backflow Inspection 85 LID - Boiler Inspection 220 LID - Elevator Inspection 130 LID - Elevator PM 5,200 LID - Extermination Services 780 LID - Fire Alarm Inspection 195 LID - Fire Alarm Monitoring 325 LID - Fire Sprinkler Inspection 325 LID - Generator PM 830 LID - HVAC PM 4,816 LID - Landscape Maintenance 5,300 LID - Partition Wall PM 400 LID - UPS PM 4,200 8375 Outside Repairs and Services 8,885 7,250 18,494 6,500 LID - Non-Scheduled Maintenance 6,500 9600 Buildings and Grounds 5,000 18,950 LID - Replace Damaged Sidewalks 18,950 5 Total Expenses 103,922 105,250 119,977 128,816

141 South Metro Fire Rescue Authority

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

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 7500 Utilities - Water/Sewer 435 1,000 597 600 LID - Utilities- Water 600 8350 Routine Maintenance 1,354 3,500 1,110 3,600 LID - Concrete Repairs 3,000 LID - Landscape Maintenance 600 8375 Outside Repairs and Services 1,500 500 1,000 LID - Non-Scheduled Maintenance 1,000 5 Total Expenses 1,789 6,000 2,207 5,200

142 South Metro Fire Rescue Authority

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

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 7450 Utilities - Electricity 1,816 2,400 1,461 1,500 LID - Utilities- Electricity 1,500 7475 Utilities - Gas 800 267 800 LID - Utilities- Gas 800 8350 Routine Maintenance 470 950 160 1,045 LID - Field Mowing 325 LID - Generator PM 470 LID - Propane Monitoring 250 8375 Outside Repairs and Services 1,000 433 1,000 LID - Non-Scheduled Maintenance 1,000 5 Total Expenses 2,286 5,150 2,321 4,345

143 South Metro Fire Rescue Authority

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

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 7450 Utilities - Electricity 118 200 67 8350 Routine Maintenance 700 167 200 LID - Maintenance by Town of Parker 200 5 Total Expenses 118 900 233 200

144 South Metro Fire Rescue Authority

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

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 7000 General Supplies 76 250 83 250 LID - General Supples 250 7450 Utilities - Electricity 1,609 1,200 1,506 2,200 LID - Utilities- Electricity 2,200 7475 Utilities - Gas 1,000 1,000 1,000 LID - Utilities- Gas 1,000 8350 Routine Maintenance 515 850 870 LID - Generator PM 520 LID - Parker Water Use Fee 100 LID - Propane Monitoring 250 8375 Outside Repairs and Services 1,339 1,000 757 1,000 LID - Non-Scheduled Maintenance 1,000 5 Total Expenses 3,539 4,300 3,347 5,320

145

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146 Wellness and Fitness Fund 01 Bureau/Division 32 Program Description

The primary mission of the Wellness and Fitness program is to design programs to promote wellness and fitness for Authority personnel, and, implement cost saving methods to reduce employee benefit costs. The Wellness and Fitness program will administer the workers’ compensation, modified duty, annual physical, fit for duty and rehabilitation programs for the Authority.

Budget Summary

Expenditures Actual 2012 Estimated 2013 Budget 2014 Salary & Benefits $162,136

Supplies & Expenses 59,295

Workers Comp Insurance 703,516 807,597 1,082,250 $703,516 $ 807,597 $1,303,681

Personnel Summary

Position Actual 2012 Actual 2013 Budget 2014 Wellness Manager 1

This program is being implemented in 2014.

2014 Goals

• Budget approval for Wellness and Fitness Program for implementation 1/2014 • Create Wellness Manager Job Description for 2014 recruitment • Prepare process to move workers’ compensation program from HR to Wellness • Reduce the number of workers’ compensation claims and associated cost • Research and evaluate established fire department wellness programs to apply industry standards to assist in the design of the Authority program

147 South Metro Fire Rescue Authority

Division - Project - Location: (32-0000) Fitness Wellness-Project Non Specific

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5000 Salaries 120,451 5400 Project/Meeting Overtime 3,200 LID - Health/Wellness/Safety Commitee OT 3,200 6000 Pension Expense 14,454 6025 Retiree Health Savings 1,205 6100 Health Insurance 18,125 6125 Vision Insurance 254 6150 Dental Insurance 1,335 6200 Life, Accidental Death and Dismemberment Insurance 299 6225 Long Term Disability 927 6300 Social Security and Medicare 1,747 6400 Employee Assistance Program 139 6450 Worker's Comp Insurance 703,516 978,750 807,597 1,082,250 LID - Reserve for previous WE audit expense 78,750 LID - WC Deductibles 210,000 LID - WC SMFRA 793,500 7000 General Supplies 500 LID - General Supplies 500 7050 Computer Supplies 5,495 LID - 3-in-1 Printer/Fax/Copier 2,220 LID - Access Key Card 50 LID - Dell Desktop 980 LID - Dell Laptop 980 LID - iPad or Mobile Tablet 600 LID - Microsoft Productivity Client Access License 135 LID - Smart cellular telephone data plan monthly charge 480 LID - SMFRA Standard Issue Smart Cellular Telephone 50 7125 Books/Publications 200 LID - Books 200 7150 Memberships 500 LID - Memberships 500 7225 Awards and Recognition 2,500 LID - Awards 2,500 7250 Uniforms 500 LID - Uniforms 500 8175 Professional Services - Other 28,000 LID - Intern Stipends 8,000 LID - West Metro Wellness/WC Manager Consulting 20,000 8225 Seminars/Conferences 2,000 LID - Seminars 2,000 8250 Travel/Lodging 1,000 LID - Travel for seminars 1,000 8275 Mileage 100 LID - Mileage 100 8300 Business/Meeting Expense 1,000 LID - Meeting expenses 1,000 8350 Routine Maintenance 2,500 LID - Maintenance on equipment 2,500 9800 Equipment ($5,000 and over) 15,000 LID - New rehab equipment 15,000 5 Total Expenses 703,516 978,750 807,597 1,303,681

148 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 2012 Estimated 2013 Budget 2014 Salary & Benefits $409,742 $442,910 $402,521 Supplies & Expenses 292,648 426,093 966,750 Total $702,390 $869,003 $1,369,271

Personnel Summary Position Actual 2012 Actual 2013 Budget 2014 Human Resources Director 1 1 1 Human Resources Benefits/Specialist 2 2 2 Human Resources Analyst 1 Total FTE 4 3 3

2013 Accomplishments

• The Salary and Benefits committee has put in a lot of time and effort to evaluate alternative compensation philosophies in an effort to provide the Board of Directors with a new comp philosophy for 1/2014 implementation. This project has required a significant amount of time and effort on HR’s part to collect, compile and evaluate the data. Delivering and discussing the data with the Salary and Benefits committee has required a great deal of patience, strategy and diplomacy. • Launched a partially self -funded medical plan to provide the organization an opportunity to reap the benefits of our modest claims history and potentially realize a significant premium cost savings in future years. In addition, moving to a partially self -funded plan will provide the organization with increased flexibility in future years with regards to plan design, premium increases and wellness programs. HR monitors the utilization and financials of the self -funded plan closely with the assistance of our broker, Lockton to assess the “health” of the self-funded plan.

149 • Collaborated with Be Intentional to co-create a “Leadership Academy” to provide admin supervisors with leadership education. This is an ongoing project that has required a fair amount of time and evaluation. The intent is to roll out the academy in late 2013 and to invite other public sector leaders to participate to offset the cost of the program and create a network of support for our admin leaders. • Collaborated with Captain Sarver, Association e-board member, Kinny Tasker and Fitness/Wellness team member, Scott Hegarty to conduct an in-depth evaluation regarding the potential to implement an in-house rehabilitation program. This required travel to Orange County Fire and Phoenix Fire to assess their programs. This served as a great opportunity to build stronger working relationships between HR, the line and the association. The second phase of the project will be to collaborate with Captain Sarver, Chief Lewis and Bob Stratman to evaluate a considerable amount of data and develop a proposal for a comprehensive fitness and wellness program, to include internal rehab with the hope of implementing the program in 2014. • Coordinated and executed a successful Employee Recognition Celebration which required a significant time commitment from HR staff to ensure the appropriate awards were given to the appropriate individuals, selecting a venue and a menu that would be pleasing to all, compiling the program, drafting the scripts for the presentation, invitations and RSVPs and presentation of awards. This year we decided to take a different approach to our employee awards ceremony based on feedback we received from our members. The event was held at the Wildlife Experience in the evening, coupled with heavy appetizers and gambling. The event was a hit and we received a great deal of positive feedback regarding the event. • Executed the RHS conversion from ICMA to ING which required a significant amount of time, data collection, back and forth communications with ICMA, ING and High Plains, drafting employee communications, reviewing detailed contracts. • Developed HR metrics to measure the effectiveness of our HR department, the programs and benefits we provide, the “health” of the organization, etc. Much of this data is fed to SMFRA’s dashboard. • Served as a volunteer for the Local 2164 golf tournament which provided a valuable opportunity to build stronger working relationships between HR and the Association. It was also good PR for HR to be visible at the gala and the golf tournament to demonstrate our interest and support for their efforts. • Managed approximately 45 work comp claims, which entailed active case management, time keeping, FMLA tracking, detailed accurate record keeping, regular and frequent communications with treating providers, work comp carrier, employees, management, disability benefit providers, and coordinating modified duty assignments. • Managed approximately 8 LTD claims, which entailed ensuring applications and supporting documentation were submitted in a timely manner, record keeping, time keeping, FMLA tracking, active claims management, staying on top of the LTD provider to ensure benefits were paid in a timely manner, coordination with Finance to calculate benefits, submitting weekly payroll records to carrier for the duration of the benefit period, coordination of benefits with FPPA and

150 supplemental disability plans along with regular and frequent communication with employees and their significant other to explain benefits and report status of expected monthly payments. LTD is one of the most complicated and time consuming benefits HR administers and as a result requires a significant amount of HR’s time and effort. • The Peer Support Team received a Unit Citation at the annual Employee Awards Banquet for the team’s continued support and work to improve the mental health and wellness of our internal customers in a confidential and trustworthy manner. • Handled a number of disciplines and 3 terminations for both line and staff during the first half of the year which required a significant time commitment to research the issue(s), collect supporting documentation, assist managers in drafting the disciplinary documentation and then deliver the discipline or termination to the employee, which is never easy. • Collaborated with Captain Hendrix and Cigna to take advantage of SMFRA’s wellness dollars to offer SMFRA employees and their families the opportunity to participate in the Bod Pod assessment. Conducting the reimbursement process for Bod Pod participants required a fair amount of time, coordination and employee communication. • Collaborated with Captain Sarver and Captain Adams to develop and present an all day training for the Officer Academy on Performance Management. • Collaborated with Training, Operations Command Staff and CWH to develop a BC promotional assessment process. • Developed a disability benefits package for individuals with at least 10 years of service who separate service as a result of a work related or non-work related disability. • Ongoing efforts to work with Operations Command staff to ensure consistency in discipline. o Collaborated with Chief Baker to create a Performance Evaluation Matrix to utilize when evaluating appropriate levels of discipline. Matrix is being tested by a few individuals prior to rolling out to all supervisors. o Review case studies of disciplinary issues with Operations Command Staff on a monthly basis. Round robin discussions to evaluate appropriate levels of discipline along with organizational and cultural issues that may affect the situation. • Collaborated with Operations Executive Officer to implement a pilot program to provide mentally and physically handicapped individuals an opportunity to volunteer for SMFRA. There are a lot of legal and personnel issues to consider when implementing a program like this in order to ensure SMFRA is compliant with employment laws at the State and Federal level. • Assisted CSS with a significant reorganization when they transitioned to a one DFM model and created the 3 new Section Supervisor positions. • Assisted the Spencer J Carson Foundation in creating a suicide awareness video for employers that details self-care steps, peer support measures, suicide warning signs, and available resources to assist firefighters nationwide in coping with suicide. • Hosted and participated in Trauma Resolution training that was provided for the Peer Support Team and a few other key members of the organization. It was an intense one day training that

151 provided the participants with excellent skills to deal with critical incident debriefing and defusing in the field. • Participated in the training and became certified as a Working Minds Suicide Prevention Trainer. • Collaborated with Colleen Potton, Einar Jenson, Dan Mullin and Dan Mulroney to provide Suicide Prevention Training for the Officers Academy. • Ongoing evaluation of Littleton/Englewood consolidation feasibility from an HR perspective. Collecting and analyzing employee census data to provide the Executive Team with valuable information to assess the feasibility of a merger such as pension issues, educational and certification requirements, staffing levels, etc. • Peer Support Team collaborated with Chief Brown, Wildman and Macklin to roll out Financial Peace University to our members a valuable resource to assist them with their financial challenges as this was an area we identified as a concern through EAP and Peer Support utilization reports. • Collaborated with Lockton to provide Salary and Benefits Committee with ongoing education regarding High Deductible Health Plans and Health Savings Accounts in an effort to ensure the committee members are comfortable with the concept and well educated regarding the plan so that they can serve as a valuable resource to our employee population when the Authority rolled out a HDHP/HAS as a third tier to our current health insurance plan later this year. • Ongoing efforts to work with Broker and CTSI to evaluate work comp data in an effort to identify trends, areas of concerns and ways to reduce SMFRA’s work comp claims. • Evaluated the feasibility and potential benefits of a self- funded work comp program (unfortunately it was not found to be beneficial for SMFRA based on our claims history).

2014 Goals

• Implement an Internal Rehabilitation program • Implement a High Deductible Health Plan and Health Savings Account • Monitor and evaluate effectiveness of partially self-insured medical plan • Implement an Administrative Leadership Development Program • Conduct a lateral Paramedic hiring process • Implement a new Compensation Philosophy for Line and Staff • Evaluate the human resource information system • Conduct a thorough benefits evaluation • Evaluate implementing a 360 degree evaluation tool

152 South Metro Fire Rescue Authority LID Report

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

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5000 Salaries 277,503 309,346 304,807 253,813 5400 Project/Meeting Overtime 31,451 37,300 19,670 46,920 LID - ERC Committee 3,500 LID - Evaluation Committee 1,500 LID - Misc Hr meetings/Committee 2,000 LID - OT for Paramedic Assessment 10,000 LID - OT for Physicals 20,000 LID - Performance Pro OT training 4,800 LID - Salary benefit Committee 5,120 6000 Pension Expense 31,618 37,121 36,480 30,458 6025 Retiree Health Savings 4,220 4,258 4,255 5,076 6050 Deferred Compensation - Employer Contribution 554 592 591 627 6100 Health Insurance 51,652 60,655 59,833 54,374 6125 Vision Insurance 940 1,016 1,004 762 6150 Dental Insurance 4,302 5,184 5,054 4,006 6200 Life, Accidental Death and Dismemberment Insurance 961 782 682 639 6225 Long Term Disability 1,316 2,382 2,379 1,954 6300 Social Security and Medicare 4,602 4,486 4,485 3,475 6400 Employee Assistance Program 623 556 3,670 417 7000 General Supplies 2,449 850 3,855 850 LID - New employee orientation materials 250 LID - Supplies 600 7025 Office Supplies 228 100 33 100 LID - Office supplies 100 7075 Postage/Shipping 303 400 198 400 7125 Books/Publications 570 1,175 837 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 5,499 5,625 5,387 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 656 500 LID - Paramedic Hiring process 500 7225 Awards and Recognition 22,825 64,850 55,101 65,450 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 breakfast 1,200 LID - Retiree recognition 5,000 LID - Service Awards 25,000

153 Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 7250 Uniforms 300 300 LID - Uniforms 300 8000 Printing/Binding 101 200 66 200 LID - Printing 200 8025 Physicals 100,465 214,125 155,525 285,050 LID - Additional required test from physicals 20,000 LID - Annual physicals 196,000 LID - DOT Physicals 1,625 LID - Fitness for duty 5,500 LID - HazMat Physicals 10,000 LID - New Hire Physicals 5,550 LID - New Hire Psych Eval 2,400 LID - New Hire Treadmills 975 LID - Treadmills 36,000 LID - USAR physicals 7,000 8175 Professional Services - Other 56,940 167,525 89,727 441,375 LID - Admin Leadership Development 20,000 LID - ADP background services 600 LID - Background checks for new hire Paramedics 5,000 LID - Background checks non-planned hires 250 LID - BC Retirement Incentive Program 32,000 LID - Cardiac/Stoke self funded coverage 9,000 LID - Coaching/mediation 7,000 LID - Cobra administration 4,000 LID - Employee Pulse Survey 5,000 LID - Employment liability training 2,500 LID - Ergometrics license 1,600 LID - Ergonomics accommodations 500 LID - Fire Chief Hiring process 160,000 LID - Health Reform Benefits/Taxes 76,300 LID - Hospital co pays 50,000 LID - HR consulting 2,500 LID - Misc EAP costs 15,000 LID - Open enrollment services 500 LID - Perf pro 360 module 6,000 LID - Perf pro evaluation license and fees 5,900 LID - Random drug screening 21,000 LID - Reasonable suspicion/post accident drug testing 525 LID - Transports fees 16,200 8225 Seminars/Conferences 3,528 14,325 6,004 8,325 LID - Annual legal update x2 400 LID - IPMA 600 LID - MSEC benefits 575 LID - Seminars for HR staff 6,750 8250 Travel/Lodging 1,908 3,000 3,880 3,000 LID - Travel for training 3,000 8275 Mileage 13 150 150 LID - Mileage 150 8300 Business/Meeting Expense 5,557 4,250 3,489 4,250 LID - Meetings/trainings interview 3,000 LID - Performance management recognition 1,250 8450 Tuition Assistance 91,607 150,000 101,993 150,000 LID - Tuition 150,000 5 Total Expenses 702,390 1,090,551 869,003 1,369,271

154 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 2012 Estimated 2013 Budget 2014 Salary & Benefits $498,379 $466,836 $645,032 Supplies & Expenses 1,188,821 1,224,325 1,518,970 Capital 538,223 205,800 491,000 Total $2,225,423 $1,896,961 $2,655,002

Personnel Summary Position Actual 2012 Actual 2013 Budget 2014 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 Specialist 1

Radio Ops Tech 0.2 0.2 0.2 Total FTEs 4.2 4.2 5.2

2013 Accomplishments: • Faster Fleet Management System o Completed any 2013 FASTER Fleet Management System product upgrades. o Deployed the FASTER’s Service Center product for SMFRA and contracted outside agencies.

155 o Completed the Wright Express WEX Fleet card integration with SMFRA’s FASTER product.

• Polycom o Upgraded Polycom PRMM (Accordant) from version 5.1.1 to 6.0.0.

• SharePoint o Established SMFRA SharePoint 2013 farm. o Engage a Business Analyst Consultant who possesses a minimum of a Certification of Competency in Business Analysis (CCBA) to gather and document user requirements for electronic forms, workflows, reports, and dashboards. o Researched and determine not to proceed with a Microsoft Premier Standard 0 Support Services contract. o Developed and deployed three custom SMFRA electronic InfoPath forms and workflows. o Conducted SharePoint 2013 technical and end-user training.

2014 Goals: Business Applications: • Citrix: o Deploy Citrix Product upgrades as required. • Faster Fleet Management System • High Plains o Deploy one High Plains Fire and Medic Manager product upgrade. o Based on SMFRA’s fire and emergency management services operations solution assessment, deploy new features and services as approved by SMFRA’s Enterprise Architecture Council. • SharePoint o Roll out SMFRA SharePoint 2013 farm. o Continue SharePoint 2013 technical and end-user training. Strategic Planning: • Operationalize Phase II and III of the SMFRA Technology Governance framework. • Operationalize the Technology Bureau’s 2014 and 5-year Strategic Plans. • Operationalize the Technology Bureau succession plan.

Technology Standards: • Review and assess the Technology architecture document to ensure SMFRA technologies provide a suitable environment to run its business applications architecture. • Perform impact analysis for newly proposed business applications and technologies. • Engage a Business Analyst Consultant to gather and document business processes for Human Resources and Finance.

Network: • Execute a SMFRA annual Tower maintenance agreement. • Replace the network switches for Stations 41, 42, 43, and 44.

156 • Replace the network switch at the Joint Services Facility. • Complete an assessment of the MetCom MDT program, and determine if any network changes are needed. • Implement Apparatus Hotspots for iPad and tablet connectivity. • Perform impact analysis for newly proposed network technologies.

Hardware: • Expand the Storage Area Network to support data growth needs. • Replace a minimum of six Operations Medic laptops. • Replace twelve CSS Inspections and Investigation laptops. • Replace nine Operation’s Station Polycom Cameras • Replace the current Lenel security system with the DSX security system at Stations 41, 42, 43, 44, 45, 46, and 47. • Perform impact analysis for newly proposed personal computer technologies.

Software: • Deploy a SharePoint data migration tool. • Deploy the Cisco Site Recovery Manager solution in support of SMFRA’s Disaster Recovery site build-out. • Implement a SMFRA Security Awareness eLearning program.

Communications: • Actively participate in Officer Meetings.

Radio Operations: • Establish and deploy the VHF radio program update. • Deploy the Westnet and Computer Aided Dispatch interface update. • Install new station alerting upgrades.

Maps Program: • Establish and operationalize a SMFRA iPad maintenance program. • Research and decide on an Incident Command System solution. • Implement Apparatus Garmin software updates.

157 South Metro Fire Rescue Authority

Division - Project - Location: (34) Technology

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5000 Salaries 360,718 340,491 338,140 472,305 5400 Project/Meeting Overtime 42,742 46,340 43,997 54,140 6000 Pension Expense 42,778 40,739 40,460 56,557 6025 Retiree Health Savings 6,053 4,087 4,326 7,233 6050 Deferred Compensation - Employer Contribution 601 6100 Health Insurance 32,711 28,593 28,069 38,908 6125 Vision Insurance 675 597 589 695 6150 Dental Insurance 2,937 2,760 2,691 3,235 6200 Life, Accidental Death and Dismemberment Insurance 1,027 854 745 1,181 6225 Long Term Disability 1,583 2,614 2,634 3,629 6300 Social Security and Medicare 5,954 4,923 4,959 6,454 6400 Employee Assistance Program 600 556 224 695 7000 General Supplies 41,072 52,200 69,133 45,600 7050 Computer Supplies 21,105 24,000 18,225 28,400 7075 Postage/Shipping 485 600 566 600 7100 Equipment $500 to $4,999 267,101 181,448 175,379 221,600 7125 Books/Publications 450 500 222 200 7150 Memberships 195 100 787 725 7175 Certifications 500 167 200 7200 Advertising/Public Notices 921 500 167 250 7225 Awards and Recognition 500 467 500 7250 Uniforms 1,111 450 254 600 7300 Updates/Maintenance Software 285,452 283,125 289,286 306,975 7310 Maintenance Hardware 90,016 223,500 155,912 171,820 7325 Telephone 221,995 160,300 163,426 184,100 7350 Pagers 5,841 9,300 7,064 9,300 7425 Wireless Connections 168,390 150,000 141,071 200,000 8175 Professional Services - Other 58,754 145,500 150,955 263,500 8225 Seminars/Conferences 2,250 13,000 12,326 18,000 8275 Mileage 70 500 282 500 8300 Business/Meeting Expense 569 500 586 600 8350 Routine Maintenance 7,030 1,000 333 2,000 8375 Outside Repairs and Services 16,014 64,300 37,718 63,500 9800 Equipment ($5,000 and over) 538,223 260,500 205,800 491,000 5 Total Expenses 2,225,423 2,044,877 1,896,961 2,655,002

158 South Metro Fire Rescue Authority

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

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5000 Salaries 359,720 339,491 337,169 471,305 5400 Project/Meeting Overtime 15,857 9,000 10,101 10,000 LID - Meeting for Sharepoint 2,000 LID - Overtime 8,000 6000 Pension Expense 42,778 40,739 40,460 56,557 6025 Retiree Health Savings 6,053 4,087 4,326 7,233 6050 Deferred Compensation - Employer Contribution 601 6100 Health Insurance 32,711 28,593 28,069 38,908 6125 Vision Insurance 675 597 589 695 6150 Dental Insurance 2,937 2,760 2,691 3,235 6200 Life, Accidental Death and Dismemberment Insurance 1,027 854 745 1,181 6225 Long Term Disability 1,583 2,614 2,634 3,629 6300 Social Security and Medicare 5,954 4,923 4,959 6,454 6400 Employee Assistance Program 600 556 224 695 7000 General Supplies 7,427 5,500 8,613 5,300 LID - Access Card Stock 1,000 LID - Headsets 300 LID - Power Strips 4,000 7050 Computer Supplies 21,105 24,000 18,225 24,000 LID - Amazon Orders 8,000 LID - CDW Orders 10,000 LID - Dell Orders 4,000 LID - Miscellaneous Vendors 1,000 LID - WPS Antennas 1,000 7075 Postage/Shipping 231 600 375 600 LID - Postage 600 7100 Equipment $500 to $4,999 128,317 61,948 124,178 74,200 LID - Cabling Equipment at MHQ 1,700 LID - Computer Replacements 44,000 LID - Disaster Recovery Site Computers 15,000 LID - First In UPS Replacements 3,000 LID - IT Equipment Cabinets for Stations 40 & 45 4,000 LID - KNS Communications Tower items 2,500 LID - Tablets 4,000 7125 Books/Publications 450 500 222 200 LID - Books 200 7150 Memberships 195 100 787 725 LID - CGAIT 500 LID - Experts Exchange 125 LID - IAFC - Affiliate Membership 100 7175 Certifications 500 167 200 LID - Certifications 200 7200 Advertising/Public Notices 921 500 167 250 LID - Advertising 250 7225 Awards and Recognition 500 467 500 LID - Awards and Recognition 500 7250 Uniforms 1,111 450 254 600 LID - Uniforms 600

