2015 BUDGET
With the 2015 Budgets of Parker Fire District and South Metro Fire Rescue Approved by the Boards on December 11, 2014
South Metro Fire Rescue Authority Arapahoe & Douglas Counties, Colorado 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 9 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 61 Budget Finance and Business Operations 62 Operating Budget Policies and Process 62 The Budget as an Operational Guide 64 The Budget as a Financial Plan 65 Other Policies of the Authority 66 The Funds and their Purpose and Sources & Uses of Funds 68 Capital Program 71 Summary of Capital Projects Budgeted in 2015 76 Debt Policies 77 Salary Administration 78 Graph of Authority FTEs 82 Summary of Revenues and Expenditures 84 General Fund 87 Executive Division/Deputy Chief 95 Board of Directors 105 Community Relations 107 Life Safety Bureau 113 Finance 117 Support Services 123 Facilities Maintenance 129 Wellness and Fitness 161 Human Resources 167 Technology 173 Logistics 185 Fleet Services 187 Preparedness 191 Operations 247 Summary of Authority Calls 250
i Table of Contents (Continued)
Capital Projects Fund 263 Ambulance Transport Fund 267 Building Rental Fund 277 Cherry Hills Village Pension Trust 281 Parker Fire Protection District (PFPD) 283 South Metro Fire Rescue (SMFR) 287 Authority Performance Measures and Indicators 291
Glossary 303
Appendix I Resolutions to Adopt Budget, Appropriate Sums of Money and Set Mill Levies and Certifications to Counties for PFPD 309
II Resolutions to Adopt Budget, to Appropriate Sums of Money and Set Mill Levies and Certifications to Counties for SMFR 317
III Resolution to Set Mill Levies for Cherry Hills Village Pension 323
IV Resolutions to Adopt Budget and Appropriate Sums of Money For South Metro Fire Rescue Authority 325
V Ten-Year Plan 329
ii
INTRODUCTION
SOUTH METRO FIRE RESCUE AUTHORITY ^OUTH METR5 FIRE RESCUE
December 11,2014
Boards and Citizens South Metro Fire Rescue Authority Parker Fire Protection District South Metro Fire Rescue Douglas and Arapahoe Counties, Colorado
Dear Boards and Citizens:
The 2015 budget reflects the priorities of the South Metro Fire Rescue Authority for its seventh year. An Authority was formed by Parker Fire Protection District (PFPD) and South Metro Fire Rescue (SMFR) in May of 2008. The Authority model will remain until January 1, 2016 when the combination of the two districts into a single entity will occur at a single mill levy of 9.25 mills. The PFPD mill levy will decrease by 3.728 mills at the full merger. At the current assessed value the resulting reduction in property tax revenue to the Authority will be approximately $5.6 million.
There have been indications, from the counties, that the increase in assessed values could be upwards of 14% to 16%. South Metro needs an increase of 13% to make up the $5.6 million decrease. The property tax assessment increased by 1.04% for the entire Authority in 2015. These numbers could be changed by a change in the ratio of actual property values to assessed values for both residential and commercial by the state.
In anticipation of the property tax decrease, cuts have been made that effectively managed an adverse impact to emergency services, Some facility improvements and replacement of vehicles have been delayed. We had a reduction in force In 2010 and we have not replaced support personnel that have terminated employment without looking at how work could be redistributed if at all.
The Authority has increased its cash reserves over the last 6 years to provide a reserve to help get through the loss of revenues. We will continue to evaluate programs and processes to look for efficiencies where possible. We are instituting an RFID (Radio Frequency ID Program) in EMS supplies in order to rotate drugs with limited lives from stations that don t use that many drugs to ones that do use them more frequently to eliminate having to dispose of drugs because they have expired. We are adding a Logistics Division with a Captain from the EMS Bureau who has been working and monitoring the drug inventory for 15 years. This program will also be applied to operating supplies for facilities and operations.
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1 The Authority hired a new Fire Chief in 2014. Along with the Executive Team, organizational changes were made to the Authority to improve efficiencies in operations. One of the major changes was creating a Preparedness Division that will provide all training and educational opportunities, both internal and external, thus providing more coordination in the use of the training facilities as well as coordination of the educational content. We are excited about these changes and look forward to evaluating the efficiencies gained.
Budgeted expenditures have been increased by $855,209 for 2015 over the 2014 budgeted numbers in the General Fund. Increases to operating expenses, and worker's compensation premiums account a total increase is 1.5% in the General Fund. Revenues have increased by 3.18% from 2014 to 2015. Most of the increase is due to an increase in expected Specific Ownership Tax and a transfer from the Ambulance Transport Fund to the General Fund as the Ambulance Fund has accrued a significant cash reserve in excess of what is needed to adequately fund replacement ofEMS apparatus and equipment.
The Authority has accumulated approximately $20.0 million in the Capital Projects Fund. The expenditures budgeted for capital projects in 2015 are the re-build of Station 31 at a cost of $3,2 million and $3.8 million of apparatus and vehicle replacements.
The 2015 budget supports core services to our community with 79% of expenditures dedicated to these services. Support services account for 21% of the General Fund Budget, including funding for apparatus and facilities maintenance and operation, technology, insurance, human resources, wellness, finance, and planning/performance analysis.
Sincerely
Bob Baker Fire Chief
2 GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award
PRESENTED TO
South IVtetro Fire Rescue Authority Colorado
For the Fiscal Year Beginning
January 1,2014
Executive Director
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 Bob Baker
EXECUTIVE ASSISTANT TO THE CHIEF Barb Andrews
DEPUTY FIRE CHIEF Mike Dell’Orfano
ASSISTANT CHIEF OPERATIONS DIVISION Bill Potts
ASSISTANT CHIEF PREPAREDNESS DIVISION Kevin Milan
ASSISTANT CHIEF SUPPORT SERVICES 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 Bob Baker
EXECUTIVE ASSISTANT TO THE CHIEF Barb Andrews
DEPUTY FIRE CHIEF Mike Dell’Orfano
ASSISTANT CHIEF OPERATIONS DIVISION Bill Potts
ASSISTANT CHIEF PREPAREDNESS DIVISION Kevin Milan
ASSISTANT CHIEF SUPPORT SERVICES 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 Bob Baker
EXECUTIVE ASSISTANT TO THE CHIEF Barb Andrews
DEPUTY FIRE CHIEF Mike Dell’Orfano
ASSISTANT CHIEF OPERATIONS DIVISION Bill Potts
ASSISTANT CHIEF PREPAREDNESS DIVISION Kevin Milan
ASSISTANT CHIEF SUPPORT SERVICES DIVISION Vince Turner
CHIEF FINANCE OFFICER Marie Hoover
6 Position Administrative Support Function, not a position
South Metro Fire Rescue Authority Organizational Chart 2014
Citizens
Board of Directors
Bob Baker Mike Dell’Orfano Fire Chief Deputy Chief
7 Doug Bloomquist TBD Executive Officer Fire Marshal
Accreditation Deputy Fire Marshal Manager Deputy Fire Marshal Niki Coleman Human Resources Vince Turner Kevin Milan Director Marie Hoover Bill Potts Becky O’Guin Assistant Chief Assistant Chief Chief Financial Assistant Chief Community Support Services Preparedness Officer Operations Division Relations Director Division Division Finance Division
Community Emergency Medical Facilities Preparedness Services MetCom Life Safety Wellness Operations Fleet Training, Information Technology Human Resources Training, Emergency Manager Logistics
This page left intentionally blank.
8 2015 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 i ap s C d Fees un Paid F ees tal F Ren
Operations Operations 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 19.68 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 Classes u i e Transport Maintenance Service a v Enterprise Transport O e M R Services Fund 08 Training and Vehicle Maintenance Maintenance Vehicle Training and Facility
Joint Services Ambulance Facility Transport Operation Fees
9 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 tax revenues are transferred 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 and other Specialty Responses and fire inspections and permit services to the businesses and citizens of the Authority. Provide funds for Capital Projects (Fund 02) are transferred from the General Fund, 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 19.68 FTEs charged to this fund and paid from the revenues which are charged for base transport fees, mileage, and special services provided. This fund also provides a car for non-emergencies that has an advanced practice paramedic and a nurse practitioner who can prescribe medication and provide non-emergency medical services.
The Building Rental Fund (Fund 09) is an Enterprise Fund that provides for the operation of the Headquarters Building on East Mineral Avenue. A majority of 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 to the fund 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 Public Education Bureau of the Preparedness 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, driver training for teenagers and adults and has a contract with the State of Colorado to provide training for all of the certified Car Seat installers in the state. Classes have a fee attached to them such that the SMFSF is self-sufficient financially.
10 SOUTH METRO FIRE RESCUE AUTHORITY 50UTH METR5 FIRE RESCUE
December 11,2014
Boards and Citizens South Metro Fire Rescue Authority Parker Fire Protection District South Metro Fire Rescue Douglas and Arapahoe Counties, Colorado
Dear Boards and Citizens:
The Parker Fire Protection District and South Metro Fire Rescue entered into an agreement in May of 2008 to form an Authority. The Authority is expected to remain in existence until January 1, 2016 when the full merger of the two districts will occur. During the Authority period all of the revenues from the two Districts, except for that necessary to operate the District Boards, will be transferred to the Authority to provide the Fire and Emergency Medical Services for the two Districts.
In compliance with the State of Colorado Local Budget Law and Authority Policies, the annual budgets for South Metro Fire Rescue Authority, Parker Fire Protection District and South Metro Fire Rescue for the fiscal year 2015, beginning January 1, 2015, and ending December 31, 2015, is hereby submitted. As prepared and submitted the annual budget is intended to serve as:
• A financial plan for the next fiscal year outlining the forecasted expenditure requirements and the proposed means for financing these requirements.
• An operational plan for the use and deployment of personnel, materials and services, and other resources during the 2015 fiscal year.
• A guide to program and division goals and objectives.
Overview of the 2015 Budget:
The Authority has 352 full-time employees and 5 part-time employees. Fire and rescue services are provided from 17 fire stations placed in strategic positions around the Authority to provide the most effective response times.
The Authority uses the Fire View Software to graphically represent response data to determine fire station placement and timing to cover high population densities and high property values.
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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 thirteen 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 one class room, 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 2015
The major goal to be accomplished in 2015 is to continue to carefully monitor expenses and evaluate the necessity and benefit to the Authority of any expenditures made to meet the goal of the 9.25 mills in 2016. The re-building of Station 31 is budgeted for 2015. 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 for 2015 is to hold an academy for 10 firefighter/paramedics at a cost of $567,105 beginning in September.
The authority also is replacing 11 vehicles in 2015 which includes a pumper, tender, four brush trucks, a Training Truck, a District Chief vehicle, a fleet service truck, a tower and the final payment on an ARFF vehicle that was ordered in 2014 for a total of $3.3 million.
Budget Summary for Expenditures:
The proposed budget requirements for fiscal year 2015 for all funds (General Fund, Capital Projects, Agency Pension, Building Rental Fund, Ambulance Transport Fund and the Special Revenue Funds) total $73,517,184 which is an increase of $7,208,823 from the estimate for 2014. This increase is due to an increase in capital expenditures of $3.8 million, an increase of $2.0 million in supplies and expense, an increase in insurance costs of $.6 million, and an increase in salaries and benefits of $.9 million. See the table on the next page for a summary.
12
Total fund expenditures for all funds are shown below: EXPENDITURES BY TYPE ESTIMATED BUDGET 2014 2015
Salaries and Benefits $44,822,813 $45,713,648 Supplies and Expense 11,553,736 13,590,594 Capital Outlay 4,429,232 8,197,485 Debt Service/Lease Payments 47,978
Other: Insurance, Treasurer’s 1,973,047 2,532,552 Fees, Allowance Doubtful Accounts 3,481,555 3,482,905 $ 66,308,361 $ 73,517,184
This graph shows the expenditures for all Funds of the Authority for 2015.
13 2015 Significant Changes:
Salaries and Benefits: There is an increase of $428,833 in salary increases which is the net of the estimated increases based on the salary surveys, increases in overtime and a vacancy savings of $667,000. There is an increase of $462,002 of benefits based on increases in salary based benefits and a 3.3% increase in Medical Insurance.
Supplies and Other Expenses:
There is an increase in supplies and expense of $2,584,666. Most of this increase ($1.9 million) is in operating expenses such as computer software and hardware, increases in utilities, increases in supplies and small equipment purchases. Worker’s Compensation increased $.5 million and a transfer from the Ambulance Transport Fund to the General Fund of $650,000 is budgeted. The Bad Debt Expense is budgeted at an increase of $472,670 due to an increase in the uncollectible rate.
Capital:
Total capital expenditures budgeted for 2015 of $8,197,485 includes the re-building of Station 31, at a cost of $3,200,000. There is $3,286,750 of replacement apparatus and equipment. The Ambulance Transport Fund will be spending $225,000 on refurbishment of one ambulance.
Ending Fund Balance:
The Authority will have approximately $33.9 million in General Operating Funds and $20 million in Capital Projects Funds at the end of 2014. The fund balance is cash available for expenditures. The General Operating Funds are approximately 60.1% 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 including the sale of the Parkglenn Headquarters building for $3.5 Million in 2014.
14 Budget Summary for Revenues:
Total fund revenues for all funds are shown below:
REVENUES Estimated Budget BY CATEGORY 2014 2015 Property Taxes* $51,536,373 $52,151,892 Specifice Ownership Tax 4,167,400 3,910,000 Reimbursements 351,868 753,000 Rental Fees 1,651,636 1,094,911 Interest 217,921 243,800 Plan Reviews/Permits 1,111,390 1,437,000 Fleet Services Outside Repairs 249,245 250,000 Ambulance Transports 7,527,154 6,585,473 Other Sources 123,141 683,000 Miscellaneous 3,618,190 144,250 Sale of Assets 59,199 315,200 Total $70,613,517 $67,568,526
The graph below shows the allocation of revenues from all Funds of the Authority for 2015.
15 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 assessed values for the 2015 budget increased by 1.04% from the 2014 assessed values. The preliminary reports for 2016 assessed values are showing improvement.
The following graph shows the changes in total actual property tax revenues within the two Districts supporting the Authority:
56 Property Tax Revenues 55
54
53
52
51
50 Millions of Dollars 49
48 2011 2012 2013 2014 2015 Year
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. An increase of $500,000 is budgeted for 2015 over the budgeted 2014 amount. This is slightly less than the estimated 2014 number of $4.1 million. The new car registrations in the state were up considerably for 2014. We budget conservatively on this tax as the continued increase in this tax is not guaranteed.
16 Specific Ownership Tax 4.200 4.100
4.000 3.900 3.800 3.700 3.600
Millions of of Millions Dollars 3.500 3.400 3.300 2011 2012 2013 2014 2015 Year
Revenues from Other External Sources:
The revenues from external sources totaling $7,780,384 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 of $6.6 million 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 6,317. The transport revenue is reduced from the 2014 estimate as there is a request by a neighboring fire department to change the response from nearest unit if a call is within their boundaries to only calling their units which could have a negative effect on transport revenues.
The revenues for the Fleet Services from external customers are budgeted as a slight increase over the 2014 budget and about the same as the estimated for 2014.
Permit and plan review fees are the fees charged by the Life Safety Bureau for plan reviews and inspections of commercial construction within the Authority. The budgeted revenues have been increased from the 2014 budget by $400,000 as the fees are being increased for 2015 and building has increased in the area.
Rental Income:
Rental Income budgeted for 2015 of $150,000 in the General Fund 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 not-for-profit entities. Community organizations must pay a refundable deposit upon rental.
17 Other Revenues:
Other 2015 budgeted revenues totaling $753,000 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 84-86.
The proposed budget for 2015 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.
Be assured that the same degree of effort will be devoted to effective administration of the 2015 Budget
Sincerely, - South Metro Fire Rescue Authority
ic^^li c^/^^-'U
Marie M. Hoover, CPA, CPFO Sarah Fis'cher Chief Finance Officer Accountant
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 $6.0 million in property tax revenues will occur because of the difference in the mill levies between the two districts. The mill levy will decrease on the Parker Fire Protection District side of the Authority from 12.978 to 9.25.
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 Greenwood Village, Cherry Hills Village, and Lone Tree, and a portion of the cities of Centennial and Castle Pines North, 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 on the following pages show some data concerning the populations of Douglas and Arapahoe Counties. Approximately 42% of the Authority population is in Douglas County and 58% 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.
19 KÁ %&c( KÁ South Metro Fire Rescue Authority
SMFR 38
SMFR 37 WXYZh SMFR 32 SMFR 31 I§
SMFR 35
SMFR 42 SMFR 33 8: WXYZ÷
SMFR 34 20 SMFR 45 SMFR 44 SMFR 47
SMFR 41
SMFR 40
SMFR 46 SMFR 36 !"`$ SMFR 43
I§
WXYZû SMFR 39 WXYZh
Date: 12/19/2013 WXYZx SOUTH METRO FIRE RESCUE AUTHORITY DEMOGRAPHIC STATISTICS ENTIRE DOUGLAS COUNTY (Unaudited) Douglas Estimated
Fiscal County Authority Per Capita Median Education School Unemployment Year Population Population(3) Income (5) Age Level (1) Enrollment (2) Rate 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% 2014 302,464 118,589 $57,148 36.5 55.80% 67,000 3.40% (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 2002 – 2007. Population thereafter is the combined population. Douglas County Population from Colorado Department of Local Affairs.
(4) Colorado LME
(5) Bureau of Economic Analysis
SOUTH METRO FIRE RESCUE AUTHORITY DEMOGRAPHIC STATISTICS ENTIRE ARAPAHOE COUNTY (Unaudited) Arapahoe Estimated
Fiscal County Authority Per Capita Median Education School Unemployment Year Population Population Income (4) Age Level (1) Enrollment(2) Rate 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% 2014 607,070 84,911 $60,443 35 38.80% 54,226 4.10% (1) Percentage of population that has attained a Bachelor’s Degree or higher.
(2) Colorado Department of Education - Cherry Creek Schools Only
(3) Colorado LME
(4) Bureau of Economic Analysis
21
The following table lists the top 10 taxpayers in the Parker Fire Protection District. PARKER FIRE PROTECTION DISTRICT TEN LARGEST TAXPAYERS (Unaudited) DECEMBER 31, 2014
Per Cent Type of 2014 of Total Taxpayer Business Assessed Value Assessed Value Liberty Property Holdings Inc. Brokerage $ 11,037,710 0.73% Echostar Real Estate Corporation IV Telecommunications 10,150,000 0.68% Teletech Telecommunications 7,540,000 0.50% MG Point Apartments 6,922,240 0.46% Hauppauge Apartments 6,487,400 0.43% Wells Reit II Apartments 6,456,840 0.43% LEX Meridian Apartments 6,423,500 0.43% American Furniture Warehouse Retail 6,421,800 0.43% Azul Holdings Brokerage 5,742,710 0.38% St Paul Fire Marine Insurance Company Brokerage 5,220,000 0.35%
$ 72,402,200 4.82% 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, 2014
Per Cent Type of 2014 of Total Taxpayer Business Assessed Value Assessed Value Verizon Wireless Telecommunications $ 49,733,504 1.43% Greenwood Property Corp Brokerage 32,045,000 0.92% Qwest Corp Telecommunications 23,984,568 0.69% GPI Plaza Tower Brokerage 23,925,000 0.69% Public Service of Colorado Utilities 21,954,346 0.63% Palazzo Verdi Brokerage 13,920,000 0.40% Village Center Station I Brokerage 12,470,001 0.36% Peakview Tower LLC Brokerage 12,470,000 0.36% CREF Tuscany Plaza LLC Brokerage 12,383,001 0.36% IKEA Property Brokerage 11,901,310 0.34%
$ 214,786,730 6.19% 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 Life Safety Bureau, the Authority provides inspections and plan reviews for fire safety systems in businesses and developments. They also preform fire investigations and prepare court ready documentation. Through our Preparedness Division we provide educational programs in fire safety to businesses and schools.
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 81 of the 286 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 203,501 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. The Foundation received a contract from the State of Colorado to train instructors on car seat installation.
23
Transfers from Parker Fire Protection District and South Metro Fire Rescue TAX COLLECTIONS
Assessed Value Parker Fire South Metro
Douglas $1,294,351,099 $1,020,697,100 Arapahoe 209,085,875 2,447,484,630 Total $1,503,436,974 $3,468,181,730 Mill Levy 12.978/$1,000 9.25/$1,000
Levy $19,511,605 $32,080,681 Uncollectible Rate 1.00% 1.00% Expected Net Tax Receipts $19,316,489 $31,759,874 PARKER FIRE PROTECTION DISTRICT – PROPERTY TAX LEVIES AND COLLECTIONS (Unaudited) % of Current Ratio of Total Outstanding Ratio of Fiscal Current Tax Delinquent Tax Total Tax Total Tax Levy Taxes Tax to Total Delinquent Delinquent Taxes Year Collection Collection Collections Collected Tax Levy Taxes to Total Tax Levy 2005 15,541,283 15,402,441 99.11% (137,020) 15,265,421 98.22% (1) (1) 2006 16,986,133 16,928,941 99.66% (124,096) 16,804,845 98.93% (1) (1) 2007 17,959,608 17,835,007 99.31% (143,290) 17,691,717 98.51% (1) (1) 2008 20,457,678 20,381,824 99.63% (209,497) 20,172,327 98.61% (1) (1) 2009 20,911,259 21,016,836 100.50% (73,206) 20,943,630 100.15% (1) (1) 2010 21,743,717 21,603,355 99.35% (27,203) 21,576,152 99.23% 30,708 0.14% 2011 21,891,644 21,894,890 100.01% (174,545) 21,720,345 99.22% 39,488 0.18% 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% 22,618 0.11% 2014 19,356,284 19,263,581 99.52% (79,164) 19,184,417 99.11% 21,182 0.11% 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) Current % of Current Delinquent Ratio of Total Outstanding Ratio of Fiscal Total Tax Total Tax Tax Taxes Tax Tax to Total Delinquent Delinquent Taxes Year Levy Collections Collection Collected Collection Tax Levy Taxes to Total Tax Levy 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% 49,599 0.16% 2014 32,509,673 32,321,152 99.42% (151,394) 32,169,758 98.95% 2,865 0.01%
Source: South Metro Fire Rescue Record of Levies and Collections
24 (1)Douglas and Arapahoe Counties collect the taxes for all property tax levies. The counties started reporting this number 2010.
Parker Fire Property Tax Revenues 22 21.5
21 20.5 Dollars 20 19.5 19 Millions of 18.5 18 17.5 2011 2012 2013 2014 2015
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.
The historical increase in assessed value has averaged 4.36% per year for the last 10 years. The average for the last 5 years has been 0.10%. 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 2015 increased by 1.72%. There has been analysis that the residential real estate values are increasing. The Authority is watching this carefully to determine future growth percentages.
25 South Metro Fire Rescue Property Tax Revenues 35
34
33
32
31 MIllions of Dollars 30
29
28 2011 2012 2013 2014 2015 Budget Year
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 assessed value has averaged 2.33% per year for the last 10 years. The average for the last 5 years has been 0.49%. 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 2015 budget was 0.75%. 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, 2014
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 100% complete. Completed 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. Some dashboards for support services posted on Intranet. Manager training on performance indicators has been identified as a priority prior to building a dashboard; expected as part of new strategic planning process in 2015.
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 Accreditation manager position staffed by operations personnel in 2013 to improve reporting. Improvements made to property loss data in 2014.
o Goal: Improve risk assessment methods and link risks to community demographics and mitigation efforts to help target resources and programs by 2013 75% completed. FEMA’s Risk Assessment & Mitigation Plan has been completed. Specific risk reduction programs started for false alarms, wildfire, and senior living facilities. Some refinement of risks will be conducted in 2015 in preparation for reaccreditation. ISO Analytics provided risk assessment using ISO data in early 2015. Occupancy risks to improve with new permitting software in future years.
o Goal: Incorporate GIS capabilities into ICS Planning Section for extended incidents by 2013. 75% completed. Services primarily provided through MetCom, particularly on wildfire incidents by accessing through IDT. Type IV IMT to determine continued needs and improvements.
Strategic Planning
o Goal: Provide an opportunity for stakeholders to participate in the next strategic planning development process in 2015. Consultant hired to assist with new strategic planning process; stakeholder input will be solicited at appropriate time.
o Goal: Prepare for re-accreditation in 2015. All processes started by the end of 2014.
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.
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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.
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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 2020 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 & 2013 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, 2013 and 2014 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 hire firefighters and purchase hazmat equipment and LifePaks. In 2014, successfully obtained $30K for wellness equipment & consulting, and $9K for wildfire mitigation.
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 cart 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
36 Parker Fire has been placed back into service. It provides all the desired features except for the general ledge interface. Due to the cost issues involved we will continue to use the current on-line store system and record inventory movement into the general ledger via journal entry.
o Goal: Evaluate alternative models for the warehousing function to improve functionality and efficiency by 2013. Quartermaster position filled in 2012. Logistics Captain established in 2015 as part of re- organization; additional efficiencies between EMS and general supply ordering to be investigated in 2015.
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. 100% 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.
37 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. 2014 Annual review – Hazmat & heavy rescue units were relocated, Engine 35 was closed to facilitate 4-person staffing on E31, E33, and E41. 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 re- write of standard of cover in 2014/2015. Investigated impact of cover engine from periphery station during training or high volume periods. 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 complete. Actual turnout times have dropped into the acceptable range overall. o Goal: Reduce dispatch time delays with neighboring agencies by 2014. 75% complete in 2014 – Littleton delays have been eliminated. Working toward CAD-to- CAD interfaces to reduce delays with primary PSAPs in Douglas County, with DOCO
38 Sheriff, Aurora and Arapahoe County expected in 1st quarter of 2015. CAD consolidation starting in 2014 has helped to reduce or eliminate auto aid delays. CAD to CAD with PSAP’s has been delayed due to vendor, but anticipated in 2015 with Douglas County.
o Goal: Create District Chief Position by 2013. 75% Complete- Shift commander position started in 2013. The intent is to move to district chiefs in 2015 once financial projections are finalized. 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 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. 100% in 2014
39 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 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. 100% complete in 2014 – Plan for addressing archievs completed; with on-going scanning of old paper documents as staff is able. Moving to new permitting & 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 2015.
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.
40 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 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. 75% complete in 2014 – New wildfire risk reduction line personnel will be started in 2015 and incorporate station activites.
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.
41 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.
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 and Centura discontinued funding of second educator. In 2013/2014, utilizing operations personnel and adjunct instructors. Education staffing to be addressed in 2015 as part of re-organization & creation of Preparedness Division.
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 3 of them being dedicated with 2 paramedics, along with 1 engine 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.
42 Model was evaluated in 2012, resulting in priority medical dispatch, tiered response, and advanced practice paramedic programs. Medic units were also re-deployed throughout Authority.
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 20% 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. 95% in 2011, 2012, 2013 – New-hire program is in place; continuing education accomplished for line employees; need to continue program for non-EMS staff positions.
o Goal; Accommodate EMS specific training in existing facilities with improved functionality and technology by 2014. 10% in 2010 - Developing distance learning capabilities for EMS training during 2011. 100% in 2011, 2012 - With increased capabilities of PolyCom, mobile skills lab, and additional educator, EMS has moved to a different delivery system that provides the education to the field rather than a fixed facility. In 2015 EMS will move away from PolyCom; now using SMFRA University to accomplish pre-course material.
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 Goal: Institute “Just Culture” and “Lean” process improvement programs to improve consistency and efficiency. Implemented in 2014; performance improvement plans utilize Just Culture; LEAN has been used from planning through roll-out for projects such as inventory control, paramedic competency, quality management program.
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
43 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. 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, 2014 – All plans completed; converting ERP into SOG’s in 2015.
o Goal: Complete the Community Recovery Plan component of the CEMP by 2014. Will not create a stand-alone plan, but will participate in development of county plans and identify any related policies that are needed.
o Goal: By 2012, ensure SMFRA is integrated and involved in strategic regional planning groups, committees, and processes (e.g., NCR, USAI, MMRS), focusing on representing SMFRA goals and needs in the regional response plans. 100% in 2010 - Emergency Manager continues to participate in regional groups and is part of the regional exercise committee for the 2011 and 2012 full scale exercises. This is an on- going goal.
o Goal: Develop a comprehensive Emergency Operations Center to meet the emergency management, training, and information technology needs and coordinated with the overall facilities plan by 2013. Fire Operations Center update and move to Mineral is dependent on financial situation and plans for Parkglenn facility. 50% complete in 2012 – Initial discussions completed and will be documented in a plan in 2013 in cooperation with discussions regarding the use of Parkglenn building.
44 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. 95% complete in 2014 – MetCom facility will be utilized for internal EOC needs and integrate into county EOC’s; plan has been 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.
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.
45 Still 10% in 2012 – As of 01/13, completed education presentation in 15 at risk communities (45%) and completed CWPP in 7 communities (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. As of 01/15, completed education presentation in 50% & completed CWPP in 18%. 45 home assessments in 2014. Evacuation drill in Happy Canyon, Forest Park.
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. In 2015 Emergency Manager will be established as the Bureau Chief overseeing Special Operations to improve coordination and direction.
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, 2014 - 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. Evaluating formal agreements with Aurora for hazmat and tech rescue.
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. 100% completed in 2014 – Purchased new ARFF vehicle in 2014, funded in part 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.
46 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. 50% in 2014 – Verbal commitment from developer for east side of I-25. 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, 2014 - 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. 50% in 2014 – Verbal commitment from developer. Anthology development is starting up again to continue discussions.
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 several years ago, but no recent discussions.
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.
47 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, 2014 – Seasonal worker program to be implemented in 2015, which is anticipated to eliminate contracted expenses and improve overall maintenance staff productivity. Will continue to track impact and evaluate effectiveness. The program was delayed due to difficulty filling a position in 2014.
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. 5% complete in 2013 – Construction to start after completion of station 31. 5% complete in 2014 – Project moved back in priority but design work anticipated in 2015 and construction to start after completion of station 31, anticipated in 2016.
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 were switched to LED in 2014.
48 75% complete in 2014 – Facilities replaced all of the lights at the Mineral Administration Building with LED bulbs. The windows at Station 33 were replaced with dual pane, low-e, energy efficient windows and lights were replaced with LED’s at various fire stations as ballasts were in need of replacement. In addition, the line employees were educated in the dramatic increase in gas usage noted in 2013. The 2014 energy savings, compared to 2010, are as follows; Gas reduced 10.0%, Electricity reduced 25.1%, Water reduced 9.0%.
o Goal: Rebuild Station 31 by 2017, with design starting in 2015. Station to be rebuilt in 2015.
o Goal: Remodel Station 35 by 2015. Undetermined timeline; to be re-evaluated following construction of 31 and 32.
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 73.
Apparatus Maintenance
Mission: To serve as an integral part of a team that saves lives and protects property by providing best in class services in the most timely, economical, and friendly way possible as to be an asset to the Authority and our community.
The Fleet Services Bureau is currently challenged to perform repairs and preventive maintenance on all SMFRA vehicles in a timely manner, as well as a limited number of external customers. Future capabilities will be further challenged based on the expected fleet growth rate of all customers, the available storage and repair space at the Joint Services Facility, and the additional fleet testing and maintenance requirements of national standards (NFPA 1911). Previous external customers are also expressing interest in being served, as well as new customers. This strategic planning period will be used to explore ways to improve service and recover costs, such as increasing mobile repair capabilities to reduce out-of-service time of apparatus.
o Goal: Conduct a detailed analysis of fleet service operations and develop a plan to implement changes to improve service and cost effectiveness by 2012.
49 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. 75% in 2014 – A workflow evaluation on the NAPA processes will be conducted in 2015 to identify further efficiencies. In 2015, staff vehicles will be leased through Enterprises Fleet Management, allowing for improved ability to maintain emergency response apparatus in a more timely and proactive manner. New emergency vehicle purchases will include outfitting with equipment to reduce mechanic time to put in service. Apparatus committee split into sub-groups to help identify areas for improvement internally and externally. On-going evaluation will continue to identify efficiencies.
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. Logistics Captain position will be established in 2015 with re-organization; additional efficiencies between EMS and general supply ordering to be investigated in 2015.
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. 50% complete in 2014 – Replacing PPE on an as-needed basis; will continue to work to determine most appropriate proactive replacement schedule.
50
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.
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. 100% complete in 2014 – IT conducted a Gap Analysis in 2013/2014 in order to assess needs. Staff directed to begin research on alternatives.
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.
51 o Goal: Enhance leadership training for supervisors and chief officers. 100% complete in 2014 – Extensive personal coaching and team training provided for bureau heads and higher.
Use of Human Resources
o Goal: By 2011, all employees will be utilizing the new performance appraisal system. 50% in 2010 - In 2010, all supervisor & employee training completed for journaling; will complete appraisal training in early 2011, with all employees having an evaluation by the end of 2011. 100% in 2011 – Completed.
Occupational Health and Safety and Risk Management
A main focus of SMFRA’s risk management program during this strategic planning period is to establish better control over the organization’s on-the-job injury rate and time to recovery. Over the past three years, worker’s compensation claims have been high and have resulted in an “experience modifier” of .94, which has since grown to .96. This rating is close to average but is still indicative of high injury rates and results in high insurance premiums. A more proactive approach will be taken to analyze our risks and implement programs to prevent workplace injuries and reduce recovery times when injuries occur. Efforts to reduce the modifier will not show their full impact until 2014, since the rating is determined from a previous three-year period.
o Goal: By 2012, implement improved reporting software for reporting accidents, safety hazards, worker’s compensation claims, and after-action reporting. 25% in 2010 - HR is working with work comp carrier to improve work comp claims reporting process. We are evaluating an online claims reporting system. 100% in 2011 – HR worked with work comp carrier to develop a sufficient system.
o Goal: By 2012, develop a reporting system to allow for improved tracking, reporting, and analysis of near misses. Changed to 2013. 75% in 2010 – Near miss form has been developed; waiting for workflow process in SharePoint. No change in 2011, 2012 still waiting for workflow process in SharePoint. 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
52 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. 75% in 2014 – The experience modifier was .81. With the new health and wellness program started in 2014, more proactive measures are being taken to reduce frequency and duration of injuries.
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. 90% in 2014 – In 2015, self-funding efforts will begin yielding results by creating a surplus reserve due to positive claims experience. Will continue monitoring. o Goal: Implement the Wellness Coordinator Program. 100% completed
VIII. TRAINING AND COMPETENCY
Since the SMFRA merger, the Training Bureau has focused on the standardization of policies and procedures and assurance that all personnel are performing critical tasks in a safe and consistent manner. The training focus is now shifting to moving the organization forward, polishing skills, teamwork, and raising the bar to implement best industry practices. Future training will also focus on command-level strategies and communication to improve the outcome of significant emergencies. As stressed by SMFRA’s stakeholders, there will be an increase in interaction with neighboring agencies to improve communication, share critical information, and standardize tactics. Future training efforts will be challenged with the competing space and equipment needs at the Joint Services Facility. Also, as training methods begin to rely more on distance learning technologies in order to reduce out-of- service time and the potential for uncovered areas of the district, the associated technical support from I.T. and media staff will need to be monitored.
Training and Education Program Performance
o Goal: Increase training opportunities with neighboring fire agencies. Provide three mutual aid drills per year with fire districts that we interact with frequently and provide periodic weekend trainings with other Douglas and Arapahoe fire districts. 80% in 2010 - Several events held in 2010 including 3 full training cycles with Cunningham FD. We also held our first volunteer conference. 8 different FDs participated. Several special ops classes have also been held with mutual aid departments 100% in 2011 - Several events held in 2011; increasing participation with Littleton. The second volunteer conference was held with 14 agencies. Water tender, wildland, and RIT trainings held with mutual aid departments. 100% in 2012 – Three events held in 2012. Two events planned in 2013 and will add Aurora and Castle Rock.
53 100% in 2014 – Three events conducted in 2014 including West Metro, Littleton, Cunningham, Castle Rock and Aurora. 2014 included a Learning Symposium with career and volunteer agencies that included 98 personnel from 27 departments. One major mutual aid training planned for 2015 as well as participation in several other training programs.
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. 100% completed in 2014 – About 115 officers trained; 285 total between three agencies. Cunningham added in 2014. In 2014 started continuing education modules and developed sims for Wildland, MCI and RIT.
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 recruits to attend West Metro Academy in 2013.
o Goal: Conduct a lateral-hire academy. Completed in 2014. o NEW Goal: Conduct a new hire firefighter academy. o NEW Goal: Develop framework of Preparedness Division that aligns all training, education, suppression, mitigation and rescue missions of SMFRA.
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. 25% complete in 2014 – Command Training Center was moved to headquarters by the end of 2014. In 2015, design work will begin for expanded office space and drill ground enhancements. 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, 2014 – We will be using modular burn props in 2014 as we begin to evaluate the potential for more flexible props/structures on the drill ground in the future.
54 In 2014 the current burn building continues to meet needs and is meeting inspections criteria as well. Rebuild planned for 2017.
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.
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.
55 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. New maintenance cycle implemented in 2014. With the 2014 CAD consolidation, preplans are now regional and shared between 10 agencies for improved mutual and auto-aid responses. 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. 100% completed in 2014 – Completed in 2014 with 90% funding 911 Authority. 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. 50% in 2014 – Consolidation of CAD completed in 2014. In 2014, started dispatching for Englewood, Bennett and Sable Altura. A pictometry consortium was started with 5 counties. 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.