159 Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 7300 Updates/Maintenance Software 285,452 283,125 289,286 304,475 LID - Adobe Licensing Renewal 6,500 LID - Android Applications 50 LID - Apple iTunes Applications 200 LID - Axis TV Licensing & Maintenance Renewal 1,500 LID - Citrix Licensing & Maintenance Renewal 10,000 LID - CivicPlus (Internet Website) Licensing & Maintenance 5,000 LIDRl - Computer Antivirus (Symantec) Licensing & Maintenance 15,000 LID - DSX Licensing & Maintenance Renewal 2,000 LID - ESRI GIS Licensing & Maintenance Renewal 4,000 LID - Event Management System Licensing & Maintenance 5,000 LID - Great Plains Licensing & Maintenance Renewal 20,000 LID - High Plains Licensing & Maintenance Renewal 35,000 LID - Info Rad Licensing & Maintenance Renewal 500 LID - Informacast Licensing & Maintenance Renewal 1,500 LID - IT Auditing (Netwrix) Licensing & Maintenance Renewal 2,500 LID - IT Security Awareness eLearning Library 6,800 LID - K2 SharePoint Licensing & Maintenance Renewal 2,500 LID - LaserFiche Licensing & Maintenance Renewal 8,500 LID - Lenel Licensing & Maintenance Renewal 3,000 LID - Log-Me-In Licensing & Maintenance Renewal 2,600 LID - Mail-Spam Filtering (Xecuritas) Licensing & Maintenance 4,500 LIDRl - Maintenance Connection Licensing & Maintenance 3,000 LID - MDT Session Persistence (Radio IP) Licensing 2,500 LID - Microsoft Enterprise Licensing & Maintenance Renewal 67,000 LID - Mobile Device Management Licensing Renewal 3,000 LID - Network Monitoring (Solarwinds) Licensing & Maintenance 4,200 LIDRl - Prophix Licensing & Maintenance Renewal 15,000 LID - RightFax Licensing & Maintenance Renewal 3,600 LID - Secure FTP (Complete) Licensing & Maintenance 400 LIDRl - Servers Alive Licensing & Maintenance Renewal 125 LID - SharePoint Data Migration Tool 25,000 LID - Track-IT Licensing & Maintenance Renewal 4,000 LID - VM Ware Licensing & Maintenance Renewal 20,000 LID - Westnet annual maintenance 20,000 7310 Maintenance Hardware 90,016 223,500 155,912 171,820 LID - Antennas (Network) 5,000 LID - Exalt Radio 5,000 LID - Facilities Technology (Projectors, etc.) 15,000 LID - HDVR 1,200 LID - High Plains Fax Maintenance 1,500 LID - HP Tape Backup System Maintenance 15,000 LID - MDT Maintenance Renewal 35,600 LID - Network Cisco Smartnet Renewal 50,000 LID - Video Conferencing (Polycom) Maintenance 37,300 LID - Visix Players for Joint and HQ Front Desk 6,220 7325 Telephone 221,995 160,300 163,426 184,100 LID - Century Link Lines 130,000 LID - Comcast Cable 2,600 LID - PAETEC Lines 51,500 7425 Wireless Connections 21,201 5,805

160 Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 8175 Professional Services - Other 55,054 106,000 130,098 226,000 LID - 3rd Party Computer Support Services 10,000 LID - American Registry for Internet Numbers (ARIN) 500 LID - Business Analysis 9,000 LID - Great Plains (Knaster) Support Services 5,000 LID - Info-Tech Research Group 5,000 LID - KNS Communications Annual Tower & Radio Support 30,000 LIDSi - MSN Communications enGARDE Gold Support Services 100,000 LID - MSN Communications Network Engineering 10,000 LID - SharePoint 2013 Deployment Services 40,000 LID - SMFRA Domain Name Services 1,500 LID - SMFRA Internet Website Support Services 5,500 LID - SSL Certficates Support Services 4,000 LID - Staff Assessments 500 LID - Station Network Switch Replacement Engineering 5,000 8225 Seminars/ConferencesSi 2,250 13,000 12,326 16,000 LID - Seminars 4,000 LID - Technical Training 12,000 8275 Mileage 70 500 282 500 LID - Mileage 500 8300 Business/Meeting Expense 422 500 586 450 LID - Business Meetings 450 8350 Routine Maintenance 1,000 333 2,000 LID - Equipment Recycling 2,000 8375 Outside Repairs and Services 12,643 37,800 17,180 41,000 LID - Electrical Work at various Stations 18,000 LID - Low Voltage Installs at various Stations 5,000 LID - Network Cabling at various Stations 18,000 9800 Equipment ($5,000 and over) 475,789 155,000 150,007 353,000 LID - Disaster Recovery Site Recovery Manager solution 50,000 LID - Email Archiving Solution 20,000 LID - Lenel System Replacement 52,000 LID - LSB Laptop/Tablet Replacements 65,000 LID - Spare Network Cisco 2850 Switch 7,000 LID - Stations Network Cisco Switch Replacement 64,000 LID - Storage Area Network (SAN) Expansion 50,000 LID - Video Conferencing (Polycom) Camera Replacements 45,000 5 Total Expenses 1,795,145 1,509,537 1,510,665 2,005,812

161 South Metro Fire Rescue Authority

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

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5400 Project/Meeting Overtime 21,914 22,340 17,578 21,340 LID - OT to complete projects 15,000 LID - Program radios 2,500 LID - Radio Coordinator OT 8/month 3,840 7000 General Supplies 26,867 18,700 25,633 35,000 LID - 800 Radio Batteries 20,000 LID - Battery Charges 1,000 LID - BK VHF Batteries 8,500 LID - Nextel Accessories 1,000 LID - Radio Holders 3,000 LID - Radio Parts 1,500 7075 Postage/Shipping 254 191 7100 Equipment $500 to $4,999 137,685 119,500 51,201 144,000 LID - Mobile Radio Replacements 92,500 LID - Wildland Mobile VHF Radios 35,000 LID - Wildland Portable VHF Radios 14,000 LID - Wireless Access Point Replacements 2,500 7350 Pagers 5,841 9,300 7,064 9,300 LID - Pagers 9,300 7425 Wireless Connections 147,189 150,000 135,266 200,000 LID - Sprint Cellular Services 170,000 LID - Verizon Cellular Services 30,000 8175 Professional Services - Other 3,700 39,500 19,942 37,500 LID - 800 MHz Radios Arapahoe County Subscription Services 13,000 LID - 800 MHz Radios Douglas County Subscription Services 15,000 LID - 800 MHz Radios Programming Services 6,500 LID - Radios Reprogramming Services 3,000 8300 Business/Meeting Expense 148 150 LID - Business Meetings 150 8350 Routine Maintenance 7,030 8375 Outside Repairs and Services 3,371 26,500 20,538 22,500 LID - 800 MHz Mobile Radio Repairs by Douglas County 2,000 LID - 800 MHz Portable Radio Repairs by Douglas County 9,000 LID - Engineer Headsets (David Clark) Repair Services 1,500 LID - First In Station Alerting Services 5,000 LID - VHF Radio Services 5,000 9800 Equipment ($5,000 and over) 62,435 105,500 55,793 138,000 LID - First In Bedroom Alerting 13,000 LID - First In Video Monitors 36,000 LID - VHF Radio Repeater 50,000 LID - VHF Radio Station Alerting Back-up 25,000 LID - Westnet-Tritech Interface 14,000 5 Total Expenses 416,433 491,340 333,205 607,790

162 South Metro Fire Rescue Authority

Division - Project - Location: (34-1140) Maps

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5000 Salaries 998 1,000 971 1,000 5400 Project/Meeting Overtime 4,971 15,000 16,318 22,800 LID - Project Overtime 22,800 7000 General Supplies 6,778 28,000 34,887 5,300 LID - Garmin Units 1,000 LID - iPad Accessories 3,300 LID - MetCom Maps 1,000 7050 Computer Supplies 4,400 LID - iPad Insurance 4,400 7100 Equipment $500 to $4,999 1,099 3,400 LID - Incident Command Solution 1,000 LID - iPads (6 at $400) 2,400 7300 Updates/Maintenance Software 2,500 LID - Air Watch Licenses 1,000 LID - Garmin Lifetime Map Updates 1,000 LID - iPad Applications 500 8175 Professional Services - Other 915 8225 Seminars/Conferences 2,000 LID - Technical Training 2,000 5 Total Expenses 13,846 44,000 53,091 41,400

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

Community Safety Services is led by an assistant chief and includes 23 staff assigned to the following major areas; Life Safety Bureau, Community Preparedness Bureau and Planning and Analysis.

The Life Safety Bureau (LSB) is primarily responsible for the enforcement of the adopted fire codes and standards throughout the Authority. The LSB, led by the Fire Marshal, is divided into three main functional areas: Development and Construction, Code Compliance and Investigations. Development and Construction is responsible for ensuring that all new construction and alterations to existing buildings comply with the adopted fire codes and standards. Code Compliance is generally responsible for ensuring that buildings and facilities are maintained properly after they are constructed and occupied. Investigations is responsible for the examination of the origin and cause of fires, explosions and hazardous materials emergencies within the Authority. Typically, investigations are performed by LSB personnel assigned to Development and Construction, and Code Compliance.

The Community Preparedness Bureau was created in 2010 as a consolidation of our various emergency management and education programs that will better allow us to transition our emergency management efforts from the operational planning phase to community-oriented emergency preparedness. The bureau, led by our Emergency Manager, consists of our life safety education, safety foundation, grant management, incident management team (Type IV IMT), terrorism liaison officer, and emergency planning programs.

Emergency Management is responsible for ensuring the plans and programs are put in place to help SMFRA and the community prepare for natural and man-made disasters. The Emergency Manager works with all entities in SMFRA to develop the Comprehensive Emergency Management Plan, including continuity of operations, emergency operations, prevention, mitigation and recovery.

Life Safety Education is primarily responsible for providing fire and injury prevention programs for children, adults, seniors, homeowners, and business owners. Programs include car seat safety checks, wildfire mitigation, juvenile firesetter intervention, and several age and risk specific programs.

The Safety Foundation is a non-profit organization that works in conjunction with Life Safety Education to offer additional, specialized adult and teen safety programs.

Grant Management is primarily responsible for working with SMFRA staff to identify methods to obtain funding for special projects, programs and equipment needs. The Program Administrator fills the role of Grant Specialist and writes the majority of grant applications and assists with the management of the grant once funds are awarded.

The Planning and Analysis Bureau performs data analysis used in planning location of fire stations as well as preparing dashboards for management analysis. This bureau prepares the accreditation document and prepares data for recommendations on the Standard of Cover.

165 Budget Summary

Community Safety Services Revenues Actual 2012 Estimated 2013 Budget 2014 Plan reviews/Permits $907,462 $1,219,649 $1,037,000

Expenditures Community Safety Services – Division 40 Actual 2012 Estimated 2013 Budget 2014

Salary & Benefits $265,989 $261,998 $294,898 Supplies & Expense 5,224 3,689 58,079 Total $271,213 $265,687 $352,977

Budget Summary

Life Safety Bureau – Division 42 Actual 2012 Estimated 2013 Budget 2014

Salary & Benefits $1,948,677 $1,954,625 $2,163,469 Supplies & Expense 61,056 79,228 70,390 Capital 150,000 303,529 Total $2,009,733 $2,183,853 $2,537,388

Budget Summary

Planning & Analysis – Division 43 Actual 2012 Estimated 2013 Budget 2014

Salary & Benefits $183,134 $65,357 $ Supplies & Expense 11,875 100,891 167,236 Total $195,009 $166,248 $167,236

Personnel from other divisions of the Authority and MetCom perform the work of this division.

Community Preparedness Bureau

Budget Summary

Life Safety Education Bureau – Division 45 Actual 2012 Estimated 2013 Budget 2014

Salary & Benefits $263,332 $219,990 $244,284 Supplies & Expense 7,578 21,780 129,998 Total $270,910 $241,770 $374,282

166

Budget Summary

Emergency Management – Division 47 Actual 2012 Estimated 2013 Budget 2014

Salary & Benefits $166,327 $158,264 $278,949 Supplies & Expense 3,417 10,465 18,860 Total $169,744 $168,729 $297,809

Budget Summary

Support the South Metro Fire Safety Foundation – Division 48 Actual 2012 Estimated 2013 Budget 2014

Salary & Benefits $76,843 $52,524 $57,823 Supplies & Expense 1,254 660 2,225 Total $78,097 $53,184 $60,048

Budget Summary

Grants - Division 49 Actual 2012 Estimated 2013 Budget 2014

Salary & Benefits $8,193 $28,773 $31,745 Supplies & Expense 1,102 4 2,500 Total $9,295 $28,777 $34,245

Budget Summary

Totals for CSS Division Actual 2012 Estimated 2013 Budget 2014

Salary & Benefits $2,912,495 $2,741,531 $3,071,168 Supplies & Expense 91,506 216,717 449,288 Capital 150,000 303,529

Total $3,004,001 $3,108,248 $3,823,985

Personnel Summary Position Actual 2012 Actual 2013 Budget 2014 Assistant Chief 1 1 1 Community Safety Services

Fire Marshal 1 1 1 Deputy Fire Marshal 2 1 1 Administrative Division Assistant 1 1 1 Permit Coordinator 1 1 1 CSS - Section Supervisor 3 3

167 CSS Fire Inspectors 10 7 8 Life Safety Educators 2 2.25 2.25 CSS – Plan Reviewers 4 3 3 CSS – HazMat Compliance 1 1 0 Emergency Operations Manager 1 1 1 Program Administrator 0.5 0.5 0.5 Grant Administrator 0.5 0.25 0.25 Planning & Analysis Coordinator 1

Planning & Analysis Technician 0.68 Total FTE 26.68 23 23

Community Safety Services Administration

2013 Accomplishments:

• The false alarm mitigation program implemented a pilot program to reduce alarm responses in Castle Pines Village, with significant results. Also produced targeted educational material for home smoke and CO detectors. • Established a Colorado Fire Sprinkler Coalition to encourage installation of home fire sprinklers. Homebuilders will now offer sprinklers in the Cities of Castle Pines and Lone Tree. • Developed Knox box accountability policy and process. • The wildfire mitigation program worked with Happy Canyon and The Canyons to identify mitigation priorities and a funding source for slash pick up & chipping 2014 Goals:

• Begin preparations for re-accreditation, with focus on strategic plan. • Begin marketing home fire sprinklers in new developments of the City of Castle Pines. • Direct false alarm mitigation program efforts to targeted areas based on 2011-2013 data analysis. • Direct wildfire mitigation program efforts to targeted areas based on 2011-2013 data analysis. Preplans

2013 Accomplishments:

• Developed a preplan for 100% of all complexes • Preplans will be completed by the last day of the quarter assigned, 90% of the time • Survey completed to obtain feedback from officers on program effectiveness and future direction.

2014 Goals:

• Establish and implement new maintenance schedule for existing preplans. • Complete a preplan for new construction within 4 months of project completion. • Preplans will be completed by the last day of the quarter assigned, 90% of the time.

168

Life Safety Bureau

2013 Accomplishments:

• Organized the Life Safety Bureau (LSB) with a single Deputy Fire Marshal and three section supervisors, one overseeing each section of the LSB. • Transitioned all Life Safety Technicians to Fire Inspectors by increasing their levels of training and certification. • Completed a Business Process Analysis to identify opportunities for improving effectiveness and efficiency of service delivery • Selected a vendor for electronic plan review and permitting and initiated planning and implementation. • Hosted outreach sessions with customers including high rise building owners and operators regarding retroactive code requirements. • Hosted a hazardous chemicals roundup for Douglas County. • Actively involved in code development at local, state, and national levels. • Improved data quality in department Records Management System (RMS) through false alarm follow up and cross walking fire incident reports and fire investigations. • Updated program analysis for investigations section and executed Memorandum of Understandings (MOU) with two neighboring fire districts to improve cooperation and share resources. • 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.

2014 Goals:

• Continue to execute and implement a comprehensive solution to improve customer service through online, electronic project submittal, review, and tracking. • Implement tablet based paperless inspection for new and existing buildings. • Integrate existing RMS with new technology solutions for review, permitting, and inspection • Further refine 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

2013 Accomplishments:

• Annual Compliance Report for accreditation submitted and approved. • Successfully transitioned GIS analytical services to MetCom. • Eliminated Planning & Analysis Coordinator position and re-structured to establish an Accreditation Manager position staffed by operations personnel.

169 • Cooperative effort with MetCom and West Metro Fire to establish common incident response analytics & data definitions.

2014 Goals:

• Prepare for the version 9 edition of the Fire & Emergency Service Self-Assessment Manual and changes to the accreditation process • Begin preparations for re-accreditation including document updates & identifying critical issues. • Work with consultant to evaluate & update strategic plan. • Improve maintenance processes for accreditation documentation, including self-assessments. • Host CPSE accreditation manager's workshop. • Improve the district’s incident reports and related statistics through automated reminders and continuing education of officers. • Align SMFRA GIS and accreditation related planning with the regional partners

Community Preparedness 2013 Accomplishments:

• Child Passenger Safety Seat Program o Shifted the program under the Foundation and increased its budget three fold through grants and donations o Increased capacity of certified technicians: . Trained and hired nine new technicians. . Hired four pre-certified outside technicians. . Transitioned three SMFRA technicians as Foundation employees o Partnered with the Women, Infants, and Children (WIC) organization for a car seat check (30 seats checked). o Facilitated 200 car seat checks at time of budget submittal.

• Emergency Management o Conducted two quarterly callback drills. o Conducted an Occupant Emergency Plan (OEP) training and drill for each facility (Mineral and JSF). o Coordinated Occupancy Risk Reduction Program (CORRP) . Conducted evacuations drill for five Senior Living Centers. . Participated in Parker Adventist and Skyridge Emergency Planning Committees monthly meeting. . Reviewed the Emergency Operations Plan for two Senior Living Centers.

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

170 • Juvenile Firesetter Intervention Program (JFIP) o Trained one additional Juvenile Firesetter Interventionist o Conducted Juvenile Firesetter Interventions.

• Life Safety Education o Developed Aging Matters class and presented to five (5) senior citizen groups. o Developed the Fire Safety Matters to expand the former Wildfire Matters class to ten (10) elementary schools at time of budget submittal. o Revised the Risk Matters class to reach age appropriate “tweens” and 30% of SMFRA’s middle schools will have received the class by the end of 2013.

• Life Safety Foundation o Collaboratively transitioned the Child Passenger Safety Seat Program from SMFRA to the Foundation (hiring, payroll, accounts payable, and program implementation all accomplished).

• Terrorism Liaison Officer (TLO) Program • Improved SMFRA’s security information sharing by actively engaging other agencies within our district with similar TLO programs. • Increased awareness of security related risks by delivering one line training.

2014 Goals:

• Integrate the Community Preparedness Bureau databases into the Sharepoint environment for better data collection, retention and analysis capability. • Improve efficiency for data collection by creating field forms for the following programs: o Juvenile Firesetter Interventions o Car seat checks o Wildland Home Ignition Assessments • Reduce the risk to wildfire through mitigation efforts in a select SMFRA community • Offer at least one car seat event for a select “at risk” or underserved population - e.g., WIC participants, Hispanic community, etc. • Expand the number of educational classes and trainings for “at risk” facilities - e.g., Hospitals, Senior Living facilities, Daycare Centers, etc. • Offer at least four quarterly onsite Safety Warden Seminars for the Authority’s other commercial facilities. • Build bureau capacity by cross-training or adding trained personnel in specialty areas - e.g., adding an A Shift Juvenile Firesetter Interventionist. • Provide additional outreach to line/staff personnel for security related issues through the Terrorism Liaison Officer Program.

171 South Metro Fire Rescue Authority

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

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5000 Salaries 193,351 191,436 186,959 205,142 5400 Project/Meeting Overtime 12,710 21,000 13,417 19,500 6000 Pension Expense 22,645 22,732 22,207 24,377 6025 Retiree Health Savings 3,758 3,789 3,788 4,063 6100 Health Insurance 23,256 25,330 24,927 30,252 6125 Vision Insurance 522 508 502 508 6150 Dental Insurance 1,967 2,120 2,067 2,185 6200 Life, Accidental Death and Dismemberment Insurance 551 475 412 508 6225 Long Term Disability 827 1,459 1,446 1,564 6250 FPPA Death and Disability 3,466 3,469 3,469 3,738 6300 Social Security and Medicare 2,635 2,747 2,684 2,783 6400 Employee Assistance Program 301 278 120 278 7000 General Supplies 284 27 7025 Office Supplies 174 100 33 100 7125 Books/Publications 110 200 67 200 7150 Memberships 769 834 898 849 7175 Certifications 415 298 30 7225 Awards and Recognition 772 500 214 500 7250 Uniforms 471 250 83 250 8000 Printing/Binding 500 183 500 8175 Professional Services - Other 1,425 10,000 590 52,000 8225 Seminars/Conferences 625 650 767 1,350 8250 Travel/Lodging 35 600 200 2,000 8275 Mileage 14 8300 Business/Meeting Expense 545 250 329 300 5 Total Expenses 271,213 289,641 265,687 352,977

172 South Metro Fire Rescue Authority

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

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5000 Salaries 191,352 189,436 185,011 203,142 5400 Project/Meeting Overtime 3,586 8,500 3,619 8,500 6000 Pension Expense 22,645 22,732 22,207 24,377 6025 Retiree Health Savings 3,758 3,789 3,788 4,063 6100 Health Insurance 23,256 25,330 24,927 30,252 6125 Vision Insurance 522 508 502 508 6150 Dental Insurance 1,967 2,120 2,067 2,185 6200 Life, Accidental Death and Dismemberment Insurance 551 475 412 508 6225 Long Term Disability 827 1,459 1,446 1,564 6250 FPPA Death and Disability 3,466 3,469 3,469 3,738 6300 Social Security and Medicare 2,635 2,747 2,684 2,783 6400 Employee Assistance Program 301 278 120 278 7000 General Supplies 284 27 7025 Office Supplies 174 100 33 100 LID - Misc office supplies 100 7125 Books/Publications 110 200 67 200 LID - Misc books 200 7150 Memberships 769 834 898 849 LID - COICC 30 LID - FMAC Class B 145 LID - IAFC/LSS 229 LID - NFPA/IFMA 165 LID - NSEFO 50 LID - RMCSFPE 15 LID - SFPE 215 7175 Certifications 415 298 30 LID - DFS Fire Inspector III 30 7225 Awards and Recognition 772 500 214 500 LID - General awards/recognition 500 7250 Uniforms 471 250 83 250 LID - Replacement shirts, pants, sweatshirts 250 8000 Printing/Binding 500 183 500 8175 Professional Services - Other 1,425 10,000 590 52,000 LID - Sprinkler Rebates 50,000 LID - Coaching 2,000 8225 Seminars/Conferences 625 650 767 1,350 LID - CPSE Excellence Conference 700 LID - ICC educational institute 150 LID - Miscellaneous 500 8250 Travel/Lodging 35 600 200 2,000 LID - CPSE Excellence Conference 1,400 LID - EFO Symposium 600 8275 Mileage 14 8300 Business/Meeting Expense 545 250 329 300 LID - Division meeting expense 150 LID - Miscellaneous 150 5 Total Expenses 260,090 275,141 253,941 339,977

173 South Metro Fire Rescue Authority

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

Fund: (01) General Fund

Accoun Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5000 Salaries 1,999 2,000 1,948 2,000 5400 Project/Meeting Overtime 9,124 12,500 9,798 11,000 LID - Overtime 11,000 5 Total Expenses 11,123 14,500 11,746 13,000

174 South Metro Fire Rescue Authority LID Report

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

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5000 Salaries 1,395,426 1,434,955 1,397,524 1,540,954 5400 Project/Meeting Overtime 35,445 1,000 2,400 1,000 5500 Overtime Inspections 4,541 39,300 44,011 42,000 5525 Overtime Investigations 31,542 36,000 23,358 34,800 6000 Pension Expense 166,362 172,555 165,949 184,914 6025 Retiree Health Savings 28,792 28,759 29,417 32,623 6050 Deferred Compensation - Employer Contribution 12,094 13,252 12,084 13,012 6100 Health Insurance 197,757 199,288 201,195 230,610 6125 Vision Insurance 3,834 3,473 3,424 3,316 6150 Dental Insurance 17,035 17,026 16,815 17,085 6200 Life, Accidental Death and Dismemberment Insurance 3,725 3,628 2,984 3,877 6225 Long Term Disability 6,065 11,072 10,775 11,865 6250 FPPA Death and Disability 23,128 21,998 22,735 23,815 6300 Social Security and Medicare 20,527 20,850 20,982 21,097 6400 Employee Assistance Program 2,403 2,501 972 2,501 7000 General Supplies 5,539 5,300 5,779 5,100 LID - Inspector tools/equipment 1,200 LID - Investigator tools/equipment/consumables 2,500 LID - Operational Supplies 1,400 7025 Office Supplies 830 250 559 250 LID - Office Supplies 250 7075 Postage/Shipping 10 250 192 250 LID - Postage/Shipping 250 7100 Equipment $500 to $4,999 1,980 4,200 1,400 1,400 LID - Inspector Testing Equip calibration/upgrades 1,400 7125 Books/Publications 5,554 4,611 4,052 5,900 LID - 2012 IFC Electronic (4 Const Inspectors) 280 LID - Code enforcements journals 250 LID - Investigation journals 200 LID - Library 1,500 LID - NFPA Online & Paper subscriptions 2,450 LID - NFPA Standards books 1,220 7150 Memberships 2,314 3,590 2,907 4,005 LID - American Fire Sprinkler Association 100 LID - FMAC 675 LID - IAAI 1,100 LID - IAFC (2@ $215, 3@ $95) 715 LID - ICC 380 LID - ISFAI 125 LID - National Fire Sprinkler Association 85 LID - NFPA 450 LID - RMAFAA 50 LID - Society of Fire Protection Engineers 325 7175 Certifications 1,985 5,080 2,959 3,250 LID - ICC certs for Line 1,000 LID - Investigator certifications 600 LID - Professional Certs for staff 1,650 7200 Advertising/Public Notices 1,000 333 1,000 LID - Advertising/Public Notices 1,000

175 Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 7225 Awards and Recognition 114 900 416 900 LID - Employee Recognition - Awards 900 7250 Uniforms 6,596 7,178 9,347 7,480 LID - Class A (1) 580 LID - Staff x1 100 LID - Sworn x17 6,800 7275 Personal Protective Gear 2,398 3,700 2,343 5,500 LID - Investigator Wildland PPE 3,400 LID - Replacement for wear and tear 2,100 8000 Printing/Binding 832 500 790 500 LID - Professional Printing 500 8175 Professional Services - Other 22,356 30,000 31,592 12,000 LID - Leadership Training/Consulting 12,000 8225 Seminars/Conferences 4,006 10,500 10,914 14,955 LID - Denver Arson Seminar 900 LID - ICC Educational Conf Denver 2,500 LID - Investigator training 1,700 LID - LSB staff training-technical 6,980 LID - SPFE Conf 1,200 LID - Supervisor training 1,000 LID - Vail Inv Conf 675 8250 Travel/Lodging 4,518 5,030 2,757 5,100 LID - EFO Symposium 600 LID - Travel for classes 4,500 8275 Mileage 17 8300 Business/Meeting Expense 2,007 2,500 2,889 2,800 LID - Extended investigation subsistence 300 LID - HHM roundup lunch/rehab 1,000 LID - LSB Meetings 900 LID - Professional Association Meetings 600 9800 Equipment ($5,000 and over) 303,529 150,000 303,529 LID - Electronic plan review/implementation/training 303,529 5 Total Expenses 2,009,733 2,393,777 2,183,853 2,537,388

176 South Metro Fire Rescue Authority

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

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5000 Salaries 135,376 94,524 48,485 6000 Pension Expense 16,245 11,343 5,159 6025 Retiree Health Savings 2,695 1,890 922 6050 Deferred Compensation - Employer Contribution 890 905 434 6100 Health Insurance 22,583 15,508 8,247 6125 Vision Insurance 391 262 136 6150 Dental Insurance 1,782 1,327 683 6200 Life, Accidental Death and Dismemberment Insurance 405 238 95 6225 Long Term Disability 586 728 370 6300 Social Security and Medicare 1,861 1,371 798 6400 Employee Assistance Program 318 151 28 7000 General Supplies 271 7100 Equipment $500 to $4,999 4,229 7125 Books/Publications 200 LID - Updated accrediation books 200 7150 Memberships 430 143 580 LID - IAFC 229 LID - IFE 136 LID - National Fire Protection Association 165 LID - NSEFO 50 7250 Uniforms 151 90 63 250 LID - Uniform replacements 250 8175 Professional Services - Other 1,450 87,492 96,270 156,906 LID - Accredication Annual fee 1,540 LID - Coaching 2,000 LID - DRCOG Imagery 5,000 LID - GIS Analytical service 88,366 LID - Strategic Plan Consulting 60,000 8225 Seminars/Conferences 1,750 1,000 639 3,300 LID - CPSE Excellence Conference 700 LID - Data Analysis Workshop 650 LID - FRI 650 LID - Metro Planners Conference 300 LID - Performance Institute Courses 1,000 8250 Travel/Lodging 3,883 3,000 3,476 4,800 LID - CPSE Excellence Conference 1,400 LID - EFO Symposium 600 LID - FRI 1,400 LID - Metro Planners Conference 1,400 8275 Mileage 32 400 132 8300 Business/Meeting Expense 109 500 167 1,200 LID - Colorado Consortium 100 LID - CPSE Accrediation Managers Workshop 600 LID - Strategic Plan Meetings 500 5 Total Expenses 195,009 221,158 166,248 167,236

177 South Metro Fire Rescue Authority

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

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5000 Salaries 193,658 156,944 153,704 167,019 5200 Minimum Staffing/Constant Staffing 317 5400 Project/Meeting Overtime 6,190 12,888 7,156 8,640 LID - CPS Station Supply upkeep 1,200 LID - JFIP Intervention 2,880 LID - JFIP On going training 1,920 LID - Juvenile Firesetter Intervention Program 640 LID - Life Safety Educators presentation, community events 2,000 5550 Instructors 1,217 6000 Pension Expense 22,556 18,833 18,445 20,042 6025 Retiree Health Savings 2,860 1,744 2,664 3,340 6050 Deferred Compensation - Employer Contribution 94 349 357 383 6100 Health Insurance 29,440 31,195 30,708 37,275 6125 Vision Insurance 555 529 522 529 6150 Dental Insurance 2,518 2,671 2,604 2,753 6200 Life, Accidental Death and Dismemberment Insurance 445 398 323 422 6225 Long Term Disability 712 1,208 1,201 1,286 6300 Social Security and Medicare 2,670 2,276 2,176 2,288 6400 Employee Assistance Program 100 307 130 307 7000 General Supplies 1,930 6,400 6,660 6,400 LID - Car seat supplies 300 LID - Classroom props/handouts 2,000 LID - Helmets 1,900 LID - Senior/Special needs safety 100 LID - Station Supplies 1,000 LID - Wildfire Mitigation program 1,100 7075 Postage/Shipping 35 120 20 120 LID - Fire Prevention Materials school mailing 60 LID - Misc shipping 60 7100 Equipment $500 to $4,999 3,000 1,000 LID - IPAD technology & field use-cords 1,000 7125 Books/Publications 745 7 7150 Memberships 435 255 225 420 LID - Fire & Life Safety Educators of CO 300 LID - FMAC 20 LID - Safe Kids 100 7175 Certifications 150 1,730 370 535 LID - All State Certifications Fire & Life 60 LID - CPS Technician Certification 200 LID - CPS Technician recertification 200 LID - Fire Instructor 45 LID - JFIS I 30 7225 Awards and Recognition 25 120 65 120 LID - Awards 120 7250 Uniforms 1,274 690 975 690 LID - Uniforms 690 7800 Miscellaneous Expense 200 67

178 Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 8000 Printing/Binding 730 1,320 1,667 870 LID - Christmas tree tags 500 LID - Misc Print Jobs 120 LID - Safety scoop coupons 250 8175 Professional Services - Other 16,225 6,465 108,754 LID - CPB Database Access 2,500 LID - Database Integration Projects Master CPB 46,720 LID - Database Intergration Projects Car Seat 18,692 LID - Database Intergration Projects JFIP 9,814 LID - Database Intergration Projects Wildland 24,528 LID - Foundation Car Seat Program Mgt 5,000 LID - JFIP Interview recording system 1,500 8225 Seminars/Conferences 1,160 3,370 2,101 2,625 LID - FLSE Conference of Rockies 1,350 LID - ICC Code Conference 175 LID - JFIS Conference National 650 LID - LifeSavers National Conference 450 8250 Travel/Lodging 1,452 3,056 2,339 5,110 LID - FLSE Conference of Rockies 1,440 LID - JFIS Conference National 925 LID - Kidz in Motion 500 LID - LifeSavers National Conference 860 LID - Parking at Airport for Conference attendance 50 LID - Pier Diem 535 LID - Utah or Other FLSE Conference 800 8275 Mileage 136 1,004 LID - Mileage 1,004 8300 Business/Meeting Expense 250 430 819 2,150 LID - FLSEC Awards Banquet/Luncheon 150 LID - Misc. Business Expenses 2,000 8375 Outside Repairs and Services 200 LID - On going maintenance for LSE trailer 200 5 Total Expenses 270,910 267,003 241,770 374,282

179 South Metro Fire Rescue Authority

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

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5000 Salaries 126,454 117,169 115,091 120,451 5400 Project/Meeting Overtime 2,700 13,800 5,435 116,400 LID - OEM Special projects 5,000 LID - BMW Golf Tournment 105,000 LID - Terrorism Liasion Officer 6,400 6000 Pension Expense 14,108 14,060 13,736 14,454 6025 Retiree Health Savings 2,341 2,343 2,343 2,409 6050 Deferred Compensation - Employer Contribution 2,341 2,343 2,343 2,409 6100 Health Insurance 13,933 15,164 14,930 18,125 6125 Vision Insurance 261 254 251 254 6150 Dental Insurance 1,202 1,296 1,263 1,335 6200 Life, Accidental Death and Dismemberment Insurance 342 291 253 299 6225 Long Term Disability 516 902 895 927 6300 Social Security and Medicare 1,772 1,699 1,665 1,747 6400 Employee Assistance Program 356 139 60 139 7000 General Supplies 29 4,200 1,632 4,000 LID - Ready meals additions and replacement 3,000 LID - Supplies 1,000 7100 Equipment $500 to $4,999 1,000 1,000 LID - IMT/EOC go kit 1,000 7125 Books/Publications 178 284 234 322 LID - Internet domain name renewal 12 LID - Journal of Emergency Management 235 LID - Journal of Homeland Security and Emergency 75 7150 MembershipsM 759 769 204 1,230 LID - Colorado Emergency Management Association 45 LID - ESPIO 25 LID - ICMA 585 LID - Internation Assoc of Emergency Manager 170 LID - International Association of Fire Chiefs 205 LID - National Emergency Mgt Assosciation 200 7175 Certifications 200 45 200 LID - Certification 200 7225 Awards and Recognition 750 200 100 200 LID - Awards 200 7250 Uniforms 28 400 200 400 LID - Uniforms 400 7275 Personal Protective Gear 200 LID - PPE 200 7375 Cell, Digital, Nextel Phones 34 7425 Wireless Connections 3,133 3,935 4,500 LID - Command 3 Clear Channel 2,500 LID - Command 3 Direct TV 1,000 LID - Command 3 Global star 1,000 8000 Printing/Binding 124 8175 Professional Services - Other 471 750 3,218 LID - Go To Meeting Video/Phone Conferencing 468 LID - Leadership & Mgt Coaching 2,000 LID - WeatherBug Subscription 750

180 Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 8225 Seminars/Conferences 585 1,070 615 770 LID - CEMA conference 120 LID - IAEM Conference 650 8250 Travel/Lodging 165 2,060 2,587 1,380 LID - CFLSEC 280 LID - ICMA Conference 1,100 8275 Mileage 100 33 140 LID - Mileage 140 8300 Business/Meeting Expense 452 1,100 721 1,100 LID - COOP drill 400 LID - EOC drill 400 LID - Misc OEM related meetings 300 8375 Outside Repairs and Services 200 LID - Misc maintenance 200 5 Total Expenses 169,744 184,727 168,729 297,809

181 South Metro Fire Rescue Authority

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

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5000 Salaries 63,143 42,328 42,292 46,466 6000 Pension Expense 7,544 5,079 5,075 5,576 6025 Retiree Health Savings 1,259 847 866 929 6050 Deferred Compensation - Employer Contribution 1,259 847 866 929 6100 Health Insurance 1,958 2,107 2,059 2,491 6125 Vision Insurance 54 50 49 50 6150 Dental Insurance 171 193 188 199 6200 Life, Accidental Death and Dismemberment Insurance 217 107 144 117 6225 Long Term Disability 274 326 331 358 6300 Social Security and Medicare 862 614 621 637 6400 Employee Assistance Program 102 71 32 71 7000 General Supplies 99 750 265 600 LID - Special Event Handouts - stickers, pencils, tattoos, etc. 600 7075 Postage/Shipping 5 9 7100 Equipment $500 to $4,999 919 7175 Certifications 20 7250 Uniforms 13 15 8175 Professional Services - Other 10,872 159 835 LID - Current Internet Platform updates 500 LID - Private Registration (southmetrofoundation.org) 29 LID - Private Registration (southmetrosafetyfoundation.org) 29 LID - safetyfoundation.us 40 LID - safety-store.org 40 LID - southmetrofoundation.org 40 LID - southmetrosafetyfoundation.org 40 LID - Web Forwarding (safetyfoundation.us) 39 LID - Web Forwarding (southmetrofoundation.org) 39 LID - Web Forwarding (southmetrosafetyfoundation.org) 39 8275 Mileage 198 420 140 540 LID - Mileage 540 8350 Routine Maintenance 200 72 250 LID - Misc Maintenance 250 5 Total Expenses 78,097 64,809 53,184 60,048

182 South Metro Fire Rescue Authority

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

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5000 Salaries 6,646 23,239 23,219 25,511 6000 Pension Expense 816 2,789 2,786 3,061 6025 Retiree Health Savings 125 465 475 510 6050 Deferred Compensation - Employer Contribution 125 465 475 510 6100 Health Insurance 283 1,157 1,131 1,368 6125 Vision Insurance 8 27 27 27 6150 Dental Insurance 26 106 104 109 6200 Life, Accidental Death and Dismemberment Insurance 59 20 64 6225 Long Term Disability 28 179 181 196 6300 Social Security and Medicare 87 337 341 350 6400 Employee Assistance Program 49 39 13 39 7000 General Supplies 418 4 7025 Office Supplies 203 7250 Uniforms 61 8175 Professional Services - Other 55 2,500 LID - Matching funds for mitigation project in Castle Pines 2,500 8225 Seminars/Conferences 175 8250 Travel/Lodging 10 8375 Outside Repairs and Services 180 9700 Vehicles and Apparatus 450,000 5 Total Expenses 9,295 478,861 28,777 34,245

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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 287.5 employees including the Assistant Chief of Operations, Training Chief, EMS Chief, 9 Battalion Chiefs that each supervises a battalion of firefighters, Executive Officer, 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 2012 Estimated 2013 Budget 2014 Salary & Benefits $30,346,868 $29,876,499 $32,666,410 Supplies & Expenses 98,499 93,049 132,946 Dispatch Center 2,175,861 2,275,025 2,351,935 Contribution Volunteer Pension 29,908 33,175 45,000 Total $32,651,136 $32,277,748 $35,196,291

Budget Summary

EMS – Division 62 Expenditures Actual 2012 Estimated 2013 Budget 2014 Salary & Benefits $1,077,467 $871,706 $946,990 Supplies & Expenses 185,233 313,461 394,926 Capital 24,620 11,202 287,420 Total $1,287,320 $1,196,369 $1,629,336

Budget Summary

Special Operations – Division 64 Expenditures Actual 2012 Estimated 2013 Budget 2014 Salary & Benefits $1,184,721 $958,311 $1,059,340 Supplies & Expenses 648,809 959,703 1,000,377 Capital 71,791 50,663 14,600 Total $1,905,321 $1,968,677 $2,074,317

185 Budget Summary

Training – Division 67 Expenditures Actual 2012 Estimated 2013 Budget 2014 Salary & Benefits $1,473,212 $1,224,687 $1,365,350 Supplies & Expenses 432,277 311,398 471,676 Total $1,905,489 $1,536,085 $1,837,026

Personnel Summary (60, 62, 64, 67 in the General Fund) Position Actual 2012 Actual 2013 Budget 2014 Assistant Chief - Operations 1 1 1 Fire Operations Executive Officer 1 1 1 Bureau Chief - EMS 1 1 1 Bureau Chief - Training 1 1 1 Administrative Division Assistant 1 1 1 Battalion Chief 11 10 10 Administrative Bureau Assistant 1 1 1 Administrative Bureau Support 1 1 1 Administrative Training Coordinator 1 1 1 Captain 24 25 25 Lieutenant 40 37 37 EMS – Education Supervisor 1

EMS Supervisor 7

Engineers 58 58 58 Firefighter I 79 76 76 Firefighter II 13

Firefighter III 9

Firefighter IV 12 4 4 Firefighter/Paramedic I 54 56 56 Training Technician Part-Time 0.5 0.5 0.5 Total FTEs 294.5 283.5 287.5

Operations

2013 Accomplishments:

• On track to 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. • Continued to develop a succession plan within the Operations Division anticipating future attrition by assigning Shift Commanders on 9/1.

186 • In collaboration with CSS and Emergency Management, completed relocation evaluation for potential relocation of EMS and Special OPS to Parkglenn facility. On-hold due to current Board of Directors (BOD) direction. • Established a Blue Card Training Center to improve and standardize SMFRA’s ICS. Completed with 100% chief officer attendance. • Worked with Command Staff and developed a strategic plan for SMFRA’s Operating Staff and Deployment Plan (OS & DP) – including Standard of Cover – through 2016 to meet budgetary constrictions of BOD’s decision to fully consolidate at 9.25 mill levy. Integrated decisions into overall Strategic Plan, Self-Assessment Document, and Standard of Cover. Through this process we will maximize service levels and manage the impact to risk. Completed w/ consensus (unanimous) – plan submitted and adopted by Executive Team. • Supported an effective and efficient OS&DP by filling vacated ranked positions (e.g. engineer, paramedic, officer) with the most competent and qualified candidates. • No progress in the continuing effort to pursue an automatic aid agreement with the Denver Fire Department. • Continued to pursue potential partnerships with other fire departments to regionalize Special Teams but with no significant movement. • Updated and revise all operational mutual and automatic aid agreements with other agencies, when necessary. • Maintained the annual compliance review for Accredited Agencies. • Maintained and supported communication and interaction with assigned external stakeholder groups; i.e. Greenwood Village, City of Lone Tree and Town of Parker. • Sent two officers to the Center for Creative Leadership Training • Continued to support three officers attending the National Fire Academy (NFA) Executive Fire Officer Program (EFOP). • Collaborated with Littleton Fire Rescue (LFR) to expand training between our agencies to address identified operational and safety related issues on automatic aid incidents. Facilitated through Blue Card training. • Managed 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. Ongoing – significant exposures/issues include two line FFs with whom the schedule has resulted in adverse impact due to personal and family issues. There have been no documented sleep deprivation concerns. • Collaborated with HR and Executive Staff to develop, fund and implement a post-employment benefits program to address the disincentivizing of retirement for our more tenured line members is a result of SMFRA’s defined contribution pension program; retiree healthcare costs/eligibility; and inadequate pension funding during the majority of their careers. Completed through BC Incentivized Retirement Policy and providing a post-employment healthcare benefit to individuals impacted by a medical disability retirement – 4 months for pre-age 55 and up to 30 months for post age 55. 2014 Goals:

• No Line of Duty Deaths. • No preventable on the job injuries associated with training (including PT).

187 • 100% of formal citizen/customer complaints resolved efficiently (within 10 days) and professionally. • Maintain or increase ISO credited training hours. • Timely response by Incident Safety Officers to 100% of all major incidents. • Continue to meet all conditional requirements to maintain SAFER Grant funding for 14 new-hire firefighter positions. This includes developing a lateral paramedic hiring process (maximum 90 day window) as a contingency in the event we drop below 290 line FTEs. • Continue to develop a succession plan within the Operations Division anticipating future attrition. • Complete evaluation of a potential relocation of EMS and Special OPS to Parkglenn facility and make a final decision re: direction. • Continue to support the Blue Card Training Center by developing a contingency plan to address potential relocation of the physical facility away from Parkglenn. • All potential command officers to complete either the Blue Card or Blue Card “Lite” training by 3/1/2014. • Work with Command Staff to refine 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 mill levy. Integrate decisions into overall Strategic Plan, Self-Assessment Document, Standard of Cover and Facilities Long Range Plan. 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 and qualified candidates. • Continue to pursue an automatic aid agreement with the Denver Fire Department. • 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 and 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 and implement a Health and Safety Officer/Risk Manager position. Model our program after West Metro Fire Protection District’s. • Continue to pursue collaborative staffing with West Metro between 40s and 15s.

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

2013 Accomplishments:

• Sent four Paramedics to Denver Health Advanced Practice Paramedic Program. • Updated cardiac monitors on the Medic Units and ALS Engines/Towers through 50% match grant process. • Replaced seven power prams. • Completed NFPA complaint apparatus specification model for Medic Units. • Placed two Medic Units (chassis change) in service. • Recruited and inducted four firefighters into pre-paramedic program.

2014 Goals:

• Complete 50% of Monitor upgrades to BLS Engines/Towers. • Purchase 2 new Medic Units. • 25% of EMT’s to complete Medic Partner Program. • Compensate dedicated EMT Medic Partners with differential. • ARM Car staffing minimum of 40 hrs. per week, 52 wks. Per year. • Implement “Just Culture” Incident Analysis and EMS Manager Programs.

Special Operations

2013 Accomplishments:

• Continued to update both policies and SOG’s. • Worked on team/group succession plan for the future. • Sent 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.

189 2014 Goals:

• Continue to create and update both Policies and SOG’s. • Working on team/group secession plan for the future. • Send members to continuing education classes to improve base knowledge. • Continue to attend team trainings and meet with group members to increase knowledge of capabilities. • Review team memberships to confirm adequate members to allow the team to safely complete their calls/tasks. • Provide support and backing to the team coordinators to allow them to further grow their teams/groups. • Provide feedback to the coordinators in a timely manner to assist with their team/group management.

Training

2013 Accomplishments:

• Certified 280 Incident Commanders using the Blue Card curriculum between South Metro, Littleton, and West Metro • Conducted Command Officer Academy • Conducted Lieutenant Academy • Conducted Engineer Academy • Held our 4th annual Learning Symposium for the Denver Metro area • Obtained and trained all line members in the use of bailout kits

2014 Goals:

• Will provide IC certification for more acting officers as well as expand the program to certify our other automatic aid partners • Provide advanced SCBA training using our new cylinders • Conduct Command Officer Academy and open the program to outside agencies • Hold 17 week recruit academy • Conduct simulation training for wildland and MCI incidents • Hold our first engine and truck company skills academies (2 days for every member) • Work with EMS to further our active shooter response plans • Work with our automatic aid partners to conduct a RIT needs assessment and solidify our training and SOGs in this area

190 Special Operations - Programs

Airport Rescue Line Firefighting (ARFF) 2013 Accomplishments

• All ARFF members have achieved Colorado State ARFF certification. • Two stations are specialty stations dedicated to ARFF with constant staffing. • 2 members are certified to Advanced FAR139 • Conducted training on Airport grounds, 3 shifts • Sharepoint ARFF page, links to JPR's and state information • Sharepoint page with links to ARFF vehicles and spec's • Increased funding this year from Centennial. • Red 2 Major maintenance. • Silver gear for each state cert. ARFF member- Donated by SNC

2014 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 live fire training, Every ARFF member needs this every 3 years. • Support new members to team. • Goal is to have 40 team members trained to Colorado ARFF. • Certification Standard changed to Colorado ARFF. • Purchase of Nitrogen (replacement for trainings). • Purchase Purple K (red one training) • Red one training with live agents x 3 shifts. • Send a couple of engineers to ARFF Apparatus school. • Purchase FOAM – Have on hand two times the amount carried. • Send 4 ARFF member to outside training class. • Send 6 people to FAR 139 class at DIA. • Replace Red 2.

Dive Team

2013 Accomplishments

• Brought membership up to 29 members. • Attended a few outside classes but due to budget constraints fell short of expectation. • Waiting for IT transitions to allow for automated repair requests for our equipment. • The process of annual training courses given by members of the dive team, to expand their horizons with teaching, continues with many new members becoming adjunct instructors. • Procured a new sonar unit to replace our antiquated unit. This unit will be in service in November.

191 • Tried to get one member to VIP class to lower maintenance costs but no class was offered locally. • Relationship with LFD, streamlining trainings and operations continues to prosper. However, Metro Dive Rescue (MDR) has not been what it has in the past.

2014 Goals

• Continue to recruit members and distribute divers evenly throughout the shifts. • Institute a replacement process to replace our Buoyancy compensating device (BCD) over the next three years. • Continue current practices for equipment maintenance but look for a system to better streamline the process. • Finalize direction of MDR for the future and adjust Memorandum of Understanding accordingly.

Explorer Program

2013 Accomplishments

• Transitioned Explorer program to a new coordinator.

2014 Goals:

• Continue to ensure that the SMFRA 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 SMFRA line firefighters at every training, and safety will be a constant objective at every Exploring 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 SMFRA 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. Expose the group to more aspects of the job, including special teams and rural operation. • Utilize some of the line trainings for the explorers and use some of the acquired structures for new training locations. • Continue with the Explorer Incident Response protocol and try and get them to more scenes to assist crews. • Utilize one or more fundraising events per year in order to raise funds for extracurricular Explorer activities not covered in the budget.

192 Fitness

2013 Accomplishments:

• Continued to provide fitness and wellness education and resources to SMFRA employees. • Research continued for a program to provide in house rehab for injured employees. This entailed one member of our team visiting Orange County Fire Department and Phoenix Fire Department to evaluate their fitness and wellness programs. • Provided support for the Body Pod Challenge with weekly motivational emails that discussed nutrition, wellness and fitness. The SMAC.com website was programmed with fitness routines for all abilities and one on one coaching was provided with the use of our fitness trainers. • Assisted employees on light duty or coming back from surgery with fitness and nutrition programs. • Provided information and resources for mobility and rehab for individuals who requested assistance. • 2- Fitness team trainers attended Power Lifting Certification. • Station 35 workout room ceiling raise to provide adequate roof height for lifting and cardio equipment slated to happen by year end. • Management of fitness equipment inventory and any deficiencies filled as well as periodic maintenance • Utilized the SMFRA fitness website to provide videos and articles about nutrition and fitness and overall wellness. • Continued programming SMAC website to provide balanced functional workouts daily to crews. • Implemented Station 38’s workout room with a full complement of fitness equipment. • One fitness team member sent to Functional Movement Screening Certification

2014 Goals:

• Continue to provide fitness and wellness education and resources to SMFRA employees. • Creation of FMS (Functional Movement Screening) sample group to evaluate need for an encompassing program. • Offer foundation classes throughout the year to teach proper mechanics when lifting. • Two fitness team members to attend Crossfit Level 1 Certification. • Provide team training to the line to include fitness/wellness information that applies to firefighters. • Management of fitness equipment inventory and any deficiencies filled as well as periodic maintenance . • Research continued for a program to provide in house rehab for injured employees. • Fitness team members to attend classes including Lifting, Mobility, Running or Rowing. • Utilize the SMFRA fitness website to provide videos and articles about nutrition and fitness and overall wellness. • Continue programming SMAC website to provide balanced functional workouts daily to crews. • Research fitness readiness screening possibilities.

193 Hazardous Materials (HazMat)

2013 Accomplishments:

• All of the new Rae air monitoring equipment has been purchased, distributed and a new inventory/tracking system implemented. • The new Grant Funded MMRS vehicle was put in-service at Station 38 and the inventory and configuration of the MMRS Mass Decontamination equipment is near completion. • Sent 10 Hazmat Technicians to Department of Homeland Security classes that were free.

2014 Goals:

• No major purchases are planned for 2014 • Strive to send at least 10 more Hazmat Technicians to Department of Homeland Security classes that are free. • Bring in two outside trainings to our technicians in 2014.