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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. 75% completed in 2014 – Radios purchased in 2014 and will be implemented in 2015.
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.
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o Goal: Establish an automatic aid agreement with the City of Aurora by 2011. 100% in 2010 - Completed. Signed IGA for auto aid to small areas near northeast border close to E-470.
o Goal: Expand EMS with the City of Englewood from mutual aid to automatic aid by 2011. Moved to 2013. Continuing to evaluate based on increased responses to Littleton and current feasibility study between Englewood and Littleton.
o Goal: Establish an automatic aid agreement with the City of Denver by 2015.
o Goal: Investigate collaborative staffing models with West Metro Fire for the Station 40 response area by 2015. Preliminary analysis has been conducted, including the impact of future Sterling Ranch. Discussions with West Metro to be held starting in 2012, pending their final changes in management. 10% in 2012, 2013, 2014 – 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, 2014. 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.
58 100% in 2011 - PolyCom system is anticipated to be upgraded in 2012 to further enhance capabilities. A polycom camera is set up in the TV studio for live broadcasting to stations for training or other informational uses. Social media tools such as facebook, YouTube, and vimeo have been set up to enhance internal communication as well as consistent and timely use of the Intranet. The web site will also be re-designed to improve internal/external communication. 75% in 2012, 2013, 2014 – 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) was redesigned and enhanced in 2014 to improve internal communication. A formalized communication plan will be put in place in 2015.
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.
59 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). 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. 100% complete in 2014 – DRS at Station 45 completed; evaluating future direction.
60 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 2013 and 2014 that resulted in a 1.04% increase in assessed values for the 2015 budget year. Every two years in Colorado, a full reassessment of properties is undertaken by the County Assessors. The values for the 2016 revenues will be the property values between July 1, 2012 and June 30, 2014.
61 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 Fire Chief, Deputy Fire Chief, Assistant Chiefs, Bureau/Division managers and the Coordinators of various programs receive monthly “budget-to-actual” financial reports. The Board and the Fire Chief and the Deputy Fire 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 the Executive Team 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.
62 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 10-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 10- 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.
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The enterprise funds are 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 2015 Budget
• July 28th Begin 2015 Budget
• July 28th Send Budget Templates to Budget Managers
• July 28th - August 22nd Budget entry into system
• August 25th Assessed value data from counties
• September 10th Executive Review 8-Noon
• October 2nd Executive Review 2:00-5:00pm Reviewed draft
• October 15th Deliver draft to the Board no later than
• October 27th Board of Directors Workshop – All Boards
• November 24th PFPD Board Budget Hearing
• November 24th Authority Board Budget Hearing
• November 24th SMFR Board Budget Hearing
• December 10th Final Assessed values from counties
• December 11th Final Board Approval of Budget – All Boards
• December 15th Certified Mill Levy to Counties
The Budget Document as an Operational Guide
The budget document, as previously noted, was developed to serve as the financial plan required to carry out the goals and objectives for the ensuing fiscal year. It is intended to provide financial guidelines for programs and functions within the Authority. Separate summary pages are presented for these areas and each summary page includes data for salary and benefits, supplies and expenses, and capital. Funds
64 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 ten-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.
65 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 Ten-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 a separate schedule of Major Capital Projects 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, or Preparedness 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. 2/10s of the Ambulance replacements are paid from the capital projects fund. 12. Normal replacement or additions to the apparatus 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 is starting a program of purchasing non-emergency vehicle through a leasing arrangement with Enterprises Leasing in 2015. Evaluation of this program will determine if this becomes a permanent policy. 15. The Authority does not budget for depreciation or the increase in the liability for compensated absences.
Other Policies of the Authority
Purchasing Policies
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), including an e-mail from the approver, which will be attached to the invoices:
1. To $4,999: Appropriate Cost Center Manager, i.e. Coordinator. 2. $5,000 to $9,999: Requires above signature, as well as Bureau Chief or Bureau Manager. 3. $10,000 to $24,999: Appropriate Cost Center Manager and Assistant Chief of the Cost Center. 4. $25,000 and above: Requires signatures in line 3, as well as Chief Financial Officer and Fire Chief or Deputy 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.
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All purchase orders shall be processed by Finance. Bid/Proposal/Quotation Award Authorization:
The purchasing process shall be based on competitive bidding whenever possible: All awards must be approved as follows: 1) $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. 2) $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. 3) $50,000 to $99,999: formal bid or request for proposal. Award must be approved by the Chief Financial Officer and the Fire Chief or Deputy Chief. 4) $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.
Sole-source purchases or other alterations to the purchasing process shall be approved by the Chief Financial Officer.
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 regard 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/Family member 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
67 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 corporate entity possesses a confidential relationship, for the purpose of real or potential advancement of private interest.
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 • Support Services • Executive • Board of Directors • Human Resources • Operations • Life Safety Bureau
68 • Plan Reviews and Investigations • Preparedness • Vehicle Maintenance • Technology • Buildings and Grounds
The majority of the resources required to fund the operations of the General Fund are 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
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
69 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
70 Uses of Funds:
• Medical Operations • Vehicle Maintenance • Billing and Collection Services • Bad Debt Expense
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.
71 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.
72 Below is the 5-year replacement schedule for Vehicles. Scheduled Estimated Date in Unit # Year Make Model Replacement Replacement Service Date Cost SM000 2016 Tech Rescue Vehicle 650,000 SM000 2016 Fleet Mobile Lube and Service Truck 225,000 SM171 2007 Chevrolet EMS Suburban 3/22/2007 3/22/2013 75,000 SM237 2001 FORD F350 Medic 1/1/2001 4/10/2008 235,000 SM247 2006 FORD F450 Medic 1/22/2007 1/22/2014 250,000 SM236 2008 FORD F350 Medic 7/1/2008 7/1/2015 250,000 SM332 2000 E-ONE Pumper 5/1/2000 5/1/2010 635,000 SM335 2003 E-ONE Pumper 7/23/2003 7/23/2015 635,000 SM344 2006 Sutphen 100' Tower 9/22/2006 9/22/2021 1,283,000 SM539 2000 ALF Pumper 12/28/2000 12/28/2010 635,000 2016 Replacement Total $ 4,873,000 SM336 2003 E-ONE Pumper 8/27/2003 8/27/2015 635,000 SM337 2003 E-ONE Pumper 6/1/2003 6/1/2015 635,000 SM342 2006 Sutphen 100' Tower 9/22/2006 9/22/2021 1,300,886 SM569 2008 FORD F450 Medic 7/1/2008 7/1/2015 250,000 SM570 2008 FORD F450 Medic 7/1/2008 7/1/2015 250,000 2017 Replacement Total $ 3,070,886 SM173 2008 FORD F-250 Crew Cab 7/14/2008 1/18/2016 52,000 SM172 2008 Dodge Durango 4/14/2008 3/18/2015 42,000 SM233 2009 FORD F450 Medic 10/12/2009 10/12/2019 273,000 SM250 2000 IHC Type III Pumper 12/8/2008 2/10/2014 330,000 SM526 1985 Peterbilt CAFS Tender 12/28/1993 1/18/2012 425,000 SM548 2002 FORD T-6 Brush Truck 7/1/2002 10/30/2014 165,000 SM567 2008 FORD F-250 Crew Cab 11/1/2007 4/18/2017 45,000 2018 Replacement Total $ 1,332,000 SM234 2009 FORD F450 Medic 11/1/2009 11/1/2016 250,000 SM242 2001 FORD T-6 Brush Truck 4/26/2001 10/30/2014 165,000 SM251 2008 Chevrolet Suburban BC34 5/28/2009 5/28/2019 125,000 SM253 2009 Chevrolet Suburban BC41 5/28/2009 5/28/2019 125,000 SM328 1999 E-ONE Heavy Rescue 1/1/1999 11/30/2019 725,000 2019 Replacement Total $ 1,390,000 SM221 2009 Chevrolet Tahoe 9/10/2009 9/10/2016 72,000 SM222 2009 Chevrolet Tahoe 9/1/2009 9/1/2017 70,000 SM326 1999 E-ONE Titan ARFF 1/1/1999 11/30/2019 400,000 SM328 1999 E-ONE Heavy Rescue 1/1/1999 11/30/2019 725,000 2020 Replacement Total $ 1,267,000
73 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: Estimated Year Replacement Year Station/Fac Constructed Project Cost 2016 Station 32 1972 Finalization of replacement 2,500,000 Station 43 1984 Remodel functional areas 50,000 2016 Replacement Total $ 2,550,000 2017 Station 44 1986 Remodel functional areas 55,000 Burn Bldg. 2004 Rebuild training prop 750,000 2017 Replacement Total $ 805,000 2018 Station 41 1980-2004 Remodel functional areas 50,000 Station 40 1994 Remodel functional areas 45,000 JSF 1993-1997 Remodel functional areas 75,000 2018 Replacement Total $ 170,000 2019 Station 39 1997 Remodel functional areas 50,000 Station 35 1986 Remodel existing 2,500,000 2019 Replacement Total $ 2,550,000 2020 Station 40 1994 Concrete Parking Lot 275,000 Station 36 1986 Water/Sewer connect 350,000 2020 Replacement Total $ 625,000
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.
74
The 5-year plan for Technology and Radio replacements are in the table below.
Item Cost* Qty 2016 Qty 2017 Qty 2018 Qty 2019 Qty 2020
Cisco Desk Phones 1,200 40 48,000 20 24,000 20 24,000 20 24,000 Cisco 2811 Router 4,500 5 22,500 12 54,000 Cisco 3800 Router 4,500 2 9,000 1 4,500 Cisco Nexus 5000 switch 15,000 2 30,000 Cisco 3560 Switches 5,800 6 34,800 Cisco 3750 Switches 6,000 4 24,000 5 30,000 Cisco 1200/1100 Series AP's 1,000 22 22,000 10 10,000 Cisco 7935 Conf Phones 3,500 5 17,500 Exalt 4.9 Radios (Per Hop) 10,000 7 70,000 11 Ghz radio (per hop) 20,000 1 20,000 2 40,000 SAN Upgrades/additions 20,000 1 20,000 1 20,000 1 20,000 Blade server upgrades/additions 20,000 1 20,000 Backup server solution - DR site 200,000 Vmware Blade System w/Servers (Mineral) 300,000 1 300,000 Vmware Blade System SAN (Mineral) 400,000 1 400,000 Wireless LAN controllers 10,000 3 30,000 Mineral HQ Conference Room Smart Boards 8,000 2 16,000 2 32,000 Station Community Room Smart Boards 8,000 3 24,000 3 24,000 6 48,000 3 144,000 3 24,000 Computers (Laptop) 2,500 6 15,000 6 15,000 6 15,000 6 15,000 6 15,000 Computers (Desktop) 1,000 25 25,000 25 25,000 25 25,000 30 30,000 30 30,000 Computers (Apple) 2,800 20 56,000 4 11,200 Computers (Tablets) (Venue) 1,800 20 36,000 20 36,000 20 36,000 20 36,000 40 72,000 MDT's 8,000 10 80,000 10 80,000 10 80,000 10 80,000 30 240,000 Toughbooks / tablet for EMS- Life safety 3,500 20 70,000 16 56,000 Building Security DVR System (Mineral) 41,000 1 41,000 1 41,000 Servers (General Purpose) 9,000 1 9,000 1 9,000 2 18,000 2 18,000 2 18,000 Cisco Phone System Servers 12,000 6 72,000
First-In Station Alerting 35,000 2 70,000 2 70,000 2 70,000 2 70,000 4 140,000 VHF Radio Repeater 50,000 1 50,000 800MHz/700MHz Radio Replacement/Changeover 569,000 569,000 142,000 569,000
Video Conferencing Cameras 7,000 N/A N/A N/A N/A N/A
Total 1,102,000 Total 1,045,500 Total 679,700 Total 1,268,300 Total 1,259,000
Please note many of the replacements listed above are not capital items due to their per item cost being less than $4,999 per our capital policy. 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 10-year financial plan in Appendix V.
75 Capital Project Summary for the 2015 Budget
The summary of the 2015 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. General Fund 2015 Budget Emergency repair reserve $ 37,500 Concrete repairs north side of bays station 34 50,250 Kitchen upgrades station 37 14,500 Replace bay heater station 43 8,450 Replace station windows station 44 32,500 Tenant finish of IT offices at Mineral 59,850 Concrete repairs - Drill ground 10,000 Concrete repairs - Driveway JSF 12,500 Replace shop lights with LED's JSF 6,360 AlterG treadmill 35,000 Cold laser 5,000 Routers, wireless infrastructure 53,037 Cisco 3850 spare switch 7,000 Disaster recover solution 20,000 MDT replacement computers 32,000 RMS software program 200,000 RFID inventory maintenance tracking system 100,000 Upgrade existing JSF fleet/DCSD fluid inventory 62,000 Extractors x4 35,000 2 thermal imaging camera w/o video capture 20,000 Bunker gear dryer 12,000 Physiocontol LP 15 heart monitor update x9 206,713 King vision intubation equipment 18,000 1,037,660 Capital Projects Fund Station 31 construction 3,200,000 Station 32 design 200,000 JSF redesign 30,000 Training building design 30,000 District chief vehicle 130,000 Tender 336,000 Brush trucks x4 600,000 Training truck 65,000 Tower 1,275,750 Fleet service truck 65,000 Pumper 630,000 ARFF vehicle 185,000 6,746,750
76 Ambulance Transport Fund Medic unit 250,000 Patient prams x2 27,000 277,000 Building Rental Fund Install electronic building directory 1,500 Install shower doors 4,125 Landscape upgrades 7,150 Replace landscaping at firefighter monument 9,550 Lower level shower installation 31,000 Retro fit Mineral can lights to LED 30,000 HVAC RTU compressor replacement 27,750 Replace security camera server 25,000 136,075
Debt Policies
The purpose of this policy is to establish the guidelines set for all debt obligations issued by South Metro Fire Rescue Authority. The Authority intends to use pay-as-you-go for financing of major capital projects, however, if necessary, due to cash flow issues in the short-term, debt may be issued. The Authority may only issue G.O. Bonds by a vote of the registered voters in the individual Districts. The Authority may issue Certificates of Participation or capital leases as management determines fiscally responsible and necessary.
Colorado Law requires voter approval for any General Obligation Debt issued. Neither the Authority nor the individual Districts have outstanding G.O. Bonds or any outstanding authorization that has not been issued. The legal debt margin is 50% of the assessed value for the Authority or the individual Districts.
The Authority will confine borrowing to major capital improvements or asset purchases that cannot be funded from capital reserve funds and/or current revenues or the refunding of previously issued debt for savings of at least four percent (4%) of the outstanding debt or for cash flow improvement. The term of the financing will not exceed the useful life of the project or purchase.
In evaluating debt capacity, general-purpose annual debt service payments should generally not exceed 10% of General Fund revenues, and in no case should they exceed 15%. In no event shall the outstanding debt of the Authority exceed one-half of one percent (.005%) of the net assessed market valuation of the taxable property of the two Districts making up the Authority, as established by the County Assessor. The debt shall be structured to have equal annual debt service payments over the life of the debt.
Credit enhancement (letters of credit, bond insurance, etc.) may be used, but only when net debt service on the bonds is reduced by more than the costs of the enhancement.
77 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 2014 Total Assessed Value $4,971,618,704
Debt Limit - 50% of total assessed value (1) $2,485,809,352
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 $2,485,809,352
The Authority or the individual districts has no G.O. Bonds outstanding.
Salary Administration The Authority is a non-union organization and all employee wages are developed and reviewed by the Human Resources Bureau, the Salary and Benefits Committee, the Fire Chief, and ultimately approved by the Board of Directors. Administrative Employees: Work a seven-day work period with a 40 hour work week. Specific work schedules may vary by bureau and/or by employee. Overtime is paid at time and one half for all overtime worked by non-exempt employees. Line Employees: The Line Employees are working a 48/96 shift schedule. This means they work 48 hours and are off 96. A 24 day period is used to determine FLSA overtime. FLSA overtime is paid with the payroll at the end of the 24 day pay period. However, all overtime outside of their normal line work schedule is paid at time and one half every two weeks. “Line employees” are defined as members who work a scheduled 48 hour shift, including Battalion Chief down through Firefighter. Pay Schedule Employee wages are paid on a biweekly basis. The Authority has direct deposit for all employees. Compensation Philosophy Market Adjustments The Human Resources bureau conducts an annual market survey to evaluate both line and administrative wages and to determine appropriate market adjustments. The survey data and proposed market adjustments are reviewed by the Salary and Benefits Committee. Market adjustments are effective on January 1st of each year or as close to there as possible based on pay period schedules.
78 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 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.
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.
79 Base Position Title Salary
Fire Chief $161,981 Deputy Chief $149,023 Assistant Chief $137,101 EMS Bureau Chief $126,133 Training Chief $126,133 Fire Marshal $126,133 Battalion Chief $119,630 Emergency Manager $126,133 Captain $100,024 Deputy Fire Marshall $113,520 Plan Reviewer $83,438 Fire Inspector $75,829 Section Supervisor $87,609 Lieutenant $89,349 EMS – Educator $83,757 Paramedic/Firefighter I $82,453 Paramedic/Firefighter II $74,957 Paramedic/Firefighter III $68,143 Paramedic/Firefighter IV $56,786 Engineer $82,453 Firefighter I $75,320 Firefighter II $68,473 Firefighter III $62,248 Firefighter IV $51,874 Chief Finance Officer $126,133 HR Director $126,133 IT Director $126,133 Fleet Bureau Chief $126,133 Community Relations - Director $94,790 Accountant $70,729 Payroll Specialist $53,952 Accounting Clerk $46,612 HR Benefits Specialist $73,487 Network & Communications Manager $86,920 Systems & Information Security $91,994 Analyst
80 Base Position Title Salary
Database Admin & Application $70,508 Specialist Executive Assistant $66,299 Facilities Manager $94,264 Senior Technical Support Analyst $66,302 Division Assistant $59,669 Bureau Assistant $53,702 Wellness Manager $105,500 Quartermaster/Purchasing Agent $52,771 Property Maintenance Technician $56,114 Fleet Ops Supervisor $81,518 Mechanic $67,861 Life Safety Educator $69,376 Program Administrator $83,454
81
The following table gives the full time equivalent employees by year since the Authority was formed.
South Metro Fire Rescue Authority
375 372.61
370 367.11
365 361.52 358.43 360 357 355.45
Number FTEsof Number 355
350
345 2010 2011 2012 2013 2014 2015
Year
A voluntary RIF (Reduction in Force) was offered in 2010 and an involuntary RIF was also implemented in 2010. The drop in 2011 was a voluntary retirement and several terminations. The addition in 2012 is the hiring of 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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83 Summary of Revenues and Expenditures 2015 Budget Year General Fund Capital Projects Fund Building Rental Fund Actual Estimated Budget Actual Estimated Budget Actual Estimated Budget 2013 2014 2015 2013 2014 2015 2013 2014 2015 Beginning Cash Fund Balance $ 24,604,732 $ 31,128,936 $ 33,987,247 $ 20,141,804 $ 19,165,681 $ 20,036, 684 $ 1,890 $ 761,713 $ 1,153,256
Transfer from PFPD 21,716,672 20,525,803 20,795,601 Transfer from SMFR 32,512,038 34,146,954 33,876,638 DC Property Tax AC Property Tax Abatements Specific Ownership Tax & Rental Interest Income 37,363 76,565 55,000 50,144 115,6 56 185,000 2 Permit/Plan Reviews 1,159,437 1,111,390 1,437 ,000 Station Rentals 10,319 8,056 59,000 571,372 571,372 427,768 Rental of Cell Towers 134,389 130,672 145,0 00 Service Fees Other Funds 12,000 12,000 12,000 Reimbursements 872,382 351,868 753,0 00 Sale of Assets 876,929 59,199 315,2 00 Miscellaneous Income 1,443,109 659,281 139,2 50 3,750 ,000
84 Charges for Services - Outside 356,839 249,245 328,5 00 689,408 800,817 866,411 Charges for Services - Inside Other Sources 668,000 36,422 23,130 86,719 15,000
Total Revenues $ 59,131,477 $ 57,331,033 $ 58,584,189 $ 50,144 $ 3,902,078 $ 185,000 $ 1,283,912 $ 1,458,908 $ 1,309,179
Salaries & Benefits 40,080,913 42,111,084 42,927,397 Supplies and Expense 9,435,675 10,254,988 12,093,095 29,610 23,418 28,000 547,144 704,462 550,251 Capital Outlay 578,487 858,672 1,037 ,660 1,064,789 3,007 ,657 6,746,750 20,338 362,903 136,075 Debt Service/Lease Payments Principal 86,305 46,093 Interest 3,464 1,885 Insurance & Worker's Comp 1,075,360 1,200,000 1,758 ,065 Treasurer's Fees Transfers to Authority Allowance for Doubtful Accounts
Total Expenditures $ 51,260,204 $ 54,472,722 $ 57,816,217 $ 1,094,399 $ 3,031,075 $ 6,774 ,750 $ 567,482 $ 1,067,365 $ 686,326
Adjust to Cash (1,347,069) 68,132 43,393 Transfers In/(Out) -
Ending Cash Fund Balance $ 31,128,936 $ 33,987,247 $ 34,755,219 $ 19,165,681 $ 20,036,684 $ 13,446, 934 $ 761,713 $ 1,153,256 $ 1,776,109
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 2013 2014 2015 2013 2014 2015 2013 2014 2015 2013 2014 2015 Beginning Cash Fund Balance $ 459,179 $ 408,704 $ 422,958 $ 1,851,612 $ 2,408,480 $ 2,578,624 $ 262,975 $ 288,581 $ 150,000 $ 263,207 $ 336,276 $ 150,000
Transfer from PFPD Transfer from SMFR DC Property Tax 17,090,560 16,451,622 16,798,089 8,574,294 9,128,972 9,441,448 AC Property Tax 146,783 206,575 207,544 2,891,309 2,705,099 2,713,516 21,228,835 23,044,105 22,639,233 Abatements 347,773 112,757 872,519 239,305 Specific Ownership Tax & Rental 10,165 12,000 10,000 1,689,848 1,665,000 1,600,000 2,274,372 2,460,400 2,300,000 Interest Income 883 700 800 10,146 7,000 39,717 18,000 3,000 Permit/Plan Reviews Station Rentals Rental of Cell Towers Service Fees Other Funds Reimbursements 163,481 Sale of Assets Miscellaneous Income 67,880 5,000 5,000
85 Charges for Services - Outside 7,509,628 7,527,154 6,585,473 Charges for Services - Inside Other Sources
Total Revenues $ 157,831 $ 219,275 $ 218,344 $ 7,740,989 $ 7,532,154 $ 6,590,473 $ 22,029,636 $ 20,828,721 $ 21,224,362 $ 32,989,737 $ 34,651,477 $ 34,622,986
Salaries & Benefits 206,100 201,921 201,921 2,233,180 2,499,032 2,570,338 5,365 5,630 6,996 6,243 5,146 6,996 Supplies and Expense 994,816 1,181,424 1,242,716 2,075 9,938 84,100 10,397 16,878 86,200 Capital Outlay 608,788 200,000 277,000 Debt Service/Lease Payments Principal Interest Insurance & Worker's Comp Treasurer's Fees 2,206 3,100 3,113 305,073 287,350 291,422 460,692 482,597 479,952 Transfers to Authority 650,000 21,716,672 20,525,803 20,795,601 32,512,038 34,146,954 33,876,638 Allowance for Doubtful Accounts 3,460,904 3,481,555 2,963,462 196,243 323,200
Total Expenditures $ 208,306 $ 205,021 $ 205,034 $ 7,297,688 $ 7,362,011 $ 7,703,516 $ 22,029,185 $ 20,828,721 $ 21,374,362 $ 32,989,370 $ 34,651,575 $ 34,772,986
Adjust to Cash 25,155 (138,581) 72,702 (186,17 8) Transfers In/(Out)
Ending Cash Fund Balance $ 408,704 $ 422,958 $ 436,268 $ 2,294,913 $ 2,578,623 $ 1,465,581 $ 288,581 $ 150,000 $ - $ 336,276 $ 150,000 $ -
Total All Funds Total All Funds (Netted) Actual Estimated Budget Actual Estimated Budget 2013 2014 2015 2013 2014 2015 Beginning Cash Fund Balance $ 47,585,399 $ 54,498,371 $ 58,478,769 $ 47,585,399 $ 54,498,371 $ 58,478,769
Transfer from PFPD 21,716,672 20,525,803 20,795,601 - - - Transfer from SMFR 32,512,038 34,146,954 33,876,638 - - - DC Property Tax 25,664,854 25,580,594 26,239,537 25,664,854 25,580,594 26,239,537 AC Property Tax 24,266,927 25,955,779 25,560,293 24,266,927 25,955,779 25,560,293 Abatements 1,220,292 - 352,062 1,220,292 - 352,062 Specific Ownership Tax & Rental 3,974,385 4,137,400 3,910,000 3,974,385 4,137,400 3,910,000 Interest Income 138,255 217,921 243,800 138,255 217,921 243,800 Permit/Plan Reviews 1,159,437 1,111,390 1,437,000 1,159,437 1,111,390 1,437,000 Station Rentals 581,691 579,428 486,768 (43, 681) (45,9 44) 5,000 Rental of Cell Towers 134,389 130,672 145,000 134,389 130,672 145,000 Service Fees Other Funds 12,000 12,000 12,000 - - - Reimbursements 1,035,863 351,868 753,000 1,035,863 351,868 753,000 Sale of Assets 876,929 59,199 315,200 876,929 59,199 315,200 Miscellaneous Income 1,510,989 4,414,281 144,250 1,510,989 4,414,281 144,250
86 Charges for Services - Outside 8,555,875 8,577,216 7,780,384 8,555,875 8,577,216 7,780,384 Charges for Services - Inside ------Other Sources 23,130 123,141 683,000 23,130 123,141 683,000
Total Revenues $ 123,383,726 $ 125,923,646 $ 122,734,533 $ 68,517,644 $ 70,613,517 $ 67,568,526
Salaries & Benefits 42,531,801 44,822,813 45,713,648 42,531,801 44,822,813 45,713,648 Supplies and Expense 11,019,717 12,191,108 14,084,362 10,382,345 11,553,736 13,590,594 Capital Outlay 2,272,402 4,429,232 8,197,485 2,272,402 4,429,232 8,197,485 Debt Service/Lease Payments Principal 86,305 46,093 - 86,305 46,093 - Interest 3,464 1,885 - 3,464 1,885 - Insurance & Worker's Comp 1,075,360 1,200,000 1,758,065 1,075,360 1,200,000 1,758,065 Treasurer's Fees 767,971 773,047 774,487 767,971 773,047 774,487 Transfers to Authority 54,228,710 54,672,757 55,322,239 - - - Allowance for Doubtful Accounts 3,460,904 3,481,555 3,482,905 3,460,904 3,481,555 3,482,905
Total Expenditures $ 115,446,634 $ 121,618,490 $ 129,333,191 $ 60,580,552 $ 66,308,361 $ 73,517,184
Adjust to Cash (1,137,687) (324,759) - (1,137,687) (32 4,759) - Transfers In/(Out) ------
Ending Cash Fund Balance $ 54,384,804 $ 58,478,768 $ 51,880,111 $ 54,384,804 $ 58,478,768 $ 52,530,111
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 337 FTEs.
The Salary Survey was completed and salaries were adjusted based on the survey results and the Authority’s Compensation Policy. A 2.45% increase in health and dental insurance benefits was budgeted. Worker’s Comp increased by 31.98%.
Budget Summary
Actual Estimated Budget
2013 2014 2015
Total Revenue $59,131,477 $57,331,033 $58,584,189 Total Expenditures $51,260,204 $54,472,722 $57,816,217 Ending Cash Balance $31,128,936 $33,987,247 $34,755,219 Ending Cash Balance as a % of Expenditures for the next year 57.1% 58.8%
87
Consolidated Budget Summary by Type of Expense For the General Fund by Division or Bureau Salaries & Supplies & 2015 Division Benefits Expenses Capital Other Budget Executive $ 337,425 $ 163,000 $ 500,425 Community Relations 148,113 128,035 276,148 Board of Directors 9,796 16,850 26,646 Deputy Chief 652,420 218,339 870,759 Life Safety Bureau 2,238,560 78,902 2,317,462 Finance 441,691 134,420 576,111 Support Services 297,474 174,630 329,704 801,808 Human Resources 417,674 627,157 1,044,831 Facilities Management 238,870 938,691 231,910 427,768 1,837,239 Fleet Services 1,105,049 1,675,253 62,000 2,842,302 Technology 688,339 2,573,850 312,037 3,574,226 Logistics 218,862 4,300 100,000 323,162 Fitness Wellness 160,627 353,408 40,000 1,428,361 1,982,396 Preparedness 283,215 16,923 300,138 Emergency Management 1,301,626 1,119,742 55,000 2,476,368 EMS Education 183,940 135,267 319,207 Life Safety Education 311,063 43,723 354,786 Training 1,912,323 767,870 12,000 2,692,193 Operations 31,111,487 119,307 2,125,690 33,356,484 EMS 823,843 294,970 224,713 1,343,526 2015 Total $ 42,882,397 $ 9,584,637 $ 1,037,660 $ 4,311,523 $ 57,816,217 2014 Total Budget $ 42,965,633 $ 7,935,980 $ 1,704,809 $ 4,354,587 $ 56,961,009 Percent Change -0.19% 20.77% -39.13% -0.99% 1.50%
88 Total receipts for the General Fund for 2015 are projected to be $58.6 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 $1,503,436,974 of assessed valuation which will produce $19,511,605 of revenue. The mill levy amount for South Metro Fire Rescue is 9.25 mills on $3,468,181,730 of assessed valuation which will produce $32,080,681 of revenue. The total assessed value for the Authority increased 1.07% from 2014 to 2015 compared to 4.17% from 2013 to 2014, 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 2014 budget as the fee schedule is being increased in 2015 and there has been a lot of construction activity within the Authority.
Ending Fund Balance
The Ending Fund Balance is budgeted at $34,755,219. 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 $14,454,054.
89 South Metro Fire Rescue Authority General Operating Fund Revenue Budget January 1 - December 31, 2015
Description Actual Budget Estimated Budget 2013 2014 2014 2015
Beginning Cash Balance Jan. 1 $ 24,604,732 $ 33,119,313 $ 31,128,936 $ 33,987,247
Estimated Revenues:
Operating Revenues: Transfer from PFPD $ 21,716,672 $ 20,198,872 $ 20,525,803 $ 20,795,601 Transfer from SMFR 32,512,038 33,624,973 34,146,954 33,876,638 Interest Income 37,363 35,000 76,565 55,000 Permit/Plan Review 1,159,437 1,037,000 1,111,390 1,437,000 Station Rental 10,319 5,000 8,056 5,000 Rental Income from the Ambulance Fund 54,000 54,000 54,000 54,000 Transfer from Ambulance Fund 650,000 Service Fees other Funds 12,000 12,000 12,000 12,000 Miscellaneous Income & Uniform 249,881 81,500 63,381 139,250 Reimbursed Outside (USAR, SWAT) 773,404 618,000 221,820 618,000 Reimbursed Workers Comp & LTD 98,978 85,000 130,048 135,000 Rental of Cellular Towers 134,389 145,000 130,672 145,000 Sale of Assets 876,929 15,000 59,199 315,200 Grant Proceeds 1,065,419 550,000 489,527 18,000 Tuition for classes 73,809 75,000 52,373 78,500 Fleet Outside Labor Charges 190,230 120,000 124,389 125,000 Fleet Outside Materials Charges 166,609 120,000 124,856 125,000 Total Current Year Revenues $ 59,131,477 $ 56,776,345 $ 57,331,033 $ 58,584,189
Total Available Revenues $ 83,736,209 $ 89,895,658 $ 88,459,969 $ 92,571,436 Adjust to cash (1,347,069) Ending Cash Balance Dec. 31 $ 31,128,936 $ 32,934,649 $ 33,987,247 $ 34,755,219
FOR INFORMATIONAL PURPOSES ONLY: General Fund Mill Levy PFPD 13.978 12.978 12.978 General Fund Mill Levy SMFR 9.250 9.250 9.250 Abatement Mill Levy PFPD 0.298 0.118 0.075 Abatement Mill Levy SMFR 0.411 0.194 0.069
Assessed Value Douglas County 2,155,943,639 2,247,467,472 2,315,048,199 Assessed Value Arapahoe County 2,555,471,090 2,672,925,500 2,656,570,505 4,711,414,729 4,920,392,972 4,971,618,704
90 South Metro Fire Rescue Authority 2015 Expenditure Budget General Fund Budget Difference 2013 2014 2014 2015 2015 to 2014 Actual Budget Estimated Budget Variance % Change Fire Chief - Executive - 10 Salaries 229,203 295,423 277,007 255,809 (39,614) -13.41% Benefits 59,718 79,533 78,637 81,616 2,083 2.62% Operating Expenses 99,091 119,355 145,014 163,000 43,645 36.57%
Board of Directors - 11 Salaries 9,003 8,400 8,158 9,100 700 8.33% Benefits 710 643 578 696 53 8.24% Operating Expenses 3,057 12,150 6,503 16,850 4,700 38.68%
Community Relations - 12 Salaries 149,686 163,968 98,470 117,510 (46,458) -28.33% Benefits 37,094 42,808 28,312 30,603 (12,205) -28.51% Operating Expenses 97,851 129,028 106,498 128,035 (993) -0.77%
Deputy Chief - 15 Salaries 242,552 211,642 195,791 487,851 276,209 130.51% Benefits 79,406 70,256 68,374 164,569 94,313 134.24% Operating Expenses 99,955 225,315 187,558 218,339 (6,976) -3.10%
Life Safety Bureau - 16 Salaries 1,562,711 1,632,719 1,554,598 1,642,673 9,954 0.61% Benefits 498,773 544,716 541,536 595,887 51,171 9.39% Operating Expenses 71,942 70,390 57,049 78,902 8,512 12.09% Capital Expenditures 303,529 303,529 (303,529) -100.00%
Finance and Accounting - 20 & Grants - 22 Salaries 379,244 338,915 332,002 337,620 (1,295) -0.38% Benefits 145,954 95,053 94,095 104,071 9,018 9.49% Operating Expenses 96,186 93,088 108,004 134,420 41,332 44.40% Lease Payments 89,769 47,978 47,978 (47,978) -100.00%
Support Services - 30 Salaries 199,168 222,183 200,733 227,924 5,741 2.58% Benefits 60,196 67,569 66,462 69,550 1,981 2.93% Operating Expenses 119,542 175,940 140,376 174,630 (1,310) -0.74% Insurance 246,512 301,052 300,000 329,704 28,652 9.52%
Facilities Management - 31 Salaries 141,030 166,703 147,293 181,227 14,523 8.71% Benefits 35,427 48,219 43,030 57,644 9,425 19.55% Operating Expenses 1,051,610 1,069,926 873,751 938,691 (131,235) -12.27% Capital Expenditures 240,754 502,850 139,693 231,910 (270,940) -53.88% Space Rental 571,372 571,372 571,372 427,768 (143,604) -25.13%
Fitness Wellness - 32 Salaries 123,651 69,372 124,475 823 0.67% Benefits 38,485 21,646 36,152 (2,333) -6.06% Operating Expenses 172,963 329,345 230,797 353,408 24,063 7.31% Capital Expenditures 15,000 15,000 40,000 25,000 166.67% Workers Compensation 828,848 1,082,250 900,000 1,428,361 346,111 31.98%
91 Budget Difference 2013 2014 2014 2015 2015 to 2014 Actual Budget Estimated Budget Variance % Change Human Resources - 33 Salaries 324,100 300,733 296,078 310,237 9,504 3.16% Benefits 113,640 101,788 102,217 107,437 5,649 5.55% Operating Expenses 255,847 681,700 423,002 627,157 (54,543) -8.00%
Technology - 34 Salaries 400,082 526,445 498,406 549,095 22,650 4.30% Benefits 87,593 118,586 128,068 139,244 20,658 17.42% Operating Expenses 1,196,589 1,518,970 1,769,293 2,573,850 1,054,880 69.45% Capital Expenditures 227,366 491,000 68,445 312,037 (178,963) -36.45%
Logistics - 37 Salaries 168,219 168,219 100.00% Benefits 50,643 50,643 100.00% Operating Expenses 4,300 4,300 100.00% Capital Expenditures 100,000 100,000 100.00%
Fleet Services - 39 Salaries 844,877 850,335 821,361 808,201 (42,134) -4.96% Benefits 272,732 298,683 297,079 296,848 (1,835) -0.61% Operating Expenses 1,276,318 1,314,766 1,406,590 1,675,253 360,487 27.42% Capital Expenditures 32,537 90,410 10,000 62,000 (28,410) -31.42%
Preparedness - 50 Salaries 210,682 210,682 100.00% Benefits 72,533 72,533 100.00% Operating Expenses 16,923 16,923 100.00%
Emergency Manager - 51 Salaries 1,082,620 1,364,569 1,004,026 1,258,189 (106,380) -7.80% Benefits 65,990 43,981 42,169 43,437 (544) -1.24% Operating Expenses 1,402,842 1,028,187 1,042,674 1,119,742 91,555 8.90% Capital Expenditures 57,183 14,600 31,630 55,000 40,400 276.71%
EMS Education - 52 Salaries 53,624 38,608 53,101 183,940 145,332 376.43% Operating Expenses 15,239 9,802 6,071 135,267 125,465 1279.99%
Life Safety Education - 53 Salaries 206,625 222,125 209,307 229,146 7,021 3.16% Benefits 71,461 79,981 78,201 81,917 1,936 2.42% Operating Expenses 25,481 132,223 27,116 43,723 (88,500) -66.93%
Training - 54 Salaries 1,018,836 1,116,554 1,382,812 1,527,835 411,281 36.83% Benefits 239,363 248,796 287,804 384,488 135,692 54.54% Operating Expenses 238,413 471,676 347,046 767,870 296,194 62.80% Capital Expenditures 14,375 12,000 12,000 100.00%
Operations - 60 Salaries 22,771,619 23,882,785 23,519,723 22,536,056 (1,346,729) -5.64% Benefits 7,871,850 8,783,625 8,597,298 8,575,431 (208,194) -2.37% Operating Expenses 115,630 132,946 126,577 119,307 (13,639) -10.26% Dispatch Services 2,274,971 2,351,935 2,394,000 2,080,690 (271,245) -11.53% Volunteer Pension 33,175 45,000 33,000 45,000 - 0.00%
92 Budget Difference 2013 2014 2014 2015 2015 to 2014 Actual Budget Estimated Budget Variance % Change Emergency Medical Services - 62 Salaries 682,530 707,786 786,084 660,049 (47,737) -6.74% Benefits 110,321 129,336 148,256 163,794 34,458 26.64% Operating Expenses 250,774 376,202 285,697 294,970 (81,232) -21.59% Capital Expenditures 20,647 287,420 276,000 224,713 (62,707) -21.82%
Total Expenses 51,260,204 56,961,009 54,472,722 57,816,217
Salaries 30,297,510 32,173,545 31,454,322 31,825,837 (347,708) -1.08% Benefits 9,750,228 10,792,058 10,623,762 11,056,560 264,502 2.45% Operating Expenses 6,589,332 7,891,009 7,289,616 9,584,637 1,693,628 21.46% Capital Expenditures 578,487 1,704,809 858,672 1,037,660 (667,149) -39.13% Insurance 246,512 301,052 300,000 329,704 28,652 9.52% Workers Comp Insurance 828,848 1,082,250 900,000 1,428,361 346,111 31.98% Disptach serices 2,274,971 2,351,935 2,394,000 2,080,690 (271,245) -11.53% Contribution to Volunteer Pension 33,175 45,000 33,000 45,000 - 0.00% Space Rental 571,372 571,372 571,372 427,768 (143,604) -25.13% Lease Payments 89,769 47,978 47,978 (47,978) -100.00% 51,260,204 56,961,009 54,472,722 57,816,217 855,209 1.50%
Fire Chief - Executive 388,012 494,311 500,658 500,425 6,114 1.24% Board of Directors 12,771 21,193 15,239 26,646 5,453 25.73% Community Relations 284,631 335,804 233,280 276,148 (59,656) -17.77% Deputy Chief 421,913 507,213 451,723 870,759 363,546 71.68% Life Safety Bureau 2,133,426 2,551,354 2,456,712 2,317,462 (233,892) -9.17% Finance and Grants 621,384 527,056 534,101 576,111 49,055 9.31% Support Services 625,418 766,744 707,571 801,808 35,064 4.57% Facilities Management 1,468,821 1,787,699 1,203,767 1,409,472 (378,227) -21.16% Fitness Wellness 1,001,811 1,588,731 1,236,815 1,982,396 393,664 24.78% Human Resources 693,587 1,084,221 821,297 1,044,831 (39,390) -3.63% Technology 1,911,630 2,655,001 2,464,212 3,574,226 919,225 34.62% Logistics 323,162 323,162 100.00% Fleet Services 2,426,464 2,554,194 2,535,030 2,842,302 288,108 11.28% Preparedness 300,138 300,138 100.00% Emergency Manger 2,608,635 2,451,337 2,120,499 2,476,368 25,031 1.02% EMS Education 68,863 48,410 59,172 319,207 270,797 100.00% Life Safety Education 303,567 434,329 314,624 354,786 (79,543) 100.00% Training 1,496,612 1,837,026 2,032,037 2,692,193 855,167 46.55% Operations 33,067,245 35,196,292 34,670,598 33,356,484 (1,839,808) -5.23% Emergency Medical Services 1,064,272 1,500,744 1,496,037 1,343,526 (157,218) -10.48% 50,599,063 56,341,658 53,853,372 57,388,449 1,046,791 1.86%
Space Rental 571,372 571,372 571,372 427,768 (143,604) -25.13% Lease payments 89,769 47,978 47,978 (47,978) -100.00% 51,260,204 56,961,009 54,472,722 57,816,217 855,209 1.50%
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Executive Division/Deputy Chief Fund 01 Bureau/Division 10 15
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 Deputy Chief, Assistant Chiefs of Operations, Support Services, Preparedness, and the Chief Finance Officer. The Executive Assistant acts as the Secretary to the Board of Directors in addition to assisting the Fire Chief.