Ceremonial Unit

2013 Accomplishments:

• Filled 90% of requested events. • Brought new 2012 honor guard members up to state level of training. • Sent four honor guard members to outside training. • Sent four pipes and drums members to outside training. • Honored the ultimate sacrifice of our fallen by sending representatives to each of the state, national, IAFF memorials where their names are listed. • Successfully recruited new members to the pipes and drums.

2014 Goals:

• Reorganize into the Ceremonial Unit model to include an added coordinator position for the Pipes and Drums. • To provide for Ceremonial Unit representation for any South Metro Fire Rescue Authority member and their immediate family in the event of a death at their funeral. • To provide a Ceremonial Unit representation for any automatic aid partner for any active member’s funeral. • To provide a Ceremonial Unit representation to other Colorado emergency services at significant events. • To provide a Ceremonial Unit representation for all appropriate South Metro departmental functions. • To be a potential resource for parades and functions in the communities that South Metro Fire Rescue Authority serves. • Improve the Ceremonial Unit cohesiveness by conducting combined and quarterly trainings.

194 • Complete retrofitting of trailer to meet the Ceremonial Units needs • Develop plan for adding “daycare / travel expenses” to budget.

2014 Honor Guard Goals:

• Work with the training division to have “scheduled trainings” on the official calendar like other special teams. • Bring member training up to the state level by sending members to the Colorado Professional Fire Fighters Honor Guard Academy. • Recruit and add new members in areas of deficiency.

2014 Pipes and Drums Goals:

• Recruit and add new members in areas of deficiency. • Bring member training up to the state level by training with the Colorado Emerald Society.

Incident Management Team (IMT)

2014 Goals:

• Recruit more Law Enforcement members. • Recruit more members from Arapahoe County. • Develop and support processes to deploy IMT personnel to SMFRA, Arapahoe and Douglas County incidents, and EOC activations. • Provide needed IMT PPE and clothing. • Support individual training and task books. • Conduct 4 Team trainings. • Create a procedure to cover deployments.

Ladders

2014 Goals:

• Continue effort regarding ground ladder testing and maintenance. • Computerize/automate testing and maintenance records. (Currently in process with IT) Nozzles

2013 Accomplishments:

• Deployed portable master stream devices to all Engine Companies. • Minimized non-traumatic nozzle repairs. • Labeled nozzles to clearly identify nozzles and their purpose.

195 2014 Goals:

• Keep non-traumatic nozzle repairs below 5% of total inventory. • Upgrade portable master stream devices with enhanced fire attack feature.

Ops Equipment

2013 Accomplishments:

• Put into service a new pumper at station 41. Most of the existing equipment from Squirt 41 was transferred over decreasing the amount needed for this line item in the budget. Completed purchase of new equipment needed. • Continued expedient replacement of broken/missing equipment on all front line and reserve apparatus which has been kept to a minimum replacement/repair time frame of 1-2 weeks depending on urgency requested. • Continued supervision of the reserve apparatus “changeover” procedures were questioned in its time saving value. Two units were stripped of their reserve equip. in an effort to decipher whether or not the transfer program was working effectively. This program is still in transition. No decisions have been made for the other three reserve units at this time. • The inventories are forever in transition with new equip. being discovered and purchased by different operations groups. The inventories are updated immediately once there has been approval from the station Captain. • We are well within our budget for 2013 and on track for the end of the year.

2014 Goals

• Put into service another Pierce Engine at station 33 using the new Sharepoint Engine Build Site. This site has been developed by our Fleet Services Dept. to incorporate input from multiple line members and crews working with the particular unit going into service. This site should facilitate a smoother, more efficient process for which to get a new unit in service. • Standardize all Tender unit inventories. This will take the purchase of some items to make units similar. • Purchase equipment for new Aerial unit. • Work with Fleet to transition equipment purchase for new units. Purchase will happen with unit through Fleet in a Capital fund rather than an ops equipment budget expense line item. • Work with Fleet to begin a purchase rotation for extrication equipment and replacement. We will purchase one new unit every other year or as needed to make sure these units are being replaced within a safe life range. Fleet has this spreadsheet. • Continued maintenance and accuracy of all inventories. • Continued supervision of all budget items within OPSEQPT. • Continued expedient replacement of broken/missing equipment on all front line and reserve apparatus.

196 Personal Protection Equipment (PPE)

2013 Accomplishments:

• Transitioned to a new coordinator.

2014 Goals:

• BUNKER GEAR PURCHASING: To work towards catching up on bunker gear purchases. This will be a budget increase. We have not purchased enough bunker gear over the past five years to provide our members with two sets of NFPA compliant gear. There is a need for a larger than normal order of gear in 2014 and 2015 of approximately 94 sets. Approximately 60 sets of Bunker Gear will be replaced annually beginning in 2016, which will be an approximate cost reduction of $78,000. • EXTRACTOR PURCHASES: Our culture has changed to washing dirty gear more often with recent Cancer studies. To help support that culture we want to purchase 3-4 new extractors for our large fire district. The firehouses that would receive an extractor would be 35, 38, and 45. Currently, we have extractors at 34, 39, and the JSF. The additional extractors would put two extractors in each Battalion. The additional extractors would also help support our new in house Cleaning and Inspection Program that will start in 2014. • HYDROSTATIC PRESSURE TEST PURCHASES: Purchase three Hydrostatic Pressure Test Machines from Honeywell. These machines will enable us to do our own annual Advance Inspection on the moisture barrier of our bunker gear. This will reduce our cleaning and repair costs approximately $80,000 from 2013. Honeywell will certify us to use these machines for FREE. Any obvious repairs needed (rips/tears) will be sent in for repairs. Any bunker gear that fails the annual Advanced Inspection will be sent in to be repaired. • BUNKER GEAR CARE AND MAINTENANCE PROGRAM: Per NFPA 1851, we need to clean all gear twice a year. This needs to be documented. We also need to do two inspections per year. One is a basic physical inspection that identifies normal wear and tear of the gear. The other inspection is the Advanced Inspection. The Advanced Inspections will be performed by qualified SMFRA PPE Group members. Basic Inspections and Cleanings will also be performed by qualified SMFRA. PPE Group members. This does create a budget increase in the OT line item category, but it still creates an overall $60,000 budget decrease for cleanings and repairs from 2013. These will all be appropriately documented per NFPA 1851. Any repairs that need to be performed will be done by a certified ISP (Independent Service Provider) per NFPA 1851. • FORMING A SMFRA PPE GROUP: Recruiting at least three firefighters from each shift to be trained and certified to perform Basic and Advance Inspections. These individuals will also be trained in proper documentation per NFPA 1851.

197 Saws

2013 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 upcoming recruit academy.

2014 Goals:

• To have a well maintained fleet of saws that meet the incident and training needs of the department. • To have a sufficient amount of saws in reserve 100 percent of the time so that no frontline unit is without a saw due to repair or maintenance needs. • To have a sufficient amount of saw blades and chains in reserve 100 percent of the time so that no frontline unit is without a blade or chain. • To maintain dedicated training saws that allow for realistic training and that help to extend the life of our frontline saws. • To seek realistic training opportunities and solicit feedback from incident usage to ensure that saws continue to meet the evolving needs of the department.

Self-Contained Breathing Apparatus (SCBA)

2013 Accomplishments:

• Continued to maintain all SCBA’s, masks, regulators and RIT Packs in top condition as to provide the best respiratory protection for our members. • Continued to perform OSHA fit testing for all of our members. • Working towards a minor relocation of SCBA compressors. • Cylinders replaced and in service 525 forty five minute cylinders saved approx. $186,000 dollars due to installing our current valves in the new bottles. New NFPA Standard SCBA masks were purchased with some of the savings from bottles to increase in firefighter safety. • Continuing to work with Scott Safety to complete development of Blue Tooth communications system. • Continued to assist our neighboring agencies to provide Fit testing for their members. • Central data base completed for all Air packs and regulators.

2014 Goals:

• Continue to provide a high level of customer service by ensuring repairs made within 24 hours of report 90% of the time • Bring on 2-3 additional Techs and work on a succession plan • Issue new masks during Fit testing • Continue to assist and support neighboring agencies with Fit testing for their members

198 • Continue to Work with Scott Safety through the User Advisory Council and RandD on Fire ground Communications solutions • Complete relocation of an SCBA Compressor to station 39 from station 40 • Continue to work with IT on Database infrastructure and Records maintenance.

SWAT (Special Weapons and Tactics) Medic

2013 Accomplishments:

• Determined which team members will be separating from the program in 2014 and completed a new hire testing process in April that included a fitness evaluation and oral board. Three new candidates were selected and will begin training in December of 2013 to be completed by June 2014. • DCSO will be sponsoring a POST Reserve Program that will begin in December of 2013 and be completed in April of 2014. • Tabled providing advanced medical training under medical direction for key operators in rural assignments. To be readdressed in 2014 due to funding for additional training and operator selection. Some training provided in a non-formal format for current district 8 operators. • Six medics have completed the new county requirement on firearms. • New response plan completed as part of DCSO response plan. Still a fluid document that is intended to be changed as experience dictates. • Were unable to participate in regional SWAT Medic competition. Not offered in our region in 2013. Will re-evaluate for 2014. • Assigned team member on light duty to review and revise team policies, procedures and SOG’s. • Team members assisted with instructing over 100 deputies and patrol officers from across the region in Active Shooter response. • Two team members received the Medal of Valor from DCSO for operations during an active shooter response in Castle Rock. • Trained the Regional team in BLS procedures and completed an SCBA refresher. • SWAT Medic team members completed training with all SMFRA line personnel on Active Shooter response and integration into Law Enforcement activities.

2014 Goals:

• Three new team members to complete POST Reserve Academy in April 2014. • Organize and schedule/host with DCSO a regional basic tactical medical course at the Highlands Ranch Law Enforcement Training Facility. • Transition three new team members into the team and officially recognize three departing team members. • Pursue additional tactical medical CE opportunities for senior team members. • Assist the EMS division with training line personnel in violent encounter escape and evasion techniques. • Pursue regional share opportunities for response and training.

199 Tech Rescue

2013 Accomplishments:

• 90% of team members attended a minimum of four trainings this year. • Conducted one multi-jurisdictional training in 2013. • Gained more confidence and competence via monthly team training. • Put two new members through West Metro Fire Rescue Tech Rescue Training School.

2014 Goals:

• Train 90% of team members at least four times per year. • Conduct one multi-jurisdictional training in 2014. • Recruit three new TRT members. • Gain more confidence and competence via monthly team training.

Thermal Imaging Cameras

2013 Accomplishments:

• We have reached the Goal of having the XR cameras on every Engine and Medic, two XR cameras on every Truck, and one XR camera for each Training / Safety Officer position 100% of the time. There was one camera on each Battalion Chief car about 60% of the time this year in 2013. • The Battalion Chief cameras have been used to quickly get a unit to crews who have experienced a break down with their camera. With the extra 4 cameras purchased this year the Battalion Chief reserve camera has been replaced quickly. • During the Live Fire Training we gave an advanced use TIC class to the department. Things went very well though by the end I did have to send 4 cameras in for repair. 2014 Goals:

• To purchase two cameras for reserve status, 12 new batteries and six battery charges. • Increase the maintenance costs by $15,000 due to 10 cameras coming out of warranty in 2014.

Tracked Vehicle

2013 Accomplishments:

• Provided a four hour training on snow cat operations and equipment • Sent four members to OSHA recertification in March • Replaced track on the rear car of the snow cat • Fleet performed a Preventative maintenance on the snow cat and replaced several warn parts.

200 2014 Goals:

• Send four members to an OSHA recertification class in March • Enhance tracked vehicle driver proficiency • To ensure all drivers are efficient in the use of all tools and equipment mounted and carried on the Snow Cat • To maintain our annual budget without affecting team training, effectiveness and response • To maintain the Snow Cat and its equipment in a response ready condition

Urban Search and Rescue (USAR)

2013 Accomplishments:

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

2014 Goals:

• To keep 22 SMFRA task force members at a deployable status. This will be accomplished by supporting members in meeting the minimum CO-TF1 training and participation requirements.

Water Supply

2013 Accomplishments:

• Ordered and placed tender fill site marking flags to aid in the visibility of our tender fill sites. • Replaced North Battalions 10 year old and older hose. • Maintained Reserve hose inventories at the stations for quick replacement of out of service hose. • Reorganized the Tender fill site list for the ability to align 3 different media sources to reflect the same nomenclature. • Initiated the testing of cisterns per Life safety bureau. • Ordered reserve hose to maintain par levels. • Tested and placed in service the new Engine 41. • Maintained and input inventory tracking of all Hose assets.

2014 Goals:

• Evaluate, complete and disseminate the Tender Fill site list/Map • Outfit Engine 33 with new equipment • Rotate out 10 year old and older hose from the South Battalion • Order the replacement hose for the east battalion. • Maintain and entertain different avenues for Hose Testing • Evaluate the cisterns for emergency use and access • Repair or replace all hose within 48 hours of it going out of service • Continue to maintain and input the Hose inventories.

201 • Continue to monitor the station hose reserves.

Wildland Operations and Callouts

2013 Accomplishments:

• Wildland fires in the fire authority were successfully held to the initial attack phase, with no significant property loss. • Operations/deployments were conducted safely resulting in no injuries and only minor damage to apparatus and equipment. • 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. • 22 SMFRA Wildland Team members responded to 11 interagency wildland fire incidents in Colorado and California. 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. • 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. • SMFRA Wildland Team members have had the opportunity to attend numerous National Wildfire Coordinating Group (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. • 7 members of the SMFRA wildland team participated in a training exchange program with The Nature Conservancy (TNC) in Texas 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. • 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

202 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. • 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 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.

2014 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 skills, 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. • 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.

203

Summary of Authority Calls 2009 2010 2011 2012 2013 Jurisdiction In * Out ** In * Out ** In * Out ** In * Out ** In * Out ** Fires 294 49 332 59 297 74 274 78 310 71 EMS 7,124 502 7,285 535 7,641 1,088 8,254 1,877 8,712 1,745 Alarms 2,109 37 2,028 30 2,330 71 2,170 102 2,355 97 Others 3,322 449 3,202 413 3,479 778 3,154 1,105 3,644 870 Total 12,849 1,037 12,847 1,037 13,747 2,011 13,852 3,162 15,021 2,783 Total Combined 13,886 13,884 15,758 17,014 17,804

*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 and was built in 1982. There is a Captain/Lieutenant, an Engineer, and Firefighter housed at this station.

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

This station was built in 1972. 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/Lieutenant, 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 and was constructed in 1975. There is an Engine at this station. This station is staffed by a Captain/Lieutenant, a Firefighter, and an Engineer. The Dive Team is headquartered in this station.

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. This station was rebuilt in 2003. The station houses the south Battalion Chief. The station is staffed by a Captain/Lieutenant, two Firefighters, an Engineer, and two Firefighter/Paramedics. There is a Tower and a Medic Unit at this station, the Communications Unit, CAFS Tender and the Snow-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 and was built in 1987. This station houses a Truck, an Engine, and a Medic unit. This station is staffed by a Captain and Lieutenant, two Engineers, two Firefighter/Paramedics, and three Firefighters. This station is the headquarters for the ARFF Team, houses Red 1 and 2 and the ARM Car.

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 and was constructed in 1986. This station houses an Engine, Medic Unit and a Brush Truck. This station is staffed by a Captain/Lieutenant, an Engineer, two Firefighter/Paramedics, 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. It was built in 1964

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

Station 38 is brand new in 2013; the new building houses 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. A Brush Truck, the Mass Decon Unit and the HazMat Unit are also housed here. This station is the headquarters for the HazMat Team.

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

This station was constructed in 1997. 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 Tender, and a Brush Type 3. It is staffed by a Captain/Lieutenant, one Firefighter/Paramedic, an Engineer, and one Firefighter. 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/Lieutenant, a Firefighter/Paramedic, an Engineer, and one Firefighter. It was built in 1994.

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

This station is located just east of downtown Parker. This station is equipped with an Engine, a Medic unit, a Tender, and a Type 3 Brush Truck. This station houses the east Battalion Chief, a Captain/Lieutenant, two Firefighter/Paramedics, and an Engineer. The Medic unit is advanced life support (ALS) capable. This station is also the secondary headquarters for the Wildland Team. This station was remodeled in 2005.

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

This station is located in the northeastern 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 Captain/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. This station is staffed by a Captain/Lieutenant, a Firefighter, 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, 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 one Engineer.

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 Chief office and quarters. The apparatus at this station includes a Tower, a Heavy Rescue and Trailer, and a Tender. This station is staffed by a Captain/Lieutenant, two Firefighters, and an Engineer. This station is the secondary headquarters for the Tech Rescue Team.

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, CAFS Tender, and a Brush Truck. This station is staffed by one Captain/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/Lieutenant, a Firefighter, and an Engineer.

207 South Metro Fire Rescue Authority

Division - Project - Location: (60) Operations

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5000 Salaries 21,242,729 21,719,161 20,922,301 22,620,385 5200 Minimum Staffing/Constant Staffing 609,142 300,000 232,779 302,400 5400 Project/Meeting Overtime 73,277 46,000 62,637 60,000 5600 FLSA 272,689 300,000 284,330 300,000 5700 Holiday Pay 601,172 600,000 607,479 600,000 6000 Pension Expense 2,571,754 2,633,211 2,543,584 2,726,405 6025 Retiree Health Savings 434,693 438,559 438,231 467,815 6050 Deferred Compensation - Employer Contribution 292,966 289,461 297,999 317,321 6100 Health Insurance 3,092,564 3,338,545 3,291,961 3,994,808 6125 Vision Insurance 58,341 57,804 56,761 57,549 6150 Dental Insurance 252,613 275,347 267,465 284,724 6200 Life, Accidental Death and Dismemberment Insurance 64,446 55,387 47,804 57,225 6225 Long Term Disability 93,714 168,964 165,944 174,944 6250 FPPA Death and Disability 306,092 314,068 315,441 333,127 6300 Social Security and Medicare 343,443 318,180 325,374 331,465 6325 Greenwood Village Head Tax 816 576 6400 Employee Assistance Program 36,417 38,475 15,833 38,242 6475 Pension Benefit Payments 29,908 45,000 33,175 45,000 7000 General Supplies 18,798 12,109 15,000 7025 Office Supplies 1,000 91 1,000 7050 Computer Supplies 500 7075 Postage/Shipping 618 8 7100 Equipment $500 to $4,999 9,831 730 7125 Books/Publications 1,681 883 941 523 7150 Memberships 2,237 2,993 880 3,463 7175 Certifications 555 7225 Awards and Recognition 5,631 3,907 9,155 3,450 7250 Uniforms 30,432 63,711 52,055 50,800 7425 Wireless Connections 600 200 1,800 7800 Miscellaneous Expense 1,541 8175 Professional Services - Other 16,105 4,000 5,803 36,000 8180 Dispatch Services 2,175,861 2,275,187 2,275,025 2,351,935 8225 Seminars/Conferences 3,910 7,000 5,319 7,610 8250 Travel/Lodging 2,003 6,000 1,705 9,000 8275 Mileage 16 8300 Business/Meeting Expense 4,584 3,000 4,053 3,800 8375 Outside Repairs and Services 559 5 Total Expenses 32,651,136 33,306,442 32,277,748 35,196,291

208 South Metro Fire Rescue Authority

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

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5000 Salaries 21,099,573 21,045,102 20,296,480 21,742,341 5200 Minimum Staffing/Constant Staffing 609,142 300,000 232,779 302,400 LID - Cover for Association 2,400 LID - Cover for sick, vac, admin leave 300,000 5400 Project/Meeting Overtime 73,277 46,000 62,637 60,000 LID - Officer Meeting Overtime 20,000 LID - Operations involvement in Code Development 6,000 LID - Special events 34,000 5600 FLSA 272,689 300,000 284,330 300,000 5700 Holiday Pay 601,172 600,000 607,479 600,000 6000 Pension Expense 2,554,551 2,552,323 2,468,111 2,621,039 6025 Retiree Health Savings 434,615 437,596 437,898 459,034 6050 Deferred Compensation - Employer Contribution 292,966 289,461 297,999 317,321 6100 Health Insurance 3,052,306 3,207,984 3,158,983 3,825,901 6125 Vision Insurance 57,550 55,449 54,470 55,292 6150 Dental Insurance 248,955 263,741 256,020 271,820 6200 Life, Accidental Death and Dismemberment Insurance 63,997 53,636 46,121 54,983 6225 Long Term Disability 93,141 163,774 161,017 168,183 6250 FPPA Death and Disability 302,741 297,794 299,145 310,298 6300 Social Security and Medicare 340,992 308,406 315,972 318,734 6325 Greenwood Village Head Tax 816 576 6400 Employee Assistance Program 35,695 36,530 15,064 36,297 6475 Pension Benefit Payments 29,908 45,000 33,175 45,000 7000 General Supplies 18,798 12,109 15,000 7025 Office Supplies 1,000 91 1,000 LID - General Office Supplies 1,000 7050 Computer Supplies 500 LID - iPad Apps & Supplies (3) 500 7075 Postage/Shipping 618 8 7100 Equipment $500 to $4,999 9,831 730 7125 Books/Publications 1,681 883 941 523 LID - Executive Leadership 96 LID - Fire Engineering 30 LID - Fire Rescue 20 LID - Harvard Business Review 79 LID - Leader to Leader 100 LID - Legal Briefings for Fire Chiefs 99 LID - Miscellaneous 100 7150 Memberships 2,237 2,993 880 3,463 LID - Chief Fire Officer (4) 1,500 LID - DCFC (2) 64 LID - FMAC Membership 145 LID - IAFC (2) 408 LID - Institute for Fire Engineers (1) 131 LID - Leadership DC Sponsor 1,000 LID - NFPA (1) 165 LID - NSEFO (1) 50 7175 Certifications 555

209 Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 7225 Awards and Recognition 5,631 3,907 9,155 3,450 LID - Badges 500 LID - Cards (Births, Deaths, Promotions) 50 LID - Flowers (Memorial/LODDs) 400 LID - Food 250 LID - Line Performance ($100/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 7250 Uniforms 30,432 63,711 52,055 50,800 LID - Line 50,000 LID - Replacements (XO & AC) 800 7425 Wireless Connections 600 200 1,800 LID - iPad Wireless Connection (3) 1,800 7800 Miscellaneous Expense 1,541 8175 Professional Services - Other 16,105 4,000 5,803 36,000 LID - Be Intentional 10,000 LID - Center for Creative Leadership (1) 2,000 LID - Professional Development 24,000 8180 Dispatch Services 2,175,861 2,275,187 2,275,025 2,351,935 8225 Seminars/Conferences 3,910 7,000 5,319 7,610 LID - FDIC (3 + Baker) 5,000 LID - FRI Conference (2) 1,200 LID - NSEFO or EFO Symposium (1) 1,000 LID - SDA Conference (2) 410 8250 Travel/Lodging 2,003 6,000 1,705 9,000 LID - FDIC 4,000 LID - FRI Conference 2,000 LID - NSEFO or EFO Symposium 1,000 LID - SDA Conference 2,000 8275 Mileage 16 8300 Business/Meeting Expense 4,584 3,000 4,053 3,800 LID - Business Meetings 1,800 LID - Officer & Operations Meetings 2,000 8375 Outside Repairs and Services 559 5 Total Expenses 32,438,445 32,371,078 31,396,330 33,973,524

210 South Metro Fire Rescue Authority

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

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5000 Salaries 143,156 674,059 625,821 878,044 6000 Pension Expense 17,203 80,887 75,473 105,365 6025 Retiree Health Savings 78 963 333 8,780 6100 Health Insurance 40,259 130,561 132,978 168,907 6125 Vision Insurance 791 2,355 2,290 2,258 6150 Dental Insurance 3,659 11,606 11,446 12,905 6200 Life, Accidental Death and Dismemberment Insurance 449 1,750 1,683 2,242 6225 Long Term Disability 574 5,190 4,927 6,761 6250 FPPA Death and Disability 3,351 16,274 16,296 22,829 6300 Social Security and Medicare 2,451 9,774 9,402 12,732 6400 Employee Assistance Program 722 1,945 768 1,945 5 Total Expenses 212,691 935,364 881,418 1,222,768

211 South Metro Fire Rescue Authority

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

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5000 Salaries 652,182 409,757 441,942 509,145 5200 Minimum Staffing/Constant Staffing 56,831 18,667 5400 Project/Meeting Overtime 168,275 328,740 223,298 257,177 5550 Instructors 60,864 49,521 87,123 51,332 6000 Pension Expense 61,868 45,811 43,449 57,588 6025 Retiree Health Savings 8,712 7,635 7,415 8,730 6050 Deferred Compensation - Employer Contribution 7,267 7,047 7,172 7,769 6100 Health Insurance 45,384 28,593 30,375 38,908 6125 Vision Insurance 882 597 524 695 6150 Dental Insurance 3,579 2,406 2,412 2,870 6200 Life, Accidental Death and Dismemberment Insurance 955 956 690 1,202 6225 Long Term Disability 1,956 2,940 2,830 3,695 6250 FPPA Death and Disability 122 145 122 6300 Social Security and Medicare 8,113 5,535 5,392 6,959 6400 Employee Assistance Program 598 659 271 798 7000 General Supplies 63,904 129,252 117,861 145,907 7025 Office Supplies 171 518 7075 Postage/Shipping 200 332 7100 Equipment $500 to $4,999 12,662 34,480 16,626 26,450 7125 Books/Publications 10,034 22,061 14,081 7,102 7150 Memberships 489 2,560 938 940 7175 Certifications 3,274 4,550 6,413 11,450 7225 Awards and Recognition 3,156 4,700 2,321 7,780 7250 Uniforms 2,008 5,170 2,769 5,570 7300 Updates/Maintenance Software 200 8000 Printing/Binding 3,843 1,000 333 1,000 8025 Physicals 150 8050 Vaccinations 3,724 6,030 2,010 6,030 8150 Legal Counsel 2,675 15,000 5,000 10,000 8175 Professional Services - Other 46,469 54,767 64,183 53,084 8225 Seminars/Conferences 12,416 50,301 28,134 41,950 8250 Travel/Lodging 15,180 46,501 39,983 52,435 8275 Mileage 246 1,000 464 1,000 8300 Business/Meeting Expense 3,934 6,078 6,069 6,033 8350 Routine Maintenance 3,500 8375 Outside Repairs and Services 488 11,700 4,901 13,095 8425 Outside Seminar Leaders 360 375 1,400 9800 Equipment ($5,000 and over) 24,620 11,203 287,420 5 Total Expenses 1,287,320 1,285,471 1,196,369 1,629,336