The Deputy Chief is a new division that was created for the 2015 year. The Deputy Chief division is the Deputy Chief and a Division Assistant. The Deputy Chief replaced the Assistant Chief of Community Safety Services. The Deputy Chief will continue to oversee the Life Safety Bureau during 2015 at some point a Fire Marshall will take over the Life Safety Bureau. Planning and analysis is also included within the Deputy Chief Division. The Planning and Analysis Bureau provides strategic planning and accreditation services, including data analysis, planning locations of fire stations, formalizing regional partnerships, and performance measurement.
Budget Summary
Executive - 10 Expenditures Actual 2013 Estimated 2014 Budget 2015 Salary and Benefits $288,921 $355,644 $337,425 Supplies and Expense 99,091 145,014 163,000 Total $388,012 $500,658 $500,425
Deputy Chief - 15 Actual 2013 Estimated 2014 Budget 2015
Salary & Benefits $321,958 $264,165 $652,420 Supplies & Expense 99,955 187,558 218,339 Total $421,913 $451,723 $870,759
Personnel Summary
Position Actual 2013 Actual 2014 Budget 2015 Fire Chief 1 1 1 Executive Assistant 1 1 1 Deputy Chief (CSS Assistant Chief) 1 1 1 Accreditation Manager 1 1 1 Operations Executive Officer 1 1 1 Division Assistant 1 1 1 Total FTE 6 6 6
95 2014 Accomplishments
• Defined & implemented Fire Chief selection process including feedback from internal and external stakeholders & the Authority’s Board of Directors (BOD). Two assessment centers – including six total panels – recommended the new Fire Chief who accepted the promotion signing a three year employment contract on August 3, 2014. • Staff completed the 2014 budget process (2015 budget) in anticipation of SMFRA’s full consolidation at the end of 2015. SMFRA’s goal of a uniform 9.25 mill levy was a primary driver in submitting a budget to the Authority BODs where expenditures were well under revenues. The capital improvement budget was also revised & significantly reduced. • The ETAG met consistently in 2014, including team building exercises and training. All ETAG members completed an Emergenetics Profile & Leadership 360. Much work was completed in professional development & team building. • Continued discussions with Englewood Fire Department and the City of Englewood re: a potential contract for service for fire protection & emergency services. • Implemented a more robust liaison program with all nine municipalities and counties served by SMFRA; as well as respective chambers of commerce & some community groups. • SFMRA was a key leader in the adoption of SB12-172: Colorado Firefighter Heart & Circulatory Trust. SMFRA was also a key leader in HB14-1375 – a Tax Increment Financing (TIF) reform bill – that was eventually vetoed by Governor Hickenlooper. • Implemented a video communication program to consistently, efficiently and effectively communicate major issues to internal stakeholders through visual media. Three video updates were provided in the final quarter of 2014. • SMFRA’s Executive Team completed a reorganization including creation of a new Preparedness Division; selection and promotion of a Deputy Fire Chief and Assistant Chiefs of Operations and Preparedness; and relocation/reorganization of the Authority’s Public Educator & EMS Educator positions and Emergency Manager and programs related to special teams. • Revised, codified, adopted and implemented a Memorandum of Understanding with Local 2164 to include a grievance process for disciplinary action.
2015 Goals • Complete strategic planning process. Update, codify, adopt and implement an organizational Strategic Plan for 2016-2020. • Review and revise SMFRA’s ten-year capital improvement plan based on assessment projections in May/June of 2015. • Complete re-accreditation process through the Center for Public Safety Excellence (CPSE)/Commission on Fire Accreditation International (CFAI). Update, codify, adopt and implement updated Fire and Emergency Service Self-Assessment Manual (FESSAM), Risk Assessment Management Plan (RAMP) and Standards of Cover (SOC) Documents. • Complete merger of SMFR and PFD as a single fire district at 9.25 mills as of January 1, 2016. • Incorporate MetCom under the umbrella of the new fire district organization. • Work to build increasing teamwork on the Executive Team (ET) and with the Executive Advisory Team (ETAG).
96 • Continue to improve municipal/county relationships and formalize liaison program. • Continue to actively participate in the Arapahoe County E-911 Emergency Communication Services Authority Board. • Continue to explore opportunities for functional consolidations and regionalization. • Continue to work on legislative solutions; e.g. TIFs/URAs. • Establish a formal succession plan for command staff and executive staff positions. • Evaluate and determine where the Life Safety Bureau (LSB) fits into the new organizational hierarchy, including a sustainable direction for the Fire Marshal position. • Evaluate efficacy of 2015 reorganization at one year mark. • Explore expansion of Local 2164 MOU to include some measure of arbitration for disciplinary impasses. • Begin analyzing future growth impact on service demand and station locations. • Complete an auto-aid agreement with the City of Aurora Fire Department. • Review/revise all mutual and automatic aid agreements, IGA’s and MOU’s with external agencies. • Full time receptionist duties facilitated and restored.
Planning and Analysis 2015 Goals: • Complete Strategic Plan 1st Quarter. • Oversee and author sections in the accreditation process. • Finalize Aurora Auto Aid Agreement. • Continue work with Taxing authorities to clean up areas in our district that are dual jurisdictions and properties not paying taxes. • Englewood Consolidation if they choose to go that direction.
97 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (10-0) Fire Chief
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5000 Salaries 226,757 285,323 271,489 236,009 5400 Project/Meeting Overtime 2,446 10,100 5,518 19,800 6000 Pension Expense 26,318 34,239 32,579 28,322 6025 Retiree Health Savings 7,518 8,248 4,336 2,360 6050 Deferred Compensation - Employer Contribution 4,367 4,770 8,228 10,461 6100 Health Insurance 14,714 22,143 23,672 32,620 6125 Vision Insurance 244 309 305 452 6150 Dental Insurance 1,091 1,479 1,417 1,617 6200 Life, Accidental Death and Dismemberment Insurance 489 708 674 587 6225 Long Term Disability 1,660 2,197 2,123 1,817 6250 FPPA Death and Disability 1,217 1,217 6300 Social Security and Medicare 3,290 3,908 3,931 3,309 6400 Flex Fee 28 313 155 71 7000 General Supplies 104 240 158 250 7025 Office Supplies 100 7125 Books/Publications 61 500 188 924 7150 Memberships 7,227 6,575 4,991 7,876 7175 Certifications 415 440 325 7225 Awards and Recognition -12 300 1,200 900 7250 Uniforms 556 3,240 2,517 1,240 8150 Legal Counsel 66,495 65,000 67,705 70,000 8175 Professional Services - Other 14,736 19,496 50,000 41,000 8225 Seminars/Conferences 2,724 14,154 7,148 17,375 8250 Travel/Lodging 4,556 5,630 7,300 19,230 8300 Business/Meeting Expense 2,230 3,780 3,807 3,780 5 Total Expenses 388,012 494,309 500,657 500,425
98 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (10-0000) Fire Chief - Project Non Specific
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5000 Salaries 226,757 285,323 271,489 236,009 5400 Project/Meeting Overtime 2,446 2,500 5,518 5,000 LID - BOD Meeting Administrative Support 2,500 LID - Video/Vimeo 2,500 6000 Pension Expense 26,318 34,239 32,579 28,322 6025 Retiree Health Savings 7,518 8,248 4,336 2,360 6050 Deferred Compensation - Employer Contribution 4,367 4,770 8,228 10,461 6100 Health Insurance 14,714 22,143 23,672 32,620 6125 Vision Insurance 244 309 305 452 6150 Dental Insurance 1,091 1,479 1,417 1,617 6200 Life, Accidental Death and Dismemberment Insurance 489 708 674 587 6225 Long Term Disability 1,660 2,197 2,123 1,817 6250 FPPA Death and Disability 1,217 1,217 6300 Social Security and Medicare 3,290 3,908 3,931 3,309 6400 Flex Fee 28 313 155 71 7000 General Supplies 104 240 158 250 LID - General supplies 250 7025 Office Supplies 100 LID - Office Supplies 100 7125 Books/Publications 61 500 188 924 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 500 7150 Memberships 7,227 6,575 4,991 7,876 LID - Association of Executive and Admin. Professionals 250 LID - Aurora Chamber of Commerce 1,000 LID - Castle Pines Chamber of Commerce 150 LID - CSFC 1,600 LID - DCFCA 375 LID - Greenwood Village Chamber 495 LID - IAFC 250 LID - Institute of Fire Engineers 131 LID - Lone Tree Chamber of Commerce 175 LID - MDFCA 50 LID - NFPA 200 LID - NSEFO 50 LID - Parker Chamber of Commerce 150 LID - South Metro Chamber of Commerce 3,000 7175 Certifications 415 440 325 LID - Chief Fire Officer 325 7225 Awards and Recognition -12 300 1,200 900 LID - Cards 50 LID - Miscellaneous 100 LID - Promotional Recognition 750
99 Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 7250 Uniforms 556 3,240 2,517 1,240 LID - Chaplain Logo Wear 250 LID - Chief Uniforms 900 LID - Staff Uniforms 90 8150 Legal Counsel 66,495 65,000 67,705 70,000 LID - General Counsel 55,000 LID - Special Counsel 15,000 8175 Professional Services - Other 14,736 15,500 50,000 37,000 LID - Professional Development 12,000 LID - Professional staff 15,000 LID - Team Building 10,000 8225 Seminars/Conferences 2,724 3,150 7,148 4,675 LID - CO Leadership Conference 250 LID - CPSE Conference 750 LID - Executive Assistant 300 LID - IAFC/FRI Conference 600 LID - IAFC/Missouri Valley Division 350 LID - Miscellaneous Seminars 200 LID - National Fire Academy 500 LID - NSEFO or EFO Symposium 1,000 LID - Redmond Symposium 500 LID - SDA Conference 225 8250 Travel/Lodging 4,556 5,630 7,300 9,130 LID - CO Leadership Conference 500 LID - CPSE Conference 1,500 LID - Executive Assistant 700 LID - IAFC/FRI Conference 1,800 LID - IAFC/Missouri Valley Division 1,000 LID - Miscellaneous Seminars 230 LID - National Fire Academy 250 LID - National/State Fire Service Involvement 400 LID - NSEFO or EFO Symposium 750 LID - Redmond Symposium 1,500 LID - SDA Conference 500 8300 Business/Meeting Expense 2,230 3,180 3,807 3,180 LID - Chamber Meetings 400 LID - CSFC 100 LID - MDFCA 180 LID - Miscellaneous Internal/External Meetings 2,500 5 Total Expenses 388,012 471,109 500,657 458,225
100 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (10-2230) Peer Support
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5400 Project/Meeting Overtime 7,600 14,800 LID - Initial Training for new Peer Support members 4,800 LID - Peer Support Chair 2,800 LID - REsiliency Training 3,200 LID - Stress First Aid 4,000 8175 Professional Services - Other 3,996 4,000 LID - Peer Support Group/CID 4,000 8225 Seminars/Conferences 11,004 12,700 LID - Chaplain Conference/Training Registration 500 LID - PS Bi-Annual Full Day Trainings 8,000 LID - PS Conference/Training Registration 1,200 LID - PS Monthly Trainings 3,000 8250 Travel/Lodging 10,100 LID - Chaplain Conference Lodging/Per Diems 1,500 LID - Chaplain Conference Travel 1,000 LID - Peer Support Conference Lodging/Per Diems 2,800 LID - Peer Support Conference Travel 4,800 8300 Business/Meeting Expense 600 600 LID - Refreshments for PS Monthly Trainings 600 5 Total Expenses 23,200 42,200
101 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (15-0000) Deputy Chief - Project Non Specific
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5000 Salaries 240,955 203,142 192,450 486,851 5400 Project/Meeting Overtime 1,597 8,500 3,341 1,000 LID - Overtime 1,000 6000 Pension Expense 27,993 24,377 23,088 58,420 6025 Retiree Health Savings 4,710 4,063 2,679 4,869 6050 Deferred Compensation - Employer Contribution 434 1,609 16,314 6100 Health Insurance 33,457 30,252 29,929 64,064 6125 Vision Insurance 645 508 502 1,031 6150 Dental Insurance 2,765 2,185 2,067 4,006 6200 Life, Accidental Death and Dismemberment Insurance 531 508 486 1,210 6225 Long Term Disability 1,810 1,564 1,510 3,749 6250 FPPA Death and Disability 3,469 3,738 3,615 4,044 6300 Social Security and Medicare 3,484 2,783 2,727 6,720 6400 Flex Fee 110 278 162 142 7000 General Supplies 49 100 302 300 LID - Misc office supplies 100 302 100 LID - Planning and anaylsis 200 7125 Books/Publications 118 400 100 1,100 LID - Books/Publication 900 LID - Misc books 200 7150 Memberships 1,434 1,429 1,195 2,878 LID - COICC 30 LID - FMAC Class B 145 LID - IAFC 473 LID - IAFC/LSS/EFO 234 LID - ICMA 1,300 LID - IFE 136 LID - NFPA 165 LID - NFPA/IFMA 165 LID - RMCSFPE 15 LID - SFPE 215 7175 Certifications 625 30 30 30 LID - DFS Fire Suppression System Inspector 30 7225 Awards and Recognition 48 500 300 500 LID - General awards/recognition 500 7250 Uniforms 240 500 104 750 LID - Replacement shirts, pants, sweatshirts 250 LID - Uniforms 500 8000 Printing/Binding 16 500 208 500 LID - Surveys, handouts, community meetings 500 8175 Professional Services - Other 91,163 208,906 169,000 187,086 LID - Accreditation annual fee 1,540 LID - Be Intentional 1,000 LID - Receptionist 12,000 LID - Coaching 3,000 LID - ESRI demographic data 5,000 LID - GIS Analytic services 88,366 LID - Sprinkler tax rebate 50,000 LID - Strategic Planning Implementation Consulting 26,180 102 Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 8225 Seminars/Conferences 1,931 4,650 4,107 4,820 LID - CPSE Excellence Conference 2,120 LID - CSFCA annual conference 400 LID - FRI 650 LID - ICC educational institute 150 LID - Metro Planners 400 LID - Miscellaneous 500 LID - Redmond Symposium 600 8250 Travel/Lodging 3,819 6,800 5,041 18,629 LID - Accreditation Airfare for peer team assessors 1,350 LID - Accreditation Hotel (4 @700) 2,800 LID - Accreditation Incidentals 160 LID - Accreditation Recognition 600 LID - Accreditation Vehicle Rental 360 LID - AccreditationMeals 2,768 LID - CPSE Excellence Conference 4,300 LID - CSFCA annual conference 500 LID - EFO Program 391 LID - EFO Symposium 1,200 LID - FRI 1,400 LID - Metro Planners 1,400 LID - Redmond Symposium 1,400 8300 Business/Meeting Expense 512 1,500 7,171 1,746 LID - Colorado Consortium 96 LID - Division meeting expenses 150 LID - Miscellaneous 1,500 5 Total Expenses 421,915 507,213 451,723 870,759
103
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104 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 2013 Estimated 2014 Budget 2015
Expenditures
Salary and Benefits $9,713 $8,736 $9,796 Supplies and Expense 3,057 6,503 16,850 Total $12,770 $15,239 $26,646
2015 Goals:
• To develop Board member training program: Communications and HIPAA. • Redistricting using updated demographic information due to merger in 2016. • Prepare for an election for January 2016. • Review Bob Cole’s schedule and timeline for the merger in 2016.
105 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (11-0000) Board of Directors - Project Non-specific
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5900 Reimbursements (Board) 9,003 8,400 8,158 9,100 6300 Social Security and Medicare 710 643 578 696 7000 General Supplies 250 104 300 LID - Supplies 300 7150 Memberships 1,238 1,300 1,238 1,300 LID - SDA Membership 1,300 7200 Advertising/Public Notices 100 42 500 LID - Advertising 500 7225 Awards and Recognition 250 LID - Awards 250 7250 Uniforms 500 500 LID - Uniforms 500 8175 Professional Services - Other 2,000 5,000 LID - Professional services 5,000 8225 Seminars/Conferences 440 2,000 833 2,000 LID - Seminars 2,000 8250 Travel/Lodging 524 3,000 2,618 4,500 LID - Travel for seminars 4,500 8300 Business/Meeting Expense 856 3,000 1,669 2,500 LID - Meeting Expenses 2,500 5 Total Expenses 12,771 21,193 15,239 26,646
106 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 a Director.
Budget Summary Actual 2013 Estimated 2014 Budget 2015
Expenditures
Salary and Benefits $186,780 $127,052 $148,113 Supplies and Expense 97,851 28,312 128,035 Total $284,631 $155,364 $276,148
Personnel Summary Position Actual 2013 Actual 2014 Budget 2015 Director 1 1 1
2014 Accomplishments: • A newsletter went out four times to more than 89,000 addresses in the district. • The Authority communicated with its cities, counties and board of directors six times a year through a two page report. • The Authority regularly attended city council meetings and Homeowners Association meetings. • The Authority put out a Community Annual Report. • The Authority ran a Citizen Academy for eight weeks. • Currently South Metro is using a website and social media to reach citizens in conjunction with other traditional marketing tools. • The Authority works with local media to place specific stories as well as provide information during incidents. Combined with incidents more than 100 media stories were covered in 2014 • Website had 66,558 visits in 2014. • Twitter has 3,200 followers and is growing at about 10 percent a year (more than 1 million impressions in 2014). • Facebook has 2,031 likes and is growing at about 5 percent a year. • The Authority also posts videos on You Tube and Vimeo sporadically to inform and educate the public. 2015 Goals: • Communicate Leadership Expectations to employees. • Educate internal audiences about the Strategic Plan and Accreditation. • Keep employees informed about key initiatives and community information.
107 • Help Divisions meet their communication goals. • Educate the public about how the department is working to keep them safe and respond to their emergencies. • Continue to educate the public about the merger and final consolidation in 2016. • Promote the Authority’s use of innovation to save money and its fiscal management. • Promote the Authority’s education programs. • Promote safety and intergovernmental cooperation. • Improve brand recognition. • Use the Internet to meet the communication and marketing goals of the Authority. • Use the website to meet the needs of the public. • Build the Authority’s social media presence. • Increase public and employee engagement with the Authority’s social media channels and website.
108 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (12) Community Relations
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5000 Salaries 144,776 149,908 90,293 98,280 5400 Project/Meeting Overtime 743 9,060 3,477 14,060 5550 Instructors 4,168 5,000 4,700 5,170 6000 Pension Expense 12,720 17,989 10,722 11,794 6025 Retiree Health Savings 2,149 2,458 930 983 6050 Deferred Compensation - Employer Contribution 170 1,533 1,966 6100 Health Insurance 16,884 17,012 11,822 12,487 6125 Vision Insurance 235 246 144 162 6150 Dental Insurance 1,242 1,240 781 796 6200 Life, Accidental Death and Dismemberment Insurance 252 379 195 246 6225 Long Term Disability 858 1,154 698 757 6300 Social Security and Medicare 2,510 2,052 1,430 1,378 6400 Flex Fee 74 278 57 35 7000 General Supplies 3,157 6,500 2,098 5,150 7025 Office Supplies 1,000 417 1,000 7075 Postage/Shipping 19,304 28,000 22,991 31,000 7100 Equipment $500 to $4,999 4,000 2,400 2,000 7125 Books/Publications 301 445 380 870 7150 Memberships 530 1,760 830 1,335 7175 Certifications 80 80 7200 Advertising/Public Notices 3,500 1,000 7225 Awards and Recognition 1,200 500 2,200 7250 Uniforms 650 1,050 1,469 1,200 7375 Cell, Digital, Nextel Phones 330 300 1,960 8000 Printing/Binding 17,802 35,300 35,300 35,300 8175 Professional Services - Other 53,431 37,153 36,956 36,600 8225 Seminars/Conferences 895 5,000 750 5,000 8250 Travel/Lodging 545 650 300 650 8275 Mileage 15 1,000 700 500 8300 Business/Meeting Expense 890 1,390 589 1,190 8350 Routine Maintenance 500 208 1,000 8375 Outside Repairs and Services 500 310 5 Total Expenses 284,631 335,804 233,280 276,148
109 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (12-0000) Community Relations - Project Non-specific
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5000 Salaries 144,776 149,908 90,293 98,280 5400 Project/Meeting Overtime 743 9,060 3,477 14,060 LID - OT Media services 5,000 LID - PIO Coverage 9,060 6000 Pension Expense 12,720 17,989 10,722 11,794 6025 Retiree Health Savings 2,149 2,458 930 983 6050 Deferred Compensation - Employer Contribution 170 0 1,533 1,966 6100 Health Insurance 16,884 17,012 11,822 12,487 6125 Vision Insurance 235 246 144 162 6150 Dental Insurance 1,242 1,240 781 796 6200 Life, Accidental Death and Dismemberment Insurance 252 379 195 246 6225 Long Term Disability 858 1,154 698 757 6300 Social Security and Medicare 2,510 2,052 1,430 1,378 6400 Flex Fee 74 278 57 35 7000 General Supplies 2,778 6,000 1,450 4,500 LID - Community events 2,000 LID - Supplies 2,500 7025 Office Supplies 1,000 417 1,000 LID - Office supplies 1,000 7075 Postage/Shipping 19,304 28,000 22,991 31,000 LID - Micellaneous postage 2,000 LID - Newsletter 29,000 7100 Equipment $500 to $4,999 4,000 2,400 2,000 LID - Equipment 2,000 7125 Books/Publications 301 445 380 870 LID - Books & subscriptions 445 LID - Local papers 425 7150 Memberships 530 1,760 830 1,335 LID - Dues 750 LID - ESPIOC 75 LID - NAGC 125 LID - PRSA 385 7200 Advertising/Public Notices 3,500 0 1,000 LID - Advertising 1,000 7225 Awards and Recognition 1,200 500 2,200 LID - Community awards 2,000 LID - Employee recognition 200 7250 Uniforms 398 800 1,300 1,200 LID - Uniforms 1,200 7375 Cell, Digital, Nextel Phones 330 300 1,960 8000 Printing/Binding 17,802 35,300 35,300 35,300 LID - Printing 1,500 LID - Printing newsletter 27,600 LID - Printing reports 5,000 LID - Signs for Events 1,200
110 Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 8175 Professional Services - Other 53,023 36,753 36,605 36,200 LID - Colorado data mail sorting 13,000 LID - Editing Services 9,000 LID - Media monitoring 2,500 LID - Other design services 8,000 LID - Photography 1,500 LID - Web maintenance 2,200 8225 Seminars/Conferences 895 5,000 750 5,000 LID - PIO Trainings 5,000 8250 Travel/Lodging 545 650 300 650 LID - Travel for trainings 650 8275 Mileage 15 1,000 700 500 LID - Mileage 500 8300 Business/Meeting Expense 355 590 370 390 LID - CIC meetings 150 LID - ESPIOC meetings 140 LID - PRSA meetings 100 8350 Routine Maintenance 500 208 1,000 LID - Camera or computer repair 500 LID - Maintenance 500 8375 Outside Repairs and Services 500 310 5 Total Expenses 278,889 328,774 227,193 269,048
111 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (12-2120) Citizen's Academy
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5550 Instructors 4,168 5,000 4,700 5,170 7000 General Supplies 379 500 648 650 7175 Certifications 80 80 LID - Citizens academy 80 7250 Uniforms 252 250 169 8175 Professional Services - Other 408 400 351 400 8300 Business/Meeting Expense 535 800 219 800 5 Total Expenses 5,742 7,030 6,087 7,100
112 Life Safety Bureau Fund 01 Bureau/Divisions 17 Program Description
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.
Budget Summary
Revenues Actual 2013 Estimated 2014 Budget 2015 Plan reviews/Permits $1,159,437 $1,111,390 $1,437,000
Budget Summary Expenditures Actual 2013 Estimated 2014 Budget 2015 Salary & Benefits $2,061,484 $2,096,134 $2,238,560 Supplies & Expense 71,942 57,049 78,902 Capital 303,529 Total $2,133,426 $2,456,712 $2,317,462
Personnel Summary Position Actual 2013 Actual 2014 Budget 2015 Deputy Fire Marshal 1 1 1 Bureau Assistant 1 1 1 Functional Supervisor 3 3 3 Fire Inspectors 10 8 9 Plan Reviewers 4 4 5 Total FTE 19 17 19
113 2014 Accomplishments: • Turned around completed plan reviews within 5 days, 66% of the time. • Turned around inspections in 1 day, 97% of the time. • Completed 91% of assigned code compliance primary inspections based on newly instituted risk based scheduling. This new risk based scheduling initiated in January 2014. • Completed two hiring processes for three positions; one plan reviewer and two inspectors. Both inspector positions and the plan reviewer position are re-filling positions from long-term vacancies due to increased workload. • Developed and implemented ACCELA permit software within expected timelines and on budget.
2015 Goals: • Turnaround complete plan reviews within 5 days, 90% of the time. • Turnaround inspections in 1 day 95% of the time. • 100% completion of assigned code compliance primary inspections annually. This includes our new risk based model of inspection scheduling including high risk occupancies annually, moderate and low risk every two and three years, respectively. • Evaluate and fill the fire marshal position. • Evaluate the impact of ACCELA on efficiency and support staffing.
Preplans
2014 Accomplishments: • Completed a preplan for 100% of all complexes. • Preplans were completed by the last day of the quarter assigned 70% of the time. • New maintenance cycle established for existing preplans.
2015 Goals: • 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.
114 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (17-0000) Life Safety Bureau - Project Non Specific
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5000 Salaries 1,456,819 1,543,919 1,446,083 1,553,873 5400 Project/Meeting Overtime 15,336 12,000 24,319 12,000 LID - Overtime 2nd - Preplans 5,500 LID - Overtime- Preplans 5,500 LID - Permit desk coverage 1,000 5500 Overtime Inspections 59,852 42,000 50,367 42,000 LID - After hours inspections - Overtime 31,600 LID - Firewatch 10,400 5525 Overtime Investigations 30,704 34,800 33,829 34,800 LID - Extended Investigations 5,000 LID - On Call Pay 13,500 LID - Overtime 16,300 6000 Pension Expense 170,913 184,914 172,740 186,225 6025 Retiree Health Savings 30,049 32,623 20,746 15,519 6050 Deferred Compensation - Employer Contribution 11,713 13,012 21,799 28,404 6100 Health Insurance 206,333 230,610 244,724 282,899 6125 Vision Insurance 3,443 3,316 3,358 4,153 6150 Dental Insurance 17,029 17,085 16,730 17,943 6200 Life, Accidental Death and Dismemberment Insurance 3,105 3,877 3,562 3,912 6225 Long Term Disability 10,697 11,865 11,306 11,949 6250 FPPA Death and Disability 23,463 23,815 23,787 22,459 6300 Social Security and Medicare 21,659 21,097 21,521 21,751 6400 Flex Fee 370 2,501 1,264 673 7000 General Supplies 9,056 5,100 5,972 5,360 LID - Inspector tools/equipment 900 LID - Investigator tools/equipment/consumables 2,960 LID - Operational supplies 1,500 7025 Office Supplies 677 250 661 380 LID - Office Supplies 380 7050 Computer Supplies 244 7075 Postage/Shipping 109 250 250 LID - Postage 250 7100 Equipment $500 to $4,999 1,296 1,400 1,400 3,908 LID - Equipment 3,908 7125 Books/Publications 3,328 5,900 5,216 10,084 LID - 2015 IFC Codes 4,464 LID - Code enforcement journals 250 LID - Investigation journals 200 LID - Library 1,500 LID - NFPA Online & Paper subscriptions 2,450 LID - NFPA Standards Books 1,220
115 Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 7150 Memberships 2,375 4,005 3,867 3,500 LID - American Fire Sprinkler Association 100 LID - FMAC 675 LID - IAAI 667 LID - IAFC (1@$239, 1@$214, 3@$95) 738 LID - ICC 380 LID - ISFSI 125 LID - National Fire Sprinkler Association 85 LID - NFPA 450 LID - RMAFAA 50 LID - Society of Fire Protection Engineers 230 7175 Certifications 1,897 3,250 1,687 2,820 LID - ICC Certs for Line 1,000 LID - Investigator certs (inc 1 add) 690 LID - Professional certs for staff 1,130 7200 Advertising/Public Notices 1,000 1,000 LID - Advertising/Public Notices 1,000 7225 Awards and Recognition 268 900 500 1,000 LID - Awards 1,000 7250 Uniforms 8,696 7,480 5,557 7,500 LID - Class A x1 610 LID - Staff x1 125 LID - Sworn x18 6,765 7275 Personal Protective Gear 1,457 5,500 2,447 4,500 LID - Bunker Gear 2,200 LID - Replacement for wear and tear 2,300 8000 Printing/Binding 973 500 1,045 1,000 LID - Professional Printing 1,000 8175 Professional Services - Other 23,001 12,000 11,665 13,500 LID - Accela Reporting & Scripting 5,000 LID - Leadership Training/Consulting (quarterly workshops 8,500 8225 Seminars/Conferences@2125) 11,506 14,955 9,061 14,900 LID - FDIC (DFM perdiem & registration) 1,200 LID - ICC Educational Conf Denver 2,700 LID - Investigator training 1,700 LID - LSB staff training-technical 7,375 LID - Supervisor training 1,250 LID - Vail Inv Conf 675 8250 Travel/Lodging 4,844 5,100 4,911 6,400 LID - EFO Symposium 600 LID - FDIC (DFM) 800 LID - Travel for classes 5,000 8300 Business/Meeting Expense 2,186 2,800 2,000 2,800 LID - Extended investigation subsistence 300 LID - HHM roundup lunch/rehab 1,000 LID - LSB Meetings 900 LID - Professional Association Meetings 600 8350 Routine Maintenance 29 8375 Outside Repairs and Services 85 8400 Equipment Rental 974 9800 Equipment ($5,000 and over) 303,529 303,529 5 Total Expenses 2,133,427 2,551,353 2,456,712 2,317,462
116 Finance Fund 01 Bureau/Division 20 22 Program Description
The Finance Division is comprised of four full time employees providing full accounting, investments, 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, Teen and Adult Driving Classes and Car Seat Installation trainings. They also provide accounting services for the management of the Joint Service Facility operating account funded by the three partners in the facility.
Grant Management is primarily responsible for working with SMFRA line 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.
Budget Summary Actual 2013 Estimated 2014 Budget 2015
Revenue
Charges for Service $12,000 $12,000 $12,000 Interest Income:
General Fund 37,363 76,565 55,000 Special Revenue Funds 49,863 25,000 3,000 Capital Projects 50,144 115,656 185,000 Total $149,370 $229,221 $255,000
Actual 2013 Estimated 2014 Budget 2015
Expenditures
Salary & Benefits $525,198 $426,117 $441,691 Supplies & Expense 96,186 108,004 134,420 Lease Payments 89,769 47,978 Total $711,153 $582,099 $576,111
Personnel Summary
Position Actual 2013 Actual 2014 Budget 2015 Chief Finance Officer 1 1 1 Accountant 1 1 1 Payroll Specialist 1 1 1 Accounting Clerk 1 1 1 Grant Manger 0.28 0.28 0.28 Total FTEs 4.28 4.28 4.28
117 Special Recognition Parker Fire Protection District (one of the District’s forming the Authority) has received the Government Finance Officers Association of the United States and Canada Award for the Comprehensive Annual Financial Report (CAFR) from 1999 to 2008 and has received the Distinguished Budget Award from 2002 to 2008. The District received special recognition for our performance measures for the 2007 Budget Document. The Authority received the Distinguished Budget Award from 2009 to 2014 for the Authority’s Budget. The Authority received the Comprehensive Annual Financial Report Award for the 2010 to 2013 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.
2014 Accomplishments:
• Received the GFOA CAFR Award for our 2013 Financial Report. • Received the GFOA Budget Award for our 2014 Budget.
2015 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. • Revise long-range financial plan once new assessed valuation information is available. • Greater accuracy in annual budget process no more than 2% variance. • Succession planning/facilitation with payroll and CFO positions. • Evaluate a new payroll system. 2014 Grant Management Program Accomplishments:
• Received a Hazard Mitigation grant from FEMA for wildfire mitigation. • Received AGF for Wellness equipment and analysis.