212 South Metro Fire Rescue Authority

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

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5000 Salaries 651,184 408,757 440,972 508,145 5200 Minimum Staffing/Constant Staffing 56,831 18,667 5400 Project/Meeting Overtime 126,111 239,240 155,049 186,914 LID - ACLS Outside Recertifications 2,000 LID - CPR/BLS/HCP Instructor Recertifications 2,000 LID - EMS Special Projects 6,400 LID - Overtime ACLS Recertification 13,600 LID - Overtime Coverage for Officer Paramedic Program 10,800 LID - Overtime for Apparatus Review and Development 960 LID - Overtime for Bi-Monthly EMS Supervisor/FI Meetings 5,760 LID - Overtime for COEMS Conference Shift Coverage 6,720 LID - Overtime for DT4EMS x 4 members 3,000 LID - Overtime for Mandatory Quarterly Paramedic Meetings 38,400 LID - Overtime for Monthly Coverage EMS Supervisor 12,960 LIDA - Overtime Vi for i Monthly Group EMS Supervisor Meetings 11,578 LID - Overtime for Monthly Shift EMS Supervisor Meetings 4,320 LID - Overtime for Paramedic school 16,000 LID - Overtime for Preparamedic A/P 3,216 LID - Overtime for Research and Development meeting 1,920 LID - Overtime for SMFRA EMS Instructors for EMS Company 31,680 LIDT ii- Overtime PALS Recertification 13,600 LID - PALS Outside Recertifications 2,000 5550 Instructors 3,601 24,247 12,720 LID - 2 Day EMS Medical Mini Conference 960 LID - 2 Day EMS Trauma Mini Conference 960 LID - Instructor OT for EMS Field Day 10,800 6000 Pension Expense 61,868 45,811 43,449 57,588 6025 Retiree Health Savings 8,712 7,635 7,415 8,730 6050 Deferred Compensation - Employer Contribution 7,267 7,047 7,172 7,769 6100 Health Insurance 45,384 28,593 30,374 38,908 6125 Vision Insurance 882 597 523 695 6150 Dental Insurance 3,579 2,406 2,412 2,870 6200 Life, Accidental Death and Dismemberment Insurance 955 956 690 1,202 6225 Long Term Disability 1,956 2,940 2,830 3,695 6250 FPPA Death and Disability 122 145 122 6300 Social Security and Medicare 8,113 5,535 5,392 6,959 6400 Employee Assistance Program 598 659 271 798 7000 General Supplies 57,196 117,622 112,631 133,857 LID - ACLS Student Packets 300 LID - Dissection Lab Adjuncts 4,050 LID - Emergency Intubation Airway Equipment Accessories x 6 2,000 LID - EMS Administrative Office supplies 1,000 LID - EMS Backboards/Strap Replacement 3,000 LID - EMS Company Training Supplies 4,000 LID - EMS Disposable Supplies/Replacement and expired 89,707 LID - EMS Library - Educators 2,000 LID - EMS Loaner Library 1,000 LID - EMS Training Supplies 1,000 LID - Expand EMS Supply Cache 10,000 LID - Issued Equipment for Paramedic Promotion 600 LID - IV Class Supplies 2,000 LID - Oxygen Cylinders - Rental and Refill 4,400 LID - PALS Student Packets 300 213 Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget LID - Pandemic Flu Preparedness Ongoing 2,500 LID - R & D Equipment 2,500 LID - Replacement Items Specific to the EMS Bureau 2,500 LID - Training CD/DVD Programs 1,000 7025 Office Supplies 171 518 7075 Postage/Shipping 200 273 7100 Equipment $500 to $4,999 6,459 34,480 12,726 26,450 LID - AED units - Accessories 1,600 LID - EMS Training Laptop 2,500 LID - EMS Training Mannequins 7,500 LID - EMS Training Portable Projector 1,000 LID - IO Equipment 1,500 LID - LED Studio Video Lights 700 LID - R & D Equipment 5,000 LID - Security Shredders 500 LID - Training Video Production Tripod Slider 500 LID - Update/Replacement EMS Portable Suction Units x 9 5,400 LID - Video Production Background Drapes 250 7125 Books/Publications 2,403 15,431 6,930 3,150 LID - Books and Subscriptions 1,950 LID - Paramedic School Textbooks (Additonal Reference) X 3 600 LIDSt dents- Pre-Paramedic School Textbooks x 3 600 7150 Memberships 489 1,660 638 940 LID - EMSAC 100 LID - IChiefs 690 LID - Missouri Valley EMS 150 7175 Certifications 2,323 4,550 4,672 11,450 LID - ACLS Recertifications Cards 750 LID - CPR/BLS/HCP 100 LID - CPR/BLS/HCP Instructor Cards 50 LID - National Registry Recertifications Cards 1,000 LID - NREMT Challenge Test 4,000 LID - NREMT Recertification Fee 4,800 LID - PALS Recertifications Cards 750 7225 Awards and Recognition 3,156 4,700 2,321 7,780 LID - Clinical Masters/PM Meeting Instructor/Outside Volunteer 1,200 LIDI - EMS R Awards ii and Recognition 2,500 LID - EMS Excellence Service Recognition 2,880 LID - SMFRA EMS Instructor Recognition 1,200 7250 Uniforms 2,008 2,670 1,936 3,070 LID - Department Attire Admin Assistant x3 270 LID - EMS Educator Uniforms x2 400 LID - Uniforms x4 People 2,400 7300 Updates/Maintenance Software 200 LID - CAPTIVATE 7.0 Upgrade 150 LID - iSkysoft Software 50 8000 Printing/Binding 3,843 1,000 333 1,000 LID - Printing Costs 1,000 8025 Physicals 150 8050 Vaccinations 3,724 6,030 2,010 6,030 LID - Purchase Vaccine for Annual Flu Shots 6,030 8150 Legal Counsel 2,675 15,000 5,000 10,000 LID - Legal Counsel 10,000 8175 Professional Services - Other 46,469 54,767 64,183 53,084 LID - EMS Documentation Dictation 9,900 LID - EMS Inventory Control System Ongoing 2,000 LID - HIPAA Compliance 4,000 LID - Infection Control Course Maintenance 3,000 LID - Service agreement with Physicontrol 34,184

214 Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 8225 Seminars/Conferences 9,025 50,051 28,050 41,700 LID - ACLS Outside Recert 750 LID - Advanced Paramedic Practice Course 5,000 LID - CAPTIVATE 7.0 Upgrade 150 LID - CO EMS Seminars for Line Members 4,000 LID - DT4EMS Train the Trainer Program x 4 members 1,000 LID - EKG Course 300 LID - PALS Outside Recert 750 LID - Paramedic School X 3 Students 12,000 LID - Pinnacle EMS Conference and Power Session 4,800 LIDR i- Pinnacle i f EMS Chi Conference f/2 C iand /EXO Power Session 1,200 LID - Pinnacle f EMS 1 Conference S S and Power Session 1,200 LIDR i- Pinnacle i f EMS 1 M Conference di l Di and Power Session 1,200 LIDR i- Preparamedic i f 1 O School i A/P Chi Courses f x 3 Students 750 LID - Seminars for Chief/2 x Captains/EXO 3,600 LID - Seminars for EMS Admin Assistants 1,500 LID - Seminars for EMS Educator x 2 2,000 LID - Specialized Trainings or Updates 1,500 8250 Travel/Lodging 13,249 46,500 39,447 52,435 LID - Travel/Lodging/Per Diem for EMS Admin Assistants 2,500 LID - Outside EMS System Analysis 8,400 LID - Pinnacle EMS Conference Travel/Lodging/Per Diem for 1 2,505 LIDEMS - PinnacleS i EMS Conference Travel/Lodging/Per Diem for 1 2,505 LID - Pinnacle EMS Conference Travel/Lodging/Per Diem for 1 2,505 LIDO - Pinnacle i Chi EMS f Conference Travel/Lodging/Per Diem for 10,020 LIDChi -f/2 Travel/Lodging/Per C i /EXO Diem for Chief/2 x Captain/EXO 11,200 LID - Travel/Lodging/Per Diem for CO EMS Seminar for Line 10,000 LIDMb - Travel/Lodging/Per Diem for EMS Educator x 2 2,800 8275 Mileage 246 1,000 464 1,000 LID - Mileage Reimbursement 500 LID - Mileage Reimbursement for Legal Proceedings 500 8300 Business/Meeting Expense 2,944 6,078 6,069 6,033 LID - ACLS Faculty Meals 384 LID - Business Expense 960 LID - Clinicial Masters Food 960 LID - EMS Bureau Meeting Meals 600 LID - EMS Medical/Trauma Mini Conference Instructor Meals 96 LID - EMS Medical/Trauma Mini Conference Snacks 350 LID - EMS Supervisor Meeting Foods 600 LID - PALS Faculty Meals 384 LID - Paramedic Meeting Meals 1,375 LID - Skills Verification/Rodeo Foods and Meals 324 8350 Routine Maintenance 3,500 LID - Heartstart (Bike Medic Program) 3,500 8375 Outside Repairs and Services 488 11,700 4,901 13,095 LID - Biohazard Waste Disposal 1,200 LID - Emergency and Outside Repairs 3,500 LID - Mannequin Repair Parts 7,000 LID - Megacode Kelly 1 year Preventative On-site Maintenance 1,395 8425 Outside Seminar Leaders 1,400 LID - ACLS Instructors 700 LID - PALS Instructors 700 9800 Equipment ($5,000 and over) 24,620 11,202 287,420 LID - Laerdal 12 Lead ECG Trainer 9,450 LID - Laerdal SimMan Essential Manikin - SimMan Essential 19,495 LIDV l - Laerdal Pl Pl SimMan i 5 YEssential E Manikin d d W including; On-site 47,247 LID - Physiocontrol LP15 Heart Monitor Update x 9 Units 211,228 5 Total Expenses 1,155,129 1,127,140 1,044,064 1,500,709

215 South Metro Fire Rescue Authority

Division - Project - Location: (62-1120) EMT-B Class

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5550 Instructors 49,145 42,080 61,596 38,608 LID - Admin instructors 3,040 LID - Primary instructors 10,640 LID - Secondary instructors 24,928 7000 General Supplies 595 5,430 2,155 5,850 LID - Disposable supplies 1,900 LID - Extrication 450 LID - Misc supplies 1,040 LID - New equipment for class 1,040 LID - Oxygen 340 LID - Rebuild CPR Manequins 280 LID - Test Writing Software 800 7125 Books/Publications 7,630 6,630 7,151 3,952 LID - EMT Class Textbooks 3,952 7175 Certifications 951 1,246 8225 Seminars/Conferences 236 8425 Outside Seminar Leaders 360 375 5 Total Expenses 58,917 54,140 72,523 48,410

216 South Metro Fire Rescue Authority

Division - Project - Location: (62-1130) Bike Medic

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5000 Salaries 998 1,000 971 1,000 5400 Project/Meeting Overtime 42,164 89,500 68,803 70,260 LID - 30 events - 39 Days 28,940 LID - IKEA Coverage 11/25/2014 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 School Bike Safety/Rodeo Program 600 LID - OT to maintenance bikes and trailer 4,800 LID - Team annual certification ride 2,880 5550 Instructors 3,840 1,280 7000 General Supplies 5,805 6,200 3,075 6,200 LID - Bike supplies 3,210 LID - Medical equipment 1,080 LID - Medical Supplies 1,500 LID - O2 Cylinder Purchase 250 LID - O2 Cylinder Refill 160 7100 Equipment $500 to $4,999 3,900 3,900 7150 Memberships 900 300 7250 Uniforms 2,500 833 2,500 LID - Uniforms 2,500 8225 Seminars/Conferences 250 83 250 LID - Bike maintenance class 250 8250 Travel/Lodging 536 5 Total Expenses 52,867 104,190 79,781 80,210

217 South Metro Fire Rescue Authority

Division - Project - Location: (62-2130) EMS Training /Education

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5550 Instructors 11,720 7000 General Supplies 309 7100 Equipment $500 to $4,999 2,303 8225 Seminars/Conferences 3,155 8250 Travel/Lodging 1,931 8300 Business/Meeting Expense 990 5 Total Expenses 20,408

218 South Metro Fire Rescue Authority

Division - Project - Location: (64) Special Operations

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5000 Salaries 164,178 142,218 144,285 33,999 5200 Minimum Staffing/Constant Staffing 95,584 94,312 79,620 128,366 5250 Wildland Callout 304,400 180,000 169,442 180,000 5275 USAR Callout 25,120 168,000 56,000 168,000 5350 Cover Wildland Callout 225,350 120,000 133,436 120,000 5375 Cover USAR Callout 11,967 5400 Project/Meeting Overtime 251,634 366,054 265,331 358,706 5550 Instructors 64,376 84,183 68,505 68,386 6000 Pension Expense 14,844 14,786 14,069 1,440 6025 Retiree Health Savings 4,924 4,929 4,806 6050 Deferred Compensation - Employer Contribution 2,462 2,464 2,403 6100 Health Insurance 13,933 15,164 14,968 6125 Vision Insurance 261 254 251 6150 Dental Insurance 1,202 1,296 1,263 6200 Life, Accidental Death and Dismemberment Insurance 358 315 261 38 6225 Long Term Disability 542 949 916 92 6300 Social Security and Medicare 3,488 1,787 2,663 174 6400 Employee Assistance Program 99 278 93 139 7000 General Supplies 224,477 259,521 247,552 203,625 7025 Office Supplies 500 167 500 7075 Postage/Shipping 1,786 4,274 2,988 4,424 7100 Equipment $500 to $4,999 56,838 786,465 365,514 100,523 7125 Books/Publications 25 1,600 940 1,810 7150 Memberships 25 950 317 950 7175 Certifications 2,918 5,390 2,724 5,690 7225 Awards and Recognition 1,064 5,300 1,667 5,300 7250 Uniforms 5,859 10,730 9,764 14,820 7275 Personal Protective Gear 169,118 171,920 129,077 326,520 7375 Cell, Digital, Nextel Phones 1,035 7425 Wireless Connections 2,466 7550 Fuel 62 500 8000 Printing/Binding 235 8175 Professional Services - Other 2,780 24,100 9,279 15,800 8225 Seminars/Conferences 19,413 32,600 21,538 42,200 8250 Travel/Lodging 33,076 41,400 27,049 47,900 8275 Mileage 1,086 5,500 2,286 6,700 8300 Business/Meeting Expense 2,793 2,800 2,912 3,800 8350 Routine Maintenance 104,295 134,440 113,304 50,850 8375 Outside Repairs and Services 18,678 9,000 11,278 157,945 8400 Equipment Rental 626 175 8425 Outside Seminar Leaders 150 11,255 11,174 10,520 9800 Equipment ($5,000 and over) 71,791 29,200 50,663 14,600

5 Total Expenses 1,905,321 2,733,933 1,968,677 2,074,317

219 South Metro Fire Rescue Authority

Division - Project - Location: (64-0000) Special Operations - Project Non-specific

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5000 Salaries 131,899 124,219 116,505 13,000 5400 Project/Meeting Overtime 2,856 27,300 11,710 27,300 LID - Overtime for meetings with coordinators 2,500 LID - Special events (4th July Brush Trucks) 5,800 LID - Special Projects 3,000 LID - Wildland-Red Flag Days 16,000 6000 Pension Expense 14,844 14,786 14,069 1,440 6025 Retiree Health Savings 4,924 4,929 4,806 6050 Deferred Compensation - Employer Contribution 2,462 2,464 2,403 6100 Health Insurance 13,933 15,164 14,968 6125 Vision Insurance 261 254 251 6150 Dental Insurance 1,202 1,296 1,263 6200 Life, Accidental Death and Dismemberment Insurance 358 315 261 38 6225 Long Term Disability 542 949 916 92 6300 Social Security and Medicare 3,488 1,787 2,663 174 6400 Employee Assistance Program 99 278 93 139 7000 General Supplies 3,332 1,000 340 1,000 LID - General Supplies 1,000 7025 Office Supplies 500 167 500 LID - Office supplies 500 7075 Postage/Shipping 100 33 100 LID - Postage 100 7100 Equipment $500 to $4,999 841 7175 Certifications 1,050 7225 Awards and Recognition 500 167 500 LID - Awards 500 7250 Uniforms 1,230 500 167 500 LID - Uniforms 500 7275 Personal Protective Gear 500 167 500 LID - PPE 500 8225 Seminars/Conferences 1,000 333 8250 Travel/Lodging 2,000 667 2,000 LID - Travel for officer training 2,000 8275 Mileage 200 LID - Mileage 200 8300 Business/Meeting Expense 706 1,500 977 1,500 LID - Business expense 1,000 LID - Refreshments for classes 500 8350 Routine Maintenance 1,000 333 1,000 LID - Maintenance on drillground for special ops specialty 1,000 8375 Outside Repairs and Services 88 500 167 500 LID - Miscellaneous repairs 500 8400 Equipment Rental 573

5 Total Expenses 184,688 202,840 173,425 50,483

220 South Metro Fire Rescue Authority

Division - Project - Location: (64-1000) Technical Rescue Operations

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5000 Salaries 1,012 1,000 957 1,000 5200 Minimum Staffing/Constant Staffing 6,841 8,040 16,824 18,720 LID - 11 day TRT School Backfill 7,488 LID - Extrication Training Backfill Line - AutoX 2,808 LID - Extrication Training Backfill TRT - AutoX 2,808 LID - Outside Course Attendance Backfill 5,616 5400 Project/Meeting Overtime 8,611 16,692 7,668 10,140 LID - Off Duty TRT Member Training Attendance 3,900 LID - Program Management 3,744 LID - TRT Leads Meetings - Biannual 2,496 5550 Instructors 20,533 28,640 17,458 24,180 LID - 11 Day TRT School Instructors 4,290 LID - Commercial RIT Training - Team 936 LID - Confined SpaceTraining - Team x2 1,872 LID - Heavy Extrication Training - Team x1 936 LID - Line Extrication Training 10,530 LID - Rope Training - Team x2 1,872 LID - Structural Collapse Training - Team x2 1,872 LID - Trench Training - Team x2 1,872 7000 General Supplies 29,601 67,250 93,803 18,100 LID - Confined Space Supplies 1,500 LID - Extrication Equipment 600 LID - Line Equipment Replacement Supplies 1,000 LID - Replacement equipment from responses 1,000 LID - Rope Rescue Supplies - Line & Team 9,000 LID - Structural Collapse Supplies 3,500 LID - Trench Rescue Supplies 1,500 7075 Postage/Shipping 220 7100 Equipment $500 to $4,999 1,557 9,000 3,000 7225 Awards and Recognition 500 LID - Awards 500 7250 Uniforms 500 LID - Uniforms 500 7275 Personal Protective Gear 920 307 1,200 LID - Gloves 400 LID - Headlights 400 LID - Helmets 400 8225 Seminars/Conferences 2,100 3,600 8,350 8,000 LID - 11 Day TRT Class 5,600 LID - Advanced Auto Extrication 2,400 8250 Travel/Lodging 2,000 LID - Outside Course Attendance 2,000 8275 Mileage 500 LID - Mileage 500 8300 Business/Meeting Expense 135 32 8350 Routine Maintenance 13 1,000 333 1,000 LID - General repair and maintenance 1,000 8375 Outside Repairs and Services 1,000 1,508 5 Total Expenses 70,402 137,142 150,461 85,840

221 South Metro Fire Rescue Authority

Division - Project - Location: (64-1010) Hazardous Materials Operations

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5000 Salaries 10,277 6,867 1,000 5200 Minimum Staffing/Constant Staffing 9,448 32,526 17,764 32,526 LID - DHS Coverage 14,976 LID - Drill Coverage 11,700 LID - Training coverage 5,850 5400 Project/Meeting Overtime 28,017 38,778 35,102 44,538 LID - Admin/Meeting 5,616 LID - Maintenance 20,112 LID - Shift Training 12,960 LID - Training coverage 5,850 7000 General Supplies 18,885 24,500 30,937 27,000 LID - Absorbent/supplies 4,500 LID - Decon 2,000 LID - Disposable equipment 8,000 LID - Misc supplies 1,500 LID - Sensors/parts 10,000 LID - Training supplies 1,000 7075 Postage/Shipping 72 750 406 750 LID - Postage 750 7100 Equipment $500 to $4,999 10,825 65,537 74,369 7125 Books/Publications 1,000 396 1,000 LID - Reference materials 1,000 7225 Awards and Recognition 240 7250 Uniforms 2,400 800 2,400 LID - Full coverage uniforms 2,400 7275 Personal Protective Gear 6,179 8,000 2,667 8,000 LID - Suit replacements 8,000 8000 Printing/Binding 235 8175 Professional Services - Other 25 533 8225 Seminars/Conferences 1,525 3,000 1,038 3,000 LID - IAFC Hazmat 3,000 8250 Travel/Lodging 356 6,350 3,292 6,350 LID - Conference travel 6,350 8275 Mileage 56 2,200 863 2,200 LID - Mileage 2,200 8300 Business/Meeting Expense 455 399 8350 Routine Maintenance 247 14 8375 Outside Repairs and Services 1,275 1,500 500 1,500 LID - Repairs 1,500 8400 Equipment Rental 53 8425 Outside Seminar Leaders 7,755 10,340 3,500 LID - RAE Scv Techs 3,500 5 Total Expenses 88,169 194,296 186,285 133,764

222 South Metro Fire Rescue Authority

Division - Project - Location: (64-1020) Aircraft Rescue Operations

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5000 Salaries 998 1,000 971 1,000 5200 Minimum Staffing/Constant Staffing 1,367 5400 Project/Meeting Overtime 5,424 12,244 6,142 13,744 LID - Coordinator hours 3,744 LID - Overtime attend training 8,000 LID - Overtime coverage 2,000 5550 Instructors 253 3,500 1,910 3,500 LID - Overtime instructors/trainer 3,500 7000 General Supplies 20,600 19,294 15,100 LID - ARFF equipment 2,000 LID - ARFF Foam 1,000 LID - Elec cutter/spreader 10,000 LID - General operation supplies 1,500 LID - Purchase of nitrogen 100 LID - Purple K 500 7150 Memberships 200 67 200 LID - ARFF working group 200 7225 Awards and Recognition 500 LID - Awards 500 8225 Seminars/Conferences 4,950 19,500 6,895 21,000 LID - Attend outside training 4,000 LID - DIA training 6,000 LID - FAR 139 OT 6,000 LID - Send 5 people to FAR at DIA 5,000 8250 Travel/Lodging 1,024 8275 Mileage 39 350 117 350 LID - Mileage 350 8300 Business/Meeting Expense 170 8400 Equipment Rental 175

5 Total Expenses 13,202 57,394 36,594 55,394

223 South Metro Fire Rescue Authority

Division - Project - Location: (64-1030) Dive/Water Rescue Operations

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5000 Salaries 998 1,000 971 1,000 5200 Minimum Staffing/Constant Staffing 10,438 10,200 12,306 10,200 LID - Backfill 10,200 5400 Project/Meeting Overtime 3,642 2,000 2,756 2,000 LID - Project/Meeting 2,000 5550 Instructors 15,788 17,000 12,734 17,000 LID - Line Class 9,400 LID - PSD/DRI/Team 7,600 7000 General Supplies 9,679 5,000 3,705 8,000 LID - Line Swift Water 2,000 LID - Misc Supplies 3,000 LID - Replacement Line Equipment 3,000 7100 Equipment $500 to $4,999 9,500 7,500 16,000 LID - 2 HAZMAT Dry Suitx4 8,400 LID - Bouancy Compensation device Replacementx4 2,000 LID - Training Dry Suit Replacement x4 5,600 7175 Certifications 268 1,000 1,261 1,000 LID - PSD 1,000 7225 Awards and Recognition 500 167 500 LID - Awards 500 7250 Uniforms 6 500 167 500 LID - Uniforms 500 8175 Professional Services - Other 22 1,500 510 1,000 LID - Dive Rescue International 1,000 8225 Seminars/Conferences 1,700 8275 Mileage 61 250 83 250 LID - Mileage 250 8300 Business/Meeting Expense 100 63 100 LID - Business meeting 100 8350 Routine Maintenance 278 3,500 1,178 3,500 LID - Dive repair and service 3,500 8375 Outside Repairs and Services 1,387 144 5 Total Expenses 44,267 52,050 43,543 61,050

224 South Metro Fire Rescue Authority

Division - Project - Location: (64-1040) Wildland Operations

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5000 Salaries 1,358 1,000 971 1,000 5200 Minimum Staffing/Constant Staffing 18,442 22,776 10,614 26,520 LID - Front Range Wildland Fire Symposium's 4,680 LID - Prescribed Fire Training Exchange 7,488 LID - S-Series Training Classes 3,120 LID - Wildfire Academy 3,744 LID - Wildfire College 7,488 5400 Project/Meeting Overtime 30,868 50,832 36,638 39,404 LID - Cooperator Meetings 4,608 LID - Fire Duty Officer (FDO) Program 2,000 LID - Firing/Prescribed Fire 3,000 LID - Mandatory Saw Refresher Training 8,736 LID - Mandatory Team Safety Refresher (RT-130) 5,772 LID - Program Management 9,984 LID - Single Resource Refresher Training 1,560 LID - Wildland Related IMT Meetings/Trainings 3,744 5550 Instructors 19,391 24,474 26,752 23,706 LID - Line-Ops Safety Refresher 10,530 LID - Mandatory Saw Refresher Training 4,680 LID - Mandatory Team Safety Refresher (RT-130) 1,872 LID - Single Resource Refresher Training 384 LID - S-Series Training Classes 6,240 7000 General Supplies 12,012 12,775 7,826 12,775 LID - Appliances/adapters 1,000 LID - Deployment Team Gear Allowance 3,000 LID - Hose 1,500 LID - Hose Packs Engines/Caches ($455.00) 2,275 LID - Misc equipment 3,000 LID - PPE Kits For 39/43 Cache ($500) 2,000 7250 Uniforms 42 2,000 LID - T-shirts, sweatshirts, hats 2,000 7275 Personal Protective Gear 9,566 9,000 4,428 13,950 LID - Line Ops PPE/Equipment 3,000 LID - New Team Member PPE/Equipment 4,950 LID - Team Member PPE/Equipment 6,000 8225 Seminars/Conferences 1,235 4,000 1,938 4,000 LID - Front Range Wildland Symposium 2,000 LID - Wildfire Academy 2,000 8250 Travel/Lodging 329 4,000 2,501 4,500 LID - Hotels/Air for Wildfire Trainings 2,500 LID - Perdiem for trainings 2,000 8275 Mileage 8 500 352 500 LID - Mileage 500 8300 Business/Meeting Expense 463 341 1,000 LID - Materials/Food Trainings and Meetings 1,000 8425 Outside Seminar Leaders 150 5 Total Expenses 93,864 129,357 92,361 129,355