2015 Goals: • Apply for applicable grants as they become available. • Monitor and report on grants received.
118 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (20) Finance and Accounting
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5000 Salaries 375,611 336,412 328,920 334,620 5400 Project/Meeting Overtime 3,633 2,500 3,082 3,000 6000 Pension Expense 42,866 40,369 38,292 40,154 6025 Retiree Health Savings 7,148 6,728 4,442 3,346 6050 Deferred Compensation - Employer Contribution 4,916 5,211 7,143 8,512 6100 Health Insurance 33,735 31,107 32,625 40,409 6125 Vision Insurance 683 527 519 706 6150 Dental Insurance 3,220 2,468 2,574 2,679 6200 Life, Accidental Death and Dismemberment Insurance 771 849 779 845 6225 Long Term Disability 2,717 2,590 2,503 2,577 6300 Social Security and Medicare 5,323 4,609 4,882 4,692 6350 Unemployment Insurance 44,419 6400 Flex Fee 156 595 336 152 7000 General Supplies 994 900 628 30,750 7075 Postage/Shipping 51 9 7125 Books/Publications 2,517 3,400 3,750 3,550 7150 Memberships 1,034 1,835 1,019 1,155 7200 Advertising/Public Notices 129 250 250 150 7225 Awards and Recognition 142 300 150 150 7800 Miscellaneous Expense 5,819 8000 Printing/Binding 4,106 4,000 3,725 4,000 8075 Bank Fees 32,545 25,000 38,000 38,000 8125 Accounting/Auditing 37,000 40,000 40,000 43,000 8175 Professional Services - Other 4,781 6,500 6,157 5,000 8225 Seminars/Conferences 5,925 5,250 3,700 4,565 8250 Travel/Lodging 3,858 5,250 2,000 3,700 8275 Mileage 166 12 8300 Business/Meeting Expense 337 400 200 400 8375 Outside Repairs and Service 5 9050 Lease Principle Payments 86,305 46,093 46,093 9075 Lease Interest Payments 3,464 1,885 1,885 9200 Bad Debt Expense 2,601 2,580 5 Total Expenses 711,153 575,028 582,080 576,111
119 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (20-0000) Finance - Project Non-specific
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5000 Salaries 351,457 310,901 305,000 334,620 5400 Project/Meeting Overtime 3,633 2,500 3,082 3,000 6000 Pension Expense 39,968 37,308 35,422 40,154 6025 Retiree Health Savings 6,667 6,218 4,108 3,346 6050 Deferred Compensation - Employer Contribution 4,435 4,701 6,494 8,512 6100 Health Insurance 32,595 29,739 31,064 40,409 6125 Vision Insurance 656 500 492 706 6150 Dental Insurance 3,116 2,359 2,471 2,679 6200 Life, Accidental Death and Dismemberment Insurance 771 785 752 845 6225 Long Term Disability 2,534 2,394 2,315 2,577 6300 Social Security and Medicare 4,980 4,259 4,539 4,692 6350 Unemployment Insurance 44,419 6400 Flex Fee 156 556 320 152 7000 General Supplies 1,087 900 378 750 7075 Postage/Shipping 51 9 7125 Books/Publications 2,517 3,400 3,750 3,550 LID - American Payroll 500 LID - BNA Payroll Library 1,700 LID - Keep up to date on Payroll 300 LID - Various GFOA Publications 750 LID - Wall Street Journal 300 7150 Memberships 1,034 1,835 1,019 1,155 LID - American Payroll Assoc. 450 LID - CGFOA 80 LID - Colorado Society of CPA's 325 LID - GFOA 300 7200 Advertising/Public Notices 129 250 250 150 LID - Budget Notices 150 7225 Awards and Recognition 142 300 150 150 7800 Miscellaneous Expense 5,819 8000 Printing/Binding 4,106 4,000 3,725 4,000 LID - Print Budget Book 3,000 LID - Print CAFR 1,000 8075 Bank Fees 32,545 25,000 38,000 38,000 8125 Accounting/Auditing 37,000 40,000 40,000 43,000 8175 Professional Services - Other 4,781 4,000 2,982 5,000 LID - Budget Award 500 LID - CAFR Award 500 LID - Other Consulting 4,000 8225 Seminars/Conferences 5,925 5,250 3,700 4,565 LID - CGFOA Conference 350 LID - Colo Society Governmental Conference 365 LID - End of Year Payroll 1,000 LID - GFOA 350 LID - Prophix Class 2,500
120 Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 8250 Travel/Lodging 3,858 5,250 2,000 3,700 LID - CGFOA Conference 400 LID - End of Year Payroll 300 LID - GFOA 1,500 LID - Prophix Conference 1,500 8275 Mileage 12 8300 Business/Meeting Expense 337 400 200 400 LID - Business Meeting Expense 400 9050 Lease Principle Payments 86,305 46,093 46,093 9075 Lease Interest Payments 3,464 1,885 1,885 9200 Bad Debt Expense 2,601 2,580
5 Total Expenses 681,269 540,783 548,612 546,111
121 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (22-0000) Grant Details
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5000 Salaries 24,154 25,511 23,920 5400 Project/Meeting Overtime 6000 Pension Expense 2,898 3,061 2,870 6025 Retiree Health Savings 481 510 334 6050 Deferred Compensation - Employer Contrib 481 510 649 6100 Health Insurance 1,140 1,368 1,561 6125 Vision Insurance 27 27 27 6150 Dental Insurance 104 109 103 6200 Life,Accidental Death & Dismemberment Ins 64 27 6225 Long Term Disability 183 196 188 6300 Social Serurity and Medicare 343 350 343 6400 Flex Fee 39 16 7000 General Supplies -93 250 30,000 LID - Bulletproof Vests 30,000 7100 Equipment $500 to $4,999 8175 Professional Services - Other 2,500 3,175 8275 Mileage 166 8375 Outside Repairs and Service 5 5 Total Expenses 29,884 34,245 33,468 30,000
122 Support Services
Fund 01 Bureau/Division 30 Program Description
The Assistant Chief of Support Services supervises Facilities, Wellness and Fitness, Human Resources, Logistics, Technology, and Fleet Services. All of the bureaus have Chiefs or Directors. A Station Capitan at each station helps the Facilities Manager oversee the management of each station. The Support Services Assistant Chief oversees all facility new construction and vehicle purchases within the Authority with the assistance of the Facilities Manager and the Fleet Services Chief and oversees the property insurance and Workers Compensation insurance for the Authority.
The Support Services Division accounts for all copier rental and all office supplies for the entire Authority that are not specific to another division or bureau. The Support Services Bureau is made up of the Assistant Chief and a Division Assistant.
Budget Summary
Fund 01 – Support Services - Division 30 Actual 2013 Estimated 2014 Budget 2015
Expenditures
Salary and Benefits $259,364 $267,195 $297,474 Supplies and Expense 366,054 440,376 504,334 $625,418 $707,571 $801,808
Budget Summary
Fund 01 - Facilities – Division 31 Actual 2013 Estimated 2014 Budget 2015
Capital – Building/Vehicles* $1,094,399 $3,031,075 $6,774,750
*See Capital Projects Fund for details
Personnel Summary Position Actual 2013 Actual 2014 Budget 2015 Assistant Chief – Support Services Division 1 1 1 Division Assistant 1 1 1 Total FTEs 2 2 2
123 2014 Accomplishments
Accreditation: • Maintained accreditation document and goal progress.
Community Room Rental: • Funneled all meeting room requests through the South Metro Fire Rescue Authority external web page external reservation link.
Contract: • Maintained 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: • Improved front monitors appearance and visibility. • Participated in training for monitor software upgrade. • Participated in SharePoint redesign and governance.
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.
Management: • Participated in redesign of SMFRA organizational structure. • Member of the MetCom Authority Board. • Member (treasurer) of the Douglas County Fire Chief Association. • Identified critical performance measures for each Support Services Bureau. • Oversaw budget management for Support Services Division. • Managed lease agreement with tenants and IGA agreement with partners at JSF and Cherry Hills Village. • Managed office build-out for Command Training Center on Second Floor of Mineral Headquarters building. Project came in under budget. • Managed Third Floor build-out for State of Colorado and FEMA office use. Negotiated a five year lease agreement with State for space and three year agreement with FEMA.
Office Supplies and Office Equipment: • Determined district copier needs, removed unneeded copiers and added newer, more efficient copiers in headquarters building. • Maintained office lease agreements.
Pension Plan: • Continued with governance for pension plan for South Metro Fire Rescue Authority line and staff. • Provided meeting minutes and archiving for SMFRA pension trustees.
124 Risk Management: • Visual display of “last accident” on SharePoint site. • Provided better safety information to managers. • Reviewed insurance plans to ensure District has adequate coverage at a competitive price. • Wellness Program implemented for worker’s compensation cost reduction.
Staff: • Maintained Support Services SharePoint website so it is dynamic and informative. • Completed Support Services Annual Report.
2015 Goals
Accreditation: • Work toward re-accreditation in 2016.
Community Room Rental: • Determine costs for community room use, determine approved uses by community room users, assess guidelines for community room charges.
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. • Continue to fine tune The Q (SharePoint) to improve function. • 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: • Maintain office equipment leases.
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.
125 Risk Management: • Maintain visual display of “last accident” on SharePoint site. • Reduce vehicle accidents • Improve reporting of near misses. • 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. • Oversee Wellness Program 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, Technology, Human Resources Bureaus and Wellness.
126 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (30-0000) Support Services - Project Non-specific
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5000 Salaries 198,340 217,183 198,031 223,209 5400 Project/Meeting Overtime 828 5,000 2,703 4,715 LID - Administrative projects 3,500 LID - Financial Peace University Instructor 1,215 6000 Pension Expense 22,723 24,210 23,036 24,202 6025 Retiree Health Savings 3,770 4,035 2,670 2,017 6050 Deferred Compensation - Employer Contribution 5,301 5,695 6,815 7,673 6100 Health Insurance 21,599 25,454 26,782 27,327 6125 Vision Insurance 293 296 290 323 6150 Dental Insurance 1,438 1,510 1,428 1,415 6200 Life, Accidental Death and Dismemberment Insurance 710 504 504 504 6225 Long Term Disability 1,433 1,553 1,506 1,553 6300 Social Security and Medicare 2,838 3,931 3,242 4,464 6400 Flex Fee 91 381 189 71 7000 General Supplies 562 500 322 500 7025 Office Supplies 13,662 23,200 19,601 24,000 7075 Postage/Shipping 7,482 10,000 7,500 10,000 7125 Books/Publications 305 300 184 1,260 LID - Books 300 LID - FPU Manuals (12) 960 7150 Memberships 1,041 815 605 815 LID - IAAI Membership 108 LID - IAFC Membership 240 LID - Institute for FP Engineers 140 LID - NAFI Membership 55 LID - NFPA Membership 165 LID - SFPE Membership 107 7175 Certifications 565 235 565 LID - Chief Fire Officer 325 LID - Fire Officer III 25 LID - ICC Inspector 50 LID - NAFI Investigators 165 7225 Awards and Recognition 1,100 800 1,000 1,700 LID - Employee Misc 800 LID - Thanksgiving/Xmas Gift Cards 900 7250 Uniforms 354 1,090 597 1,090 LID - Div Asst Staff Wear 90 LID - Sup Svcs Ast Chief Uniforms 1,000 7300 Updates/Maintenance Software 210 2,000 250 2,000 LID - Updates/Maintenance Plotter new for 2015 came from 1,000 LIDPl - Updates/Maintenance i & A l i Software CADD 1,000 7425 Wireless Connections 730 8000 Printing/Binding 3,858 6,000 4,000 5,000 8100 Copier Rental 65,557 83,000 70,969 83,000 8150 Legal Counsel 15,024 30,000 20,000 30,000 8175 Professional Services - Other 6,641 5,000 8,537 5,000
127 Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 8200 Liability/Property Insurance 246,512 301,052 300,000 329,704 LID - Claim Deductibles/New vehicle additions 34,600 LID - Fiduciary Insurance 20,000 LID - SMFRA Joint Venture JSF 1,044 LID - SMFRA Property Coverage 273,000 LID - SMFRA Public Safety Building (38) 1,060 8225 Seminars/Conferences 694 5,100 3,575 2,100 8250 Travel/Lodging 3,500 1,300 3,500 8275 Mileage 100 42 100 LID - Mileage 100 8300 Business/Meeting Expense 1,462 2,000 600 2,000 8350 Routine Maintenance 860 1,970 1,060 2,000 5 Total Expenses 625,418 766,745 707,572 801,808
128 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, a storage facility, a Headquarters facility, 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 2013 Estimated 2014 Budget 2015
Expenditures
Salary and Benefits $176,457 $190,323 $238,871 Supplies and Expense 1,051,610 873,751 938,691 Capital 240,754 139,693 231,910 Rental 571,372 571,372 427,768 $2,040,193 $1,775,139 $1,837,240
Personnel Summary Position Actual 2013 Actual 2014 Budget 2015 Facilities Manager 1 1 1 Property Maintenance Technician 1 1 1 Part Time Landscape Technician 0.5 Total FTEs 2 2 2.5
2014 Accomplishments:
• All windows were replaced at Station 33 and select windows were replaced at Station 36, Station 42, and Station 41. Station 31 windows were not replaced due to the station replacement project. • The Facilities Bureau, working with Xcell Energy, met with several LED light contractors to identify the best options for upgrading the lights at the Mineral Administration Building. Completion of this project is anticipated prior to the end of 2014. Facilities is working with the fire stations to replace inefficient lighting with more efficient LED and CFL lights. • A new Opticom was installed at the intersection of Dayton and Peakview as part of the intersection reconstruction project. Several Opticom’s were repaired as they were reported to the Facilities Bureau. • The Facilities Bureau utilized the Thermal Imager Camera to check for proper operation and document current condition of the electrical panels at Mineral Headquarters and several fire stations as warranted. • The Facilities Bureau solicited outside agencies to conduct a Facilities Condition Assessment on all SMFRA buildings. It was decided that the level of inspection and reporting could be achieved by the Facilities Bureau at a much more economical cost. The assessment will be started in 2014 and completed in early 2015.
129 • Maintenance Connection, the Facilities Computerized Maintenance Management System (CMMS) assets and classifications were updated to match those reported on the year-end report. The new data will be analyzed to determine if the desired results were achieved. • The Seasonal Landscape Employee position was approved by the Authority Board. Facilities and HR advertised the position and received no applications. SMFRA also contacted the Salvation Army and Wounded Warrior programs to get perspective applicants. No matches were found for the position. • Facilities performed the following projects in 2014: o Replaced the roof on Station 37. o Replaced the roof at Station 43. o Replaced and repaired the roof at JSF. o Replaced the windows at Station 33. o Replaced the carpet at Station 39 and Station 43. o Interior painting at Station 33,Station 37, Station 41, Station 42, Station 43, Station 44, Station 45, Station 46, and Mineral Headquarters. o Converted Apparatus Exhaust to Nederman at Station 32 and Station 33. • The concrete parking lot installation at Station 40 and the sewer system tie in at Station 36 were deferred. These projects will be rescheduled as part of the Facilities Condition Assessment.
2015 Goals:
Facility Design and Construction • Finish design work for the new Station 31. • Decommission the old Station 31. • Start construction of the new Station 31. • Start design work for the new Station 32. • Design work for new office building at the JSF for the Preparedness Division. • Design work for Drill Ground upgrades. • Board room audio visual infrastructure changes.
Component Replacement and Upgrades • Replace windows at Station 44. • Upgrade attic insulation at Station 43. • Replace carpet at Station 35. • Landscape replacement/upgrade at Mineral Headquarters.
Energy Conservation • Replace bay lights with LED’s Station 34, Station 35, Station 46, and JSF. • Replace station lights with LED’s Station 42. • Design and install interlocks between bay doors and bay heaters. When bay doors are open, the bay heaters will turn off.
130 Long Range Planning • Complete 2015 Facilities Condition Assessment. • Develop new Facilities Capital Replacement Schedule. • Update the Facilities Strategic Plan.
Employment • Advertise, test and hire Seasonal Maintenance Technician.
131 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (31) Facilities Management
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5000 Salaries 140,933 166,703 145,793 181,227 5400 Project/Meeting Overtime 97 1,500 6000 Pension Expense 16,440 17,359 17,088 18,281 6025 Retiree Health Savings 2,728 2,893 1,962 1,523 6050 Deferred Compensation - Employer Contribution 3,783 4,011 5,417 6,462 6100 Health Insurance 8,141 17,012 13,564 23,565 6125 Vision Insurance 195 246 209 392 6150 Dental Insurance 744 1,240 892 1,461 6200 Life, Accidental Death and Dismemberment Insurance 309 367 357 385 6225 Long Term Disability 1,037 1,114 1,115 1,173 6300 Social Security and Medicare 2,038 3,649 2,300 4,331 6400 Flex Fee 12 330 126 71 7000 General Supplies 104,458 94,600 88,444 90,854 7025 Office Supplies 35 400 0 7050 Computer Supplies 56,580 7075 Postage/Shipping 250 250 7100 Equipment $500 to $4,999 27,718 28,575 26,772 68,750 7125 Books/Publications 83 7150 Memberships 246 350 350 7175 Certifications 550 7200 Advertising 25 7225 Awards and Recognition 250 250 7250 Uniforms 308 500 177 500 7450 Utilities - Electricity 247,237 245,550 215,341 202,700 7475 Utilities - Gas 83,686 101,300 82,468 98,150 7500 Utilities - Water/Sewer 79,615 111,020 77,424 100,220 7525 Trash Service 21,119 19,280 24,061 19,860 7550 Fuel 1,350 2,000 576 2,000 8175 Professional Services - Other 8,780 12,000 6,642 10,000 8225 Seminars/Conferences 2,550 1,500 2,000 8250 Travel/Lodging 462 1,500 1,500 8275 Mileage 122 8300 Business/Meeting Expense 108 8325 Janitorial Services 23,830 25,080 20,136 14,400 8350 Routine Maintenance 151,507 183,291 137,711 118,857 8375 Outside Repairs and Services 297,553 185,900 193,291 208,050 8400 Equipment Rental 376 8410 Space Rental 571,372 571,372 571,972 427,768 9600 Buildings and Grounds 175,012 502,850 139,693 231,910 9800 Equipment ($5,000 and over) 65,742 5 Total Expenses 2,040,193 2,359,071 1,775,141 1,837,240
132 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (31-0000) Facilities Management - Project Non-specific
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5000 Salaries 140,933 166,703 145,793 181,227 5400 Project/Meeting Overtime 97 1,500 6000 Pension Expense 16,440 17,359 17,088 18,281 6025 Retiree Health Savings 2,728 2,893 1,962 1,523 6050 Deferred Compensation - Employer Contribution 3,783 4,011 5,417 6,462 6100 Health Insurance 8,141 17,012 13,564 23,565 6125 Vision Insurance 195 246 209 392 6150 Dental Insurance 744 1,240 892 1,461 6200 Life, Accidental Death and Dismemberment Insurance 309 367 357 385 6225 Long Term Disability 1,037 1,114 1,115 1,173 6300 Social Security and Medicare 2,038 3,649 2,300 4,331 6400 Flex Fee 12 330 126 71 7000 General Supplies 10,531 4,500 4,695 5,000 LID - General Supplies 3,500 LID - Tool for Maintenance Tech 1,500 7025 Office Supplies 35 400 7050 Computer Supplies 56,580 7075 Postage/Shipping 250 250 LID - Postage/Shipping 250 7100 Equipment $500 to $4,999 4,985 20,000 10,000 20,000 LID - Opticom Installation 20,000 7125 Books/Publications 83 7150 Memberships 246 350 350 LID - IFMA Membership 350 7175 Certifications 550 7200 Advertising 25 7225 Awards and Recognition 250 250 LID - Awards and Recognition 250 7250 Uniforms 308 500 177 500 LID - Uniform Allowance 500 8175 Professional Services - Other 1,078 10,000 3,692 10,000 LID - Professional Consultation- Construction 2,500 LID - Professional Consultation- Engineering 2,500 LID - Professional Consultation- Environmental 5,000 8225 Seminars/Conferences 2,550 1,500 2,000 LID - Outside Conferences 2,000 8250 Travel/Lodging 462 1,500 1,500 LID - Travel 1,500 8275 Mileage 122 8300 Business/Meeting Expense 108 8350 Routine Maintenance 2,159 7,750 9,000 10,750 LID - Field Mowing- Estancia, Lima 800 LID - Fire Extinguisher Testing 2,000 LID - Green Initiatives 7,500 LID - Parker Water Use Fee- Brandbury Tower 200 LID - Recycling Fees 250
133 Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 8375 Outside Repairs and Services 38,253 51,000 25,000 53,000 LID - Bay Exhaust Adjustments 2,000 LID - Electrical Drop Adjustments 1,000 LID - Fire Extinguisher Replacement 2,000 LID - Opticom Repairs 8,000 LID - Snow Removal and Repairs 40,000 9600 Buildings and Grounds 215,500 37,500 LID - Emergency Repair Reserve 37,500 5 Total Expenses 237,844 585,003 242,996 379,971
134 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (31-0031) Station 31
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 7000 General Supplies 6,934 2,850 3,278 1,500 LID - General Supplies 1,500 7100 Equipment $500 to $4,999 700 4,250 738 7450 Utilities - Electricity 4,306 4,000 3,811 2,000 LID - Utilities- Electricity 2,000 7475 Utilities - Gas 1,463 1,500 1,285 900 LID - Utilities- Gas 900 7500 Utilities - Water/Sewer 2,060 1,750 2,336 900 LID - Utilities- Water/Sewer 900 7525 Trash Service 762 750 877 450 LID - Trash Service 450 8350 Routine Maintenance 2,602 2,720 2,382 250 LID - Extermination Service 250 8375 Outside Repairs and Services 4,920 5,500 4,064 1,250 LID - Non-Scheduled Maintenance 1,250 9600 Buildings and Grounds 43,014 7,100 5 Total Expenses 66,762 30,420 18,771 7,250
135 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (31-0032) Station 32
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 7000 General Supplies 8,397 5,800 4,384 5,250 LID - General Supplies 5,250 7100 Equipment $500 to $4,999 1,680 514 3,850 LID - Portable AC for Bay 3,850 7450 Utilities - Electricity 9,699 8,700 8,839 8,700 LID - Utilities- Electrical (Bergman) 700 LID - Utilities- Electricity 8,000 7475 Utilities - Gas 3,236 3,500 2,935 3,500 LID - Utilities- Gas 3,500 7500 Utilities - Water/Sewer 2,635 3,650 4,560 3,970 LID - Englewood Sewer Fee 750 LID - Southeast Metro Storm Water Fee 720 LID - Utilities-Water/Sewer 2,500 7525 Trash Service 747 750 877 875 LID - Trash Service 875 8350 Routine Maintenance 3,366 6,430 7,983 3,300 LID - Backflow Preventer Inspections 85 LID - Extermination Services 840 LID - Generator PM 550 LID - HVAC PM 575 LID - Landscape Maintenance 450 LID - Sand Trap Pumping 350 LID - Water Filters 450 8375 Outside Repairs and Services 6,198 6,000 4,375 5,500 LID - Non-Scheduled Maintenance 5,500 9600 Buildings and Grounds 17,700 13272 5 Total Expenses 35,957 52,530 47,739 34,945
136 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (31-0033) Station 33
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 7000 General Supplies 4,473 3,875 3,547 3,875 7100 Equipment $500 to $4,999 599 5,395 7450 Utilities - Electricity 7,110 7,000 6,300 5,750 LID - Utilities- Electricity 5,750 7475 Utilities - Gas 2,286 2,750 2,536 3,250 LID - Utilities- Gas 3,250 7500 Utilities - Water/Sewer 2,656 3,825 2,162 3,725 LID - City of Englewood Sewer Fee 850 LID - Southeast Metro Storm Water Fee 625 LID - Utilities-Water/Sewer 2,250 7525 Trash Service 747 750 877 800 LID - Trash Service 800 7550 Fuel 26 250 107 250 LID - Generator Fuel 250 8350 Routine Maintenance 2,422 3,740 2,374 2,885 LID - Backflow Preventer Inspection 85 LID - Boiler Inspection 75 LID - Extermination Service 600 LID - Generator PM 550 LID - HVAC PM 600 LID - Landscape Maintenance 450 LID - Sandtrap Cleaning 325 LID - Water Filter 200 8375 Outside Repairs and Services 3,914 6,750 8,419 6,750 LID - Non-Scheduled Repairs 6,750 9600 Buildings and Grounds 31,745 32,900 25,471 5 Total Expenses 55,978 61,840 57,188 27,285
137 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (31-0034) Station 34
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 7000 General Supplies 6,762 8,430 6,546 7,125 LID - General Supplies 7,125 7100 Equipment $500 to $4,999 665 2,284 7450 Utilities - Electricity 17,207 16,000 15,817 15,750 LID - Utilities- Electicity 15,750 7475 Utilities - Gas 6,172 6,250 6,156 8,250 LID - Utilities-Gas 8,250 7500 Utilities - Water/Sewer 2,867 3,700 1,636 3,700 LID - City of Englewood Sewer Fee 750 LID - Southeast MetroStorm Water Fee 400 LID - Utilities-Water/Sewer 2,550 7525 Trash Service 747 750 869 850 LID - Trash Service 850 7550 Fuel 304 500 500 LID - Generator Fuel 500 8350 Routine Maintenance 15,080 8,915 6,339 8,660 LID - Backflow Preventer Inspection 85 LID - Elevator PM 2,575 LID - Elevator Registration 250 LID - Extermination Services 780 LID - Fire Alarm Inspection 150 LID - Fire Alarm Monitoring 350 LID - Fire Sprinkler Inspection 300 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 495 8375 Outside Repairs and Services 16,775 7,650 13,441 13,000 LID - Replace Bay Lights with LED's 4,250 LID - Non-Scheduled Maintenance 8,750 9600 Buildings and Grounds 50,250 LID - Concrete Repairs North Side of Bays 50,250 5 Total Expenses 66,580 52,195 53,088 108,085
138 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (31-0035) Station 35
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 7000 General Supplies 9,373 9,688 7,946 7,850 LID - General Supplies 7,850 7100 Equipment $500 to $4,999 1,996 7450 Utilities - Electricity 15,563 15,500 12,907 13,450 LID - Utilities- Electrical 13,450 7475 Utilities - Gas 8,710 10,250 8,934 11,500 LID - Utilities- Gas 11,500 7500 Utilities - Water/Sewer 12,748 12,700 12,854 16,100 LID - SEMSWA Fee 1,350 LID - Utilities- Water/Sewer 14,750 7525 Trash Service 1,495 1,350 1,755 850 LID - Trash Service 850 7550 Fuel 250 250 LID - Generator Fuel 250 8350 Routine Maintenance 5,379 8,500 8,498 4,555 LID - AST Inspection 200 LID - AST Registration 40 LID - Backflow Preventer Inspection 85 LID - Extermination Services 720 LID - Extractor PM 175 LID - Fire Alarm Inspection 145 LID - Fire Sprinkler Inspection 185 LID - Generator PM 730 LID - HVAC PM 600 LID - Landscape Maintenance 450 LID - Sand Trap Cleaning 475 LID - Water Filters 750 8375 Outside Repairs and Services 37,202 8,200 11,556 11,400 LID - Replace Bay Lights with Extended Life T8 1,950 LID - Non-Scheduled Maintenance 9,450 9600 Buildings and Grounds 20,907 5 Total Expenses 113,372 66,438 64,450 65,955
139 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (31-0036) Station 36
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 7000 General Supplies 6,814 3,575 3,209 4,025 LID - General Supplies 4,025 7100 Equipment $500 to $4,999 3,926 3,900 LID - Power Washer 2,150 LID - Replacement Riding Lawn Mower 1,750 7450 Utilities - Electricity 6,025 5,250 5,342 6,150 LID - Utilities- Electricity 6,150 7475 Utilities - Gas 1,697 1,750 1,850 2,500 LID - Utility- Gas 2,500 7500 Utilities - Water/Sewer 1,005 1,620 789 1,250 LID - Utilities- Water/Sewer 1,250 7525 Trash Service 747 750 877 800 LID - Trash Service 800 8350 Routine Maintenance 3,614 6,025 6,262 4,575 LID - AST Inspection 200 LID - AST Registration 40 LID - Backflow Preventer Inspection 85 LID - Extermination Services 600 LID - Generator PM 450 LID - HVAC PM 575 LID - Landscape Maintenance 450 LID - Sand Trap Cleaning 475 LID - Septic Tank Cleaning 1,450 LID - Water Filters 250 8375 Outside Repairs and Services 9,130 6,800 3,878 6,800 LID - Non-Scheduled Maintenance 6,800 9600 Buildings and Grounds 3,950 5 Total Expenses 32,958 29,720 22,207 30,000
140 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (31-0037) Station 37
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 7000 General Supplies 1,226 1,300 2,453 1,450 LID - General Supplies 1,450 7450 Utilities - Electricity 3,246 3,250 3,553 3,250 LID - Utilities- Electicity 3,250 7475 Utilities - Gas 2,256 2,800 2,437 2,950 LID - Utilities- Gas 2,950 7500 Utilities - Water/Sewer 1,968 3,000 3,959 4,000 LID - Utilities- Water/Sewer 4,000 7525 Trash Service 747 750 869 750 LID - Trash Service 750 8350 Routine Maintenance 2,110 2,990 3,700 3,045 LID - Back Flow Preventer Inspection 85 LID - Boiler Inspection 110 LID - Extermination Services 600 LID - Generator PM 475 LID - HVAC PM 575 LID - Landscape Maintenance 850 LID - Sand Trap Cleaning 350 8375 Outside Repairs and Services 9,117 3,500 6,188 11,750 LID - Asbestos Remediation- Kitchen, Dining Room 7,500 LID - Non-Scheduled Maintenance 4,250 9600 Buildings and Grounds 23,750 32,127 14,500 LID - Kitchen Upgrades 14,500 5 Total Expenses 20,671 41,340 55,286 41,695
141 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (31-0038) Station 38
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 7000 General Supplies 10,251 4,860 5,871 5,250 LID - General Supplies 5,250 7100 Equipment $500 to $4,999 752 7450 Utilities - Electricity 17,486 12,500 15,384 12,500 LID - Utilities- Electricity 12,500 7475 Utilities - Gas 4,148 5,500 4,700 5,500 LID - Utilities- Gas 5,500 7500 Utilities - Water/Sewer 3,106 3,750 1,167 3,250 LID - Utilities- Water/Sewer 3,250 7525 Trash Service 854 600 665 500 LID - Trash Service 500 7550 Fuel 500 500 LID - Generator Fuel 500 8350 Routine Maintenance 3,458 5,880 6,395 2,260 LID - Backflow Preventor Inspection 45 LID - Boiler Inspection 110 LID - Extermination Services 600 LID - Extractor PM 175 LID - Fire Alarm Inspection 100 LID - Fire Alarm Monitoring 200 LID - Fire Sprinkler Inspection 100 LID - Generator PM 280 LID - HVAC PM 400 LID - Sand Trap Cleaning 250 8375 Outside Repairs and Services 4,849 5,850 4,626 8,750 LID - Tint Dining Room Windows 3,000 LID - Non-Scheduled Maintenance 5,750 9600 Buildings and Grounds 10,940 5 Total Expenses 55,092 39,440 39,560 38,510
142 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (31-0039) Station 39
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 7000 General Supplies 2,855 4,254 3,047 4,350 LID - General Supplies 4,350 7450 Utilities - Electricity 9,719 9,875 9,800 9,875 LID - Utilities- Electricity 9,875 7475 Utilities - Gas 3,038 3,750 3,241 4,050 LID - Utilities- Gas 4,050 7500 Utilities - Water/Sewer 1,779 3,150 1,149 2,150 LID - Utilities Water/Sewer 2,150 7525 Trash Service 987 750 1,154 750 LID - Trash Service 750 8350 Routine Maintenance 5,255 5,100 6,347 3,895 LID - Backflow Preventor Inspection 85 LID - Extermination Services 1,085 LID - Extractor PM 175 LID - Fire Alarm Inspection 150 LID - Fire Sprinkler Inspection 170 LID - Generator PM 550 LID - HVAC PM 575 LID - Landscape Maintenance 425 LID - Sand Trap Cleaning 330 LID - Water Filters 350 8375 Outside Repairs and Services 14,326 13,300 4,028 7,250 LID - Non-Scheduled Maintenance 7,250 5 Total Expenses 37,959 40,179 28,766 32,320
143 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (31-0040) Station 40
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 7000 General Supplies 3,733 3,090 3,621 3,275 LID - General Supplies 3,275 7100 Equipment $500 to $4,999 2,987 640 7450 Utilities - Electricity 5,733 6,125 4,881 6,125 LID - Utilities- Electricity 6,125 7475 Utilities - Gas 2,077 2,250 2,273 2,850 LID - Utilities- Gas 2,850 7525 Trash Service 747 750 877 885 LID - Trash Service 885 8350 Routine Maintenance 3,332 8,405 7,561 6,700 LID - Extermination Services 600 LID - Fire Alarm Inspection 150 LID - Generator PM 675 LID - HVAC PM 625 LID - Parking Lot Maintenance 1,000 LID - Sand trap Cleaning 350 LID - Septic System Cleaning 1,100 LID - Water Filter Rental 1,200 LID - Water Filters 1,000 8375 Outside Repairs and Services 6,691 5,450 2,035 4,750 LID - Non-Scheduled Maintenance 4,750 9600 Buildings and Grounds 16,674 5 Total Expenses 41,975 26,070 21,888 24,585
144 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (31-0041) Station 41
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 7000 General Supplies 5,122 8,038 7,977 9,050 LID - Gear Grid Top Shelf 850 LID - General Supplies 8,200 7100 Equipment $500 to $4,999 669 4,325 3,329 7450 Utilities - Electricity 11,801 11,750 11,027 12,500 LID - Utilities- Electricity 12,500 7475 Utilities - Gas 3,604 4,000 4,116 4,950 LID - Utilities- Gas 4,950 7500 Utilities - Water/Sewer 4,676 10,800 5,483 9,850 LID - Parker Storm Water Fee 850 LID - PWS Water Fee 4,500 LID - Utilities- Water/Sewer 4,500 7525 Trash Service 941 750 1,024 750 LID - Trash Service 750 8350 Routine Maintenance 7,129 15,425 6,934 6,902 LID - Backflow Preventer Inspection 85 LID - Elevator Inspection 250 LID - Elevator PM 2,800 LID - Extermination Services 780 LID - Fire Alarm Inspection 230 LID - Fire Alarm Monitoring 350 LID - Fire Sprinkler Inspection 257 LID - Generator PM 650 LID - HVAC PM 600 LID - Landscape Maintenance 425 LID - Sand Trap Cleaning 475 8375 Outside Repairs and Services 10,311 7,200 16,786 9,250 LID - Replace Garage Door Windows that Lost Seal 500 LID - Non-Scheduled Maintenance 8,750 5 Total Expenses 44,254 62,288 56,676 53,252
145 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (31-0042) Station 42
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 7000 General Supplies 2,941 4,400 4,022 5,150 LID - General Supplies 5,150 7450 Utilities - Electricity 8,713 9,000 8,424 9,450 LID - Utilities- Electricity 9,450 7475 Utilities - Gas 2,505 2,650 3,512 3,850 LID - Utilities- Gas 3,850 7500 Utilities - Water/Sewer 5,575 5,500 4,856 5,500 LID - Utilities- Water/Sewer 5,500 7525 Trash Service 926 750 1,031 775 LID - Trash Service 775 8350 Routine Maintenance 3,823 4,955 3,577 7,605 LID - Backflow Preventer Inspection 85 LID - Boiler Inspection 75 LID - Extermination Service 600 LID - Field Mowing/Spraying 650 LID - Fire Alarm Inspection 145 LID - Fire Alarm Monitoring 350 LID - Fire Sprinkler Inspection 155 LID - Generator PM 575 LID - HVAC PM 575 LID - Landscape Maintenance 450 LID - Landscape Upgrades- Trees and Shrubs 2,500 LID - Sand Trap Cleaning 395 LID - Septic Tank Cleaning 1,050 8375 Outside Repairs and Services 11,262 9,950 8,388 7,000 LID - LED Light Upgrades 1,750 LID - Non-Scheduled Maintenance 5,250 9600 Buildings and Grounds 13,787 5 Total Expenses 49,532 37,205 33,810 39,330
146 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (31-0043) Station 43
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 7000 General Supplies 2,812 3,650 4,123 3,850 LID - General Supplies 3,850 7100 Equipment $500 to $4,999 1,342 7450 Utilities - Electricity 7,675 8,000 6,792 8,000 LID - Utility- Electricity 8,000 7475 Utilities - Gas 2,884 3,250 3,622 4,100 LID - Utilities- Gas 4,100 7500 Utilities - Water/Sewer 3,567 3,250 3,278 3,750 LID - Utilities- Water/Sewer 3,750 8 Routine Maintenance 3,924 3,465 2,083 3,405 LID - Backflow Preventer Inspection 130 LID - Boiler Inspection 75 LID - Extermination Service 600 LID - Fire Alarm Inspection 150 LID - Fire Alarm Monitoring 325 LID - Fire Sprinkler Inspection 150 LID - Generater PM 575 LID - HVAC PM 575 LID - Landscape Maintenance 450 LID - Sand Trap Cleaning 375 Outside Repairs and Services 9,417 5,850 15,958 16,000 LID - Add Attic Insulation 4,250 LID - Replace Bay Cabinets 500 LID - Xeriscape Retaining Wall 5,000 LID - Non-Scheduled Maintenance 6,250 9600 Buildings and Grounds 8,450 LID - Replace Bay Heater 8,450 5 Total Expenses 30,278 27,465 37,198 47,555
147 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (31-0044) Station 44
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 7000 General Supplies 5,042 4,476 4,121 4,750 LID - General Supplies 4,750 7100 Equipment $500 to $4,999 1,777 7450 Utilities - Electricity 9,506 8,250 9,423 9,150 LID - Utilities- Electricity 9,150 7475 Utilities - Gas 3,084 3,100 3,378 3,750 LID - Utilities- Gas 3,750 7500 Utilities - Water/Sewer 6,775 3,950 3,988 4,250 LID - Utilities- Water/Sewer 4,250 7525 Trash Service 745 750 825 825 LID - Trash Service 825 8350 Routine Maintenance 4,985 4,030 6,398 3,930 LID - Backflow Preventer Inspection 45 LID - Extermination Service 840 LID - Fire Alarm Inspection 175 LID - Fire Alarm Monitoring 350 LID - Fire Sprinkler Inspection 170 LID - Generator PM 550 LID - HVAC PM 575 LID - Landscape Maintenance 450 LID - Sand Trap Cleaning 775 8375 Outside Repairs and Services 23,646 6,300 10,647 7,850 LID - Non-Scheduled Maintenance 7,850 9600 Buildings and Grounds 32,500 LID - Replace Station Windows 32,500 5 Total Expenses 53,782 30,856 40,557 67,005
148 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (31-0045) Station 45
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 7000 General Supplies 4,426 4,654 5,455 4,654 LID - General Supplies 4,654 7100 Equipment $500 to $4,999 1,000 LID - Community Room Table 1,000 7450 Utilities - Electricity 13,039 12,500 11,555 11,500 LID - Utilities- Electricity 11,500 7475 Utilities - Gas 3,944 4,250 4,004 5,250 LID - Utilities- Gas 5,250 7500 Utilities - Water/Sewer 3,122 3,500 2,705 3,500 LID - Utilities- Water/Sewer 3,500 7525 Trash Service 926 750 1,034 820 LID - Trash Service 820 8350 Routine Maintenance 4,505 3,490 4,419 3,390 LID - Backflow Preveter Inspection 85 LID - Extermination Service 600 LID - Fire Alarm Inspection 175 LID - Fire Alarm Monitoring 350 LID - Fire Sprinkler Inspection 170 LID - Generator PM 595 LID - HVAC PM 575 LID - Landscape Maintenance 450 LID - Sand Trap Cleaning 390 8375 Outside Repairs and Services 12,054 6,750 23,555 9,700 LID - Drainage repairs on east side of station 1,450 LID - Non-Scheduled Maintenance 8,250 8400 Equipment Rental 228 5 Total Expenses 42,245 35,894 52,727 39,814
149 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (31-0046) Station 46
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 7000 General Supplies 3,704 5,300 4,579 4,650 LID - General Supplies 4,650 7100 Equipment $500 to $4,999 732 7450 Utilities - Electricity 12,152 12,000 10,522 12,000 LID - Utilities- Electricity 12,000 7475 Utilities - Gas 4,405 5,150 6,033 6,250 LID - Utilities- Gas 6,250 7500 Utilities - Water/Sewer 5,525 9,925 5,314 10,075 LID - Parker Storm Water Fee 1,850 LID - PWS Water Fee 2,650 LID - Utilities- Water/Sewer 5,575 7525 Trash Service 931 750 1,054 840 LID - Trash Service 840 8350 Routine Maintenance 4,269 3,660 3,074 3,895 LID - Backflow Preventer Inspection 85 LID - Extermination Services 600 LID - Extractor PM 175 LID - Fire Alarm Inspection 175 LID - Fire Alarm Monitoring 350 LID - Fire Sprinkler Inspection 170 LID - Generator PM 750 LID - HVAC PM 625 LID - Landscape Maintenance 450 LID - Sand Trap Cleaning 365 LID - Weed Spraying 150 8375 Outside Repairs and Services 8,082 6,000 7,084 9,200 LID - Move "First In" Notification Light in Weight Room 500 LID - Replace Bay Lights with LED's 2,550 LID - Non-Scheduled Maintenance 6,150 8400 Equipment Rental 148 5 Total Expenses 39,949 42,785 37,660 46,910
150 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (31-0047) Station 47
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 7000 General Supplies 3,573 3,860 2,626 3,650 LID - General Supplies 3,650 7450 Utilities - Electricity 9,856 9,500 9,966 9,950 LID - Utilities- Electricity 9,950 7475 Utilities - Gas 2,486 2,750 2,923 3,150 LID - Utilities- Gas 3,150 7525 Trash Service 847 750 995 840 LID - Trash Service 840 7550 Fuel 634 500 500 LID - Generator Fuel 500 8350 Routine Maintenance 12,167 5,785 2,636 5,385 LID - Backflow Preventer Inspection 45 LID - Extermination Service 600 LID - Fire Alarm Inspection 175 LID - Fire Alarm Monitoring 350 LID - Fire Sprinkler Inspection 170 LID - Generator PM 675 LID - HVAC PM 585 LID - Landscape Maintenance 350 LID - Sand Trap Cleaning 385 LID - Septic Tank Cleaning 1,050 LID - Traffic Light PM 1,000 8375 Outside Repairs and Services 11,408 5,850 2,673 5,850 LID - Non-Scheduled Maintenance 5,850 5 Total Expenses 40,972 28,995 21,819 29,325
151 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (31-9000) Mineral Headquarters
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 7000 General Supplies 661 1,500 564 1,000 LID - General Supplies 1,000 7500 Utilities - Water/Sewer 523 8350 Routine Maintenance 2,444 27,650 17,868 13,400 LID - Partion Wall PM 400 LID - Repairs by Management Firm 8,500 LID - UPS PM 4,500 8375 Outside Repairs and Services 7,122 3,000 367 5,000 LID - Non-Scheduled Maintenance 5,000 8410 Space Rental 571,372 571,372 571,372 427,768 9600 Buildings and Grounds 9,314 59,850 LID - Tenant Finish of IT Offices 59,850 5 Total Expenses 590,913 603,522 590,694 507,018
152 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (31-9041) Storage Building 1
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 7450 Utilities - Electricity 490 450 416 7475 Utilities - Gas 734 750 766 7500 Utilities - Water/Sewer 1,473 1,000 1,105 8350 Routine Maintenance 1,229 1,575 1,187 8375 Outside Repairs and Services 500 200 5 Total Expenses 3,926 4,275 3,674
Building sold in 2014.
153 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (31-9042) Storage Building 2
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 7000 General Supplies 11 7450 Utilities - Electricity 551 700 286 600 LID - Utilities- Electricity 600 7475 Utilities - Gas 2,896 2,000 2,000 LID - Utilities- Gas 2,000 8350 Routine Maintenance 800 1,075 625 1,325 LID - Extermination Service 600 LID - Field Mowing/Spraying 500 LID - HVAC PM 225 8375 Outside Repairs and Services 1,810 500 2,873 500 LID - Non-Scheduled Maintenance 500 5 Total Expenses 6,057 4,275 3,795 4,425
154 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (31-9100) Joint Service Facility
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 7000 General Supplies 4,824 5,000 4,710 5,000 LID - General Supplies 5,000 7100 Equipment $500 to $4,999 8,207 40,000 LID - Cubicles 40,000 7450 Utilities - Electricity 39,049 42,500 41,137 42,500 LID - Utilities- Electricity 42,500 7475 Utilities - Gas 10,868 19,750 12,383 17,500 LID - Utilities- Gas 17,500 7500 Utilities - Water/Sewer 11,646 20,600 15,292 22,600 LID - Parker Storm Water Fee 4,100 LID - Utilities- Water/Sewer 18,500 7525 Trash Service 5,975 5,500 7,507 7,500 LID - Trash Service 7,500 8175 Professional Services - Other 630 8325 Janitorial Services 14,510 14,400 14,400 14,400 LID - Janitorial Service 14,400 8350 Routine Maintenance 27,794 17,405 15,132 14,145 LID - Add Outlets to Charge Vehicles with AVL While at Fleet 350 LID - Extermination Service 450 LID - Extractor PM 175 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 350 LID - Generator PM- Main Building 420 LID - HVAC PM 3,000 LID - Landscape Maintenance 4,900 LID - Sand Trap Cleaning 550 LID - Snow Removal 2,500 8375 Outside Repairs and Services 23,610 4,500 12,306 4,500 LID - Non-Scheduled Maintenance 4,500 9600 Buildings and Grounds 23,631 183,000 68,823 28,860 LID - Concrete Repairs- Drill Ground 10,000 LID - Concrete Repairs- Driveway 12,500 LID - Replace Shop Lights with LEDs 6,360 9800 Equipment ($5,000 and over) 65,742 5 Total Expenses 235,857 312,655 192,320 197,005
155 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (31-9200) Parkglenn Headquarters
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 7000 General Supplies 3 1,250 1,659 7100 Equipment $500 to $4,999 572 7450 Utilities - Electricity 35,735 39,000 14,230 7475 Utilities - Gas 10,823 11,550 5,129 7500 Utilities - Water/Sewer 5,539 14,750 2,886 7525 Trash Service 1,245 1,330 894 7550 Fuel 386 469 8175 Professional Services - Other 7,702 2,000 2,320 8325 Janitorial Services 9,320 10,680 5,736 8350 Routine Maintenance 26,704 22,806 6,157 8375 Outside Repairs and Services 26,933 6,500 1,762 9600 Buildings and Grounds 5,000 18,950 5 Total Expenses 129,962 128,816 41,242
Building sold in 2014
156 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (31-9400) Driving Track
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 7500 Utilities - Water/Sewer 894 600 1,383 1,650 LID - Utilities- Water/Sewer 1,650 8350 Routine Maintenance 1,820 3,600 2,675 LID - Concrete Repairs 2,000 LID - Landscape Maintenance 675 8375 Outside Repairs and Services 1,000 2,010 1,000 LID - Non-Scheduled Maintenance 1,000 5 Total Expenses 2,714 5,200 3,393 5,325
157 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (31-9500) Elbert County Tower
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 7450 Utilities - Electricity 661 1,500 3477 1,500 LID - Utility- Electricity 1,500 7475 Utilities - Gas 800 1,100 LID - Utilities- Propane 1,100 8350 Routine Maintenance 827 1,045 465 1,100 LID - Field Mowing 375 LID - Generator PM 475 LID - Propane Monitoring 250 8375 Outside Repairs and Services 99 1,000 4 1,000 LID - Non-Scheduled Maintenance 1,000 5 Total Expenses 1,587 4,345 3,946 4,700
158 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (31-9700) Reservoir Tower
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 7000 General Supplies 250 150 LID - General Supplies 150 7450 Utilities - Electricity 1,914 2,200 1,452 2,000 LID - Utilities- Electricity 2,000 7475 Utilities - Gas 370 1,000 255 1,000 LID - Utilities- Propane 1,000 8350 Routine Maintenance 310 870 315 825 LID - Generator PM 475 LID - Parker Water Use Fee 100 LID - Propane Monitoring 250 8375 Outside Repairs and Services 424 1,000 1,067 1,000 LID - Non-Scheduled Maintenance 1,000 8410 Space Rental 600 5 Total Expenses 3,019 5,320 3,689 4,975
159
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160 Wellness and Fitness Fund 01 Bureau/Division 32 Program Description
The primary mission of the Wellness and Fitness Bureau 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 Bureau will administer the workers’ compensation, modified duty, annual physical, fit for duty and rehabilitation programs for the Authority.
Budget Summary
Expenditures Actual 2013 Estimated 2014 Budget 2015 Salary & Benefits $91,018 $160,627
Supplies & Expenses 172,963 230,797 353,408 Capital 15,000 40,000
Workers Comp Insurance 828,848 900,000 1,428,361 $1,001,811 $1,236,815 $1,982,396
Personnel Summary
Position Actual 2013 Actual 2014 Budget 2015 Wellness Manager 1 1
2014 Accomplishments
• Obtained financial bids for equipment necessary for Wellness Center. Purchased equipment, furnished and opened Wellness Center to Authority personnel. • Assumed management of South Metro Fire Rescue Authority’s workers compensation program. • Implemented use of Sportsware Injury Management System for tracking of both work and non- work related injuries, and workers compensation claims. • Under the direction of a physician, provided in-house injury evaluation, treatment of, and development of rehabilitation programs for both work related and non-work related injuries to SMFRA personnel. • Added and Subtracted Physician Providers to SMFRA Workers Compensation Medical Provider List. This puts SMFRA in compliance with the state statute requiring four medical providers by April 1, 2015. • Reviewed and evaluated SMFRA annual physical program. • Developed new annual physical program for SMFRA. • Provided recommendations for annual wellness evaluations and assessments for SMFRA personnel. • Began to review and evaluate the strength and conditioning program for the new recruit academy.
161 • Obtained quotes for wellness consultation from certified strength and conditioning professionals in regards to physical fitness program for the new recruit academy. • Began to review and evaluate current annual “fit for duty” assessments. • Began to build a policy and program for return to work following injury or illness “fit for duty” assessments.
2015 Goals
• Develop Internship Program for SMFRA wellness program. • Implement new strength and conditioning program for new recruit academy. • Begin administering annual wellness evaluations and assessments for line personnel. • Develop wellness and fitness program policy and procedures manual. • Develop “Iron Back” program videos for wellness page on Sharepoint. • Develop Nutritional Info Guide. • Create Tiered Medical Program Standards. • Categorize line personnel into one of four Medical Tiers, based on data collected in both annual physical assessments and annual fitness assessments. • Create individualized programs, in conjunction with Peer Fitness Trainers, for firefighters who fall into Tiers three and four. • Attend trainings and give feedback on injury prevention strategies. • Decrease training and PT related injuries.
Fitness
2014 Accomplishments:
• Spring Academy Physical Fitness Training o Redesigned the academy workout program and as a result had only one injury resulting in time lost for the entire academy. o Initiated Functional Movement Screening for recruits in academy and structured workouts specific for each individual.
• Provided line training warm up sessions for the entire series of firefighter lifting and dragging training as well as several of the King Soopers trainings. These warm-ups included education on the use of foam rollers and other soft tissue health as well as additional alternatives to the crossover symmetry when not at the station. • Assisted wellness manager with hosting a seminar for 20 fitness team members providing strength and conditioning and Functional Movement Screen (FMS) training with corrective movement education for implementation on line. • South Metro Advanced Conditioning website provided daily workouts created by fitness team trainer. • Certified 1 new member as Level 1 CrossFit. • Successful managed of the fitness equipment inventory and periodic maintenance.
162 • Added new equipment to stations to allow team workouts at stations. • Three team members attended Strength and Conditioning course in Colorado Springs. • Two team members attended IAFF Wellness Fitness Initiative ACE Certification in Greeley for assistance with development of Wellness Fitness Initiative program for addition to line physicals. • Fitness team members performed Functional Movement Screenings for line personnel. • Recruited and trained for the Firefighter Combat Challenge event held in Colorado.
2015 Goals:
• Create standard warm-up to use prior to all physical training activities. • Soft tissue equipment and instructional video deployment to stations and line personnel. • Continue education of nutrition and wellness (provide more training and make more resources available in the areas of proper nutrition- try to get a Whole 9 seminar out.) • Body Pod Challenge for all personnel. • Fitness team members will attend additional training and seminars to utilize in the education of SMFRA personnel. • Fall Recruit Academy Physical Training. o Implement cardiovascular monitoring. o Structure academy programming using the strength and conditioning methodologies learned from EXOS seminar. • Continue management of the fitness equipment inventory and periodic maintenance. • Create new program to assist rookies with accountability for their fitness and nutrition after the academy.
163 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (32-0000) Fitness Wellness-Project Non Specific
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5000 Salaries 120,451 68,039 101,275 5400 Project/Meeting Overtime 3,200 1,333 23,200 LID - Health/Wellness/Safety Committee Overtime 3,200 LID - Phyicals OT 20,000 6000 Pension Expense 14,454 8,165 12,153 6025 Retiree Health Savings 1,205 680 1,013 6100 Health Insurance 18,125 10,264 18,957 6125 Vision Insurance 254 143 290 6150 Dental Insurance 1,335 734 1,251 6200 Life, Accidental Death and Dismemberment Insurance 299 165 253 6225 Long Term Disability 927 493 780 6300 Social Security and Medicare 1,747 949 1,420 6400 Flex Fee 139 53 35 6450 Worker's Comp Insurance 828,848 1,082,250 900,000 1,428,361 LID - Reserve for previous WC audit expense 80,000 LID - WC Deductibles 210,000 LID - WC SMFRA Premiums 1,138,361 7000 General Supplies 500 21,000 7,000 7050 Computer Supplies 5,495 7100 Equipment $500 to $4,999 15,000 18,250 LID - Biowave 3,500 LID - Gamready 2,000 LID - GR Sleeves 1,000 LID - H-Waves 2,200 LID - Norma Tech MVP 1,750 LID - Rebounder 1,200 LID - Versa Climber 3,300 LID - VibePlate3048 3,300 7125 Books/Publications 200 83 200 LID - Books 200 7150 Memberships 500 500 LID - Memberships 500 7225 Awards and Recognition 2,500 1,042 2,000 LID - Awards/Recognition 2,000 7250 Uniforms 500 328 500 8025 Physicals 172,963 285,050 168,586 298,609 LID - Add required test from physicals 5,000 LID - DOT Physicals 1,625 LID - Fitness for duty 5,500 LID - Physicals - Annual 286,484 8175 Professional Services - Other 28,000 22,000 20,000 LID - Guest Trainers 5,000 LID - Intern Services 15,000 8200 Liability/Property Insurance 249 249 8225 Seminars/Conferences 2,000 500 2,000 8250 Travel/Lodging 1,000 417 1,000 LID - Travel/Lodging 1,000 8275 Mileage 100 50 100 LID - Mileage 100 164 Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 8300 Business/Meeting Expense 1,000 500 1,000 8350 Routine Maintenance 2,500 1,042 2,000 LID - Routine Maintenance 2,000 9800 Equipment ($5,000 and over) 15,000 15,000 40,000 LID - AlterG Treadmill 35,000 LID - Cold Laser 5,000 5 Total Expenses 1,001,811 1,588,731 1,236,815 1,982,396
165
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166 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 2013 Estimated 2014 Budget 2015 Salary & Benefits $437,740 $398,295 $417,674 Supplies & Expenses 255,847 423,002 627,157 Total $693,587 $821,297 $1,044,831
Personnel Summary Position Actual 2013 Actual 2014 Budget 2015 Human Resources Director 1 1 1 Human Resources Benefits/Specialist 2 1 2 Total FTE 3 2 3
2014 Accomplishments
• Worked collaboratively with the Association, select Line Members, Peer Fitness Coordinators and the Support Services Chief to facilitate the creation of the Wellness Manager position and the implementation of an Internal Rehabilitation program. • Implemented a High Deductible Health Plan and Health Savings Account to provide SMFRA members with a third health care plan option that supports consumer driven health care and facilitates an additional savings vehicle for employees. • Collaborated with the Association and the Exec Team to implement a Grievance procedure for SMFRA members. • Implemented disability benefits for line members who separate employment as a result of a medical retirement. • Monitored and evaluated the effectiveness of SMFRA’s partially self-insured medical plan to determine future feasibility. • Collaborated with members of the Exec Team and line to coordinate and execute SMFRA’s first ever, Change of Command Ceremony. • Oversaw the implementation of a new Compensation Philosophy for Line and Staff.
167 • Transitioned SMFRA work comp and annual physical administration to new Wellness Manager. • Changed Dental carrier and Flex Spending Administrator to provide SMFRA employees with a better, more cost effective benefit and a higher level of customer service. • Coordinated a number of employee recognition events such as the annual retiree breakfast, semi-annual retirement parties, employee recognition banquet and Chief Qualman’s retirement party. • Collaborated with EMS staff to execute a lateral Paramedic hiring process that lead to the selection of 12 paramedic candidates. • Coordinated the selection process for 3 Inspectors, a Sr. Application Database Manager, a Wellness Manager and an internal promotional process for a Plan Reviewer. • Collaborated with KRW and Be Intentional to facilitate the Fire Chief selection process.
2015 Goals
• Continue to educate SMFRA members regarding the High Deductible Health Plan and Health Savings Account to increase awareness regarding the benefits of consumer driven health care. • Collaborate with MetCom to coordinate the integration of MetCom employees into SMFRA. • Maintain adequate HR staffing levels to ensure a high level of customer service to internal and external customers. • Continue to monitor and evaluate the effectiveness of partially self-insured medical plan for future sustainability. • Partner with EMS to conduct a Paramedic hiring process. • Coordinate a Firefighter hiring process. • Evaluate alternative human resource information systems. • Partner with EMS, True North and SMFRA’s Wellness Manager to implement an in-house employee clinic. • Evaluate expansion of employee onboarding process to include multiple disciplines. • Conduct a thorough benefits evaluation to assess comparability with our market. • Evaluate alternative performance management tools. • Hire an HR Analyst. • Maintain HR staffing to ensure a physical presence during 90% of the time.
168 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (33) Human Resources
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5000 Salaries 303,917 253,813 255,636 274,713 5400 Project/Meeting Overtime 20,183 46,920 40,442 35,524 6000 Pension Expense 34,426 30,458 30,459 32,966 6025 Retiree Health Savings 4,439 5,076 3,488 2,747 6050 Deferred Compensation - Employer Contribution 591 627 2,404 3,469 6100 Health Insurance 57,624 54,374 54,717 56,870 6125 Vision Insurance 968 762 753 870 6150 Dental Insurance 4,842 4,006 3,790 3,754 6200 Life, Accidental Death and Dismemberment Insurance 652 639 641 689 6225 Long Term Disability 2,206 1,954 1,994 2,115 6300 Social Security and Medicare 4,327 3,475 3,753 3,851 6400 Flex Fee 3,566 417 219 106 7000 General Supplies 3,376 850 694 852 7025 Office Supplies 45 100 248 100 7075 Postage/Shipping 65 400 0 400 7125 Books/Publications 890 1,175 1,000 1,400 7150 Memberships 5,400 5,625 5,609 5,975 7200 Advertising/Public Notices 500 425 850 7225 Awards and Recognition 59,399 65,450 71,642 65,450 7250 Uniforms 300 205 300 8000 Printing/Binding 66 200 83 200 8025 Physicals 22,180 8175 Professional Services - Other 91,186 441,375 250,817 363,725 8225 Seminars/Conferences 2,898 8,325 1,500 8,325 8250 Travel/Lodging 3,904 3,000 2,000 3,000 8275 Mileage 150 79 150 8300 Business/Meeting Expense 2,317 4,250 2,000 4,250 8450 Tuition Assistance 86,301 150,000 86,701 150,000 5 Total Expenses 693,587 1,084,221 821,298 1,044,831
169 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (33-0000) Human Resources-Project Non-specific
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5000 Salaries 303,917 253,813 255,636 274,713 5400 Project/Meeting Overtime 20,183 46,920 40,442 12,520 LID - ERC Committee 3,500 LID - Evaluation Committee 1,500 LID - Misc HR meetings/Committee 2,000 LID - Salary benefit Committee 5,520 6000 Pension Expense 34,426 30,458 30,459 32,966 6025 Retiree Health Savings 4,439 5,076 3,488 2,747 6050 Deferred Compensation - Employer Contribution 591 627 2,404 3,469 6100 Health Insurance 57,624 54,374 54,717 56,870 6125 Vision Insurance 968 762 753 870 6150 Dental Insurance 4,842 4,006 3,790 3,754 6200 Life, Accidental Death and Dismemberment Insurance 652 639 641 689 6225 Long Term Disability 2,206 1,954 1,994 2,115 6300 Social Security and Medicare 4,327 3,475 3,753 3,851 6400 Flex Fee 3,566 417 219 106 7000 General Supplies 3,376 850 694 600 LID - Supplies 600 7025 Office Supplies 45 100 248 100 7075 Postage/Shipping 65 400 0 400 LID - Postage 400 7125 Books/Publications 890 1,175 1,000 1,400 LID - CML Survey 300 LID - CO State Fire Chief survey 300 LID - Liability posters 600 LID - Misc books and manuals 200 7150 Memberships 5,400 5,625 5,609 5,975 LID - CPHRA 120 LID - IPMA National 155 LID - IPMA-HRCO 250 LID - MSEC 5,250 LID - SHRM 200 7200 Advertising/Public Notices 500 425 350 LID - Seasonal Mnt Worker Hiring Process 350 7225 Awards and Recognition 59,399 65,450 71,642 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 7250 Uniforms 300 205 300 8000 Printing/Binding 66 200 83 200 LID - Printing 200
170 Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 8025 Physicals 5,500 LID - Fitness for duty 5,500 8175 Professional Services - Other 91,186 441,375 250,817 359,725 LID - Admin Leadership Development 20,000 LID - ADP background services 600 LID - Background checks non-planned hires 250 LID - Cardio Coverage 57,750 LID - Coaching/mediation 7,000 LID - Cobra administration 4,200 LID - Employee Assistance Program 60,000 LID - Employee Pulse Survey 5,000 LID - Employment liability training 2,500 LID - Ergometrics license 1,600 LID - Executive Coaching 3,000 LID - Health Reform Taxes 75,600 LID - Hospital co pays 50,000 LID - HR consulting 9,000 LID - Misc EAP costs 15,000 LID - Open enrollment services 500 LID - Random drug screening 31,000 LID - Reasonable suspicion/post accident drug testing 525 LID - Transports fees 16,200 8225 Seminars/Conferences 2,898 8,325 1,500 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 3,904 3,000 2,000 3,000 8275 Mileage 150 79 150 8300 Business/Meeting Expense 2,317 4,250 2,000 4,250 LID - Meetings/trainings interview 3,000 LID - Performance management recognition 1,250 8450 Tuition Assistance 86,301 150,000 86,701 150,000 LID - Tuition 150,000 5 Total Expenses 693,587 1,084,221 821,298 1,000,395
171 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (33-1100) Human Resources-Academy
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5400 Project/Meeting Overtime 23,004 LID - OT for Oral Board Assessment 15,000 LID - OT for Paramedic Assessment 8,004 7000 General Supplies 252 LID - New employee orientation materials 252 7200 Advertising/Public Notices 500 LID - Firefighter/Paramedic Hiring Process 500 8025 Physicals 16,680 LID - New Hire Physicals 12,180 LID - New Hire Psych Eval 4,500 8175 Professional Services - Other 4,000 LID - Background checks for new hire Paramedics 4,000 5 Total Expenses 44,436
172
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, Accela, the Life Safety Bureau plan review and tracking software, 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 Mineral Headquarters.
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 and preplans available for planning a fire attack on the scene of a fire or other emergency.
Budget Summary Expenditures Actual 2013 Estimated 2014 Budget 2015 Salary & Benefits $487,675 $626,474 $688,339 Supplies & Expenses 1,196,589 1,769,293 2,573,850 Capital 227,366 68,455 312,037 Total $1,911,630 $2,464,222 $3,574,226
Personnel Summary Position Actual 2013 Actual 2014 Budget 2015 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 1
Radio Ops Tech 0.2 0.2 0.2 Total FTEs 4.2 5.2 5.2
173 2014 Accomplishments: Business Applications Citrix • Deployed a new version of the Citrix Product for SMFRA members. FASTER Fleet Management • Completed and documented the Fleet Service Request business processes analysis. High Plains • Completed the SMFRA’s fire and emergency management services operations solution assessment and prioritized module replacement approach. • Operationalized one High Plains Fire and Medic Manager Products upgrade. Polycom • Operationalized one Polycom PRMM (Accordant) upgrade. • Replaced nine SMFRA’s Station (31, 33, 34, 36, 37, 39, 43, 45, and 46) Polycom cameras with high definition cameras. SharePoint • Established a development, staging, and production SMFRA SharePoint 2013 farms. • Migrated approved SMFRA SharePoint 2010 content into the SMFRA SharePoint 2013 staging and production farms. • Provided SharePoint 2013 end-user training. • Operationalized SMFRA’s” The Q” SharePoint Intranet. • Operationalized several custom SMFRA SharePoint Intranet electronic forms and workflows. Cisco Unified Communications (UC) • Operationalized one UC product upgrade. Cisco Jabber • Deployed the Cisco Jabber solution bringing presence, instant messaging (IM), voice, and desktop sharing capabilities to SMFRA members. Accela Automation • Operationalized a SMFRA integrated Address. • Deployed a SMFRA Geographic Information System (GIS) proxy server solution. Strategic Planning • Operationalized the Technology Bureau’s 2014 and 5-year Strategic Plans. Technology Standards: • Performed impact analysis for newly proposed business applications and technologies. • Engaged a Business Analyst Consultant to gather and document business processes for Emergency Medical Services (EMS), Fleet, and Finance. • Delivered an SMFRA Information Security Awareness virtual eLearning solution where all SMFRA employees completed this mandatory training. • Formed and implemented a SMFRA Operations Technology Committee. Network: • Executed a SMFRA annual Tower maintenance agreement. • Replaced the network switches for Stations 41, 42, 43, and 44. • Replaced the network switches at the Joint Services Facility. • Deployed a proof of concept solution Apparatus Hotspots for iPad and tablet connectivity. Hardware: • Expanded the Storage Area Network to support data growth needs.
174 • Replaced six EMS Medic laptops. • Completed the 2014 Station and Staff Desktop computer refresh. • Replaced the current Lenel security system with the DSX security system at Stations 41, 42, 43, 44, 45, 46, and 47. • Deployed forty-eight Windows tablet computers in support of Staff mobility needs. • Deployed an Environmental Systems Research Institute (ESRI) Geographic Information Systems (GIS) solutions. Software: • Deployed a SharePoint data migration tool. • Implemented a SMFRA Security Awareness eLearning program. • Deployed the K2 SmartForms platform to support SMFRA’s Divisions and Bureaus electronic forms and workflow needs. • Deployed the NetMotion Mobility and Locality solutions. • Completed a proof-of-concept of the Rhodium Event Management solution. • Deployed an ESRI Geographic Information Systems (GIS) solution. Radio Operations • Completed the 2014 800 MHz mobile and portable radio refresh. • Established and deployed the VHF radio program update. • Completed configurations for the deployment the Westnet and Computer Aided Dispatch interface update. Maps Program • Established and operationalized a SMFRA iPad maintenance program. • Formed and implemented a SMFRA Apple Committee. • Completed a proof-of- concept and gained approval of the SMFRA Executive Team of the Rhodium Incident Command System and Event Management solution. • Implemented Apparatus Garmin software updates. • Deployed five Training iPads. • Deployed six replacement Apparatus iPads.
2015 Goals:
Business Applications:
• Citrix o Deploy Citrix Product upgrades as required. o Conducted a program evaluation of the SMFRA Polycom program and developed product roadmap. • High Plains o Replace the High Plains Medic Manager Product with a new solution that includes patient care reporting, patient billing, and QA/QI processes. o Using the Payroll Business Process Analysis, determine whether to replace the High Plains Fire Manager Payroll product with a new solution. o Using the Human Resources Business Process Analysis, determine whether to replace the High Plains Fire Manager Human Resources product with a new solution.
175 • Polycom o Decommission. • SharePoint o Deploy SMFRA’s SharePoint Extranet solution. o Deploy K2 Smart Forms into the SMFRA Intranet environment. • Cisco Unified Communications o Deploy one UC System product upgrade o Replace the end-of-life and service Cisco telephones. o Evaluate and conduct a proof-of-concept of the Cisco Video recording product. • Accela Automation Product o Execute a SMFRA annual Accela maintenance agreement. • ESRI Geographic Information System (GIS). o Deploy ESRI GIS visualization into the SMFRA Intranet environment. • Complete a Radio Frequency Identification (RFID) pilot for EMS supplies, 800 Radios, and SCBA using active and passive tags.
Strategic Planning
• Operationalize Phase II and III of the SMFRA Technology Governance framework. • Operationalize the Technology Bureau’s 2015 and 5-year Strategic Plans. • Collaborating with SMFRA’s Facilities Bureau, complete the remodel of the Technology Bureau’s office area.
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 Fire Suppression. • Implement approved Operations Technology Committee recommended proof-of-concept technologies.
Network:
• Replace the network switches and routers for Stations 31, 32, 33, 34, 35, 36, 37, 39, and 40. • Replace Station and Headquarters Wireless Access Points (WAP) that are at end-of-life. • Perform impact analysis for newly proposed network technologies.
Hardware:
• Upgrade the Storage Area Network to support data growth needs. • Deploy two new Cisco blade servers to support business applications growth and needs.
176 • Upgrade the SMFRA Visix Solution. • Complete an audio upgrade of the Boardroom audio/visual platform. • Complete a proof-of-concept of the MicroStrategy’s Usher Solution. • Complete the transition of the MetCom MDT program into the Technology Bureau. • Perform impact analysis for newly proposed personal computer technologies.
Software:
• Execute a new Microsoft Licensing agreement that includes moving SMFRA’s Exchange/Outlook solution into the Microsoft Cloud environment. • All SMFRA members complete one Security Awareness eLearning course.
Radio Operations
• Deploy new 800 radios. • Deploy a Pilot First-In Station Alerting Video Monitor. • Install new station alerting upgrades.
Maps Program
• Deploy one iPad version upgrade. • Implement Apparatus Garmin software updates. • Complete a Rhodium Incident Command solution proof-of-concept to the identified SMFRA members.