225 South Metro Fire Rescue Authority

Division - Project - Location: (64-1050) Wildland Callout

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5250 Wildland Callout 304,400 180,000 169,442 180,000 LID - Wildland call out 180,000 5350 Cover Wildland Callout 225,350 120,000 133,436 120,000 LID - Cover for callout 120,000 5400 Project/Meeting Overtime 13,104 3,717 7000 General Supplies 339 5,000 2,026 5,000 LID - Supplies 5,000 8225 Seminars/Conferences 575 8250 Travel/Lodging 29,235 20,000 14,114 20,000 LID - Travel for wildland callout 20,000 8300 Business/Meeting Expense 61

5 Total Expenses 572,429 325,000 323,371 325,000

226 South Metro Fire Rescue Authority

Division - Project - Location: (64-1060) SWAT Team Operations

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5000 Salaries 998 1,000 971 1,000 5200 Minimum Staffing/Constant Staffing 13,757 5,520 10,797 5,520 LID - Backfill Douglas County 5,520 5400 Project/Meeting Overtime 32,520 53,280 38,567 51,200 LID - Advanced Marksmanship Course 1,920 LID - DCSO Inservice Instructor 1,600 LID - New Hire Reserve Academy 8,000 LID - Overtime for trainings for DC 33,600 LID - Pike National Forest Scouts 3,200 LID - TEMS Course for New Medics 2,880 7000 General Supplies 1,710 3,000 1,680 3,000 LID - SWAT supplies DC 3,000 7225 Awards and Recognition 110 300 400 LID - Incentive/ Recognition 400 7250 Uniforms 257 320 481 560 LID - New Medic Initial Uniform 240 LID - Uniform Replacement 320 7275 Personal Protective Gear 4,339 2,500 2,393 8175 Professional Services - Other 10,000 10,000 LID - Workman's Comp Insurance Premium 10,000 8225 Seminars/Conferences 650 8250 Travel/Lodging 1,000 1,000 LID - Travel for callouts Douglas County 1,000 8300 Business/Meeting Expense 134 8425 Outside Seminar Leaders 1,000 4,000 LID - Range Officer Fee 1,000 LID - TEMS Tuition 3,000 5 Total Expenses 53,691 77,920 55,673 76,680

227 South Metro Fire Rescue Authority

Division - Project - Location: (64-1090) USAR

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5000 Salaries 998 1,000 971 1,000 5200 Minimum Staffing/Constant Staffing 18,213 3,881 5275 USAR Callout 25,120 168,000 56,000 168,000 LID - USAR Call out 168,000 5375 Cover USAR Callout 11,967 5400 Project/Meeting Overtime 38,070 31,000 35,497 31,000 LID - Project/meeting ot 31,000 7000 General Supplies 136 7225 Awards and Recognition 1,200 400 1,200 LID - Awards 1,200 7250 Uniforms 1,529 8250 Travel/Lodging 40 8275 Mileage 456 500 210 500 LID - Mileage 500 5 Total Expenses 94,961 201,700 98,527 201,700

228 South Metro Fire Rescue Authority

Division - Project - Location: (64-1110) CPAT

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5400 Project/Meeting Overtime 693 5 Total Expenses 693

229 South Metro Fire Rescue Authority

Division - Project - Location: (64-2010) Tracked Response Operations

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5000 Salaries 998 1,000 971 1,000 5200 Minimum Staffing/Constant Staffing 1,927 3,000 1,000 2,880 LID - Tracked Vehicle 2,880 5400 Project/Meeting Overtime 4,212 14,000 7,222 5,960 LID - In house training 2,080 LID - OSHA student OT 2,560 LID - Pre/Post staging 640 LID - Project meetings 680 7000 General Supplies 350 5,500 1,833 500 LID - Hand tools 500 7100 Equipment $500 to $4,999 3,750 7250 Uniforms 284 500 167 500 LID - Uniforms 500 7550 Fuel 62 500 LID - Fuel 500 8225 Seminars/Conferences 4,776 4,000 LID - OSHA Course x4 4,000 8250 Travel/Lodging 861 1,200 560 1,080 LID - OSHA Course x4 1,080 8425 Outside Seminar Leaders 320 LID - Guest instructor 320 5 Total Expenses 17,220 25,200 11,753 16,740

230 South Metro Fire Rescue Authority

Division - Project - Location: (64-2020) SCBA Operations

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5000 Salaries 998 1,000 971 1,000 5200 Minimum Staffing/Constant Staffing 2,250 750 2,000 LID - Backfill for SCBA tech 2,000 5400 Project/Meeting Overtime 22,753 28,000 28,818 28,000 LID - OT for repair and testing 28,000 7000 General Supplies 45,595 21,250 31,459 34,950 LID - Airpack parts and supplies 13,000 LID - Compressor maintanance 11,700 LID - Compressor supplies 6,000 LID - R.I.T. ops supplies 1,500 LID - Supplies for storage and repair 750 LID - Tech tool replacement and update 2,000 7075 Postage/Shipping 280 650 232 650 LID - Postage 650 7100 Equipment $500 to $4,999 651,356 229,955 37,500 LID - Epic IR In mask Communications system 37,500 7225 Awards and Recognition 300 100 300 LID - SCBA Recognition 300 8175 Professional Services - Other 1,361 1,956 8300 Business/Meeting Expense 91 90 8350 Routine Maintenance 3,152 23,590 10,103 12,750 LID - Compressor quarterly air testing 3,400 LID - Fit test Machine calibration x 6 @$915 ea 6,250 LID - Flow test machine calibration x 3 2,100 LID - Hydro testing 1,000 8375 Outside Repairs and Services 4,759 6,373 9800 Equipment ($5,000 and over) 28,493 5 Total Expenses 107,483 728,396 310,808 117,150

231 South Metro Fire Rescue Authority

Division - Project - Location: (64-2030) Ceremonial Unit

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5000 Salaries 998 1,000 971 1,000 5200 Minimum Staffing/Constant Staffing 4,980 10,000 4,385 10,000 LID - Coverage for Honor guard 5,000 LID - Coverage for Pipes and Drums 5,000 5400 Project/Meeting Overtime 1,618 5,000 1,994 5,000 LID - Meeting OT Honor guard 2,500 LID - Meeting OT Pipes and Drums 2,500 7000 General Supplies 285 1,000 333 1,500 LID - Supplies Honor guard 750 LID - Supplies pipes and drums 750 7225 Awards and Recognition 109 200 LID - Awards Honor Guard 100 LID - Awards Pipes and Drums 100 7250 Uniforms 2,855 4,000 5,617 5,000 LID - Uniforms Honor Guard 2,500 LID - Uniforms Pipes and Drums 2,500 8225 Seminars/Conferences 125 635 200 LID - Seminars Honor Guard 100 LID - Seminars Pipes and Drums 100 8250 Travel/Lodging 992 5,000 4,209 4,720 LID - KTA Airfare - 150.00 * 6 members 900 LID - KTA Per Diem - 46.00 * 6 members * 2 days 552 LID - KTA Rooms - 110.00 * 3 rooms double occupancy * 2 660 LIDih - Nat'l FF Memorial Airfare - 350.00 * 4 members 1,400 LID - Nat'l FF Memorial Per Diem - 51.00 * 4 members * 2 408 LID - Nat'l FF Memorial Rooms - 100.00 * 2 rooms double 800 8350 Routine Maintenance * 2 i h 27 500 283 500 LID - Routine Maintenance Honor Guard 250 LID - Routine Maintenance Pipes and Drums 250 5 Total Expenses 11,989 26,500 18,427 28,120

232 South Metro Fire Rescue Authority

Division - Project - Location: (64-2040) Explorer Program

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5000 Salaries 998 1,000 971 1,000 5200 Minimum Staffing/Constant Staffing 2,610 5400 Project/Meeting Overtime 1,933 1,872 1,372 12,760 LID - Additional instructor 960 LID - Coordinator OT 1,920 LID - Primary Instructor 6,080 LID - Safety officer for live fire 800 LID - Secondary instructor 3,000 5550 Instructors 8,411 10,569 9,651 7000 General Supplies 1,334 1,420 491 1,420 LID - New member supplies 100 LID - Training vehicles 1,320 7250 Uniforms 585 1,010 337 1,010 LID - Class B shirts 400 LID - T shirts 360 LID - Uniform pants 250 5 Total Expenses 15,871 15,871 12,822 16,190

233 South Metro Fire Rescue Authority

Division - Project - Location: (64-2050) Fitness and Wellness Operations

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5000 Salaries 1,996 2,000 1,941 2,000 5200 Minimum Staffing/Constant Staffing 194 5400 Project/Meeting Overtime 15,159 19,240 10,574 18,000 LID - Fitness Program challenge and motivation 4,000 LID - Line training fitness/health and mobility 8,000 LID - OT Fitness team 6,000 7000 General Supplies 9,238 8,476 5,992 6,000 LID - Conditioning ropes x5 1,750 LID - Miscellaneous Department Equipment 4,000 LID - Mobility Bands 250 7100 Equipment $500 to $4,999 7,520 13,725 33,294 12,725 LID - Hex Dumbbell replacement 5#-100# 3,575 LID - Spin Bike replacement 3,850 LID - Treadmill replacement 5,300 7125 Books/Publications 25 600 544 810 LID - Crossfit publication 500 LID - Fitness Publications 100 LID - Mobility/Rehav books for 7 stations 210 7150 Memberships 25 750 250 750 LID - Crossfit Affiliate dues 500 LID - Crossfit web site cost 250 7175 Certifications 1,600 4,390 1,463 4,690 LID - Cross fit level 1 2,000 LID - Crossfit Level 1 cert renew 5 yearsx2 500 LID - Rowing certification 395 LID - Running certification 595 LID - Strength Certification x2 1,200 7225 Awards and Recognition 505 2,500 833 1,000 LID - Body Pod Awards 1,000 7250 Uniforms 600 350 LID - Crossfit SMAC t-shirts 350 7275 Personal Protective Gear 2,100 LID - Light Weight Bunker Gear 2,100 8175 Professional Services - Other 1,372 3,000 1,814 8225 Seminars/Conferences 2,682 1,500 1,124 1,500 LID - Entry fee for FFCC 1,500 8250 Travel/Lodging 25 2,900 LID - World Challenge 6 team members 2,900 8275 Mileage 92 8300 Business/Meeting Expense 525 500 186 500 LID - Meeting Expense 500 8350 Routine Maintenance 11,850 3,950 12,100 LID - Fitness equipment maintenance 8,600 LID - Fitness Equipment repair parts 3,500 8375 Outside Repairs and Services 2,398 3,000 1,255 8425 Outside Seminar Leaders 2,500 833 2,700 LID - Crosfit games entry fees 200 LID - Outside events 1,500 LID - Outside instructors 1,000 5 Total Expenses 43,930 74,031 64,080 68,125

234 South Metro Fire Rescue Authority

Division - Project - Location: (64-2070) Water Supply

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5000 Salaries 1,061 1,000 1,404 1,000 5400 Project/Meeting Overtime 7,323 7,500 5,917 7,500 LID - OT For all water supply projects 7,500 7000 General Supplies 48,861 37,000 15,155 38,650 LID - Appliances and fitting 8,400 LID - Hard suction hose replacement for old hard scution 2,500 LID - Port a tank 1,500 LID - Replacement hose & testing equipment 26,250 7075 Postage/Shipping 650 7100 Equipment $500 to $4,999 6,157 18,000 6,897 8275 Mileage 320 500 224 500 LID - Mileage reimbursement for personally owner vehicles 500 5 Total Expenses 64,371 64,000 29,598 47,650

235 South Metro Fire Rescue Authority

Division - Project - Location: (64-2072) Ladders

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5000 Salaries 998 625 1,000 5400 Project/Meeting Overtime 9,500 3,167 7,500 LID - Overtime for ladders 7,500 7000 General Supplies 2,054 6,900 2,888 1,500 LID - Supplies for ladders 1,500 7100 Equipment $500 to $4,999 3,443 4,000 LID - Ladders 4,000 8350 Routine Maintenance 14 5 Total Expenses 6,495 16,400 6,693 14,000

236 South Metro Fire Rescue Authority

Division - Project - Location: (64-2073) Nozzles

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5000 Salaries 998 625 1,000 5200 Minimum Staffing/Constant Staffing 3,088 5400 Project/Meeting Overtime -404 2,880 960 4,308 LID - Nozzle OT 2,808 LID - Nozzle repair 1,500 7000 General Supplies 9,113 3,720 1,750 7075 Postage/Shipping 15 774 409 724 LID - Shipping for repairs 500 LID - Shipping of new nozzles 224 7100 Equipment $500 to $4,999 7,810 10,000 7,383 10,500 LID - Blitzfire nozzle 2,500 LID - Blitzfire update 8,000 8225 Seminars/Conferences 500 LID - FDIC 500 8250 Travel/Lodging 1,225 1,500 LID - FDIC 1,500 8300 Business/Meeting Expense 23 8350 Routine Maintenance 3,000 1,000 8375 Outside Repairs and Services 1,500 500 3,700 LID - Deck gun rehab 1,000 LID - Hand Tools 200 LID - Manufacturer Recommended Tools 300 LID - Repairs by Manufacturer 2,000 LID - Shelving 200 5 Total Expenses 21,868 21,874 12,626 22,232

237 South Metro Fire Rescue Authority

Division - Project - Location: (64-2074) Ops Equipment

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5000 Salaries 998 4,000 2,009 1,000 5400 Project/Meeting Overtime 15,131 15,000 11,521 15,000 LID - Equipment maintenance OT 15,000 7000 General Supplies 25,713 25,000 22,193 20,000 LID - Equipment 10,000 LID - Extinguisher service 5,000 LID - R&D Equipment 5,000 7075 Postage/Shipping 15 7100 Equipment $500 to $4,999 9,952 5,000 1,667 15,000 LID - Extrication replacement 15,000 7225 Awards and Recognition 100 200 LID - Awards 200 8275 Mileage 55 1,000 371 1,000 LID - Mileage 1,000 8300 Business/Meeting Expense 30 8350 Routine Maintenance 5,000 1,667 5,000 LID - Maintenance on equipment 5,000 8375 Outside Repairs and Services 7,217 9800 Equipment ($5,000 and over) 10,298 5 Total Expenses 69,510 55,000 39,427 57,200

238 South Metro Fire Rescue Authority

Division - Project - Location: (64-2075) PPE

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5000 Salaries 935 1,000 537 1,000 5400 Project/Meeting Overtime 200 67 5,616 LID - Overtime 5,616 7075 Postage/Shipping 122 126 200 LID - Postage/shipping 200 7275 Personal Protective Gear 149,034 151,000 119,116 300,770 LID - PPE Gear 300,770 8350 Routine Maintenance 99,200 75,000 90,541 8375 Outside Repairs and Services 150,745 LID - Cleaning and repair bunker gear 150,745 5 Total Expenses 249,292 227,200 210,387 458,331

239 South Metro Fire Rescue Authority

Division - Project - Location: (64-2076) Saws

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5000 Salaries 998 625 1,000 5400 Project/Meeting Overtime 2,563 5,616 1,872 5,616 LID - Overtime 5,616 7000 General Supplies 1,164 4,500 2,113 3,500 LID - Replacement chains 1,500 LID - Replacement cut-off blades 1,000 LID - Replacement parts 1,000 7100 Equipment $500 to $4,999 4,983 4,347 1,449 4,798 LID - Partner K-1260 cutoff saw 1,759 LID - Partner K-970 Rescue Cutoff saw 1,789 LID - Stihl MS461 Rescue 1,250 8275 Mileage 500 LID - Mileage 500 8350 Routine Maintenance 205 8375 Outside Repairs and Services 1,556 1,500 831 1,500 LID - Chain sharpening 500 LID - Outside repair 1,000 5 Total Expenses 11,468 15,963 6,890 16,914

240 South Metro Fire Rescue Authority

Division - Project - Location: (64-2077) Thermal Imager

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 7000 General Supplies 2,687 3,130 2,899 3,130 LID - Batteries for Thermal Imagers 1,380 LID - Battery Chargers 750 LID - Lanyard hardware 1,000 7075 Postage/Shipping 632 2,000 1,782 2,000 LID - Postage 2,000 8175 Professional Services - Other 9,600 3,200 4,800 LID - Warranty for camera year 4 2,200 LID - Warranty for camera year 5 2,600 8350 Routine Maintenance 1,175 10,000 3,887 15,000 LID - General Maintenance/repair 15,000 9800 Equipment ($5,000 and over) 33,000 29,200 50,663 14,600 LID - 2 Thermal imaging camera without video capture 14,600 5 Total Expenses 37,494 53,930 62,432 39,530

241 South Metro Fire Rescue Authority

Division - Project - Location: (64-2100) Incident Management Team

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5000 Salaries 3,663 3,455 1,000 5200 Minimum Staffing/Constant Staffing 4,279 1,300 20,000 LID - IMT Callout 20,000 5400 Project/Meeting Overtime 17,541 25,120 15,096 24,120 LID - Trainings/meetings/EOC 24,120 7000 General Supplies 2,388 2,500 833 2,500 LID - Supplies 2,500 7250 Uniforms 1,500 500 1,500 LID - Uniforms 1,500 7375 Cell, Digital, Nextel Phones 1,035 7425 Wireless Connections 2,466 8225 Seminars/Conferences 320 8250 Travel/Lodging 78 1,850 617 1,850 LID - Travel for trainings 1,850 8275 Mileage 200 67 200 LID - Mileage for travel 200 8300 Business/Meeting Expense 195 700 628 700 LID - Meeting support 700 5 Total Expenses 31,965 31,870 22,494 51,870

242 South Metro Fire Rescue Authority

Division - Project - Location: (67) Training

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5000 Salaries 773,899 647,335 644,639 660,664 5200 Minimum Staffing/Constant Staffing 61,877 142,912 57,767 97,950 5400 Project/Meeting Overtime 140,304 179,928 130,990 184,320 5550 Instructors 235,086 171,990 151,373 163,620 5555 Safety Officer 7,749 9,000 7,556 9,000 6000 Pension Expense 89,814 77,800 75,489 79,400 6025 Retiree Health Savings 16,896 14,951 13,561 15,218 6050 Deferred Compensation - Employer Contribution 13,046 11,491 11,397 11,725 6100 Health Insurance 100,263 94,245 100,453 112,519 6125 Vision Insurance 2,029 1,719 1,840 1,719 6150 Dental Insurance 8,661 8,062 8,433 8,308 6200 Life, Accidental Death and Dismemberment Insurance 1,972 1,635 1,408 1,667 6225 Long Term Disability 3,290 4,992 4,915 5,095 6250 FPPA Death and Disability 4,307 2,356 4,081 2,439 6300 Social Security and Medicare 13,029 9,401 10,330 9,594 6400 Employee Assistance Program 990 1,112 456 1,112 7000 General Supplies 51,776 100,140 54,163 93,810 7025 Office Supplies 1,645 3,200 2,392 3,200 7050 Computer Supplies 514 18,066 22,580 13,100 7075 Postage/Shipping 52 170 296 170 7100 Equipment $500 to $4,999 12,279 9,700 9,426 12,700 7125 Books/Publications 16,234 8,250 6,377 8,250 7150 Memberships 534 1,525 773 1,200 7175 Certifications 25,414 16,200 6,862 20,200 7225 Awards and Recognition 3,393 5,400 4,128 5,400 7250 Uniforms 19,093 3,600 2,744 7,600 7275 Personal Protective Gear 4,375 4,000 1,333 7425 Wireless Connections 1,197 1,250 1,147 1,250 7525 Trash Service 1,841 1,972 2,030 1,972 7550 Fuel 2,947 2,600 2,558 2,900 8000 Printing/Binding 600 200 8175 Professional Services - Other 106,298 82,200 40,807 52,200 8225 Seminars/Conferences 57,111 56,760 63,460 50,990 8250 Travel/Lodging 42,843 41,260 16,340 70,845 8275 Mileage 474 300 225 300 8300 Business/Meeting Expense 17,764 12,840 11,515 13,290 8350 Routine Maintenance 104 5,900 5,334 7,000 8375 Outside Repairs and Services 13,909 29,500 14,077 29,500 8400 Equipment Rental 1,442 5,800 4,806 5,800 8410 Space Rental 4,650 8425 Outside Seminar Leaders 46,391 74,100 37,825 70,000 5 Total Expenses 1,905,489 1,864,261 1,536,085 1,836,027

243 South Metro Fire Rescue Authority

Division - Project - Location: (67-0000) Training - Project Non-specific

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5000 Salaries 773,899 647,335 644,639 660,664 5200 Minimum Staffing/Constant Staffing 61,877 142,912 57,767 97,950 LID - DevLearn Conference 3,520 LID - Engineer CE 31,920 LID - Fire department instructors conference Indy 10,560 LID - Fire department instructors conference Indy training staff 2,640 LID - FRI 4,400 LID - Officer CE 22,590 LID - Officer Exchange Program 10,000 LID - Southbend 12,320 5400 Project/Meeting Overtime 93,398 179,928 124,019 184,320 LID - OT for building classes creating videos 36,000 LID - Overtime for engineer training program 52,800 LID - Overtime for Flash class 4,000 LID - Overtime 91,520 5550 Instructors 235,086 171,990 151,373 163,620 LID - Adjuncts 148,500 LID - Instructors 15,120 5555 Safety Officer 7,749 9,000 7,556 9,000 LID - OT incident safety officers 9,000 6000 Pension Expense 89,814 77,800 75,489 79,400 6025 Retiree Health Savings 16,896 14,951 13,561 15,218 6050 Deferred Compensation - Employer Contribution 13,046 11,491 11,397 11,725 6100 Health Insurance 100,263 94,245 100,453 112,519 6125 Vision Insurance 2,029 1,719 1,840 1,719 6150 Dental Insurance 8,661 8,062 8,433 8,308 6200 Life, Accidental Death and Dismemberment Insurance 1,972 1,635 1,408 1,667 6225 Long Term Disability 3,290 4,992 4,915 5,095 6250 FPPA Death and Disability 4,307 2,356 4,081 2,439 6300 Social Security and Medicare 13,029 9,401 10,330 9,594 6400 Employee Assistance Program 990 1,112 456 1,112 7000 General Supplies 30,042 100,140 54,163 93,810 LID - Acquired structures for training type 4 and 5 10,000 LID - Battalion chief training 400 LID - Co2 for Fog machine 1,400 LID - Company Officer Academy Manuals 1,400 LID - Company Officer Academy Supplies 1,150 LID - Extrication vehicles 13,000 LID - Headsets Maint 200 LID - LED lights 700 LID - Line training 990 LID - Misc Construction materials 4,500 LID - Photography studio background drapes 250 LID - Professional tripod slider 500 LID - TV for Command Training Center 1,800 LID - TV mount 120 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

244 Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 7025 Office Supplies 1,620 3,200 2,392 3,200 LID - Office supplies 3,200 7050 Computer Supplies 514 18,066 22,580 13,100 LID - Adobe Elearning suite 3,600 LID - Captivate 7.0 Upgrade 150 LID - Digital Combustion Upgrade 1,200 LID - iSkysoft software 50 LID - Mac 17" pro 5,400 LID - Mac computer 17" for CTC 1,800 LID - Misc Cat5 wires and devices to connect the systems 500 LID - hUpgraded RAM 300 LID - wireless mouse 100 7075 Postage/Shipping 52 170 296 170 LID - Shipping 170 7100 Equipment $500 to $4,999 2,985 9,700 9,426 12,700 LID - 2 Rescue Randy 2,800 LID - Nozzle cage 3,000 LID - Roof Simulator inserts 6,000 LID - Saw repair 900 7125 Books/Publications 14,845 8,250 6,377 8,250 LID - Subscriptions 1,250 LID - Training library updates 7,000 7150 Memberships 534 1,525 773 1,200 LID - Membership 1,200 7175 Certifications 25,351 16,200 6,862 20,200 LID - Blue Card Certifications 16,000 LID - Division of Fire Safety Certifications 1,200 LID - Other Certifications 3,000 7225 Awards and Recognition 3,087 5,400 4,128 5,400 LID - Awards 5,400 7250 Uniforms 3,236 3,600 2,744 7,600 LID - PPE 4,000 LID - Training uniforms 3,600 7275 Personal Protective Gear 196 4,000 1,333 7425 Wireless Connections 1,197 1,250 1,147 1,250 LID - Direct TV 1,250 7525 Trash Service 1,841 1,972 2,030 1,972 LID - Roll off dumpster 1,972 7550 Fuel 2,947 2,600 2,558 2,900 8000 Printing/Binding 600 200 8175 Professional Services - Other 65,563 82,200 40,807 52,200 LID - 1403 Burn Building/tower inspection 4,200 LID - Computer based training development Distance Learning 25,000 LID - Consulting/troubleshooting from TrainingHat 5,000 LID - Video production 18,000 8225 Seminars/Conferences 57,111 56,760 63,460 50,990 LID - Command officer training 5,400 LID - FDIC Indy 12,000 LID - FDIC Training staff 3,000 LID - Firefighter training 4,000 LID - Flash 5 day basic/advanced learning class 3,990 LID - Instructor Training 6,400 LID - Officer training 12,000 LID - Southbend Hazard Zone Conference 4,200

245 Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 8250 Travel/Lodging 42,843 41,260 16,340 70,845 LID - FDIC Indy training staff 7,760 LID - FDIC Indy 23,280 LID - FRI 7,725 LID - Officer Exchange program 5,000 LID - Southbend 14,840 LID - Travel expenses for training 1,940 LID - Travel for command officers training 2,800 LID - Travel for firefighters training 2,100 LID - Travel for officer training 5,400 8275 Mileage 474 300 225 300 LID - Mileage 300 8300 Business/Meeting Expense 14,354 12,840 11,515 13,290 LID - Business expense training 8,650 LID - Refreshments for class and seminars 4,640 8350 Routine Maintenance 104 5,900 5,334 7,000 LID - Cone replacements 520 LID - Maintenance drill ground 4,700 LID - Propane props maintenance 1,300 LID - Small tools 480 8375 Outside Repairs and Services 13,369 29,500 14,077 29,500 LID - Hydrant repair/replacement 5,800 LID - Misc purchased services 9,200 LID - Misc repair 14,500 8400 Equipment Rental 1,192 5,800 4,806 5,800 LID - Misc equipment rental 4,000 LID - Port-o-let rental 1,800 8410 Space Rental 4,650 8425 Outside Seminar Leaders 45,191 74,100 37,825 70,000 LID - Mini Conference 32,000 LID - Outside COA instructors 20,000 LID - Outside seminar instructors 18,000 5 Total Expenses 1,759,602 1,864,261 1,529,114 1,836,027

246 South Metro Fire Rescue Authority

Division - Project - Location: (67-1100) Academy

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5400 Project/Meeting Overtime 46,906 6,971 7000 General Supplies 21,734 7025 Office Supplies 25 7100 Equipment $500 to $4,999 9,294 7125 Books/Publications 1,390 7175 Certifications 63 7225 Awards and Recognition 306 7250 Uniforms 15,857 7275 Personal Protective Gear 4,178 8175 Professional Services - Other 40,735 8300 Business/Meeting Expense 3,410 8375 Outside Repairs and Services 540 8400 Equipment Rental 250 8425 Outside Seminar Leaders 1,200 5 Total Expenses 145,887 6,971

247

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248 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 two 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 2012 Estimated 2013 Budget 2014 Outside Agencies $353,504 $185,000 $240,000

Expenditures Actual 2012 Estimated 2013 Budget 2014 Salaries and Benefits $1,132,990 $1,066,214 $1,149,017 Supplies and Expense 1,083,132 1,060,526 1,314,766 Capital 32,537 90,410 Total $2,216,122 $2,159,277 $2,554,193

Personnel Summary Position Actual 2012 Actual 2013 Budget 2014 Fleet Services Chief 1 1 1 Bureau Assistant 1 1 1 Shop Foreman 1 1 1 Quartermaster 1 1

Mechanics 7 7 7 Total FTEs 10 11 11

2013 Accomplishments:

• Constantly reviewed the vehicle maintenance activity and replacement schedules dedicated to facilitate improvements in the Authority’s operations for all areas, with decreasing annual apparatus operational costs while improving in service availability. • Used GOV DEALS.COM to liquidate Authority vehicles for the first time. It worked smoothly, the collection was better than expected and I received a better response from bidders. I will continue to use them in the future. • The new tender for station 39 was put in service in July.

249 • Received a new Hazmat MMRS truck via Homeland Security Grant and was put into service at Station 38. • Prepared 3 new Castle Rock KME Fire trucks for service. • Received and outfitted a new EMS Arm Car in service at headquarters. • Worked with Wright Express to open a corporate fuel account, replacing multiple retail fuel cards with one universal retail card for use in all units, and to streamline fuel billing by having most fuel purchases centralized through a single vendor; Wright Express. Fuel billing and transactions are now available to download directly from vendor. • Worked with FASTER to create fuel interface to import fuel transactions from vendor (Wright Express) directly into FASTER system. • Received, performed in service training and put into service a new Pierce engine for station 41. • Updated vehicle insurance data to correct vehicles, delete vehicles no longer owned by the Authority and added new vehicle purchases. Updated replacement costs as needed. • Upgraded to a newer version of FASTER that has a “DASHBOARD” that will be viewable as a web page in sharepoint. • Assisted Castle Rock Fire with resolving front suspension and steering problems with their new KME apparatus • Worked with GRAINGER and looked at their KEEP STOCK program that will include a vending machine for miscellaneous station, apparatus cleaning and uniform supplies. The machine went live at the JSF in early September. • Implemented solar charger installations on all Training vehicles. • Took over all MDT hardware field repair’s from Metcom.

2014 Goals:

• Revise FASTER SERVICE CENTER Fleet software to allow all Authority users to input fleet service requests as well as look at vehicles/apparatus at fleet in repair process. • Fleet will be writing specifications, performing inspections during construction and putting into service eight apparatus and vehicles in 2014. • Fleet will manage all of the E-470 toll billing and allocation of costs to the various divisions. • Make use of a business consultant to review the work flow in fleet that will assist moving towards a more efficient business model. • Implement IPads for beginning stages of transitioning to electronic filing and annual reporting for all vehicle reports, annual testing/inspections 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. • 2014 Fleet Replacement Schedule includes four new support vehicles, one new pumper, one new Type III wildland truck, two new medics and one new tower aerial device. • Share parts room remodel with Douglas County Schools. • Work with Chief Turner to evaluate the validity of resuming the fleet enterprise fund.

250 • 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. • Evaluate and employ consolidation data for Chief Turner and the executive team.

Warehouse

2013 Accomplishments:

• Worked with Ops Executive Officer and implemented a community outreach program with Marty to assist at fleet and the warehouse. The quartermaster did an outstanding job working with and mentoring Marty through the process of station orders and deliveries, painting bollards around the JSF, cleaning and organizing the warehouse and more. • 90 % of the fleet mechanics were wildland red card certified to allow them access to vehicles during wildland firefighting operations. • Included refurbishing two 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, reduces delivery time and improves patient care.

2014 Goals:

• Warehouse reorganization improved the order fulfilling process that now streamlines the entire procedure. • Evaluate stock levels and procurement practices to improve time management. • Decrease damaged product loss by implementing better handling and storage practices. • Design and implement an Access or SQL database to include a separate CSS Emergency Management/Public Education store. • Improve the pulling of orders and order delivery accuracy by double checking orders by better organizing and labeling to the individual inventory location. This now involves using Marty to better understand permanent locations. • Install cameras in the warehouse for after-hours monitoring. • Work with Grainger to include other warehouse areas in the KEEP STOCK program which includes a dispensing machine at the JSF.

251 South Metro Fire Rescue Authority

Division - Project - Location: (70-0000) Fleet Services - Project Non-specific

Fund: (01) General Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5000 Salaries 843,910 794,426 772,492 839,085 5200 Minimum Staffing/Constant Staffing 6,712 4,828 5400 Project/Meeting Overtime 18,786 15,000 22,687 11,250 LID - Callback 5,000 LID - Oncall pay 6,250 6000 Pension Expense 95,890 95,331 92,699 100,690 6025 Retiree Health Savings 14,591 14,171 14,154 15,535 6050 Deferred Compensation - Employer Contribution 4,231 4,257 4,249 4,564 6100 Health Insurance 117,891 125,743 123,962 144,703 6125 Vision Insurance 2,104 2,058 1,989 1,952 6150 Dental Insurance 9,068 9,906 9,403 9,627 6200 Life, Accidental Death and Dismemberment Insurance 2,274 2,014 1,668 2,122 6225 Long Term Disability 3,513 6,117 6,037 6,461 6300 Social Security and Medicare 12,458 11,519 11,456 11,500 6400 Employee Assistance Program 1,562 1,528 589 1,528 7000 General Supplies 32,528 19,875 25,624 20,000 LID - Argon/oxygen bottles lease and gas 2,500 LID - Firecut degreaser 2,250 LID - Rags and rugs 2,500 LID - Safety supplies and materials 750 LID - Shop/Warehouse Supplies 5,000 LID - Tool Allowance 7,000 7025 Office Supplies 1,108 2,500 168 2,500 7075 Postage/Shipping 282 536 686 536 LID - Postage 300 LID - Postage Lease 236 7100 Equipment $500 to $4,999 5,340 5,450 6,083 11,904 LID - Automatic shop floor scrubber. Shared cost DCSD 4,500 LID - GENYSIS Mobile Computer 4,500 LID - Plasma Cutter 2,104 LID - Snap-On Bore Scope 800 7125 Books/Publications 91 250 320 550 LID - ASE and APWA materials 250 LID - NFPA Standard updates 300 7150 Memberships 165 250 117 359 LID - APWA Annual Membership 199 LID - COEVTA Annual Membeship 35 LID - NFPA Annual Membership 125 7175 Certifications 1,601 1,200 163 1,500 LID - ASE Technician Reimbursement for passed tests 750 LID - EVT Technician reimbursement for passed tests 750 7200 Advertising/Public Notices 676 500 7225 Awards and Recognition 500 7250 Uniforms 13,925 9,500 7,614 10,250 LID - Boot Allowance 1,250 LID - Chief and Staff Uniforms 1,000 LID - Cintas Service 8,000 7325 Telephone 350 100 7425 Wireless Connections 325 300

252 Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget LID - Remote Intrenet 300 7550 Fuel 379,648 555,100 384,058 400,525 LID - Fuel costs for all SMFRA units 400,525 7800 Miscellaneous Expense 7,500 3,000 7,000 LID - MISC. Unexpected Fleet Costs for 2014 7,000 7825 Billable Parts Fleet Services 383,712 602,560 363,762 515,250 LID - SMFRA fleet parts costs 515,250 7850 Cost of Goods Sold - Fleet Services 62,325 45,000 42,631 45,000 8025 Physicals 300 100 8150 Legal Counsel 3,447 2,500 8175 Professional Services - Other 43,468 16,650 75,088 125,917 LID - Annual Mitchell Software Renewal 1,650 LID - Cummins Software Renewal 750 LID - Document Shredding 225 LID - FASTER Maintenance 10,500 LID - Fleet Operation Consulting Analysis 7,000 LID - Ford IDS Annual Software Licensing Renewal 450 LID - NAPA Operations Expenses 101,517 LID - Oil Filter Disposal 1,250 LID - Solvent Tank Services 1,825 LID - Used Coolant Disposal 750 8225 Seminars/Conferences 2,535 10,100 9,967 10,100 LID - FASTER Conference 1,500 LID - Ford Fleet Training Package 5,600 LID - Misc. Vendor/Manufacturer Training 3,000 8250 Travel/Lodging 23,110 11,500 37,661 35,000 LID - Travel and OT costs apparatus , EMS and specailty 30,000 LIDhi - lTravel for Fleet iTrainings i and Conferences d i i 5,000 8275 Mileage 72 8280 Tolls 7,535 12,500 4,457 5,500 LID - SMFRA Annual E470 Toll Usage 5,500 8300 Business/Meeting Expense 498 500 128 500 LID - Meeting Costs 500 8350 Routine Maintenance 2,056 12,075 4,620 4,575 LID - Air Compressor Maintenance 2,500 LID - Annual Crane Inspection 525 LID - Annual Light Duty Lift Inspections 300 LID - Floor Cleaner Maintenance 1,250 8375 Outside Repairs and Services 5,938 7,514 2,500 LID - Outside elctrical or shop tools repair 2,500 8380 Sublets 112,748 54,935 86,665 115,000 LID - Outside vendor costs for contracted repairs, accidents, 115,000 9800 Equipmenth d i($5,000 d and l over) d 32,537 90,410 LID - WEISS Mobile Pump testing trailer 80,000 LID - Tig Welder 10,410

5 Total Expenses 2,216,122 2,454,203 2,159,277 2,554,193

253

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254

CAPITAL PROJECTS FUND

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.

2014 Project Description

Building Projects Cost Operating Budget Impact Facilities - Re-Build of Station 31 $2,500,000 This is a rebuild of the current station 31. There will be no change in utilities due to energy efficiencies in a larger space.

2014 Vehicle Replacement or Additions Operations - Pumper Replacement Vehicle $ 600,000 This will be the replacement of one pumper for station 42. The estimated costs to operate this vehicle will be $5,000 per year for fuel and repairs, plus any increase in fuel costs. OPS – 2 Staff Vehicle Replacement Vehicle $ 92,000 This will be a replacement of two staff vehicles. It is estimated that the operational costs of both of these vehicles would be $4,000 per year for fuel and repairs, plus any increase in fuel costs.

Operations – Chief vehicle $ 45,000 This will be a replacement of the current chief truck. It is estimated that the operational costs of this vehicle would be $2,000 per year for fuel and repairs, plus any increase in fuel costs. Operations - Brush Truck $ 325,000 This unit will be a new wildland unit. It is estimated that the operational costs of this vehicle would be $9,500 per year for fuel and repairs, plus any increase in fuel costs.

255 Operations – 2 Medic units $ 470,000 These are two new units that will replace current out dated vehicles. It is estimated that the operation costs of these vehicles would be $ 7,000 per year for fuel and repairs, plus any increase in fuel costs.

Operations – 2 Wildland Vehicles $ 130,000 These are two new units that will replace current outdated Vehicles. It is estimated that the operation costs of these vehicles would be $6,000 per year for fuel and repairs, plus any increase in fuel costs.

Operations – Tower $ 1,250,000 This is a new unit. It is estimated that the operation Costs of this vehicle would be $10,000 per year for fuel and repairs, plus any increase in fuel costs.

256 SOUTH METRO FIRE RESCUE AUTHORITY Capital Projects Fund Budget January 1 - December 31, 2014

Actual Budget Estimated Budget DESCRIPTION 2012 2013 2013 2014

ESTIMATED REVENUES: Beginning Cash Bal. Jan. 1st$ 10,809,350 $ 19,342,779 $ 20,141,804 $ 18,491,478

Interest Earned 204,750 145,000 123,350 145,000 Miscellaneous Income Impact Fees 6,596 Transfer from General Fund 13,700,000 Sales of Assets TOTAL AVAILABLE REV.$ 24,720,696 $ 19,487,779 $ 20,265,154 $ 18,636,478 ======ESTIMATED EXPENDITURES: Bank Fees $ 24,696 $ 25,200 $ 26,275 $ 28,000

Building Projects: 7,463 Remodel work 32 2,500,000 957,731 Remodel work existing station 50,000 Rebuild of Station 38 3,362,746 Remodel station 31 2,500,000

Vehicles 1,183,987 870,000 789,670 2,912,000

Equipment $ 4,578,892 $ 3,445,200 $ 1,773,676 $ 5,440,000 ======Ending Cash Bal. Dec. 31st $ 20,141,804 $ 16,042,579 $ 18,491,478 $ 13,196,478

257 South Metro Fire Rescue Authority

Division - Project - Location: (ALL) All Division

Fund: (02) Capital Projects

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 8075 Bank Fees 24,696 25,200 26,275 28,000 9600 Buildings and Grounds 3,370,209 2,550,000 957,731 2,500,000 LID - Station Rebuild 2,500,000 9700 Vehicles and Apparatus 1,183,987 870,000 789,670 2,912,000 LID - Medic 235,000 LID - SM152 42,000 LID - SM170 45,000 LID - SM223 65,000 LID - SM224 65,000 LID - SM345 1,250,000 LID - SM515 325,000 LID - SM534 235,000 LID - SM539 600,000 LID - SM562 50,000 5 Total Expenses 4,578,892 3,445,200 1,773,676 5,440,000

258

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. The ARM Car is also accounted for in this fund. 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 2012 Estimated 2013 Budget 2014 Transport Fees $7,281,559 $6,668,800 $6,228,938 Other 50,859 221,089 63,675 Total $7,332,418 $6,889,889 $6,292,613

Expenditures Actual 2012 Estimated 2013 Budget 2014 Salaries and Benefits $2,097,257 $2,334,908 $2,499,032 Supplies and Expense 839,413 958,239 1,181,424 Capital 315,715 706,178 200,000 Bad Debt Expense 3,269,722 3,203,560 2,491,575 Total $6,522,107 $7,202,885 $6,372,031

Personnel Summary Position Actual 2012 Actual 2013 Budget 2014 Administrative Bureau Assistants 1.38 1.68 1.68 EMS – Executive Officer 1 1 1 EMS Supervisor 3 1

EMS Education Supervisor 1 0.75

EMS ARM 1 1

EMS Educator 1 1

Firefighter I 6 7 7 Firefighter/Paramedic I 6 7 7 Total FTE 18.38 20.43 18.68

259 2013 Accomplishments

• Sent 3 paramedics to Denver Health Advanced Practice Paramedic program. • Replaced 7 power prams. • Completed NFPA complaint apparatus specification model for medic units. • Placed 2 medic units in service.

2014 Goals

• 25% of EMT’s to complete Medic Partner Program. • ARM Car staffing minimum of 40hrs per week, 52 weeks, per year. • Implement “Just Culture” Incident Analysis and EMS Manager Programs.

260 SOUTH METRO FIRE RESCUE AUTHORITY ENTERPRISE FUND AMBULANCE TRANSPORT FUND BUDGET JANUARY 1 - DECEMBER 31, 2014

DESCRIPTION Actual BUDGET Estimated Budget 2012 2013 2013 2014 Number of Transports 5,847 5,750 5,975

Beginning Cash Balance: $ 1,203,532 $ 2,139,198 $ 1,851,612 $ 1,538,616 Transfer from General Fund ESTIMATED REVENUES: TRANSPORT BILLINGS 5,540,800 4,600,000 5,120,000 4,780,000 MILEAGE 603,773 526,125 588,800 492,938 OTHER 1,136,986 920,000 960,000 956,000 Reimbursements - Other 36,000 169,089 169,089 ARM Car 58,675 Miscellaneous 14,859 52,000 52,000 5,000

TOTAL AVAILABLE REVENUES $ 8,535,950 $ 8,406,412 $ 8,741,501 $ 7,831,229

======

SOUTH METRO FIRE RESCUE AUTHORITY ENTERPRISE FUND AMBULANCE TRANSPORT FUND BUDGET JANUARY 1 - DECEMBER 31, 2014

Actual BUDGET Estimated Budget 2012 2013 2013 2014

ESTIMATED EXPENDITURES:

Allowance for Uncollectibles $ 3,269,722 $ 2,416,000 $ 3,203,560 $ 2,491,575

AMBULANCE TRANSPORT Salaries 1,614,062 1,805,775 1,805,775 1,870,634 Benefits 483,195 510,733 529,133 628,398 Supplies & Expenses 839,413 976,639 958,239 1,181,424 Capital 315,715 706,178 706,178 200,000

TOTAL EXPENDITURES $ 6,522,107 $ 6,415,325 $ 7,202,885 $ 6,372,031

Net Income (loss) ( Budget Basis) $ 2,013,843 $ 1,991,087 $ 1,538,616 $ 1,459,198

Depreciation 325,268 378,345 378,345

Net Income (loss) (Accural Basis) $ 1,688,575 $ 1,991,087 $ 1,160,271 $ 1,080,853

Note: Cash is actual cash not including receivables or payables.

261 South Metro Fire Rescue Authority

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

Fund: (08) Ambulance Transport Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5000 Salaries 1,602,244 1,620,855 1,735,482 1,750,338 5200 Minimum Staffing/Constant Staffing 121,720 23,584 56,480 5400 Project/Meeting Overtime 3,075 35,200 13,233 47,816 5600 FLSA 8,743 8,000 13,476 16,000 5700 Holiday Pay 20,000 20,000 6000 Pension Expense 169,610 173,111 178,894 192,931 6025 Retiree Health Savings 28,171 29,658 30,895 35,554 6050 Deferred Compensation - Employer Contribution 5,395 9,206 10,649 14,632 6100 Health Insurance 197,945 209,822 220,717 287,255 6125 Vision Insurance 3,678 3,523 3,736 4,040 6150 Dental Insurance 16,054 17,026 17,736 19,825 6200 Life, Accidental Death and Dismemberment Insurance 3,247 3,648 3,342 4,056 6225 Long Term Disability 6,213 11,108 11,308 12,380 6250 FPPA Death and Disability 27788 30,072 28,678 31,703 6300 Social Security and Medicare 22,594 20,918 22,113 23,243 6325 Greenwood Village Head Tax 12 10 6400 Employee Assistance Program 2,488 2,640 1,055 2,779 7000 General Supplies 250,869 230,138 246,159 242,822 7025 Office Supplies 66 500 1,500 7075 Postage/Shipping 1,595 500 212 500 7100 Equipment $500 to $4,999 3,988 28,500 46,150 56,200 7125 Books/Publications 233 1,200 609 1,500 7175 Certifications 495 7225 Awards and Recognition 32 2,800 933 2,800 7250 Uniforms 796 600 7550 Fuel 44,431 11,344 41,250 8000 Printing/Binding 250 8025 Physicals 9,000 6,126 8125 Acounting/Auditing 396,293 410,614 453,967 404,880 8150 Legal Counsel 14,766 15,000 14,329 10,000 8175 Professional Services - Other 31,525 43,944 71,262 220,272 8225 Seminars/Conferences 12,750 4,250 14,750 8250 Travel/Lodging 1,049 112 1,400 8275 Mileage 1,000 333 1,000 8300 Business/Meeting Expense 262 2,750 1,909 2,750 8350 Routine Maintenance 104,063 34,688 8375 Outside Repairs and Services 74,626 15,200 10,571 125,200 8400 Equipment Rental 10,109 8410 Space Rental 54,000 54,000 54,000 54,000 9200 Bad Debt Expense 3,269,722 2,416,000 3,203,560 2,491,575 9700 Vehicles and Apparatus 138,738 235,000 238,651 115,000 9800 Equipment ($5,000 and over) 176,977 471,178 467,521 85,000 5 Total Expenses 6,522,107 6,415,325 7,202,885 6,372,031

262 South Metro Fire Rescue Authority

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

Fund: (08) Ambulance Transport Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5000 Salaries 1,602,244 1,620,855 1,679,786 1,655,122 5200 Minimum Staffing/Constant Staffing 34,560 13,584 34,560 LID - Cover for sick vac admin leave 34,560 5400 Project/Meeting Overtime 3,075 35,200 13,233 47,816 LID - EMT Paramedic Partner Program Differential 9,000 LID - OT EMS Special projects 6,400 LID - OT for Paramedic School x 2 16,000 LID - OT for Preparamedic School x 3 2,016 LID - Overtime for EMT paramedic partner mandatory 14,400 5600 FLSA 8,743 8,000 13,476 16,000 5700 Holiday Pay 20,000 20,000 6000 Pension Expense 169,610 173,111 171,889 181,129 6025 Retiree Health Savings 28,171 29,658 29,728 33,587 6050 Deferred Compensation - Employer Contribution 5,395 9,206 9,482 12,665 6100 Health Insurance 197,945 209,822 210,841 269,130 6125 Vision Insurance 3,678 3,523 3,570 3,786 6150 Dental Insurance 16,054 17,026 17,045 18,490 6200 Life, Accidental Death and Dismemberment Insurance 3,247 3,648 3,342 3,809 6225 Long Term Disability 6,213 11,108 10,942 11,622 6250 FPPA Death and Disability 27,788 30,072 28,678 31,703 6300 Social Security and Medicare 22,594 20,918 21,222 21,886 6325 Greenwood Village Head Tax 12 10 6400 Employee Assistance Program 2,488 2,640 1,055 2,640 7000 General Supplies 250,869 227,138 233,159 239,427 LID - EMS Disposable supplies/ Replacement and Expired 209,327 LID - Funding for purchase of EMS Equipment Innovations 7,500 LIDd -D O2 cylinder l rental f A and b lrefill x9 F units d E i 17,600 LID - Replacement medic units kits 1,500 LID - Replacement of EMS protective equipment 2,000 LID - Replacement Vac-u-splints and mattresses 1,500 7025 Office Supplies 66 500 500 LID - Office Supplies 500 7075 Postage/Shipping 1,595 500 212 500 LID - Postage and Shipping 500 7100 Equipment $500 to $4,999 3,988 28,500 44,522 55,000 LID - Emergency Ambulance Fund Equipment Replacement 15,000 LID - Replacement Toughbook Computers X 8 40,000 7125 Books/Publications 233 1,200 609 1,200 LID - Books for Pre-Paramedic School x 3 600 LID - Paramedic School Textbooks (Additonal Reference) X 3 600 7225 AwardsS and Recognition 32 2,800 933 2,800 LID - EMS transports recognition 2,500 LID - Paramedic candidate recognition x3 300 7550 Fuel 34,031 11,344 41,250 LID - Fuel for medic units 41,250 8000 Printing/Binding 250 8025 Physicals 9,000 6,126 8125 Accounting/Auditing 396,293 410,614 453,967 404,880

263 Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 8150 Legal Counsel 14,766 15,000 14,329 10,000 LID - Legal Counsel 10,000 8175 Professional Services - Other 31,525 43,944 44,536 51,972 LID - EMS Documentation Dictation 29,700 LID - EMS software development 2,500 LID - Ongoing EMS document development 5,000 LID - Service agreement with Physicontrol 14,772 8225 Seminars/Conferences 12,750 4,250 12,750 LID - Paramedic school tuition x3 12,000 LID - Preparamedic school A/P Course x3 750 8250 Travel/Lodging 1,049 112 8275 Mileage 1,000 333 1,000 LID - Mileage for court apperance/subpoenas 500 LID - Reimburse mileage of POV for EMS activities 500 8300 Business/Meeting Expense 262 2,750 1,909 2,750 LID - Ambulance license ACSO x16units 2,000 LID - CLIA Waiver 150 LID - EMS bureau business expense 300 LID - Special Event Recognition 300 8350 Routine Maintenance 104,063 34,688 8375 Outside Repairs and Services 74,626 10,200 8,904 125,200 LID - Biohazard waste disposal 1,200 LID - Cost of ongoing HIPAA compliance 3,000 LID - Medic unit pram inspection 4,500 LID - Repairs to EMS equipment 1,500 LID - Repairs to medic units 115,000 8400 Equipment Rental 10,109 8410 Space Rental 54,000 54,000 54,000 54,000 LID - Rental of space for medic units 54,000 9200 Bad Debt Expense 3,269,722 2,416,000 3,203,560 2,491,575 9700 Vehicles and Apparatus 138,738 190,000 186,843 115,000 LID - PL Custom Refurbished Medic Unit In-service Prepation 25,000 LID - PL Custom Refurbishment of Medic Unit 90,000 9800 Equipment ($5,000 and over) 176,977 460,178 453,183 85,000 LID - Capital EMS Equipment ($5,000 and over) Ambulance 25,000 LID - Purchase Stryker Patient Prams and Accessories x 5 60,000 5 Total Expenses 6,522,107 6,253,765 7,005,401 6,038,749

264 South Metro Fire Rescue Authority

Division - Project - Location: (62-2180) ARM Car

Fund: (08) Ambulance Transport Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5000 Salaries 55,696 95,216 5200 Minimum Staffing/Constant Staffing 87,160 10,000 21,920 LID - Arm Car Advanced Paramedic Development Course CE 3,200 LIDC - ARM OT Car Cover for sick vac admin leave 10,400 LID - ARM Car Holdover OT 8,320 6000 Pension Expense 7,005 11,802 6025 Retiree Health Savings 1,167 1,967 6050 Deferred Compensation - Employer Contribution 1,167 1,967 6100 Health Insurance 9,876 18,125 6125 Vision Insurance 166 254 6150 Dental Insurance 691 1,335 6200 Life, Accidental Death and Dismemberment Insurance 246 6225 Long Term Disability 366 757 6300 Social Security and Medicare 891 1,356 6400 Employee Assistance Program 139 7000 General Supplies 3,000 13,000 3,405 LID - ARM Car EMS Supplies ongoing 1,000 LID - ARM Car Lab Testing Supplies 1,000 LID - ARM Car Medication/Narcotic Supplies 1,000 LID - ARM Car Oxygen Rental and Refill 405 7025 Office Supplies 1,000 LID - ARM Car Admin Office Supplies 1,000 7100 Equipment $500 to $4,999 1,628 1,200 LID - ARM Car King Vision Reserve Purchase 1,200 7125 Books/Publications 300 LID - Arm Car Purchase of EMS Reference 300 7175 CertificationsM i l /A li i 495 7250 Uniforms 796 600 LID - ARM Car Paramedic Uniforms 600 7550 Fuel 10,400 8175 Professional Services - Other 26,726 168,300 LID - ARM Car Billing/Collection Services Fees 12,324 LID - ARM Car Lab Procedure CLIA License 1,500 LID - Nurse Stipend 153,336 LID - ARM Car Physio Control LP15 Service Contract 1,140 8225 Seminars/Conferences 2,000 LID - ARM Car Advanced Paramedic Development CE Courses 1,000 LID - ARM Car Paramedic Seminars 1,000 8250 Travel/Lodging 1,400 LID - ARM Car Paramedic Travel/Lodging 1,400 8375 Outside Repairs and Services 5,000 1,667 9700 Vehicles and Apparatus 45,000 51,808 9800 Equipment ($5,000 and over) 11,000 14,340 5 Total Expenses 161,560 197,484 333,289

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266

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 all entities in the building based on square footage occupied.