177 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (34) Technology
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget
5000 Salaries 356,005 472,305 447,966 482,440 5400 Project/Meeting Overtime 44,077 54,140 50,440 66,655 6000 Pension Expense 42,400 56,557 53,633 57,773 6025 Retiree Health Savings 4,883 7,233 5,440 4,814 6050 Deferred Compensation - Employer Contribution 2,000 3,499 6100 Health Insurance 28,352 38,908 51,151 56,438 6125 Vision Insurance 596 695 804 964 6150 Dental Insurance 2,708 3,235 3,689 3,916 6200 Life, Accidental Death and Dismemberment Insurance 802 1,181 1,086 1,206 6225 Long Term Disability 2,670 3,629 3,489 3,707 6300 Social Security and Medicare 5,088 6,454 6,474 6,749 6400 Flex Fee 93 695 301 177 7000 General Supplies 68,265 45,600 77,525 34,600 7050 Computer Supplies 12,244 28,400 24,797 26,600 7075 Postage/Shipping 366 600 138 700 7100 Equipment $500 to $4,999 219,313 221,600 341,511 902,270 7125 Books/Publications 65 200 150 200 7150 Memberships 1,158 725 1,025 1,125 7175 Certifications 200 200 7200 Advertising/Public Notices 395 250 250 7225 Awards and Recognition 360 500 500 500 7250 Uniforms 566 600 795 800 7300 Updates/Maintenance Software 260,240 306,975 498,227 489,205 7310 Maintenance Hardware 82,019 171,820 76,241 158,000 7325 Telephone 167,949 184,100 181,538 196,800 7350 Pagers 6,610 9,300 8,099 7,300 7425 Wireless Connections 149,113 200,000 200,000 301,500 8175 Professional Services - Other 187,465 263,500 330,978 369,700 8225 Seminars/Conferences 8,712 18,000 10,320 18,000 8275 Mileage 157 500 410 500 8300 Business/Meeting Expense 678 600 1,025 600 8350 Routine Maintenance 721 2,000 260 3,000 8375 Outside Repairs and Services 30,193 63,500 15,754 62,000 9800 Equipment ($5,000 and over) 227,366 491,000 68,445 312,037 5 Total Expenses 1,911,630 2,655,001 2,464,212 3,574,226
178 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (34-0000) Technology - Project Non-specific
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5000 Salaries 355,010 471,305 446,966 481,440 5400 Project/Meeting Overtime 12,606 10,000 9,554 15,755 LID - Project Overtime 15,755 6000 Pension Expense 42,400 56,557 53,633 57,773 6025 Retiree Health Savings 4,883 7,233 5,440 4,814 6050 Deferred Compensation - Employer Contribution 2,000 3,499 6100 Health Insurance 28,352 38,908 51,151 56,438 6125 Vision Insurance 596 695 804 964 6150 Dental Insurance 2,708 3,235 3,689 3,916 6200 Life, Accidental Death and Dismemberment Insurance 802 1,181 1,086 1,206 6225 Long Term Disability 2,670 3,629 3,489 3,707 6300 Social Security and Medicare 5,088 6,454 6,474 6,749 6400 Flex Fee 93 695 301 177 7000 General Supplies 11,667 5,300 33,901 4,000 LID - Access Card Stock 1,000 LID - Headsets 1,000 LID - Mounting Supplies 1,000 LID - Powerstrips 1,000 7050 Computer Supplies 12,244 24,000 19,047 22,000 LID - Amazon Purchases 8,000 LID - Batteries 1,000 LID - CDW Supplies 10,000 LID - Misc Vendors Supplies 1,000 LID - WPS Antennas 2,000 7075 Postage/Shipping 175 600 125 600 LID - Postage 600 7100 Equipment $500 to $4,999 103,269 74,200 197,511 301,081 LID - Cisco Switches 204,681 LID - Boardroom touch panels 2,600 LID - Building Data Lines 2,000 LID - Cisco Desk Telephone Replacements 18,800 LID - Computer Replacement (Desktop & Laptops, non EMS- 40,000 LID - Office) Furniture 5,000 LID - Stations Media Computer 1,200 LID - Tablets 23,800 LID - UPS Replacements First In 3,000 7125 Books/Publications 65 200 150 200 LID - Books/Publications 200 7150 Memberships 1,158 725 1,025 1,125 LID - CGAIT 700 LID - Expert Exchange 125 LID - IAFC Affilate 125 LID - Project Management Institute 175 7175 Certifications 200 200 LID - Certifications 200 7200 Advertising/Public Notices 395 250 250 LID - Advertising 250 7225 Awards and Recognition 360 500 500 500 LID - Awards and Recognition 500 179 Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 7250 Uniforms 566 600 795 800 LID - Uniforms 800 7300 Updates/Maintenance Software 260,240 304,475 494,324 485,325 LID - Accela Automation Subscription 58,000 LID - Adobe 6,800 LID - Airwatch MDM 10,000 LID - Android Google Play 50 LID - Apple iTunes 100 LID - Citrix 25,000 LID - Civic Plus SMFRA Primary Website 7,000 LID - CompleteFTP 600 LID - DSX Security 2,000 LID - Event Management System 3,000 LID - Formotus (Forms on Fire) 2,250 LID - Great Plains Annual Maintenance 20,000 LID - Great Plains Upgrade 9,000 LID - High Plains 35,000 LID - High Plains Fax 1,500 LID - Info Rad 500 LID - Informacast 1,500 LID - Inspired Learning Secuity Awareness elearning 6,800 LID - K2 5,700 LID - LaserFiche 8,500 LID - Log Me In 3,000 LID - Mail/Spam Filtering 5,500 LID - Maintenance Connection 3,000 LID - MDT CAD True-up 8,000 LID - MDT ESRI Licenses 6,375 LID - MetaVis Architect 1,200 LID - Microsoft Licensing 122,300 LID - NetMotion 9,000 LID - Netwrix 4,000 LID - Office 365 Subscription 1,400 LID - Prophix 10,000 LID - Rightfax 6,100 LID - Servers Alive 150 LID - Solarwinds - Network Monitoring and Client/Server Patch 13,600 LIDM - Symantec - Anti-virus (CDW) 34,500 LID - Track-IT 5,500 LID - Usher (Identity, Security) Subscription 4,000 LID - Visix 4,400 LID - VMWare 20,000 LID - Westnet Station Alerting 20,000 7310 Maintenance Hardware 82,019 171,820 76,241 158,000 LID - Cisco SmartNet Equipment Support & Warrenty 70,000 LID - Cisco Telephone System Upgrade 27,000 LID - Exalt Radio 5,000 LID - HP Tape Backup System 7,100 LID - MDT Support Renewal 40,000 LID - Network Antenna 5,000 LID - Visix Channel Players 3,900 7325 Telephone 167,949 184,100 181,538 196,800 LID - Century Link 140,000 LID - Comcast 2,800 LID - Wind Stream 54,000 7425 Wireless Connections 17,118
180 Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 8175 Professional Services - Other 179,516 226,000 315,487 329,700 LID - Accela Development (Woolpert) 15,000 LID - ARIN 600 LID - Business Analyst 5,600 LID - Cisco Server Upgrade Engineering 5,000 LID - Cisco Stations Router-Switch Replacement Engineering 15,000 LID - Cisco Switch Replacement MHQ Engineering 15,000 LID - Cisco Telephone Upgrade Engineering 28,000 LID - Cisco Wireless Access Point Engineering 10,000 LID - Computer Vendor Support 8,000 LID - Directions Research 3,000 LID - EMC VNX SAN Upgrade Engineering 28,000 LID - Finance Payroll Solution Replacement Consulting 5,000 LID - Human Resources Solution Replacement Consulting 5,000 LID - Knaster - Great Plains Support 5,000 LID - KNS Communications - Tower Maintenance 32,000 LID - One Neck Engineering Support 12,000 LID - One Neck Support 110,000 LID - Online Stores upgrade to replace the Cold Fusion 10,000 LIDPi - SMFRA Domain Name 500 LID - SMFRA SSL Certificates 2,000 LID - The Q Dashboard and Visualization Solutions 5,000 LID - The Q Extranet Consulting 5,000 LID - The Q Forms and Workflow Solutions 5,000 8225 Seminars/Conferences 8,712 16,000 10,320 17,000 LID - Technical Training 17,000 8275 Mileage 157 500 410 500 LID - Mileage 500 8300 Business/Meeting Expense 678 450 962 600 LID - Radio Reprogramming 100 LID - Tech Bureau 500 8350 Routine Maintenance 449 2,000 260 3,000 LID - Metech 3,000 8375 Outside Repairs and Services 12,913 41,000 5,640 43,000 LID - Electrical Work at Stations 18,000 LID - Lift for WAP Replacement Project 2,000 LID - Low Voltage Installations/Repairs 5,000 LID - Network Cabling at Stations 18,000 9800 Equipment ($5,000 and over) 227,366 353,000 68,445 312,037 LID - Routers, Wireless Infrastructure 53,037 LID - Cisco 3850 Spare Switch 7,000 LID - Disaster Recovery Solution 20,000 LID - MDT Replacement Computers 32,000 LID - Purchase RMS Software Program 200,000 5 Total Expenses 1,542,226 2,005,811 1,991,269 2,513,157
181 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (34-1070) Radio Operations
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5400 Project/Meeting Overtime 16,868 21,340 17,529 30,900 LID - Projects - Radio Programming 1,900 LID - Radio Coordinator Overtime at 12/month 25,000 LID - VHF Radio Program 4,000 7000 General Supplies 29,883 35,000 39,624 25,800 LID - 800 Radio Batteries 2,000 LID - Antennas & Misc Parts 500 LID - Battery Chargers 2,000 LID - Battery Chargers - 6 Bank 5,000 LID - Cellular Telephone Accessories 1,500 LID - Nextel Accessories 1,000 LID - Radio Holders 1,500 LID - Radio Misc Parts 5,000 LID - VHF BK Batteries 3,800 LID - VHF Misc Parts 3,500 7075 Postage/Shipping 191 13 100 LID - Postage 100 7100 Equipment $500 to $4,999 116,044 144,000 144,000 601,189 LID - BK VHF Mobile 8,000 LID - BK VHF Portable 8,000 LID - Portable Radio Headsets 10,000 LID - Portable Radio Headsets for Teams 6,000 LID - Radios 568,189 LID - Training Radio Chargers 1,000 7350 Pagers 6,610 9,300 8,511 7,300 LID - Pager Replacement 300 LID - Pagers Service 7,000 7425 Wireless Connections 131,995 200,000 200,000 301,500 LID - Satellite Telephones 1,500 LID - Sprint (Phones & MDTs) 50,000 LID - Verizon (Phones, MDTs, Tablets) 250,000 8175 Professional Services - Other 7,034 37,500 15,000 40,000 LID - 800 MHz Subscription to Arapahoe County 15,000 LID - 800 MHz Subscription to Douglas County 15,000 LID - 800 Radio Programming Services 5,000 LID - Radio Reprogramming Services 5,000 8300 Business/Meeting Expense 150 63 8350 Routine Maintenance 272 8375 Outside Repairs and Services 17,280 22,500 10,114 19,000 LID - 800 MHz Mobile Radio Repairs 1,000 LID - 800 MHz Portable Radio Repairs 5,000 LID - BK VHF Repairs 5,000 LID - First In Maintenance 5,000 LID - Misc Repairs 3,000 9800 Equipment ($5,000 and over) 138,000 5 Total Expenses 326,177 607,790 434,853 1,025,789
182 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (34-1140) Maps
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget
5000 Salaries 995 1,000 1,000 1,000 5400 Project/Meeting Overtime 14,602 22,800 23,357 20,000 7000 General Supplies 26,715 5,300 4,000 4,800 LID - Garmin Units 1,000 LID - iPad Accessories 800 LID - MetCom Maps 3,000 7050 Computer Supplies 4,400 5,750 4,600 LID - AppleCare Insurance 1,843 LID - iPad Otterbox Covers 900 LID - iPad Replacements 1,857 7100 Equipment $500 to $4,999 3,400 7300 Updates/Maintenance Software 2,500 3,903 3,880 LID - Airwatch MDM 3,380 LID - iTune Applications 500 8175 Professional Services - Other 915 79 8225 Seminars/Conferences 2,000 1,000 LID - Technical Training 1,000 5 Total Expenses 43,227 41,400 38,088 35,280
183
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184 Logistics Fund 01 Bureau/Division 37
A Logistics Division with a Captain from the EMS Bureau, who has been working and monitoring the drug inventory for 15 years, has been added in 2015. This program will also be applied to operating supplies for facilities and operations which was previously under Fleet Services. The Quartermaster will move from the Fleet Services to this Bureau.
Budget Summary Expenditures Actual 2013 Estimated 2014 Budget 2015 Salary & Benefits $218,862
Supplies & Expenses 4,300
Capital 100,000 Total 323,162
Personnel Summary Position Actual 2013 Actual 2014 Budget 2015 Captain 1
Quartermaster 1 Total FTEs 2
2015 Goals • Establish a Logistics unit by the end of the year to provide products and services to the internal customers of SMFRA. • Implement Phase 1 of the RFID System for inventory control and asset tracking by April 1st. • Research & Development of on-line purchasing stores for crew members and have on line by fourth quarter. • Consolidate all of the fire suppression, EMS, & station maintenance supplies to one site to increase convenience to crew members by the third quarter. • Make use of a business consultant to come in and review the work flow in the quartermaster and warehousing area that will assist moving towards a more efficient business model.
Warehouse Goals: • Evaluate stock levels and procurement practices to improve time management. • Improve the pulling of orders and order delivery accuracy by double checking orders by better organizing and labeling to the individual inventory location. • Working with Grainger to include other warehouse areas in the KEEP STOCK program which includes a dispensing machine at the JSF.
185 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (37-0000) Logistics Project Non Specific
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget
5000 Salaries 168,219 6000 Pension Expense 20,187 6025 Retiree Health Savings 1,682 6050 Deferred Compensation - Employer Contribution 3,409 6100 Health Insurance 19,917 6125 Vision Insurance 273 6150 Dental Insurance 1,073 6200 Life, Accidental Death and Dismemberment Insurance 424 6225 Long Term Disability 1,295 6300 Social Security and Medicare 2,312 6400 Flex Fee 71 7250 Uniforms 600 8225 Seminars/Conferences 900 8250 Travel/Lodging 2,800 9800 Equipment 100,000 LID - RFID Inventory Maintenance/Tracking System 100,000
5 Total Expenses 323,162
186 Fleet Services Fund 01 Division 39 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 database 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. Until 2015, Fleet Services also provided warehouse receiving and delivery for uniforms, some office supplies and operating supplies for the stations. This will be moved to a separate Logistics Bureau in 2015.
Budget Summary Revenues Actual 2013 Estimated 2014 Budget 2015 Outside Agencies $356,839 $249,245 $250,000
Expenditures Actual 2013 Estimated 2014 Budget 2015 Salaries & Benefits $1,117,609 $1,118,440 $1,105,049 Supplies & Expense 1,276,318 1,406,590 1,675,253 Capital 32,537 10,000 62,000 Total $2,426,464 $2,535,030 $2,842,302
Personnel Summary Position Actual 2013 Actual 2014 Budget 2015 Fleet Services Chief 1 1 1 Bureau Assistant 1 1 1 Shop Foreman 1 1 1 Quartermaster 1
Mechanics 7 7 7 Total FTEs 10 11 10
2014 Accomplishments: • Regularly reviewed the vehicle maintenance activity and replacement schedules in order to facilitate apparatus and equipment improvements in the Authority’s operations for all areas. This includes decreasing annual apparatus operational costs and downtime while improving in service availability. • Used GOV DEALS.COM to liquidate six Authority staff vehicles for 2014. It worked smoothly and the collection on staff vehicles was better than expected with an overwhelming response from bidders. I will continue to use them in 2015 for vehicles and small shop tools.
187 • Received and outfitted several new vehicles for the assistant and bureau chiefs. • One training truck and two Wildland trucks purchased/outfitted. • Worked with IT to implement the FASTER Service Center for all apparatus/vehicles fleet maintenance requests. This will now consolidate all of the fleet requests entered for each unit and automatically download the information when a work order is made. • Updated vehicle insurance data to correct vehicles, deleted vehicles no longer owned by the Authority and added new vehicle purchases. Updated replacement costs as needed. • Continued work with IT and MetCom for all apparatus and vehicle MDT hardware updates and field repairs. • Budgeted for a Fleet Business Process Improvement Plan to eliminate as much paper and analyze the current work order process. The process concluded the initiatives to perform several task electronically and eliminate the paper, increase accuracy, and improve search and reporting. • In order to improve communications, fleet scheduled mechanic ride-a-longs with various crews at different stations. The response was graciously received and applauded by line and fleet members.
2015 Goals: • Fully Implement 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. • Implement and evaluate the Enterprise staff vehicle lease program. • Fleet will manage all of the E-470 toll billing and allocation of costs to the various divisions. • Implement Toughbooks and Venues for beginning stages of transitioning to electronic filing and annual reporting for all vehicle reports, annual testing/inspections and work order supporting documentation. • Facilitate 2015 Fleet Replacement Schedule as approved in the 2015 budget.
188 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (39-0000) Fleet Services - Project Non-specific
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5000 Salaries 802,714 839,085 795,134 788,201 5200 Minimum Staffing/Constant Staffing 6,901 2,886 5400 Project/Meeting Overtime 35,262 11,250 23,340 20,000 6000 Pension Expense 95,106 100,690 95,416 94,584 6025 Retiree Health Savings 14,238 15,535 10,639 7,882 6050 Deferred Compensation - Employer Contribution 4,404 4,564 9,602 13,983 6100 Health Insurance 127,958 144,703 149,609 149,307 6125 Vision Insurance 2,030 1,952 2,045 2,336 6150 Dental Insurance 9,395 9,627 9,388 9,287 6200 Life, Accidental Death and Dismemberment Insurance 1,715 2,122 1,950 1,990 6225 Long Term Disability 5,998 6,461 6,237 6,069 6300 Social Security and Medicare 11,688 11,500 11,461 11,056 6400 Flex Fee 199 1,528 732 354 7000 General Supplies 41,332 20,000 123,043 30,175 LID - Argon/oxygen bottles lease and gas 2,700 LID - Firecut degreaser 3,000 LID - Safety supplies and materials 1,975 LID - Shop rags and JSF Cintas Mats 2,500 LID - Shop/Warehouse Supplies 12,000 LID - Tool Allowance 8,000 7025 Office Supplies 469 2,500 750 500 7075 Postage/Shipping 1,481 536 1,258 536 LID - Postage 300 LID - Postage Lease 236 7100 Equipment $500 to $4,999 7,266 11,904 10,000 9,254 LID - 20 Ton Portable Air Jack 600 LID - Bendix RDU ABS Handheld Tester 475 LID - Genysis Scan Tool Upgrade 1,000 LID - International Software 950 LID - Nexiq MPS125032 Electronic Communication and 800 LIDT - i OTC Mdl Brake Drum Lifting Tool 2,104 LID - Portable Oil Tenders 2,625 LID - Replace two 2 1/2 Ton Floor Jacks 700 7125 Books/Publications 550 1,675 525 LID - ASE and APWA materials 275 LID - NFPA Standard Most Current Revisions 250 7150 Memberships 117 359 200 160 LID - COEVTA Annual Membeship 35 LID - NFPA Annual Membership 125 7175 Certifications 581 1,500 1,099 1,750 LID - ASE Technician Reimbursement for passed tests 750 LID - EVT Technician reimbursement for passed tests 750 LID - MOS Certifications 250 7250 Uniforms 6,727 10,250 6,861 9,000 LID - Boot Allowance 1,500 LID - Chief and Staff Uniforms 1,000 LID - Cintas Service 6,500 7325 Telephone 100 7425 Wireless Connections 200 300 300 189 Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 7550 Fuel 343,778 400,525 305,000 400,525 LID - Fuel Cost for all SMFRA Fleet Vehicles and Misc. 400,525 7800 Miscellaneous Expense 7,000 3,025 7824 Fleet Costs for Capital -222,256 7825 Billable Parts Fleet Services 693,335 515,250 585,550 563,332 LID - SMFRA fleet parts costs 563,332 7850 Cost of Goods Sold - Fleet Services 56,566 45,000 71,398 76,589 LID - Fleet parts and supplies sold to outside customers. 76,589 8115 Vehicle Lease 230,832 LID - 51 Escape Leased 230,832 8175 Professional Services - Other 134,816 125,917 93,940 119,675 LID - Annual Mitchell Software Renewal 1,650 LID - Cummins Software Renewal 750 LID - Document Shredding 225 LID - FASTER Maintenance 10,500 LID - NAPA IDS Operations Expenses 98,500 LID - Oil Filter Disposal 1,250 LID - One additional FASTER license and maintenance for 1,750 LIDf - Second Version Detroit Diesel Software 950 LID - Second Version of Allison Transmission DOC 425 LIDSf - Second Version of Cummins Software 650 LID - Second Version of Ford IDS Software 450 LID - Solvent Tank Services 1,825 LID - Used Coolant Disposal 750 8225 Seminars/Conferences 8,087 10,100 4,500 12,400 LID - Administative Professional Conference 2,300 LID - FASTER Conference 1,500 LID - Ford Fleet Training Package 5,600 LID - Various Vendor and Component Manufacturer 3,000 8250 Travel/LodgingT ii 39,389 35,000 30,451 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 8280 Tolls 7,500 5,500 11,000 11,000 LID - SMFRA Annual E470 Toll Usage 11,000 8300 Business/Meeting Expense 235 500 441 500 LID - Meeting Costs 500 8350 Routine Maintenance 1,084 4,575 4,507 4,375 LID - Air Compressor Maintenance 2,500 LID - Annual Crane Inspection 575 LID - Annual Hetra Heavy Duty Lift Inspection 500 LID - Annual Light Duty Lift Inspections 800 8375 Outside Repairs and Services 8,452 2,500 10,325 8380 Sublets 142,858 115,000 141,000 150,000 LID - Outside vendor costs for contracted repairs for 150,000 8390 Vehiclei d hi Lease ld h Repairs d d& iMaintenance i i h d 19,125 LID - 51 Escape Leased 19,125 8400 Equipment Rental 4,200 268 9800 Equipment ($5,000 and over) 32,537 90,410 10,000 62,000 LID - Upgrade exisiting JSF fleet/DCSD fluid inventory 62,000 5 Total Expenses Li l LFC5000 2,426,464 2,554,194 2,535,030 2,842,303
190 Preparedness Division Fund 01 Bureau/Divisions 50, 51, 52, 53, 54
Program Description
The Preparedness Division which coordinates all education and training functions of the Authority was formed as part of the reorganization of the new Fire Chief and the Executive team. The SMFRA structure is designed with a focused intent to remove silos, align both cultural and organizational capacities with our core purpose, eliminate redundancies and inefficiencies, and establish a structure that is scalable and will serve well into the future. The Preparedness Division is in place to coordinate all training and education efforts, whether internally or externally focused. It was modeled after concepts found within the legacy Community Preparedness Bureau, which effectively employed a planning and risk-based approach to emergency management aimed at supporting community preparation through education. Outcome objectives for this Division include the better alignment and focus on emergency response training efforts by putting EMS education and the Training Bureau under one umbrella. This will align training of all suppression, mitigation, prevention, and rescue missions of the Authority.
In addition to the service to the internal customers of the Authority, that is our line and staff, the Preparedness Division serves our citizenry through education, training, and community risk reduction (CRR). Our Comprehensive Emergency Management Plan (CEMP) provides the basis for reducing risk and targeting our education and training programs. Skilled and experienced Life Safety Educators work with our communities to integrate the tenants of progressive CRR.
Through an integrated approach, key aspects of prevention, response, mitigation, and recovery are communicated and exercised, both inside and outside of the authority by preparedness personnel. The Division utilizes research based instructional strategies, based on current and accurate data, to fulfill the mission of partnering with our communities to provide the best protection of lives and property while wisely managing resources. The efficiencies and effectiveness of training and education are enhanced through integration of planning, design, exercise, and execution.
The Training Bureau is responsible for ensuring the operational readiness of SMFRA personnel in all aspects of their professional service. This continuum ranges from the initial indoctrination and training of recruit firefighters through the leadership and professional development and promotional testing of our chief officers. A five year plan, built from an assemblage of applicable standards serves as the guiding document for the bureau.
EMS Education provides education to the line employees. The bureau is still being developed under the Preparedness Division.
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 CEMP, including continuity of operations, emergency operations, prevention, mitigation and recovery and the special teams. The Special teams are responsible for the myriad of operations and incidents the Authority engages in outside of the core services of fire and emergency medical responses. These Special Teams meet the response needs identified through the CEMP. Personnel serving on special operations teams are from all divisions within the authority.
191
Life Safety Education is primarily responsible for providing risk based fire- and injury-prevention programs for children, adults, seniors, homeowners, and business owners. Programs include car seat safety checks, wildfire mitigation, juvenile fire setter intervention, and several age- and risk-specific programs.
The South Metro Fire Rescue Authority Safety Foundation is a non-profit organization that works in conjunction with Life Safety Education to offer additional, specialized adult and teen safety programs.
The Car Seat Program is 100% under the Foundation at this time.
Budget Summary Preparedness – Division 50 Actual 2013 Estimated 2014 Budget 2015
Salary & Benefits $283,215
Supplies & Expense 16,923
Total $300,138
Emergency Manger – Division 51 Actual 2013 Estimated 2014 Budget 2015
Salary & Benefits $1,148,610 $1,046,195 $1,301,626 Supplies & Expense 1,402,842 1,042,674 1,119,742 Capital 57,183 31,630 55,000 Total $2,608,635 $2,120,499 $2,476,368
EMS Education – Division 52 Actual 2013 Estimated 2014 Budget 2015
Salary & Benefits $53,624 $53,101 $183,940 Supplies & Expense 15,239 6,071 135,267 $68,863 $59,172 $319,207
Life Safety Education – Division 53 Actual 2013 Estimated 2014 Budget 2015
Salary & Benefits $278,086 $287,508 $311,063 Supplies & Expense 25,481 27,116 43,723 Total $303,567 $314,624 $354,786
Training – Division 54 Actual 2013 Estimated 2014 Budget 2015
Salary & Benefits $1,258,199 $1,670,616 $1,912,323 Supplies & Expenses 238,413 347,046 767,870 Capital 14,375 12,000 Total $1,496,612 $2,032,037 $2,692,193
192 Personnel Summary Position Actual 2013 Actual 2014 Budget 2015 Assistant Chief 1
Division Assistant 1 1 1 Emergency Manager 1 1 1 Life Safety Educator 2.72 2.72 2.72 Training Chief 1 1 1 Administrative Training Coordinator 1 1 1 Training Captains 2 2 3 Training Lieutenant 3 3 2 Training Technician Part-Time 0.5 0.5 0.25 12.22 12.22 12.97
2015 Preparedness Goals • Coordinate all education and training functions within the Authority. • Reduce redundancies and inefficiencies in training design and delivery. • Establish a structure that is scalable and will serve well into the future. • Employ a planning and risk-based approach to emergency management. • Support community preparation through education. • Align training of all suppression, mitigation, prevention, and rescue missions of the Authority. • Communicate and exercise an integrated approach to prevent, respond and assist community with recovery from natural and manmade disasters. • More fully integrate EMS training into the department training paradigm by engaging a full time EMS training coordinator working within Preparedness. • Codify training and suppression activities into a common training model. • Tailor department training to address trends and opportunities for advancement identified through formal quality management programs in fire, special operations, and EMS. 2014 Emergency Management - Special Operations Group (EMSOG) Bureau Accomplishments
• Facilitated risk reduction efforts to increase response personnel awareness of and planning for high-risk facilities including: o Six Senior Living facilities. o Four hospital/Surgical Centers. o Three elementary schools. o The Arapahoe County Jail. • Facilitated the development of a regional Mass Casualty Incident (MCI) pre-planning program between law enforcement, SMFRA, and high risk facility stakeholders. • Facilitated the development of 20 MCI pre-plans for high risk facilities or special events within SMFRA’s jurisdiction. • Successfully planned for and managed the emergency response for the BMW Golf Tournament. • Assisted with the planning and operational control for several regional active shooter exercises: o Operation Mountain Sync o Park Meadows Active Shooter Exercise
193 2015 Emergency Management-Special Operations Group (EMSOG) Bureau Goals
• Integrate Emergency Management and Special Operations Group (EMSOG) under a single bureau. • Facilitate the development of a bureau plan for all functions under the new EMSOG Bureau. • Plan for and manage emergency response for special events within SMFRA’s jurisdiction. • Conduct at least two callback drills. • Revise the Risk Assessment and Mitigation Plan (RAMP) for HazMat and Commercial Facilities categories. • Revise the Continuity of Operations Plan (COOP) as needed. • Begin process for FEMA renewal approval. • Revise the deployment/staffing model for special teams to reflect organizational changes and strategic planning goals and objectives. • Ensure the integration of new apparatus into the special teams’ deployment/staffing model. • Evaluate and expand, where feasible, special teams’ regional partnerships.
2014 Training Bureau Accomplishments:
• Worked in collaboration with metro departments to train incident commanders using the Blue Card curriculum. • Flowpath training. • Conducted 17 week Recruit Academy. • Conducted our 5th annual Learning Symposium for Denver Metro area. • Conducted our first 16 hour Engine Skills Academy for all Engine Companies. • Conducted our first16 hour Truck Skills Academy for all Truck Companies. • Provided advanced SCBA training using our new cylinders. • Conducted Command Officer Academy and opened program to other Agencies. • Conducted simulation training for Wildland and Mass Casualty Incident (MCI) incidents. • Worked with EMS to further our active shooter response plans. • Worked with our automatic aid partners to conduct a Rapid Intervention Team (RIT) needs assessment and solidify our training and SOGs in this area.
2015 Training Bureau Goals:
• Conduct Lieutenant Academy with a greater than 90% graduation rate. • Conduct Engineer Academy with a greater than 90% graduation rate. • Recertify line staff in nearly 900 Colorado Division of Fire Prevention and Control certifications. • Continue to provide IC certification for more acting officers as well as expand the program to certify our other automatic aid partners. • Continue to work with our automatic aid partners to conduct a RIT needs assessment and solidify our training and SOGs in this area. • Improve collaboration with other bureaus within SMFRA to eliminate redundancies and inefficiencies. • Coordinate all internal and external training to best serve all customers. • Nozzle forward training.
194 • Live fire, extrication, elevator training. • Continue to support professional development with conferences like Firehouse World.
2014 Explorer Program Accomplishments:
• SMFRA Explorers operated in a safe manner throughout the year and had line firefighter instructors at every training. • SMFRA Explorers continued to be one of the only exploring posts in the Denver Metro area and provided high quality training to its members. • SMFRA Explorers gave the opportunity to kids throughout the district to join the post and see what the fire service is all about. • SMFRA Explores post had a new group of 14 join the post in September and all of them are still attending monthly trainings. • SMFRA Explorers participated in some department trainings, including the King Soopers trainings and helping out some of the special teams. They also helped out with multiple community and department events, such as Parker Days and the Change of Command Ceremony. • SMFRA Explorers not only conducted trainings at the JSF but also at King Soopers and the building next to 32’s. They also participated in a mock disaster drill with other exploring posts at Centennial Airport. • SMFRA Explorers were utilized for night watch on a fire scene so line crews could go back in service. 2015 Explorer Program Goals:
• Continue to ensure that the SMFR Explorer program is being operated in a safe manner for both the Explorer members and the line firefighters. To accomplish this goal, we will continually have an appropriate number of SMFR line firefighters at every training and safety will be a constant objective at every Explorer event. • Continue to be an exemplary Explorer Post in the Denver metro area by delivering quality, professional, career-based trainings to the Explorer members. • Continue to serve the citizens in and surrounding our district by giving their young people an opportunity to join the SMFR Explorer program. This will be achieved by holding an Open House and accepting new members once a year. • Increase the number of Explorers through the open house and retain them throughout the year. • Involve the Explorers in more department functions. Including having them help and participate in training and special team trainings. Continue to help out the life safety foundation with events such as Parker Days. • Utilize some of the acquired structures for new training locations. • Increase the number of responses to incidents that the Explorers are used to help on or night watches for fire scenes.
195 2014 Life Safety Education Accomplishments
• Implemented Aging Matters programming in several assisted living communities within the Authority. • Updated and implemented Life Safety Matters programming to students in 3rd, 4th, 5th, 7th and 8th grades. • Revised Risk Matters curriculum for delivery in the 7th grade curriculum at Authority middle schools. • Expanded Coordinated Occupancy Risk Reduction Program (CORRP) to new assisted living communities. • Shared lessons and updates from CORRP facilities with first- and second-due fire stations. • Updated emergency operations plans for CORRP facilities and other commercial facilities. • Expanded outreach through traditional and social media. • Updated Access database to collect data for Juvenile Firesetter Interventions, Car seats checks, and Wildland Home ignition assessments. • Provided a car seat event for the Red Hawk Ridge Elementary school population which included a Spanish speaking technician there to assist with Spanish speaking families. • Offered more classes at "at risk" facilities. • Conducted 5 Safety Warden Classes having 238 in attendance.
2015 Life Safety Education Goals
• Improve efficiency for data collection by creating field forms for the following programs: o Juvenile Firesetter Interventions. o Wildfire home ignition zone assessments. • Reduce the vulnerability to wildfire through neighborhood mitigation plans for communities identified in our Community Wildfire Protection Plan. • Offer at least one car seat event for a select “at-risk” or underserved population. • Expand the number of educational classes and trainings for facilities identified through CORRP as being at-risk. • Offer at least six onsite Safety Warden train-the-trainer seminars for other commercial properties including marijuana grow facilities and apartment complexes. • Build division capacity by cross-training and adding trained personnel in specialty areas such as an A-shift juvenile firesetter interventionist. • Manage the wildfire mitigation program and expand it with three wildfire mitigation specialists. • Maintain the Access database to track outreach efforts and use our time and monetary budgets efficiently. • Conduct emergency drills at Mineral and the Joint Service Facility. • Expand Access database to collect more robust data for Juvenile Firesetter Interventions, Car seats checks, and Wildland Home ignition assessments. • Continue to produce written After Action Reviews on CORRP properties and supply these reports to SMFRA line personnel. • Focus on the CORRP program at key SMFRA facilities, including but not limited to: o Comfort Dental EOP o Peakview Assisted Living
196 o Inn at Greenwood Village o Morning Star Jordan location. • Expand the reach of the 3rd, 5th, 7th, and 8th grade classes to six additional schools.
2014 Car Seat Program Accomplishments:
• Transitioned responsibility for the car seat program from SMFRA to the SMFRA Life Safety Foundation. • Maintained credentials for many SMFRA personnel to support drop in inspections and installations. • Partnered with Women, Infants and Children (WIC) to delineate a process for referring clients to us for assistance. • Checked over 300 car seats.
2015 Car Seats Program Goals:
• Offer a recertification class in SMFRA district for existing technicians. • Offer a new technicians class in SMFRA district. • Work with local faith based organizations to offer a car seat event or a referral program for their food bank participants. • Secure grant funding for at least 50% of the car seat program.
Airport Rescue Line Firefighting (ARFF) 2014 Accomplishments • 25 people have achieved State ARFF certification. • Two stations are specialty stations dedicated to ARFF with constant staffing. • Two members are certified to Advanced FAR 139. • Conducted training on Airport grounds, 3shifts, 4 times this year. • Created Sharepoint ARFF page and linked to JPR’s and state information and ARFF vehicle specifications. • Increased funding this year from Centennial for a new vehicle. • Replaced Red Three with used refurbished unit. • Received Silver gear for each state certificated ARFF member. • Completed a live aircraft drill and used all agents. • Added electric cut spreader to ARFF units. • Installed station alerting from airport tower. • Placed in-house training person on ARFF team. • Realigned response by station 35 and 44 due to loss of engine 35. • Completed large scale 3 night training at Centennial Airport.
2015 Goals • Maintain State ARFF certifications. • Maintain ARFF equipment, station 35 and station 44. • Provide for yearly ARFF team training.
197 • 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). • 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. (We should be receiving a Dornier 328 fuselage from Sierra Nevada) We can do several team trainings on this. • Send 4 ARFF members to outside training class. • Send 5 people to FAR 139 class at DIA. • Replace Red 2.
Dive Team
2014 Accomplishments • Purchased new swiftwater equipment based on lessons learned from the September flooding deployments and the Metro Dive Team standards. • Replaced aging and out of service equipment including SCUBA bottles and Buoyancy Compensators. • Hosted and attended several multi-team trainings. • Provided in-house monthly team trainings for all dive team members.
2015 Goals • Evaluate and engage outside training to address identified operational gaps between desired performance and current capacity. • Ensure all dive team members can meet their annual dive requirements by providing regular hands-on dive training. • Add new members to the dive team to replace members lost due to attrition to keep current PAR levels. • Continue to replace aging dive equipment and continue a proactive maintenance program to continue to extend dive equipment's life span. • Continue to build and support relationships with Metro area dive teams.
Hazardous Materials (HazMat)
2014 Accomplishments: • Completed Competency checks on specific equipment from Hazmat Unit. • Completed training on 90% of the state JPR’s. • Added nine new members to the Hazmat team.
198 2015 Goals: • Continue to focus on competency checks for Tier I and to add competency checks to Tier II members. • Recertify all SMFRA line members for the Hazardous Material Operations and Technician certifications. • Identify high frequency HazMat calls in SMFRA’s district. • Continue to develop knowledge, skills and abilities that match these high frequency calls.
Ceremonial Units
2014 Honor Guard Accomplishments: • Filled 90% of requested events. • Brought new honor guard members up to state level of training. • Sent two honor guard members to outside training. • Reorganized into the Ceremonial Unit model to include a coordinator position for the Pipes and Drums. • Honored the ultimate sacrifice of our fallen by sending representatives to each of the state, national, IAFF memorials where their names are listed.
2015 Honor Guard Goals: • To provide for SMFRA Honor Guard representation for all South Metro Fire Rescue Authority members and their immediate family in the event of a death as requested. • To provide a SMFRA Honor Guard representation for all automatic aid partner for any active member’s funeral. • To provide a SMFRA Honor Guard representation to other Colorado emergency service agencies at significant events. • To provide a SMFRA Honor Guard representation for all appropriate South Metro Authority functions. • To be a potential resource for parades and functions in the communities that South Metro Fire Rescue Authority serves. • Continue to provide guidance on SMFRA’s Uniform policy. • Improve the SMFRA Honor Guard cohesiveness by conducting quarterly trainings. • Improve the Ceremonial Unit cohesiveness by conducting combined trainings with the Pipes and Drums. • Complete retrofitting of trailer to meet the Ceremonial Unit’s needs. • Recruit and add new members to the Honor Guard team. • Replace worn SMFRA Honor Guard uniforms.
199 2014 Pipes & Drums Accomplishments: • Filled 90% of requested events (average 2 events per week). • Added one piper that is now performance ready. • Sent four band members to outside training. • Began finishing Ceremonial Unit trailer with graphics, seating, shelving. • Honored the ultimate sacrifice of our fallen by sending representatives to each of the state, national and IAFF memorials, including Prescott AZ and Emmetsburg MD.
2015 Pipes & Drums Goals: • To provide representation for any South Metro Fire Rescue Authority member and their immediate family in the event of a death as requested. • To provide representation for any automatic aid partner for any active member’s funeral. • To provide representation to other Colorado emergency services at significant events. • To provide representation for all appropriate South Metro Authority functions. • To be a potential resource for parades and functions in the communities that South Metro Fire Rescue Authority serves. • Complete retrofitting of trailer to meet the Ceremonial Unit’s needs. • Develop plan for adding “daycare / travel expenses” to budget. • Recruit and add new members. • Bring member training up to the state level by training with the Colorado Emerald Society. • Replace worn uniform items (spats, hose, and shoes). • Finish Class A Uniform by adding plaid and cross belt.
Incident Management Team (IMT)
2015 Goals: • Fully staff and maintain Arapahoe County Incident Management Team (ACIMT) roster • Develop and support processes to deploy IMT personnel to SMFRA, Arapahoe and Douglas County incidents and Emergency Operations Center (EOC) activations • Support individual and team training opportunities • Provide needed IMT PPE, clothing, etc.
Ladders
2015 Goals: • Continue effort regarding ground ladder testing and maintenance. • Computerize/automate testing and maintenance records. (Currently in process with IT.)
200 Nozzles
2014 Accomplishments: • Upgraded all our portable master stream devices with enhanced fire attack feature. • Minimized non-traumatic nozzle repairs.
2015 Goals: • Keep non-traumatic nozzle repairs below 5% of total inventory. • Begin upgrading engine company extend-a-gun master streams to the automatic version.
Ops Equipment (Operations)
2014 Accomplishments: • Placed E33 into service in the spring of 2014. • Current Tender inventories have been standardized to meet a minimum equipment inventory. • Equipped new aerial unit. • Worked with fleet to begin a purchase rotation for extrication equipment and replacement. • Continued maintenance and accuracy of all inventories.
2015 Goals • Put into service another two Pierce Engines and a Pierce Aerial. • Coordination and organization of Reserve Unit inventories. This is an on-going battle to facilitate an expedient transition from a front line unit into a reserve unit while maintaining an accurate reserve inventory by the station that houses each reserve unit. We are working on a program to accomplish this by creating a process that will outfit certain units with a full complement of equipment and others with no equipment in an effort to allow certain unique apparatus to choose how much of their own “front line” equipment they may choose to take with them on a reserve unit. This is a work in progress. • 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.
Personal Protection Equipment (PPE)
2015 Goals: • Bunker Gear Purchasing: To purchase approximately 135 sets of Bunker gear. • Extractor Purchases: To purchase 4 new extractors for our large fire district. • 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. A bar code system will be used to document these inspections. The Advanced Inspection and one cleaning will be provided by an Independent Service Provider (ISP).
201 Any repairs and/or decontamination that need to be performed will be done by an ISP per NFPA 1851. • Structure Fire Helmet Purchasing: To purchase approximately 240 helmets.