Budget Summary

Revenue Actual 2012 Estimated 2013 Budget 2014 Building Rental Income $2,944,300* $1,320,338 $1,354,111

Expenditures Actual 2012 Estimated 2013 Budget 2014 Supplies and Expense $588,622 $522,950 $523,843 Capital 20,338 268,476

Lease Payment 2,189,262 Total $2,777,884* $543,288 $792,319

* This was the payoff of the COP’s financing this facility.

267 SOUTH METRO FIRE RESCUE AUTHORITY Building Rental Fund January 1 - December 31, 2014

Actual Budget Estimated Budget DESCRIPTION 2012 2013 2013 2014

ESTIMATED REVENUES: Beginning Cash Bal. Jan. 1st -$ -$ $ 1,890 $ 778,940

Donation Rental Fees: Misc rental fees 22,758 15,000 State of Colorado 227,948 210,857 210,857 178,804 GSA 398,434 472,647 472,647 499,697 State Fire Chiefs 3,680 2,324 2,324 2,324 Metcom 69,496 63,138 63,138 86,914 SMFRA 2,221,984 571,372 571,372 571,372

TOTAL AVAILABLE REV.$ 2,944,300 $ 1,320,338 $ 1,322,228 $ 2,133,051 ======ESTIMATED EXPENDITURES:

Supplies & Equipment 13,531 50,250 53,250 40,250 Utilities 233,965 197,300 235,500 210,425 Janitorial Service 56,292 62,100 62,100 62,100 Routine Maintenance 132,429 126,900 126,900 153,720 Outside Repairs 52,601 45,200 45,200 57,348

Principal COP Payment 2,093,000 Interest COP Payment 96,262

Capital Equipment 99,804 20,338 268,476

$ 2,777,884 $ 481,750 543,288 792,319 ======Ending Fund Bal. Dec. 31st $ 166,416 $ 838,588 $ 778,940 $ 1,340,732 Adjust for Cash (164,526) Ending Cash Bal. Dec. 31st $ 1,890 $ 838,588 $ 778,940 $ 1,340,732

268 South Metro Fire Rescue Authority

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

Fund: (09) Building Rental Fund

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 7000 General Supplies 13,532 12,000 30,247 12,500 LID - Ballasts/Lamps 3,500 LID - Ice melt 1,000 LID - Paper Products 8,000 7100 Equipment $500 to $4,999 14,750 753 27,750 LID - HVAC Compressor Replacement 27,750 7450 Utilities - Electricity 213,729 180,000 216,697 185,500 LID - Utilities- Electricity 185,500 7475 Utilities - Gas 692 1,500 1,462 1,500 LID - Utilities- Gas 1,500 7500 Utilities - Water/Sewer 15,774 12,300 10,682 17,175 LID - Englewood Sewer fee 4,725 LID - SENSWA Storm Drain Fee 2,850 LID - Utilities- Water/Sewer 9,600 7525 Trash Service 3,770 3,500 3,925 3,500 LID - Trash Service 3,500 7550 Fuel 2,500 2,734 2,750 LID - Generator Fuel 2,750 8175 Professional Services - Other 24,450 21,000 22,250 21,000 LID - Property Management Services 21,000 8325 Janitorial Services 56,292 62,100 62,100 62,100 LID - Janitorial Services 62,100 8350 Routine Maintenance 107,979 126,900 126,900 132,720 LID - AST Registration 125 LID - Backflow Inspection 220 LID - Carpet Cleaning 4,500 LID - Colorado State CFC Fee 75 LID - Elevator Inspection 675 LID - Elevator PM 10,000 LID - Extermination Service 1,100 LID - Fire Alarm Inspection 2,500 LID - Fire Alarm Monitoring 450 LID - Fire Extinguisher Inspection 300 LID - Fire Sprinkler Inspection 550 LID - General Maintenance Labor 25,000 LID - Generator Load Test 3,790 LID - Generator PM 6,400 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 5,000 LID - Landscape Winter Watering 600 LID - Painting Interior/Exterior 7,500 LID - Parking Lot Crack Filling/Sealing 6,600 LID - Parking Lot Striping 750 LID - Parking Lot/Garage Sweeping 2,400 LID - Partition Wall PM 425 LID - Retention Pond Maintenance 6,000

269 Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget LID - Security Gate PM 1,020 LID - Sidewalk Concrete Maintenance 1,500 LID - Sidewalk Crack Fill 2,000 LID - Snow Removal 15,000 LID - Water Filter Maintenance 1,040 LID - Window Cleaning 1,000 8375 Outside Repairs and Services 52,602 45,200 45,200 57,348 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 Panel Infared Testing 850 LID - Electrical Repairs/Additions 1,000 LID - Generator Repairs 2,500 LID - HVAC Computer Repairs 1,200 LID - HVAC Repairs 12,000 LID - HVAC RTU Interior Sealing 7,748 LID - Parking Lot Light Repairs 500 LID - Plumbing Repairs 1,000 LID - Remove Drywall in LL Hallway 1,000 LID - Replace Gate Sensors 1,650 LID - Reserve Fund- Elevator Replacement 2,000 LID - Reserve Fund- Parking Lot Replacement 2,650 LID - Reserve Fund- Roof Replacement 5,550 LID - Resrve Fund- RTU Replacement 2,450 LID - Roof Repairs 1,000 9050 Lease Principle Payments 2,093,000 9075 Lease Interest Payments 96,262 9600 Buildings and Grounds 99,804 20,338 268,476 LID - Replace All Lights with LED Lights 268,476 5 Total Expenses 2,777,884 481,750 543,288 792,319

270

CHERRY HILLS VILLAGE PENSION FUND

Cherry Hills Village Fire Pension Fund 20

This Fund is an agency fund that collects property taxes receipts and to makes contributions to the firefighters pension trust fund, for those who served the Cherry Hills Village Fire District. The funding is provided by a mill levy assessed in the former Cherry Hills Fire 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

The assets of the plan itself 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 2012 as of January 1st. The next actuarial evaluation will be January 1, 2014.

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 2012 Estimated 2013 Budget 2014 Property Taxes and Interest $158,211 $157,237 $216,562

Expenditures Actual 2012 Estimated 2013 Budget 2014 Pension Contribution/Treasurers Fees $178,951 $206,316 $209,201

Fund Balance $459,992 $408,913 $416,274

271 SOUTH METRO FIRE RESCUE AUTHORITY Agency Fund Cherry Hills Village Pension Fund January 1 - December 31, 2014

Actual BUDGET Estimated Budget DESCRIPTION 2012 2013 2013 2014

ESTIMATED REVENUES: Beginning Bal. Jan. 1st $ 480,732 $ 461,043 $ 459,992 $ 408,913

Property Tax 146,997 147,910 147,750 206,762

Specific Ownership Tax 9,583 11,000 8,667 9,000

Interest Earned 1,631 1,000 820 800

TOTAL AVAILABLE REV. $ 638,943 $ 620,953 $ 617,229 $ 625,475

ESTIMATED EXPENDITURES:

Treasurer's Fees 2,211 2,219 2,216 3,101

Contributions to Pension Plan 176,740 185,000 206,100 206,100

TOTAL EXPENDITURES $ 178,951 $ 187,219 $ 208,316 $ 209,201

Ending Bal. Dec. 31st $ 459,992 $ 433,735 $ 408,913 $ 416,274

Assessed Value $ 423,104,310 $ 422,600,460 $ 413,524,860

Mill Levy 0.350 0.350 0.500

272

PARKER FIRE PROTECTION DISTRIC (PFPD)

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 have 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 12.978 mills and South Metro Fire Rescue’s is 9.25. Fully merging would drop revenues about $5.0 million as the Parker Fire mill levy will fall to 9.25 at merger.

Budget Summary

Revenue Actual 2012 Estimated 2013 Budget 2014 Property Taxes $20,019,743 $20,530,324 $19,162,721 Specific Ownership 1,539,234 1,484,345 1,400,000 Interest (2,953) (6,000) Total $21,556,024 $22,008,669 $20,562,721

Expenditures Actual 2012 Estimated 2013 Budget 2014 Board Reimbursement $5,183 $5,811 $6,459 Supplies and Expense 25,173 1,800 69,949 Treasurer's Fees 300,205 306,805 287,441 Transfer to Authority 21,208,661 21,693,761 20,198,872 Total $21,539,222 $22,008,177 $20,562,721

273 SOUTH METRO FIRE RESCUE AUTHORITY SPECIAL REVENUE FUND PARKER FIRE PROTECTION DISTRICT JANUARY 1 - DECEMBER 31, 2014

DESCRIPTION ACTUAL BUDGET ESTIMATED Budget 2012 2013 2013 2014

Beginning Cash Balance $ 132,706 $ 150,000 $ 149,508 $ 150,000

ESTIMATED REVENUES: Douglas County Prperty Taxes $ 17,100,503 $ 17,386,235 $ 17,386,235 $ 16,468,067 Specific Ownership Tax 1,539,234 1,250,000 1,484,345 1,400,000 Arapahoe County Taxes 2,919,240 2,922,486 2,922,486 2,713,809 Estimated Uncollectible (206,603) (130,000) (193,563) Abatements 351,603 351,603 174,408 Interest Income (2,953) - (6,000)

TOTAL AVAILABLE REVENUES$ 21,688,730 $ 21,853,721 $ 22,158,177 $ 20,712,721

======

SOUTH METRO FIRE RESCUE AUTHORITY SPECIAL REVENUE FUND PARKER FIRE PROTECTION DISTRICT JANUARY 1 - DECEMBER 31, 2014

ACTUAL BUDGET ESTIMATED Budget 2012 2013 2013 2014

ESTIMATED EXPENDITURES:

FLEET SERVICES EXPENDITURES Board Reimbursements $ 4,800 $ 6,000 $ 5,398 $ 6,000 Benefits 383 459 413 459 Supplies & Expenses 25,173 21,387 1,800 69,949 Treasurer's Fees 300,205 306,805 306,805 287,441 Transfers to the Authority 21,208,661 21,369,070 21,693,761 20,198,872

TOTAL EXPENDITURES $ 21,539,222 $ 21,703,721 $ 22,008,177 $ 20,562,721

Net Income (loss) $ 149,508 $ 150,000 $ 150,000 $ 150,000

Assessed Value Douglas County 1,227,385,170 1,247,386,470 1,273,286,272 Less: TIF (2,495,431) (3,557,989) (4,364,451) Net Douglas County 1,224,889,739 1,243,828,481 1,268,921,821 Assessed Value Arapahoe County 208,875,480 209,077,540 209,108,440 1,433,765,219 1,452,906,021 1,478,030,261

General Fund Mill Levy 13.978 13.978 12.978 Abatement Mill Levy 0.298 0.242 0.118 14.276 14.220 13.096

274 South Metro Fire Rescue Authority

Division - Project - Location: (ALL) All Division

Fund: (40) Parker Fire Protection District

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5900 Reimbursements (Board) 4,800 6,000 5,398 6,000 6300 Social Security and Medicare 383 459 413 459 6450 Worker's Comp Insurance 175 175 200 200 7150 Memberships 300 300 300 300 7200 Advertising/Public Notices 159 75 7225 Awards and Recognition 136 200 8000 Printing/Binding 65 75 8150 Legal Counsel 18,804 15,000 1,192 2,000 8175 Professional Services - Other 1,395 1,000 62,000 8200 Liability/Property Insurance 4,086 4,412 4,100 8225 Seminars/Conferences 400 107 300 8250 Travel/Lodging 100 500 8300 Business/Meeting Expense 53 200 9000 Treasurer's Fees - Douglas County 256,412 262,763 262,763 246,774 9025 Treasurer's Fees - Arapahoe County 43,793 44,043 44,043 40,666 9300 PFPD - Transfers to the Authority 21,208,661 21,369,070 21,693,761 20,198,872 5 Total Expenses 21,539,222 21,703,722 22,008,177 20,562,721

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276

SOUTH METRO FIRE RESCUE (SMFR)

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 have 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 12.978 mills and South Metro Fire Rescue’s is 9.25. Fully merging would drop revenues about $5.0 million as the Parker Fire mill levy will drop to 9.25.

Budget Summary

Revenue Actual 2012 Estimated 2013 Budget 2014 Property Taxes $30,935,438 $30,914,722 $32,184,576 Specific Ownership 2,158,320 2,018,000 2,000,000 Interest 34,643 18,000 3,000 Total $33,128,401 $32,950,722 $34,187,576

Expenditures Actual 2012 Estimated 2013 Budget 2014 Board Reimbursement $7,213 $6,244 $6,459 Supplies and Expense 15,623 10,721 73,375 Treasurer's Fees 464,481 462,291 482,769 Transfer to Authority 32,624,293 32,471,050 33,624,973 Total $33,111,610 $32,950,306 $34,187,576

277 \ SOUTH METRO FIRE RESCUE AUTHORITY SPECIAL REVENUE FUND SOUTH METRO FIRE RESCUE JANUARY 1 - DECEMBER 31, 2014

DESCRIPTION ACTUAL BUDGET ESTIMATED BUDGET 2012 2013 2013 2014

Beginning Cash Balance $ 132,793 $ 150,000 $ 149,584 $ 150,000

ESTIMATED REVENUES: Douglas County Prperty Taxes $ 8,882,311 $ 8,658,899 $ 8,658,899 $ 9,051,547 Specific Ownership Tax 2,158,320 2,000,000 2,018,000 2,000,000 Arapahoe County Taxes 22,053,127 21,592,092 21,592,092 22,790,308 Estimated Uncollectible (311,307) (216,000) (325,097) Abatements 879,731 879,731 667,818 Interest Income 34,643 18,000 3,000

TOTAL AVAILABLE REVENUES $ 33,261,194 $ 32,969,415 $ 33,100,306 $ 34,337,576

======

SOUTH METRO FIRE RESCUE AUTHORITY SPECIAL REVENUE FUND SOUTH METRO FIRE RESCUE JANUARY 1 - DECEMBER 31, 2014

ACTUAL BUDGET ESTIMATED BUDGET 2012 2013 2013 2014

ESTIMATED EXPENDITURES:

FLEET SERVICES EXPENDITURES Board Reimbursements $ 6,700 $ 6,000 $ 5,800 $ 6,000 Benefits 513 459 444 459 Supplies & Expenses 15,623 18,146 10,721 73,375 Treasurer's Fees 464,481 462,291 462,291 482,769 Transfers to the Authority 32,624,293 32,332,519 32,471,050 33,624,973

TOTAL EXPENDITURES $ 33,111,610 $ 32,819,415 $ 32,950,306 $ 34,187,576

Net Income (loss) $ 149,584 $ 150,000 $ 150,000 $ 150,000

Assessed Value Douglas County 931,053,900 936,097,220 978,545,651 Assessed Value Arapahoe County 2,346,595,610 2,334,280,150 2,463,817,060 3,277,649,510 3,270,377,370 3,442,362,711

General Fund Mill Levy 9.250 9.250 9.250 Abatement Mill Levy 0.411 0.269 0.194 9.661 9.519 9.444

278 South Metro Fire Rescue Authority

Division - Project - Location: (ALL) All Division

Fund: (41) South Metro Fire Rescue

Account Account 2012 Actuals 2013 Budget 2013 Estimated 2014 Budget 5900 Reimbursements (Board) 6,700 6,000 5,800 6,000 6300 Social Security and Medicare 513 459 444 459 6450 Worker's Comp Insurance 175 175 200 200 7150 Memberships 300 300 300 300 7200 Advertising/Public Notices 79 75 8150 Legal Counsel 7,019 5,000 3,153 3,000 8175 Professional Services - Other 1,333 5,000 62,000 8200 Liability/Property Insurance 6,705 6,971 6,768 6,800 8225 Seminars/Conferences 600 300 300 8250 Travel/Lodging 100 500 8300 Business/Meeting Expense 13 200 9000 Treasurer's Fees - Douglas County 133,136 133,419 133,419 137,263 9025 Treasurer's Fees - Arapahoe County 331,345 328,872 328,872 345,506 9325 SMFR - Transfers to the Authority 32,624,293 32,332,519 32,471,050 33,624,973 5 Total Expenses 33,111,610 32,819,415 32,950,306 34,187,576

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AUTHORITY PERFORMANCE MEASURES AND INDICATORS

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. Community Safety Services Administration

• By 2015 produce a 50% improvement in community awareness and acceptance of wildfire mitigation efforts. • 2014: 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 2013 • 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

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

281 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

2013 Data is the time for the 90th percentile for Turnout and Travel and the 95th percentile in Dispatch Dispatch Turnout Travel Total Urban 0:56 1:50 5:27 7:30 Suburban 0:53 2:02 6:30 8:43 Rural 0:58 2:04 8:03 10:28

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. • 2013 Average time on-scene is 15.10. . 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. • 2013 Average time on-scene is 13.86.

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 2013 Hours of Training 9,888 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 2012 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 one oftop 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.

• In 2013, Facilities responded to 661 Work orders.

283

Facilities met their established response times in 2013 as follows: Emergency- 96% of the time High- 59% of the time Normal- 45% of the time Low- 35% of the time

Utility Usage for 2013 as compared to 2010 (based on Usage by SQ/FT results) Gas was increased 12.0%. Electricity was reduced 13.1%. Water was reduced 16.5%

Customer Service Survey Results for 2013: 91% of responding Officers believe that safe and comfortable facilities are provided so that employees can efficiently and effectively perform their duties. 78% 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.

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, 2012 and 2013 Budgets and received the GFOA Certificate of Achievement for Excellence in Financial Reporting for the 2010, 2011 and 2012 CAFRs.

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 2013. Orders pulled accurately 99% of the time. Orders delivered accurately 98.5% of the time.

284 Fleet Performance Measures: Technician Productivity – 83.5%: 2009 - 87.6% 2010 - 83.5% 2011 - 82.5% 2012 – 80.3% 2013 – 75.0% Downtime hours as a percent of available hours – 9.77%: 2009 - 7.55% 2010 - 5.95% 2011 - 8.02% 2012 – 8.00% 2013 – 4.04% 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% 2013 - .001% Outside Agency Facility Usage at 18%: 2009 - 10.7% 2010 - 16.0% 2011 - 15.0% 2012 - 13.0% 2013 – 17.3% 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. 2013 Performance Measures Participated in 75% of the MMRS Meetings. Attended 100% of the county meetings. No country trainings to attend. No regional trainings to attend.

285 Human Resources

Education: Members Receiving Degrees: 2009 2010 2011 2012 2013 Associates Degree 5 0 2 1 1 Bachelors Degree 2 6 7 5 2 Masters Degree 1 0 2 2 3 Chief Fire Officer 0 0 0 0 1 Executive Fire Officer 0 0 1 1 0

Risk Management: Worker’s Compensation: ModRate 1.02 0.95 0.85 0.83 0.8 Number of Worker’s Comp Claims 137 143 118 96 121

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 three 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 five days, 95% of the time. • Turnaround inspections in one day 95% of the time. • 100% of High Risk occupancies inspected every year. • 100% of Moderate Risk occupancies inspected every two years.

Indicators Completed in 2009:

o Turnaround complete plan reviews within one week, 87% of the time. o Turnaround inspections in one 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 five days, 93% of the time. o Turnaround inspections in one day 95% of the time. o 100% of High Risk occupancies inspected every year. 100% of Moderate Risk occupancies inspected every two years.

286 Indicators completed in 2011:

o Turnaround complete plan reviews within five days, 86% of the time. o Turnaround inspections in one 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 five days, 87.5% of the time. o Turnaround inspections in one day 99% 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 2013:

o Turnaround complete plan reviews within five days, 74% of the time. o Turnaround inspections in one day 98% 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 2013

# of Plan Reviews 2,741 2,994 3,527 3,662 4,400 Hours 3,668 4,213 4,002 4,141 4,895 # on Time 2,382 2,795 3,018 3,206 3,513 % on Time 87% 93% 86% 88% 74% # Over the Counter 1,105 1,422 1,688 1,853 1,988 % Over the Counter 40% 47% 48% 51% 45%

Construction Inspections # of Inspections 4,654 4,568 5,023 4,973 5,703 Hours 6,307 6,339 4,799 3,694 3,928

Permit Fees Dollars of Fees $479,077 $662,223 $782,837 $916,860 $1,147,050

Compliance Inspections Initial Inspection 4,372 4,927 3,612 4,307 3,145 Follow-Up Inspection 2,352 2,566 1,407 1,241 985 Total Inspections 6,724 7,493 5,019 5,548 4,218 Hours 5,130 6,288 4,776 4,204 3,361

Investigations Fires Investigations 302 331 281 178 121 # of Investigations 113 98 305 267 281

287 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 2013.

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

288 Total Response Time Performance

2013 Emergent Responses by Station

289 Preplans

• Preplans will be completed by the last day of the quarter assigned 90% of the time. 2013 Performance Measure • The preplans completion for 2012 is 94%.

Saws

• Maintain a sufficient number of 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 2013.

Self-Contained Breathing Apparatus (SCBA)

• Meet our 24 hour turn-around time on repairs 90% of the time. Performance Measure Results for 2013: The 24 hour turn-around time on repairs 90% of the time was accomplished in less than 24 hours.

Tech Rescue

• Conduct on-duty training for 70 percent of team members every year • Ensure 90% of team members attend at a minimum four trainings per year • Resolve line Teach Rescue Team equipment replacement or repairs within 30 days 100% of the time. 2013 Report on Performance Measures: Conducted on-duty training with 10 trainings offered. 90% of team members attended at least four trainings. Resolved line Tech Rescue equipment replacement or repairs within 30 days 100% of the time.

Tracked Vehicle

• Pre-staging works 100% of the time for ready response of the team on calls.

2010 2011 2012 2013 • Pre-staging for ready response on calls 100% 100% 100% 100%

290 Training

Training hours completed 2009 2010 2011 2012 2013 By Category of Training Fire 26,952 25,351 20,261 45,311 41,679 Special Operations 8,237 7,017 9,958 13,558 11,158 EMS 10,239 13,632 10,120 10,904 11,675 Other 391 134 409 255 499

Training hours completed 2009 2010 2011 2012 2013 By Job Firefighter 18,028 13,794 14,024 32,090 30,186 Officer 5,359 3,105 3,731 8,750 8,954 Driver/Operator 3,568 5,579 2,507 4,475 2,540 By Location In Authority 41,272 42,206 35,928 63,832 59,810 Out of Authority 2,634 3,483 2,998 6,153 5,201 Cost per Hour of In-house Training $38.34 $28.59 $31.85 $27.63 $25.00

Urban Search and Rescue (USAR)

• Ensure that all SMFRA CO-TF1 members maintain an active deployable status 100% of the time. The 2013 deployable status was 90%.

Water Supply

• Replace out of service hose within 23 hours 100% of the time. 2013 Performance Measures: All out of service hose was replaced within 23 hours 100% of the time.

Wildland Operations and Callouts

• Will have 100% of the members complete all 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. 2013 Performance Measures: 100% of team members have completed the required advance courses of which there are six. 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.

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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 Manager – 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 Data 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 five 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.

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APPENDIX I

297 298 299 300 301 302 303

APPENDIX II

304 305 306 307 308

APPENDIX III

309 310

APPENDIX IV

311 312 313

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APPENDIX V

315 316 317 318