Saws
2014 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 Authority training and the recruit academy. • Worked with training to build new props at the JSF to provide cutting opportunities for the crews. • Provided instruction and equipment for several days of saw training at the Kings Soopers acquired structure. • Solicited feedback from several crews after fires to ensure that saw performed as expected. 2015 Goals: • To have a well maintained fleet of saws that meet the incident and training needs of the Authority. • 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 Authority. Self-Contained Breathing Apparatus (SCBA)
2014 Accomplishments: • Accomplished a high level of customer service by making repairs within 24 hours of report 90% of the time. • Brought on three new techs. • Issued new masks during Fit testing. • Continued to assist and support neighboring agencies with Fit testing for their members. • Continued to work with Scott Safety through the User Advisory Council. • Completed the Pack Testing Software and databases switch over and verified it functioned well.
2015 Goals: • Continue to provide a high level of customer service by ensuring repairs made within 24 hours of report 90% of the time. • Work with Techs old and new to bring them up to a higher level of expertise through additional training and responsibilities.
202 • Continue to enhance our program to increase safety for the line and efficiency of all testing repairs and new equipment implementation. • Continue to assist and support neighboring agencies with Fit testing for their members. • Continue to Work with Scott Safety through the User Advisory Council and R&D on Fire ground Communications solutions. • Zero failures during training and suppression activities. • Begin the process to apply for a grant to replace our current SCBA’s by the end of 2018. SWAT (Special Weapons and Tactics) Medic
2014 Accomplishments: • Three new team members completed their POST Reserve Academy in April. • SMFRA co-sponsored with DCSO a 50 hour regional tactical medical program. Students attended from Montana, Wyoming, Utah, Colorado and New Mexico representing both local and federal agencies. An outside vendor TacOne Consulting was hired to facilitate the training. • Three departing SMFRA team members were formally recognized at training for their commitment to the team and presented with a framed tactical medic lithograph. Three new members are currently getting the remainder of the equipment assigned by DCSO. • Team members completed a train the trainer program and then assisted in training 300 SMFRA line members in a self-defense curriculum that is specifically designed for Fire and EMS personnel. • Coordinator has met with representatives from Littleton Fire Department and Englewood Fire Department for potential future joint trainings. In addition team members assisted with the presentation of the 2nd Annual South Area Commanders Basic SWAT School. • Team members again assisted with instructing over 100 deputies and patrol officers from across the region in Active Shooter response at Chaparral High School. • Trained new Regional team members in BLS procedures and completed an SCBA refresher. • SWAT Medic team members were contracted for service to instruct an 8 hour tactical medic course for all DCSO Patrol Deputies. Approximately 125 deputies attended the course that included Lecture and Practical Exercises/Scenarios. • Remaining team members completed their sling load certification from the Colorado Air National Guard.
2015 Goals: • Work with new Centura Educator on developing more specific tactical medical policies and protocols. • Integrate Physician Advisor into a specific tactical medic program designed for his role. • Pursue additional tactical medical CE opportunities for senior team members. • Coordinate with Centura Educator and Team Tactical Contract Instructors for team training agenda. • Get all team members Short Haul certified (helicopter training).
203 Tech Rescue
2014 Accomplishments: • 90% of team members attended a minimum four trainings this year. • Conducted one multi-jurisdictional training in 2014. • Gained more confidence and competence via monthly team training. • Put two new members through West Metro Fire Rescue Tech Rescue Training(TRT) School. 2015 Goals: • Train 90% of team members at least 4 times per year. • Recruit two new TRT members (1 Engineer and 1 Paramedic). • Send five adjuncts to an in-state advanced discipline course. • Successfully complete ten team trainings. • Train quarterly with Aurora Fire Department Technical Rescue Team. • Draft and sign an MOU with Aurora Fire Department Technical Rescue Team to form a Denver- Metro Type II Heavy Technical Rescue Team. • Solidify a Deployment Policy for Special Teams. • Review, revise, and update all four Technical Rescue discipline policies. • Create a Technical Rescue Manual. • Fulfill the state Task Book requirements for NFPA 1006 Level 1 and state certification process. • Build a South East area Load Cell Site to conduct testing and validate rope rescue systems. • Phase one in replacing AirShore with Paratech Rescue Systems. • Collapse/Rescue Apparatus Committee meet quarterly to replace Rescue 45, Collapse 34, and Collapse 45. • Meet 90% compliance with all team member personal protective equipment.
Thermal Imaging Cameras
2014 Accomplishments: • We have reached the Goal of having two XR cameras on every dedicated four person staffed unit, one camera for three person rigs, one camera on each medic and one XR camera for each Training / Safety Officer position 100% of the time. We had one camera on each Battalion Chief car about 60% of the time during 2014.
• The Battalion Chief cameras have been used to quickly get a unit to crews who have experienced a break down with their camera.
2015 Goals: • To purchase two cameras for reserve status, 24 new batteries and 12 battery chargers. • To continue with preventative maintenance and care.
204 Tracked Vehicle
2014 Accomplishments: • In-house training-99% of the team members participated in the 2014 joint training with Elizabeth Fire’s snow cat team. • 4 team members participated in the 16 OSHA refresher class in Leadville, CO. • Added a Hi-lift jack and accessories needed for field track changes and winching operations and a few storage bins to aid in equipment organization. 2015 Goals: • 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 the Snow Cat and its equipment in a response ready condition.
Urban Search and Rescue (USAR)
2015 Goals: • To keep 20 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
2014 Accomplishments: • Maintained the reserve hose at a level that made for easy replacement and accessibility for the crews. • Worked with Life Safety Bureau to test our cisterns and developed a new tender fill site map. • Updated hose inventories. • Maintained hose and appliance needs. • Continued to replace out of date hose.
2015 Goals: • Continue the replacement plan for the hose (5”, 2 ½”, and 1 ¾”) that is significantly out of date, and is a potential risk for catastrophic failure. • Implement a new Hose Testing site that will automate the inventory, OOS, replacement tracking, and Coordinator notification during hose testing and throughout the year. • Replace OOS hose within a 24 hour period 90% of the time. • Maintain a reasonable reserve of hose and appliances to minimize the time an Apparatus is deficient on defaulted equipment. • Investigate the need for a standardized quantity of hose on the apparatus, in regards to the pre- connects and hose beds, and in the station reserve hose. • Continue to research new equipment and processes that will enable our crews to have better success on incidents. • Continually evaluate the viability of our fill sites as our District grows.
205 • Start recoupling of OOS wildland hose to reuse the sections that begin to leak.
Wildland Operations and Callouts
2014 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. • 11 SMFRA Wildland Team members have responded to 6 interagency wildland fire incidents in California, Oregon, and Washington. 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 fire 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 NWCG classes to further advance training in operating chainsaws on wildland incidents, engine and squad supervision, brush truck and portable pump operations, interagency business management, strike team/task force leader supervision, fire 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 in Texas which provided further interagency experience while providing an additional 260 hours of live fire training while mitigating and improving 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 and SMFRA. Participants had the opportunity to train in a variety of command positions, while managing a simulated wildland/interface incident in the Happy Canyon Subdivision.
206 • 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 provided incident command training to all line members in 2014, as well as incident command training provided to participants of the 2014 Command Officers Academy. • Members of the wildland program assisted with the 2014 Recruit Academy by providing a week long training to all recruits on basic wildland firefighting, leadership, incident command, as well as safety and survival. • 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. • The wildland team added 7 new members in 2014. These members received refresher training on wildland firefighting basics, and were equipped for out of district deployment. • The wildland program continues to work with Fleet Services and outside vendors on taking delivery of new wildland vehicles.
2015 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 currency, 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.
207 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (50-0000) Prepardeness - Project Non Specific
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5000 Salaries 210,682 6000 Pension Expense 25,282 6025 Retiree Health Savings 2,107 6050 Deferred Compensation - Employer Contribution 2,752 6100 Health Insurance 31,444 6125 Vision Insurance 452 6150 Dental Insurance 1,617 6200 Life, Accidental Death and Dismemberment Insurance 526 6225 Long Term Disability 1,622 6250 FPPA Death and Disability 3,801 6300 Social Security and Medicare 2,860 6400 Flex Fee 71 7000 General Supplies 1,000 LID - Supplies 1,000 7025 Office Supplies 200 LID - Office Supplies 200 7050 Computer Supplies 2,000 LID - Computer Supplies 2,000 7125 Books/Publications 540 LID - Books 540 7150 Memberships 433 LID - Memberships 433 7175 Certifications 1,150 LID - Certifications 1,150 7250 Uniforms 1,200 LID - Staff 200 LID - Uniforms 1,000 7275 Personal Protective Gear 400 LID - PPE 400 8175 Professional Services - Other 2,000 LID - Professional Services 2,000 8225 Seminars/Conferences 2,000 LID - Seminars 2,000 8250 Travel/Lodging 3,000 LID - Travel for Seminars 3,000 8300 Business/Meeting Expense 2,000 LID - Meeting supplies 2,000 8350 Routine Maintenance 1,000 LID - Maintenance 1,000 5 Total Expenses 300,139
208 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (51) Emergency Manager
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5000 Salaries 234,256 154,450 144,705 146,336 5200 Minimum Staffing/Constant Staffing 80,872 128,366 94,428 138,458 5250 Wildland Callout 176,723 180,000 130,000 180,000 5275 USAR Callout 51,579 168,000 70,000 168,000 5350 Cover Wildland Callout 121,102 120,000 120,000 120,000 5375 Cover USAR Callout 28,477 5400 Project/Meeting Overtime 334,367 545,366 386,616 412,743 5550 Instructors 55,244 68,386 58,277 92,652 6000 Pension Expense 23,074 15,894 14,645 14,920 6025 Retiree Health Savings 5,442 2,409 1,619 1,243 6050 Deferred Compensation - Employer Contribution 3,893 2,409 3,189 3,730 6100 Health Insurance 25,017 18,125 18,006 18,957 6125 Vision Insurance 420 254 251 290 6150 Dental Insurance 2,103 1,335 1,263 1,251 6200 Life, Accidental Death and Dismemberment Insurance 540 337 309 309 6225 Long Term Disability 1,478 1,019 957 957 6300 Social Security and Medicare 3,982 1,921 1,791 1,744 6400 Flex Fee 41 278 139 35 7000 General Supplies 403,568 213,825 209,046 209,927 7025 Office Supplies 500 208 7075 Postage/Shipping 2,273 4,424 2,058 4,836 7100 Equipment ($500 - $4,999) 611,497 101,523 89,480 114,359 7125 Books/Publications 961 2,132 1,095 2,227 7150 Memberships 1,282 2,180 1,000 1,475 7175 Certifications 972 5,890 1,155 6,200 7225 Awards and Recognition 775 5,500 3,139 4,350 7250 Uniforms 9,676 17,720 11,658 25,960 7275 Personal Protective Gear 166,146 326,720 496,858 427,100 7300 Updates/Maintenance Software 199 4,585 7375 Cell, Digital, Nextel Phones 86 7425 Wireless Connections 3,867 4,500 4,167 4,500 7550 Fuel 500 208 500 8000 Printing/Binding 124 8175 Professional Services - Other 4,152 19,018 15,037 14,218 8225 Seminars/Conferences 24,183 43,220 27,672 41,890 8250 Travel/Lodging 25,387 49,280 47,626 48,130 8275 Mileage 714 6,840 2,919 5,000 8300 Business/Meeting Expense 2,915 4,900 6,397 3,800 8350 Rountine Maintenance 126,868 50,850 83,920 183,300 8375 Outside Repairs/Services 9,267 158,145 29,069 8,200 8400 Equipment Rental 175 1,700 8410 Space Rental 160 8425 Outside Seminar Leaders 7,755 10,520 5,217 12,070 9800 Equipment ($5,000 and over) 57,183 14,600 31,630 55,000 5 Total Expenses 2,608,635 2,451,336 2,120,499 2,476,368
209 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (51-0000) Emergency Manger -Project Non Specific
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5000 Salaries 202,496 133,451 124,231 124,337 5400 Project/Meeting Overtime 9,439 143,700 75,696 38,200 LID - Coordinator Mtgs 2,500 LID - OEM special projects 5,000 LID - Special Events 5,800 LID - Special Projects 7,000 LID - Terrorism Liasion Officer 1,900 LID - Wildland 16,000 6000 Pension Expense 23,074 15,894 14,645 14,920 6025 Retiree Health Savings 5,442 2,409 1,619 1,243 6050 Deferred Compensation - Employer Contribution 3,893 2,409 3,189 3,730 6100 Health Insurance 25,017 18,125 18,006 18,957 6125 Vision Insurance 420 254 251 290 6150 Dental Insurance 2,103 1,335 1,263 1,251 6200 Life, Accidental Death and Dismemberment Insurance 540 337 309 309 6225 Long Term Disability 1,478 1,019 957 957 6300 Social Security and Medicare 3,982 1,921 1,791 1,744 6400 Flex Fee 41 278 139 35 7000 General Supplies 3,324 5,000 8,642 4,000 LID - Ready meals additions & replacement 3,000 LID - Supplies 1,000 7025 Office Supplies 500 208 7100 Equipment $500 tp $4.999 1,976 1,000 417 7075 Postage/Shipping 100 42 7125 Books/Publications 234 322 300 327 LID - Internet domain name renewal 12 LID - Journal of Emergency Management 240 LID - Journal of Homeland Security and Emergency 75 7150 MembershipsM 584 1,230 1,000 1,275 LID - All Hazards IMT Association Membership 50 LID - Colorado Emergency Management Association 45 LID - ESPIO 25 LID - International Assoc of Emergency Manager 170 LID - International Association of Fire Chiefs 200 LID - International City/County Management Association 585 LID - National Emergency Mgmt Association 200 7175 Certifications 45 200 200 LID - Certifications 200 7225 Awards and Recognition 698 700 208 200 LID - Awards & Recognition 200 7250 Uniforms 400 794 400 LID - Uniforms 400 7275 Personal Protective Gear 700 200 LID - PPE 200 7300 Updates/Maintenance Software 199 4,585 7375 Cell, Digital, Nextel Phones 86 7425 Wireless Connections 3,867 4,500 4,167 4,500 LID - Command 3 Clear Channel 2,500 LID - Command 3 Direct TV 1,000 210 Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget LID - Command 3 Global Star 1,000 8000 Printing/Binding 124 8175 Professional Services - Other 859 3,218 2,664 3,218 LID - Go To Meeting Video/Phone Conferencing 468 LID - Leadership & Meeting Coaching 2,000 LID - WeatherBug Subscription 750 8225 Seminars/Conferences 990 770 630 1,015 LID - CEMA Conference 120 LID - FLSE Conference 250 LID - ICMA Annual Conference 645 8250 Travel/Lodging 1,297 3,380 1,361 2,050 LID - CEMA Conference 300 LID - ICMA Annual Conference 1,450 LID - Life Safety Education Conference 300 8275 Mileage 340 83 8300 Business/Meeting Expense 841 2,600 3,636 1,100 LID - COOP drill 400 LID - EOC drill 400 LID - Misc OEM related meetings 300 8350 Routine Maintenance 1,000 417 8375 Outside Repairs and Services 700 208 5 Total Expenses 293,049 347,792 271,458 224,459
211 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (51-1000) Technical Rescue Operations
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5000 Salaries 982 1,000 987 1,000 5200 Minimum Staffing/Constant Staffing 14,847 18,720 18,720 11,040 LID - 11 Day TRT Academy 3,840 LID - Line 2,880 LID - Rigging for Rescue 960 LID - USAR Struct Collapse 3,360 5400 Project/Meeting Overtime 5,274 10,140 16,665 7,200 LID - Program Mgmt 3,840 LID - TRT Leads Mtg 960 LID - TRT Member attend 2,400 5550 Instructors 13,992 24,180 19,248 30,600 LID - 11 Day TRT School 6,000 LID - AutoX 1,200 LID - Confine Space 1,200 LID - Heavy Extrication 1,200 LID - Line Training 10,800 LID - Prep 600 LID - RIT 1,200 LID - Rope 2,400 LID - Shift Scenario 3,600 LID - Structure Collapse 1,200 LID - Trench 1,200 7000 General Supplies 141,869 18,100 16,460 12,000 LID - Confine Space 2,500 LID - Extrication Equipt 3,000 LID - Line Equipt 1,000 LID - Replace Equipt 1,000 LID - Rope Rescue 1,000 LID - Structure Collapse 2,500 LID - Trench Rescue 1,000 7075 Postage/Shipping 220 7100 Equipment $500 to $4,999 4,225 2,540 19,000 LID - Arizona Vortex 5,000 LID - BailOut 6,000 LID - Paratech Flying Rake 4,000 LID - Rope Rescue 4,000 7225 Awards and Recognition 500 208 500 LID - Awards 500 7250 Uniforms 40 500 1,209 1,500 LID - PPE 1,500 7275 Personal Protective Gear 1,200 500 3,200 LID - Fanny pack 1,000 LID - Flash Protection 500 LID - Gloves 100 LID - Half Masks 400 LID - Headlights 400 LID - Helmets 400 LID - Wolf Pack 400
212 Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 8175 Professional Services - Other 350 8225 Seminars/Conferences 7,150 8,000 11,880 7,100 LID - Advance Auto X 2,700 LID - Rigging for Rescue 1,600 LID - TRT Academy 2,800 8250 Travel/Lodging 2,000 1,295 8275 Mileage 500 100 100 LID - Mileage 100 8300 Business/Meeting Expense 177 5 8350 Routine Maintenance 1,000 417 1,000 LID - General Repair 1,000 8375 Outside Repairs and Services 1,268 30 8400 Equipment Rental 1,700 LID - Heavy Wrecker 1,200 LID - Trench Vacuum Truck 500 5 Total Expenses 190,394 85,840 90,264 95,940
213 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (51-1010) Hazardous Materials Operations
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5000 Salaries 8,206 1,000 968 1,000 5200 Minimum Staffing/Constant Staffing 11,270 32,526 4,543 27,190 LID - DHS 12,540 LID - Drill 8,800 LID - Training 5,850 5400 Project/Meeting Overtime 37,215 44,538 34,277 29,316 LID - Admin/Meeting 5,616 LID - Maint 13,500 LID - Shift Training 10,200 7000 General Supplies 42,843 27,000 27,000 27,000 LID - Absorbent/supplies 4,500 LID - Decon 2,000 LID - Disposable 8,000 LID - Misc supplies 1,500 LID - Sensors/parts 10,000 LID - Training supplies 1,000 7075 Postage/Shipping 155 750 340 750 LID - Postage 750 7100 Equipment $500 to $4,999 69,250 4,260 7,500 LID - CO Meters 7,500 7125 Books/Publications 63 1,000 501 1,000 LID - Books 1,000 7225 Awards and Recognition 650 250 LID - Awards 250 7250 Uniforms 3,343 2,400 1,267 2,400 LID - Uniforms 2,400 7275 Personal Protective Gear 8,000 3,000 8,000 LID - Gear 8,000 8175 Professional Services - Other 503 200 8225 Seminars/Conferences 212 3,000 790 3,000 LID - IAFC HazMat 3,000 8250 Travel/Lodging 1,175 6,350 4,331 6,350 LID - Conference travel 6,350 8275 Mileage 129 2,200 917 1,100 LID - Mileage 1,100 8300 Business/Meeting Expense 615 1,137 500 LID - Supplies 500 8350 Routine Maintenance 1,288 8375 Outside Repairs and Services -25 1,500 809 1,500 LID - Repairs 1,500 8425 Outside Seminar Leaders 7,755 3,500 1,458 9,200 LID - Outside Instructors 5,000 LID - RAE SCV Techs 4,200 9800 Equipment ($5,000 and over) 5,130 5 Total Expenses 189,126 133,764 86,447 126,056
214 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (51-1020) Aircraft Rescue Operations
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5000 Salaries 995 1,000 968 1,000 5200 Minimum Staffing/Constant Staffing 3,979 1,181 5400 Project/Meeting Overtime 12,520 13,744 5,700 18,244 LID - Coordinator hours 3,744 LID - FAR 139 3,000 LID - OT 8,000 LID - OT Coverage 2,000 LID - Overtime 1,500 5550 Instructors 743 3,500 3,731 3,000 LID - OT 3,000 7000 General Supplies 14,188 15,100 20,000 12,600 LID - ARFF Foam 2,000 LID - Aircraft trainer 2,000 LID - ARFF Equipt 4,500 LID - Clearn Gard 500 LID - General Supplies 3,000 LID - Nitrogen 100 LID - Purple K 500 7150 Memberships 200 200 LID - ARFF Working Group 200 7225 Awards and Recognition 500 500 200 LID - Awards/Recognition 200 8225 Seminars/Conferences 4,863 21,000 4,367 14,500 LID - Attend training 3,000 LID - DIA Training 6,000 LID - FAR at DIA 2,500 LID - Training crews 3,000 8250 Travel/Lodging 1,449 8275 Mileage 350 146 300 LID - Mileage 300 8400 Equipment Rental 175 9800 Equipment ($5,000 and over) 11,123 5 Total Expenses 50,036 55,394 36,592 50,044
215 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (51-1030) Dive/Water Rescue Operations
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5000 Salaries 995 1,000 968 2,000 5200 Minimum Staffing/Constant Staffing 22,279 10,200 1,350 16,848 LID - Backfill 11,232 LID - Off Duty Class 5,616 5400 Project/Meeting Overtime 14,851 2,000 3,000 3,744 LID - Project/Mtg 3,744 5550 Instructors 11,406 17,000 3,798 24,804 LID - Intro Class 5,148 LID - Line Class 11,232 LID - Team 8,424 7000 General Supplies 7,399 8,000 8,761 8,000 LID - Dive Equipt 8,000 7100 Equipment $500 to $4,999 14,744 16,000 8,270 2,000 LID - Dive Equipt 2,000 7175 Certifications 927 1,000 355 1,000 LID - PSD 1,000 7225 Awards and Recognition 498 500 200 500 LID - Awards 500 7250 Uniforms 500 500 LID - Uniforms 500 8175 Professional Services - Other 10 1,000 500 1,000 LID - DRI 1,000 8225 Seminars/Conferences 4,675 LID - Instructor Cert 1,475 LID - Outside class 3,200 8250 Travel/Lodging 2,800 LID - Air 300 LID - Hotel 1,700 LID - Per Diem 800 8275 Mileage 250 104 8300 Business/Meeting Expense 100 100 42 8350 Routine Maintenance 29 3,500 2,095 1,500 LID - Dive repair 1,500 8375 Outside Repairs and Services 241 1,529 2,000 LID - Outside Repair 2,000 5 Total Expenses 73,480 61,050 30,972 71,371
216 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (51-1040) Wildland Operations
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5000 Salaries 995 1,000 968 1,000 5200 Minimum Staffing/Constant Staffing 4,312 26,520 27,000 29,640 LID - Front Range Symposium 4,680 LID - Prescribe Fire Exchange 7,488 LID - S-Series Training Class 6,240 LID - Wildfire Academy 3,744 LID - Wildfire College 7,488 5400 Project/Meeting Overtime 26,184 39,404 40,000 44,900 LID - Cooperator Mtgs 4,608 LID - FDO Program 2,000 LID - Firing/Prescribe 6,000 LID - Program mgmt 12,480 LID - Saw Refresher 8,736 LID - Single Resource Refresher 1,560 LID - Team Safety Refresher 5,772 LID - Wildland IMT 3,744 5550 Instructors 18,594 23,706 24,000 23,706 LID - Safety Refresher 10,530 LID - Saw Refresher 4,680 LID - Single Resource 384 LID - S-Series Classes 6,240 LID - Team Safety 1,872 7000 General Supplies 14,569 12,775 8,013 12,775 LID - Appliance/Adapt 1,000 LID - Hose 1,500 LID - Hose Packs 2,275 LID - Misc Equipt 3,000 LID - PPE Kits 2,000 LID - Team Gear 3,000 7250 Uniforms 2,000 833 2,000 LID - Uniforms 2,000 7275 Personal Protective Gear 6,250 13,950 14,140 9,000 LID - Line Ops PPE 3,000 LID - Team PPE 6,000 8225 Seminars/Conferences 1,190 4,000 4,000 4,000 LID - Front Range Symp 2,000 LID - Wildfire Academy 2,000 8250 Travel/Lodging 1,608 4,500 5,972 4,500 LID - Hotels 2,500 LID - Perdiem 2,000 8275 Mileage 185 500 304 500 LID - Mileage 500 8300 Business/Meeting Expense 406 1,000 686 1,000 LID - Materials/food 1,000 5 Total Expenses 74,293 129,355 125,916 133,021
217 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (51-1050) Wildland Callout
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5250 Wildland Callout 176,723 180,000 130,000 180,000 LID - Call Out 180,000 5350 Cover Wildland Callout 121,102 120,000 120,000 120,000 LID - Minimum Staffing 120,000 5400 Project/Meeting Overtime 3,717 3,792 7000 General Supplies 847 5,000 2,389 5,000 LID - Misc Supplies 5,000 8225 Seminars/Conferences 715 8250 Travel/Lodging 10,575 20,000 28,266 20,000 LID - Travel 20,000 8300 Business/Meeting Expense 61 28 5 Total Expenses 313,740 325,000 284,474 325,000
218 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (51-1060) SWAT Team Operations
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5000 Salaries 995 1,000 968 1,000 5200 Minimum Staffing/Constant Staffing 16,969 5,520 15,000 7,360 LID - Backfill DCSO 7,360 5400 Project/Meeting Overtime 35,798 51,200 56,970 52,160 LID - Admin Meetings 960 LID - DCSO Inservice 2,400 LID - In Service 9,600 LID - Medic Only Day 2,400 LID - OT for training 28,800 LID - Pike National Forest 3,200 LID - South Area Acad 4,800 7000 General Supplies 989 3,000 2,716 4,200 LID - Rifle Cases 1,200 LID - SWAT Supplies 3,000 7225 Awards and Recognition 276 400 386 400 LID - Incentive 400 7250 Uniforms 480 560 718 400 LID - Uniforms 400 7275 Personal Protective Gear 3,003 3,135 500 LID - Plate Carriers 500 8175 Professional Services - Other 10,000 10,000 10,000 LID - Workers Comp 10,000 8225 Seminars/Conferences 725 8250 Travel/Lodging 1,000 417 8300 Business/Meeting Expense 134 500 250 LID - Meeting/Training 250 8425 Outside Seminar Leaders 4,000 2,500 2,550 LID - Mileage 250 LID - Range Officer 1,000 LID - Tactical Development 300 LID - Travel/Lodge 1,000 5 Total Expenses 59,370 76,680 93,310 78,820
219 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (51-1090) USAR
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5000 Salaries 995 1,000 968 1,000 5200 Minimum Staffing/Constant Staffing 4,151 6,428 5275 USAR Callout 51,579 168,000 70,000 168,000 LID - Callout 168,000 5375 Cover USAR Callout 28,477 5400 Project/Meeting Overtime 33,478 31,000 25,000 31,000 LID - Meetings 31,000 7000 General Supplies 1,462 394 7225 Awards and Recognition 1,200 500 1,200 LID - Awards/Recognition 1,200 8225 Seminars/Conferences 940 8250 Travel/Lodging 40 8275 Mileage 43 500 65 500 LID - Mileage 500 8300 Business/Meeting Expense 56 52 5 Total Expenses 120,281 201,700 104,348 201,700
220 South Metro Fire Rescue Authority
Division - Project - Location: (51-1130) Bike Medic
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5000 Salaries 995 1,000 968 1,000 5400 Project/Meeting Overtime 55,700 70,260 32,438 48,543 LID - 30 events - 39 Days 30,030 LID - IKEA Coverage 11/2015 1,083 LID - One annual team meeting per shift 5,976 LID - OT For Bike Medic Team Administration 3,984 LID - OT to maintenance bikes and trailer 4,980 LID - Team annual certification ride 2,490 7000 General Supplies 1,341 6,200 2,500 3,656 LID - Bike Helmets 1,000 LID - Bike supplies 1,000 LID - Medical Supplies 1,500 LID - O2 Cylinder Refill 156 7100 Equipment $500 to $4,999 3,900 7250 Uniforms 2,500 1,500 4,000 LID - Bike Helmets 1,000 LID - Uniforms 3,000 8225 Seminars/Conferences 250 1,200 LID - Bike maintenance class 1,200 8250 Travel/Lodging 1,518 8350 Routine Maintenance 1,000 LID - Bike Team trailer maintenance and supplies 1,000 5 Total Expenses 63,454 80,210 37,406 59,399
221 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (51-2010) Tracked Response Operations
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5000 Salaries 995 1,000 968 1,000 5200 Minimum Staffing/Constant Staffing 2,880 2,880 LID - Minimum staffing 2,880 5400 Project/Meeting Overtime 4,675 5,960 4,602 5,960 LID - In house training 2,080 LID - OSHA student OT 2,560 LID - Pre/Post staging 640 LID - Projects/Meeting 680 7000 General Supplies 41 500 446 500 LID - Hand tools 500 7250 Uniforms 500 208 500 LID - Uniforms 500 7550 Fuel 500 208 500 LID - Fuel 500 8225 Seminars/Conferences 4,776 4,000 4,000 4,000 LID - OSHA Course 4,000 8250 Travel/Lodging 160 1,080 639 1,080 LID - Travel for OSHA Course 1,080 8425 Outside Seminar Leaders 320 133 320 LID - Outside instructor 320 5 Total Expenses 10,647 16,740 11,205 16,740
222 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (51-2020) SCBA Operations
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5000 Salaries 995 1,000 968 1,000 5200 Minimum Staffing/Constant Staffing 323 2,000 1,832 2,000 LID - Backfill for SCBA Techs 2,000 5400 Project/Meeting Overtime 32,521 28,000 28,000 36,000 LID - Overtime for repair and testings 36,000 7000 General Supplies 112,410 34,950 29,801 25,750 LID - Airpack parts and supplies 15,000 LID - Compressor supplies 6,000 LID - R.I.T. ops supplies 2,000 LID - Supplies for storage and repair 750 LID - Tech tool replacement and update 2,000 7075 Postage/Shipping 210 650 298 650 7100 Equipment $500 to $4,999 471,587 37,500 3,787 37,500 LID - Epic IR In mask Communications system 37,500 7225 Awards and Recognition 300 125 300 LID - SCBA Recognition 300 8175 Professional Services - Other 1,976 544 8300 Business/Meeting Expense 90 62 8350 Routine Maintenance 3,776 12,750 10,000 25,500 LID - Compressor maintanance 12,500 LID - Compressor quarterly air testing 3,600 LID - Fit test Machine calibration x 6 @$915 ea 6,500 LID - Flow test machine calibration x 3 2,400 LID - Hydro testing 500 8375 Outside Repairs and Services 6,373 4,000 5 Total Expenses 630,262 117,150 79,417 128,700
223 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (51-2030) Ceremonial Unit
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5000 Salaries 995 1,000 968 1,000 5200 Minimum Staffing/Constant Staffing 1,051 10,000 9,054 19,500 LID - Cover for Honor Guard 6,500 LID - Cover for Pipes and Drums 13,000 5400 Project/Meeting Overtime 12,838 5,000 5,000 6,960 LID - Overtime for Honor Guard 6,960 7000 General Supplies 540 1,500 2,156 1,750 LID - Supplies for Honor Guard 750 LID - Supplies for Pipes and Drums 1,000 7225 Awards and Recognition 200 261 600 LID - Awards for Honor Guard 500 LID - Awards for Pipes and Drums 100 7250 Uniforms 4,284 5,000 3,500 13,250 LID - Uniforms for Honor Guard 5,250 LID - Uniforms for Pipes and Drums 8,000 8225 Seminars/Conferences 635 200 495 900 LID - Seminars for Honor Guard 400 LID - Seminars for Pipes and Drums 500 8250 Travel/Lodging 7,564 4,720 5,006 5,000 LID - Travel for Honor Guard 2,500 LID - Travel for Pipes and Drums 2,500 8350 Routine Maintenance 509 500 908 900 LID - Maintenance for Honor Guard 400 LID - Maintenance for Pipes and Drums 500 5 Total Expenses 28,416 28,120 27,349 49,860
224 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (51-2040) Explorer Program
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5000 Salaries 995 1,000 968 1,000 5400 Project/Meeting Overtime 971 12,760 2,500 2,856 LID - Coordinator OT for Explorers 2,016 LID - Safety Officer for Live Fire 840 5550 Instructors 10,509 7,500 10,542 LID - Additional Instructor 1,008 LID - Primary Instructor 6,384 LID - Secondary Instructor 3,150 7000 General Supplies 126 1,420 592 1,420 LID - New member supplies 100 LID - Training vehicles 1,320 7250 Uniforms 1,010 500 1,010 LID - Class-B shirts 400 LID - Tshirts 360 LID - Uniform pants 250 5 Total Expenses 12,601 16,190 12,060 16,828
225 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (51-2050) Fitness and Wellness Operations
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5000 Salaries 1,991 2,000 1,936 2,000 5200 Minimum Staffing/Constant Staffing 1,820 2,000 5400 Project/Meeting Overtime 6,527 18,000 14,837 18,000 7000 General Supplies 15,856 6,000 11,994 6,000 7100 Equipment $500 to $4,999 34,653 12,725 13,000 15,500 LID - Small Equipment 2,000 LID - Stairmill (2) 9,000 LID - Treadmill (1) 4,500 7125 Books/Publications 664 810 294 900 7150 Memberships 750 7175 Certifications 4,690 800 5,000 LID - Misc Certifications 5,000 7225 Awards and Recognition 1,000 7250 Uniforms 350 1,128 7275 Personal Protective Gear 2,100 875 8175 Professional Services - Other 454 1,093 8225 Seminars/Conferences 2,719 1,500 470 500 8250 Travel/Lodging 2,900 340 3,500 LID - World Challenge FF Combat (6) 3,500 8275 Mileage 300 300 8300 Business/Meeting Expense 38 500 150 250 8350 Routine Maintenance 1,362 12,100 4,000 8,400 LID - Fitness Equipment Maintenance 8,400 8375 Outside Repairs and Services 650 500 8410 Space Rental 160 8425 Outside Seminar Leaders 2,700 1,125 5 Total Expenses 64,914 68,125 54,822 62,350
226 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (51-2070) Water Supply
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5000 Salaries 971 1,000 968 1,000 5400 Project/Meeting Overtime 7,898 7,500 4,673 7,500 LID - Overtime for Water Supply 7,500 7000 General Supplies 6,309 38,650 44,223 53,175 LID - Appliances and fittings 8,800 LID - Hard suction hose replacement for old hard suction 2,875 LID - Port-A-Tank replacement 1,625 LID - Replacement Hose & testing equipment 39,875 7100 Equipment $500 to $4,999 897 0 29,106 8275 Mileage 228 500 400 500 LID - Mileage 500 5 Total Expenses 16,303 47,650 79,370 62,175
227 South Metro Fire Rescue Authority
Division - Project - Location: (51-2072) Ladders
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5000 Salaries 995 1,000 1,000 1,000 5400 Project/Meeting Overtime 7,500 7,500 LID - Overtime ladders 7,500 7000 General Supplies 2,717 1,500 1,000 1,500 LID - General supplies for ladders 1,500 7100 Equipment $500 to $4,999 2,748 4,000 4,000 4,000 LID - Equipment 4,000 8350 Routine Maintenance 15 5 Total Expenses 6,475 14,000 6,000 14,000
228 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (51-2073) Nozzles
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5000 Salaries 995 1,000 1,000 1,000 5400 Project/Meeting Overtime 4,308 4,308 LID - General overtime 2,808 LID - Nozzle repair 1,500 7000 General Supplies 695 192 2,091 LID - Metro 1 1,035 LID - Stream Shaper 216 LID - Valve Body 840 7075 Postage/Shipping 204 724 601 736 LID - New purchases 236 LID - Shipping back to manufacturer 500 7100 Equipment $500 to $4,999 5,789 10,500 9,600 9,000 LID - Extend-A-Gun upgrade 9,000 8175 Professional Services 35 8225 Seminars/Conferences 500 100 1,000 LID - Conference 1,000 8250 Travel/Lodging 1,500 1,000 LID - Travel for conference 1,000 8350 Routine Maintenance 1,549 8375 Outside Repairs and Services 3,700 8,486 2,700 LID - Hand Tools 200 LID - Manufacturer Recommended Tools 300 LID - Repairs by Manufacturer 2,000 LID - Shelving 200 5 Total Expenses 9,232 22,232 20,014 21,835
229 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (51-2074) Ops Equipment
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5000 Salaries 995 1,000 1,000 1,000 5400 Project/Meeting Overtime 16,652 15,000 11,000 15,000 LID - Overtime for Ops equipment 15,000 7000 General Supplies 31,262 20,000 13,645 15,000 LID - Equipment 10,000 LID - Research and development 5,000 7100 Equipment $500 to $4,999 15,000 10,000 15,000 LID - Extrication replacement 15,000 7225 Awards and Recognition 200 100 200 LID - Awards 200 8275 Mileage 128 1,000 500 1,000 8350 Routine Maintenance 5,723 5,000 2,083 10,000 LID - Extinguisher service 5,000 LID - Routine maintenance 5,000 8375 Outside Repairs and Services 12,000 5 Total Expenses 54,761 57,200 50,328 57,200
230 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (51-2075) PPE
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5000 Salaries 1,020 1,000 968 1,000 5400 Project/Meeting Overtime 4,144 5,616 4,500 5,616 LID - Overtime PPE 5,616 7075 Postage/Shipping 125 200 83 200 LID - Shipping for PPE 200 7275 Personal Protective Gear 156,893 300,770 475,000 406,200 LID - PPE for training officers 6,200 LID - Purchase 135 sets of PPE 400,000 8350 Routine Maintenance 111,375 150,745 59,000 120,000 LID - Cleaning and Repairs 120,000 9800 Equipment ($5,000 and over) 35,000 LID - Extractors x4 35,000 5 Total Expenses 273,557 458,331 539,551 568,016
231 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (51-2076) Saws
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5000 Salaries 995 1,000 1,000 1,000 5400 Project/Meeting Overtime 5,616 5,616 LID - Overtime for saws 5,616 7000 General Supplies 2,444 3,500 5,000 5,000 LID - Replacement Chains 2,000 LID - Replacement Cut-off Blades 1,500 LID - Replacement Parts 1,500 7100 Equipment $500 to $4,999 1,728 4,798 4,500 4,859 LID - Partner K-1260 Cutoff saw 1,784 LID - Partner K-970 Rescue Cutoff saw 1,825 LID - Stihl MS461 Rescue 1,250 8275 Mileage 500 500 LID - Mileage 500 8375 Outside Repairs and Services 760 1,500 1,507 2,000 LID - Chain Sharpening 500 LID - Outside repair 1,500 5 Total Expenses 5,927 16,914 12,007 18,975
232 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (51-2077) Thermal Imager
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 7000 General Supplies 1,856 3,130 2,624 4,510 LID - 12 Battery chargers 1,500 LID - 24Batteries for Thermal Imagers 2,760 LID - 5 Dedicate eye carrabiners 250 7075 Postage/Shipping 1,357 2,000 694 2,500 LID - Shipping 2,500 8175 Professional Services - Other 4,800 8350 Routine Maintenance 1,241 15,000 5,000 15,000 LID - General Maintenance 15,000 9800 Equipment ($5,000 and over) 40,930 14,600 31,630 20,000 LID - 2 Thermal imaging camera w/o video capture 20,000 5 Total Expenses 45,384 39,530 39,948 42,010
233 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (51-2100) Incident Management Team
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5000 Salaries 4,655 1,000 968 1,000 5200 Minimum Staffing/Constant Staffing 1,688 20,000 7,500 20,000 LID - Staffing 20,000 5400 Project/Meeting Overtime 13,963 24,120 17,966 24,120 LID - Meetings and training 24,120 7000 General Supplies 478 2,500 500 4,000 LID - Supplies 2,500 LID - Uniforms 1,500 7250 Uniforms 1,529 1,500 8225 Seminars/Conferences 207 8250 Travel/Lodging 1,850 1,850 LID - Travel 1,850 8275 Mileage 200 200 LID - Mileage 200 8300 Business/Meeting Expense 395 700 100 700 LID - Meetings 700 5 Total Expenses 22,915 51,870 27,034 51,870
234 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (52) EMS Education
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5400 Project/Meeting Overtime 53,624 38,608 51,977 127,133 5550 Instructors 56,807 7000 General Supplies 658 5,850 913 11,480 7100 Equipment $500 to $4,999 7,500 7125 Books/Publications 12,090 3,952 1,462 9,960 7175 Certifications 2,116 1,805 13,590 7225 Awards and Recognition 1,200 7250 Uniforms 400 8225 Seminars/Conferences 37,068 8250 Travel/Lodging 41,538 8300 Business/Meeting Expense 2,639 8375 Outside Repairs and Services 8,500 8425 Outside Seminar Leaders 375 1,392 5 Total Expenses 68,863 48,410 56,157 319,207
235 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (52-0000) EMS Education Project Non Specific Fund: (01) General Fund Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5400 Project/Meeting Overtime 127,133 LID - ACLS Outside Recertifications 2,075 LID - CPR/BLS/HCP Instructor Recertifications 2,075 LID - Overtime ACLS Recertification 16,600 LID - Overtime for COEMS Conference Shift Coverage 9,960 LID - Overtime for Paramedic school 24,900 LID - Overtime for Preparamedic A/P 4,980 LID - Overtime for SMFRA EMS Instructors for EMS Company 47,868 LIDT ii- Overtime PALS Recertification 16,600 LID - PALS Outside Recertifications 2,075 5550 Instructors 13,197 LID - 2 Day EMS Medical Mini Conference 996 LID - 2 Day EMS Trauma Mini Conference 996 LID - Instructor OT for EMS Field Day 11,205 7000 General Supplies 8,000 LID - EMS Company Training Supplies 4,000 LID - EMS Training Supplies 1,000 LID - IV Course Training Supplies 2,000 LID - Training CD/DVD Programs 1,000 7100 Equipment $500 to $4,999 7,500 LID - EMS Training Mannequins 7,500 7125 Books/Publications 2,200 LID - EMS Library - Educators 1,000 LID - Paramedic School Textbooks (Additonal Reference) X 3 600 LIDSd - Pre-Paramedic School Textbooks x 3 600 7175 Certifications 13,350 LID - ACLS Recertifications Cards 750 LID - CPR/BLS/HCP 2,000 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 1,200 LID - SMFRA EMS Instructor Recognition 1,200 7250 Uniforms 400 LID - EMS Educator Uniforms x2 400 8225 Seminars/Conferences 37,068 LID - ACLS Outside Recert 756 LID - CO EMS Seminars for Line Members 4,000 LID - CPR Instructor Course 1,500 LID - EKG Course 400 LID - New Hire EMTB/P Seminars CE Training 1,200 LID - PALS Outside Recert 756 LID - Paramedic School X 3 Students 12,000 LID - Pinnacle/EMS World Conference and Power Session 6,000 LID - Pinnacle/EMS f C World f/2 C Conference / O and Power Session 1,200 LIDR i- Pinnacle/EMS i f 1 M World di l Di Conference and Power Session 2,400 LIDR i- Preparamedic i f 2 EMS school S A/P i courses x 3 students 756 LID - Seminars for Chief/2 x Captains/EXO/Lieutenant 3,600 LID - Seminars for EMS Educator x 2 1,000 LID - Specialized Trainings or Updates 1,500 236 Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 8250 Travel/Lodging 41,538 LID - Pinnacle/ EMS World Conference Travel/Lodging/Per 2,508 LID - Pinnacle/EMSf 1 World Conference Travel/Lodging/Per 2,505 LID - Pinnacle/EMSf 2 S S World Conference Travel/Lodging/Per 12,525 LIDDi - Travel/Lodging/Perf Chi f/2 C iDiem /EXO/ for Li Chief/2 x Captain/EXO/1 11,200 LID - Travel/Lodging/Per Diem for CO EMS Seminar for Line 10,000 LID - Travel/Lodging/Per Diem for EMS Educator x 2 2,800 8300 Business/Meeting Expense 2,639 LID - ACLS Faculty Meals 384 LID - CPR Recertification Meals 575 LID - EMS Medical/Trauma Mini Conference Instructor Meals 96 LID - EMS Medical/Trauma Mini Conference Snacks 800 LID - PALS Faculty Meals 384 LID - Skills Verification/Rodeo Foods and Meals 400 8375 Outside Repairs and Services 8,500 LID - Mannequin Repair Parts 7,000 LID - Megacode Kelly 1 year Preventative On-site 1,500 8425 Outside Seminar Leaders 1,392 LID - ACLS Instructors 696 LID - PALS Instructors 696 5 Total Expenses 264,117
237 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (52-1120) EMT-B Class
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5550 Instructors 53,624 38,608 51,977 43,610 LID - Admin instructors 3,040 LID - Guest Instructor 250 LID - Primary instructors 11,760 LID - Secondary instructors 28,560 7000 General Supplies 658 5,850 913 3,480 LID - Disposable supplies 850 LID - Extrication 500 LID - Misc supplies 500 LID - New equipment for class 1,040 LID - Oxygen 340 LID - Rebuild CPR Manequins 250 7125 Books/Publications 12,090 3,952 1,462 7,760 LID - EMT Class Textbooks 7,760 7175 Certifications 2,116 1,805 240 LID - Instructor Certifications 240 8425 Outside Seminar Leaders 375 5 Total Expenses 68,863 48,410 56,157 55,090
238 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (53-0000) Life Safety Education Project Non Specific
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5000 Salaries 202,193 213,485 201,845 211,254 5400 Project/Meeting Overtime 4,432 8,640 7,071 17,892 LID - CPS Station Supply Upkeep 1,260 LID - JFIP Certification 1,260 LID - JFIP Intervention 2,016 LID - JFIP Ongoing Training 2,016 LID - Overtime-Wildfire Mitigation 9,240 LID - Life Safety Educators 2,100 5550 Instructors 391 6000 Pension Expense 24,263 25,618 24,221 25,350 6025 Retiree Health Savings 4,027 4,268 2,812 2,113 6050 Deferred Compensation - Employer Contribution 1,237 1,312 2,598 3,394 6100 Health Insurance 33,639 39,766 40,025 42,416 6125 Vision Insurance 579 579 571 660 6150 Dental Insurance 2,811 2,952 2,792 2,766 6200 Life, Accidental Death and Dismemberment Ins 514 539 543 534 6225 Long Term Disability 1,530 1,644 1,584 1,627 6300 Social Security and Medicare 2,764 2,925 2,857 2,962 6400 Flex Fee 97 378 198 96 7000 General Supplies 6,562 7,000 3,052 10,500 LID - Car Seats 300 LID - Classroom Props/Handouts 2,000 LID - Fire Danger Sign 1,050 LID - Foundation Supplies 750 LID - Helmets 1,900 LID - Safety Warden/Emer Planning 200 LID - Senior/Special Needs Safety 100 LID - Smoke Detectors 2,400 LID - Supplies 800 LID - Station Supplies 1,000 7075 Postage/Shipping 9 120 120 LID - FPM School Mailing 60 LID - Misc. Shipping 60 7100 Equipment $500 to $4,999 3,289 1,000 1,000 LID - Equipment 1,000 7125 Books/Publications 7 85 750 LID - LATCH Manual for CPS 750 7150 Memberships 225 420 328 290 LID - Fire & Life Safety Educators of CO 135 LID - FMAC 20 LID - PPWEP 35 LID - Safe Kids 100
239 Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 7175 Certifications 520 535 500 1,070 LID - All state certs: Fire & Life Safety Educator I, II, 300 LID - Car Seat Certification 710 LID - JFIS I 60 7225 Awards and Recognition 140 120 100 120 LID - Awards & Recognition 120 7250 Uniforms 760 690 200 690 LID - Uniforms 690 7275 Personal Protective Gear 200 LID - Personal Protective Gear 200 8000 Printing/Binding 1,068 870 1,000 1,875 LID - Christmas Tree Tags 500 LID - Misc. Print Jobs 120 LID - Printing/Binding 160 LID - Safety Scoop Coupons 250 LID - Safety Warden Materials/CDs 845 8175 Professional Services - Other 8,624 109,589 15,835 13,195 LID - Current Internet Platform updates 2,684 LID - Foundation Car Seat Program Mgmt 5,000 LID - JFIP Interview recording system enhancements 1,500 LID - Private Registration (southmetrofoundation.org) 29 LID - Private Registration 29 LID( - hProfessional f fServices di ) 800 LID - safetyfoundation.us 39 LID - safety-store.org 39 LID - southmetrofoundation.org 39 LID - southmetrosafetyfoundation.org 40 LID - Web forwarding (safetyfoundation.us) 40 LID - Web forwarding (southmetrofoundation.org) 40 LID - Web forwarding 40 LID( - Web Internet ff Platform Maintenance ) Civic Plus 2,876 8225 Seminars/Conferences 1,216 2,625 2,000 3,250 LID - FLSE Conference of the Rockies 500 LID - ICC Code Conference 175 LID - JFIP Conference National 650 LID - Kidz in Motion 675 LID - LifeSavers National Conference 450 LID - Utah or other FLSE Conference 300 LID - Wildfire Conference 500 8250 Travel/Lodging 1,832 5,110 2,425 6,123 LID - FLSE Conference of the Rockies 600 LID - JFIP Conference National 1,065 LID - Kids in Motion 405 LID - LifeSavers National Conference 1,065 LID - Parking at Airport for Conference 432 LID - Perdiem 1,491 LID - Wildfire Conference 1,065 8275 Mileage 1,544 300 740 LID - Mileage 200 LID - Mileage Foundation 540 8300 Business/Meeting Expense 1,224 2,150 1,000 3,150 LID - FLSEC Awards Banquet/Luncheon 150 LID - Business/Meetings Expense 1,000 LID - Misc. Business Expenses 2,000
240 Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 8350 Routine Maintenance 5 250 208 450 LID - Maintenance 200 LID - Routine Maintenance 250 8375 Outside Repairs and Services 200 83 200 LID - Ongoing maintenance for LSE 200 5 Total Expenses 303,567 434,329 314,624 354,786
241 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (54) Training
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5000 Salaries 680,143 661,664 741,481 732,647 5200 Minimum Staffing/Constant Staffing 20,201 97,950 108,913 103,000 5400 Project/Meeting Overtime 167,533 184,320 164,418 481,204 5550 Instructors 143,915 163,620 356,000 195,488 5555 Safety Officer 7,044 9,000 12,000 15,496 6000 Pension Expense 77,465 79,400 86,425 86,239 6025 Retiree Health Savings 12,836 15,218 10,363 7,186 6050 Deferred Compensation - Employer Contribution 11,604 11,725 18,398 21,559 6100 Health Insurance 104,139 112,519 134,044 224,170 6125 Vision Insurance 1,937 1,719 2,022 3,524 6150 Dental Insurance 8,694 8,308 8,789 14,224 6200 Life, Accidental Death and Dismemberment Insurance 1,409 1,667 1,518 1,838 6225 Long Term Disability 4,878 5,095 5,641 5,534 6250 FPPA Death and Disability 5,009 2,439 6,892 8,556 6300 Social Security and Medicare 11,127 9,594 13,183 11,242 6400 Flex Fee 265 1,112 530 416 7000 General Supplies 30,617 93,810 66,417 130,590 7025 Office Supplies 1,904 3,200 1,200 3,300 7050 Computer Supplies 20,004 13,100 3,500 26,100 7075 Postage/Shipping 245 170 50 100 7100 Equipment $500 to $4,999 7,311 12,700 15,039 46,595 7125 Books/Publications 5,097 8,250 1,300 7,000 7150 Memberships 559 1,200 1,054 1,200 7175 Certifications 2,532 20,200 20,000 58,120 7225 Awards and Recognition 5,403 5,400 5,852 6,100 7250 Uniforms 1,601 7,600 15,603 21,450 7275 Personal Protective Gear 218 3,607 118,800 7325 Telephone 112 7425 Wireless Connections 1,255 1,250 1,186 3,120 7525 Trash Service 1,978 1,972 2,500 4,300 7550 Fuel 1,691 2,900 2,697 3,050 8175 Professional Services - Other 27,287 52,200 35,946 90,200 8225 Seminars/Conferences 56,822 50,990 40,065 52,350 8250 Travel/Lodging 12,661 70,845 57,643 57,680 8275 Mileage 171 300 125 8300 Business/Meeting Expense 14,435 13,290 18,227 13,600 8350 Routine Maintenance 3,367 7,000 2,917 6,000 8375 Outside Repairs and Services 8,601 29,500 28,418 31,515 8400 Equipment Rental 2,905 5,800 2,417 2,000 8410 Space Rental 4,700 8425 Outside Seminar Leaders 31,748 70,000 21,172 80,000 9800 Equipment ($5,000 and over) 14,375 12,000 5 Total Expenses 1,496,611 1,837,027 2,032,039 2,692,193
242 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (54-0000) Training Project No Specific
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5000 Salaries 680,143 660,664 741,481 732,647 5200 Minimum Staffing/Constant Staffing 20,201 97,950 108,913 103,000 LID - Backfill 24,700 LID - Blue Card Instructor 2,200 LID - E-Learning 6,000 LID - FDNY Symposium 3,300 LID - Firehouse World - line 13,200 LID - Firehouse World - training staff 3,300 LID - FRI 11,000 LID - Officer CE - Blue Card 17,600 LID - Officer Exchange Program 10,000 LID - Southbend 8,800 LID - Southbend training staff 2,900 5400 Project/Meeting Overtime 71,037 184,320 114,180 292,796 LID - IAPD Engineer recert OT 24,080 LID - IAPD Instructor recert OT 2,100 LID - OT for building classes & creating vidoes 36,000 LID - OT for engineer training 72,800 LID - OT for forcible entry props 1,000 LID - Training Officer OT 156,816 5550 Instructors 143,915 163,620 356,000 195,488 LID - Adjuncts 155,925 LID - Instructors 33,500 LID - Instructors 6,063 5555 Safety Officer 7,044 9,000 12,000 15,496 LID - OT Incident Safety Officers 15,496 6000 Pension Expense 77,465 79,400 86,425 86,239 6025 Retiree Health Savings 12,836 15,218 10,363 7,186 6050 Deferred Compensation - Employer Contribution 11,604 11,725 18,398 21,559 6100 Health Insurance 104,139 112,519 134,044 145,184 6125 Vision Insurance 1,937 1,719 2,022 2,319 6150 Dental Insurance 8,694 8,308 8,789 9,011 6200 Life, Accidental Death and Dismemberment Insurance 1,409 1,667 1,518 1,804 6225 Long Term Disability 4,878 5,095 5,641 5,534 6250 FPPA Death and Disability 5,009 2,439 6,892 8,556 6300 Social Security and Medicare 11,127 9,594 13,183 11,242 6400 Flex Fee 265 1,112 530 283 7000 General Supplies 30,617 93,810 51,500 107,770 LID - 2 Portable handwash stations 900 LID - 2 TV mounts 240 LID - Acquired Structures Type 4 & 5 10,500 LID - Battalion chief training 560 LID - CO2 for Fog Machine 1,470 LID - Drinking fountain filters 500 LID - Engineer Academy Manuals 1,500 LID - Extrication Vehicles 15,000 LID - Lieutenant Academy Manuals 1,500 LID - Lieutenant Academy Supplies 1,200 LID - Line training 1,040 243 Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget LID - Magnetic mic holder 625 LID - Misc construction materials 9,000 LID - Plastic Jersey Barriers for drill ground 4,000 LID - Spare 800 mghz radio batteries 3,120 LID - Type 1 construction materials 5,670 LID - Type 1 training supplies 4,725 LID - Type 2 construction materials 15,960 LID - Type 2 training supplies 4,725 LID - Type 3 construction materials 4,935 LID - Type 3 training supplies 15,000 LID - Water & Gatorade 5,600 7025 Office Supplies 1,904 3,200 1,200 3,000 LID - Office supplies 3,000 7050 Computer Supplies 20,004 13,100 3,500 26,100 LID - A/V Upgrades large classroom 5,000 LID - E Learning hardware 3,000 LID - E Learning software 2,000 LID - Hardware/Accessories 1,000 LID - iPads CTC 1,200 LID - iPads Training 2,400 LID - Mac Access CTC 5,000 LID - MacBook Pro CTC 3,500 LID - MacBook Pro Training 3,000 7075 Postage/Shipping 245 170 50 100 LID - Postage 100 7100 Equipment $500 to $4,999 7,311 12,700 15,039 46,595 LID - 2 Rescue Randys 2,800 LID - Drinking fountain 2,200 LID - Fire command center equipment 4,500 LID - Forcible entry props 4,000 LID - Geargrid 3,000 LID - Go Pro cameras 1,800 LID - Ice Maker 4,000 LID - Power Jamb 5,295 LID - QRae 4 gas meter 4,600 LID - Rehab Equipment 2,500 LID - Roof Simulator inserts 7,200 LID - Saw Repair 2,000 LID - Stackable washer and dryer 1,200 LID - TV for large classroom 1,500 7125 Books/Publications 5,097 8,250 1,300 4,960 LID - Subscriptions 500 LID - Training library updates 4,460 7150 Memberships 559 1,200 1,054 1,200 LID - Memberships 1,200 7175 Certifications 2,532 20,200 20,000 54,580 LID - Blue Card initial cert 6,160 LID - Blue Card instructor cert 3,500 LID - Blue Card maintenance fee 10,620 LID - Division of Fire Safety Certification renewals 16,200 LID - IAPD engineer recertification 4,200 LID - IAPD Instructor recertification 8,500 LID - Other certifications 5,400 7225 Awards and Recognition 5,403 5,400 5,000 5,400 LID - Awards & Recognition 5,400 7250 Uniforms 1,601 7,600 5,910 4,800 LID - Training Uniforms 4,800 7275 Personal Protective Gear 218 1,275 7325 Telephone 112
244 Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 7425 Wireless Connections 1,255 1,250 1,186 3,120 LID - DirecTV 1,320 LID - iPad cellular connection 1,800 7525 Trash Service 1,978 1,972 2,500 4,300 LID - Port-O-Let 1,800 LID - Roll off dumpster 2,500 7550 Fuel 1,691 2,900 2,697 3,050 LID - Fuel 3,050 8175 Professional Services - Other 27,287 52,200 35,444 50,200 LID - 1403 Burn Building/Tower inspection 4,200 LID - Computer based training development distance 23,000 LIDli - Moodle 5,000 LID - Video production 18,000 8225 Seminars/Conferences 56,822 50,990 40,065 52,350 LID - Blue Card Instructor 8,000 LID - E-learning 9,000 LID - FDNY Symposium 1,680 LID - Firefighter training 4,000 LID - Firehouse World - line 3,500 LID - FRI 4,020 LID - Instructor training 6,400 LID - Officer training 12,000 LID - Southbend 3,750 8250 Travel/Lodging 12,406 70,845 57,643 57,680 LID - Blue Card Instructor 3,800 LID - FDNY Symposium 4,120 LID - Firehouse World - line 15,200 LID - FRI 10,600 LID - Officer Exchange program 5,000 LID - Southbend 9,660 LID - Travel for command officer training 2,800 LID - Travel for firefighter training 2,100 LID - Travel for officer training 4,400 8275 Mileage 171 300 125 8300 Business/Meeting Expense 14,435 13,290 15,662 12,000 LID - Business expense Training 12,000 8350 Routine Maintenance 3,367 7,000 2,917 6,000 LID - Maintenance drillground 4,700 LID - Prop maintenance 1,300 8375 Outside Repairs and Services 8,601 29,500 26,000 30,975 LID - Hydrant repair/replacement 6,090 LID - Misc purchased services 9,660 LID - Misc repair 15,225 8400 Equipment Rental 2,905 5,800 2,417 2,000 LID - Misc equipment rental 2,000 8425 Outside Seminar Leaders 31,748 70,000 18,500 43,000 LID - Learning Symposium 17,000 LID - Outside LTA Instructors 8,000 LID - Outside Seminar Instructors 18,000 9800 Equipment ($5,000 and over) 14,375 12,000 LID - Bunker gear dryer 12,000 5 Total Expenses 1,399,860 1,836,027 1,945,850 2,169,524
245 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (54-1100) Academy
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5400 Project/Meeting Overtime 6,970 38,512 188,408 LID - Academy Adjunct Instructor OT 38,355 LID - Academy Recruit OT 70,493 LID - Recruit Training Officer OT 79,560 6100 Health Insurance 78,986 6125 Vision Insurance 1,206 6150 Dental Insurance 5,214 6200 Life, Accidental Death and Dismemberment Ins 33 6400 Flex Fee 133 7000 General Supplies 14,917 22,820 LID - Academy Supplies 22,820 7025 Office Supplies 300 LID - Academy Office Supplies 300 7125 Books/Publications 2,040 LID - Delmar textbooks 1,800 LID - IAPD textbook 240 7175 Certifications 3,540 LID - CPR 180 LID - I/V certification 1,200 LID - IAPD 1,440 LID - Recruit State Certifications 720 7225 Awards and Recognition 852 700 LID - Academy awards 700 7250 Uniforms 9,693 16,650 LID - Recruit uniforms 16,650 7275 Personal Protective Gear 2,333 118,800 LID - PPE for Academy 12 63,000 LID - Recruit & Instructor PPE 55,800 8175 Professional Services - Other 502 40,000 LID - Academy professional services 40,000 8300 Business/Meeting Expense 2,565 1,600 LID - Family night 800 LID - Plan B / StressManagement Dinner 800 8375 Outside Repairs and Services 2,418 540 LID - 540 8410 Space Rental 4,700 LID - Facility Rental 2,500 LID - PACE Center 600 LID - Pool Rental 1,600 8425 Outside Seminar Leaders 2,672 37,000 LID - Outside instructors 1,000 LID - Plan B / Stress Mgt Instructors 1,000 LID - RRCC courses 35,000 5 Total Expenses 6,970 74,464 522,669
246 Operations Division Fund 01 Bureau/Division 60, 62
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 280 employees including the Assistant Chief of Operations, EMS Chief, 10 Battalion Chiefs that each supervise a battalion of firefighters. The Ambulance Fund pays the salary of 17 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 2013 Estimated 2014 Budget 2015 Salary & Benefits $30,643,469 $32,117,021 $31,111,487 Supplies & Expenses 115,630 126,577 119,307 Dispatch Center 2,274,971 2,394,000 2,080,690 Contribution Volunteer Pension 33,175 33,000 45,000 Total $33,067,245 $34,670,598 $33,356,484
Budget Summary
EMS – Division 62 Expenditures Actual 2013 Estimated 2014 Budget 2015 Salary & Benefits $792,851 $934,340 $823,843 Supplies & Expenses 250,774 285,697 294,970 Capital 20,647 276,000 224,713 Total $1,064,272 $1,496,037 $1,343,526
247 Personnel Summary (60, 62 in the General Fund) Position Actual 2013 Actual 2014 Budget 2015 Assistant Chief - Operations 1 1 1 Bureau Chief - EMS 1 1 1 Division Assistant 1 Administrative Bureau Assistant 1 1 1 Battalion Chief 10 10 10 Captain 25 20 18 Lieutenant 37 38 37 Engineers 58 56 55 Firefighter I 76 81 80 Firefighter II 6 6
Firefighter III 9 5 5 Firefighter IV 4
Firefighter/Paramedic I 56 47 56 Firefighter/Paramedic II 2 2
Firefighter/Paramedic IV 8 8
Total FTEs 279 276 280
Operations
2014 Accomplishments:
• No Line of Duty Deaths (LODD’s). • 100% of formal citizen/customer complaints resolved efficiently and professionally within 10 days. • Maintained ISO credited training hours. • Timely response by Incident Safety Officers to 100% of all major incidents. • Continued 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. • 8 Paramedic Lateral Hires successfully completed Recruit Academy robust promotional lists @ Engineer, Lieutenant, Captain and BC ranks • Moved Blue Card Training Center to Mineral Headquarters. • All potential command officers completed either the Blue Card or Blue Card “Lite” training by 3/1/2014. • Continued to work with Command Staff to refine a strategic plan for SMFRA’s Operational 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 mil 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. • Supported an effective and efficient OS&DP by filling vacated ranked positions (e.g. engineer, paramedic, officer) with the most competent & qualified candidates.
248 • Updated and revised 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 & Town of Parker. • Supported three officers attending the National Fire Academy (NFA) Executive Fire Officer Program (EFOP). • Collaborated with HR and Executive Team to develop, fund and implement a Health & Safety Officer/Risk Manager position. • Successful ARM Car Program Deployment Program received national recognition & award (Top 10 Innovations) from JEMS Magazine. • Cornerstone Close Call Video received national recognition & award.
2015 Goals:
• Train, establish and reinforce practices to prevent LODD’s and significant fire ground injuries. • Transition Special Operations over to Preparedness Division. Establish relationships between Operations/Preparedness and processes to maintain high response and training standards. • Transition Training functions over to the new Preparedness Division. Establish relationships between Operations/Preparedness and processes to maintain high response and training standards. • Evaluate viability and function of a District Chief position • Continue succession planning on the Operations Division. o Continue quarterly meetings of Captains on Battalion Chief promotional list. o Evaluate support needs for Operations Chief. • Continue planning and process of hiring for Academy with target start date of September. • Establish ‘drawdown’ thresholds for deployment and specific incident types. o Integrate process in MetCom and shift functions. • Maintain evaluation of both Littleton, Englewood and West Metro Fire response policy. o Automatic mutual aid evaluation. o Evaluate alternative staffing models if needed to ensure OS&DP and response time requirements are met. • Establish pilot group to evaluate committee to review significant events. Englewood Fire is involved. Will discuss with Cunningham Fire Protection District and Castle Rock Fire Department for possible inclusion. • Support an effective and efficient OS&DP by filling vacated ranked positions (e.g. engineer, paramedic, officer) with the most competent & qualified candidates. • Maintain progress of the Accreditation, Standards of Cover and Strategic Planning process. • Determine how special groups will be managed and assign to appropriate personnel. • Evaluate and assign special groups to a supported management model. o Establish procedures for special groups purchasing in regards to new Logistics function. • Reestablish R&D Committee to streamline evaluation of new equipment. • Reestablish Metcom Shift Rep (MSR) Group to coordinate with MetCom on an as needed basis. • 100% of formal citizen/customer complaints resolved efficiently and professionally within 10 days.
249 • Mitigate & manage the impact of Littleton Fire Rescue’s move away from the methodology of closest unit response on operational response. • Continue to explore moving toward a goal of four-person staffing on all engines. • Evaluate the closure of Station/Medic 37 should the City of Englewood contract with Denver Fire Department for emergency services.
Emergency Medical Services (EMS)/EMT-B Class
2014 Accomplishments:
• Completed 50% of Monitor upgrades to BLS Engines/Towers. • Purchased 2 new Medic Units. • 25% of EMT’s completed Medic Partner Program. • Compensated dedicated EMT Medic Partners with differential in 4th quarter. • Implemented “Just Culture” Incident Analysis and EMS Manager Programs.
2015 Goals:
• Complete and implement automated patient outcome report. • Send three EMT’s to paramedic school. • Standardize all entry and critical care kits. • Install and implement automated inventory and tracking system for kits, monitors and laptops. • Complete RFP for Electronic Patient Care Reports (ePCR). • Conduct 2 EMS (1day) mini conferences. • Transition to 100% electronic recertification authorization and tracking. • Complete Research and Development process for laptop alternative. • Complete upgrades of Physio-Control LP12 to LP15 Heart monitors on remaining BLS Engines/Towers.
Summary of Authority Calls 2009 2010 2011 2012 2013 2014 Out Jurisdiction In * Out ** In * Out ** In * Out ** In * Out ** In * Out ** In * ** Fires 294 49 332 59 297 74 274 78 310 71 292 63 EMS 7,124 502 7,285 535 7,641 1,088 8,254 1,877 8,712 1,745 9,583 1,735 Alarms 2,109 37 2,028 30 2,330 71 2,170 102 2,355 97 2,375 75 Others 3,322 449 3,202 413 3,479 778 3,154 1,105 3,644 870 3,806 845 Total 12,849 1,037 12,847 1,037 13,747 2,011 13,852 3,162 15,021 2,783 16,056 2,718 Total Combined 13,886 13,884 15,758 17,014 17,804 18,774 *In the Authority **Outside of the Authority
250 Fire Stations
All fire stations are staffed 24 hours a day, 7 days a week. The crews work on the A, B, and 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 was built in 1982. The station houses an Engine and a Medic Unit. This station is staffed with a Captain/Lieutenant, an Engineer, a Firefighter, and two Firefighter/Paramedics.
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 Battalion Chief Truck, a Tower Ladder, and a Medic unit in the station. The station is staffed by a Battalion Chief, a Captain/Lieutenant, an Engineer, two Firefighters, and two Firefighter/Paramedics.
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. This station houses an Engine and Dive Rescue Unit. The station is staffed by a Captain/Lieutenant, an Engineer, and two Firefighters. This is a designated Dive/Water Rescue Team 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. There is a Battalion Chief Truck, a Tower Ladder, a Medic Unit, a Heavy Rescue Unit, a Mobile Command, and CAFS Tender at this station. The station is staffed by a Shift Commander/Battalion Chief, a Captain/Lieutenant, an Engineer, two Firefighters, and two Firefighter/Paramedics. This is a designated Technical Rescue Team 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 Tower Ladder, an Airport Crash Truck, and an Airport Crash Suppression Unit. This station is staffed by a Captain/Lieutenant, an Engineer, and two Firefighters. This is a designated Airport Rescue and Firefighting (ARFF) Team station.
251 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, a Medic Unit and a Type 6 Brush Truck. This station is staffed by a Captain/Lieutenant, an Engineer, two Firefighters, and a Firefighter/Paramedic.
Station 37 – 5701 S. University Blvd., Greenwood Village, CO
This station is located in the northern part of a suburban portion of the Authority and was built in 1964. It houses a Medic Unit. It is staffed by a Firefighter/Paramedic and a Firefighter.
Station 38 – 2460 E Quincy Ave, Cherry Hills Village, CO
Station 38 was built in 2013; this building houses both South Metro Fire Rescue Authority and Cherry Hills Village Police personnel. Both organizations shared the cost of construction and will now call the new 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, a Hazardous Materials Unit, and a Type 6 Brush Truck. It is staffed by a Captain/Lieutenant, an Engineer, and a Firefighter. This is a designated Hazardous Materials Team station.
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 Type 3 Brush Engine, a Water Tender, and a Wildland Fire Supervisor Truck. It is staffed by a Captain/Lieutenant, an Engineer, and a Firefighter/Paramedic. This station is a designated Wildland Fire Team station.
Station 40 - 10297 N. Chatfield Dr., Littleton, CO
This station is located in the far western rural portion of the Authority and was built in 1994. The station houses a CAFS Engine, a Type 6 Brush Truck, and a Water Tender. It is staffed by a Captain/Lieutenant, an Engineer, a Firefighter/Paramedic, and one Firefighter.
Station 41 – 10795 S. Pine Drive, Parker, CO
This station is located just east of downtown Parker and was remodeled in 2005. This station houses the East Battalion Chief. This station is equipped with a Battalion Chief Truck, an Engine, a Medic unit, a Type 3 Brush Engine, a Water Tender, and a Wildland Fire Supervisor Truck. This station is staffed by a Battalion Chief, a Captain/Lieutenant, an Engineer, a Firefighter/Paramedic, and three Firefighters. This is a designated Wildland Fire Team station.
Station 42 – 7320 S. Parker Road, Foxfield, CO
This station is located in the northeastern portion of the Authority and was completely remodeled in 2000. This station houses an Engine, a Medic unit, a Type 6 Brush Truck, and a large fan unit. This station is staffed by a Captain/Lieutenant, an Engineer, a Firefighter/Paramedic, and two Firefighters.
252 Station 43 – 8167 N. Hillcrest Way, Parker, CO
This station is located within the Pinery Subdivision and was built in 1983. This station houses an Engine and a Type 6 Brush Truck. This station is staffed by a Captain/Lieutenant, an Engineer, and a Firefighter.
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 and was built in 1985. This station houses an Engine, a Medic unit, an Airport Crash Truck, and a Foam Unit. This station is staffed by a Captain/Lieutenant, an Engineer, two Firefighters, and two Firefighter/Paramedics. This is a designated Airport Rescue and Firefighting (ARFF) Team station.
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. This station houses a Tower Ladder, a Heavy Rescue Unit and Structure Collapse Trailer, and a Water Tender. This station is staffed by a Captain/Lieutenant, an Engineer, and two Firefighters. This is a designated Technical Rescue Team station.
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 station houses an Engine, a Medic unit, a Mass Decontamination Unit, and a Water Tender. This station is staffed by one Captain/Lieutenant, an Engineer, a Firefighter/Paramedic, and a two Firefighters.
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 a CAFS Engine, a Type 6 Brush Truck, and a Snowcat. It is staffed with a Captain/Lieutenant, an Engineer, and a Firefighter.
253 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (60) Operations
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5000 Salaries 21,517,410 22,620,385 21,815,780 21,849,056 5001 Vacancy Reduction -667,000 5200 Minimum Staffing/Constant Staffing 311,538 302,400 760,950 400,000 5400 Project/Meeting Overtime 67,363 60,000 61,404 54,000 5600 FLSA 294,172 300,000 274,563 300,000 5700 Holiday Pay 581,136 600,000 607,026 600,000 6000 Pension Expense 2,596,784 2,726,405 2,601,798 2,644,547 6025 Retiree Health Savings 439,854 467,815 306,206 220,379 6050 Deferred Compensation - Employer Contribution 303,965 317,321 466,774 524,325 6100 Health Insurance 3,327,369 3,994,808 3,978,363 3,985,906 6125 Vision Insurance 57,263 57,549 56,254 62,458 6150 Dental Insurance 267,499 284,724 267,190 252,510 6200 Life, Accidental Death and Dismemberment Insurance 50,271 57,225 55,939 55,455 6225 Long Term Disability 163,825 174,944 170,519 169,692 6250 FPPA Death and Disability 313,478 333,127 331,197 338,975 6300 Social Security and Medicare 343,179 331,465 343,660 311,015 6325 Greenwood Village Head Tax 956 966 1,000 6400 Flex Fee 7,407 38,242 18,431 9,169 6475 Pension Benefit Payments 33,175 45,000 33,000 45,000 7000 General Supplies 18,125 15,000 18,402 2,300 7025 Office Supplies 1,665 1,000 50 1,000 7050 Computer Supplies 500 0 7075 Postage/Shipping 19 62 7100 Equipment $500 to $4,999 730 2,341 7125 Books/Publications 1,447 523 676 900 7150 Memberships 2,234 3,463 3,500 2,709 7225 Awards and Recognition 10,518 3,450 4,300 3,450 7250 Uniforms 47,515 50,800 53,000 50,550 7275 Personal Protective Gear 683 791 7425 Wireless Connections 1,800 8175 Professional Services - Other 14,665 36,000 20,631 35,000 8180 Dispatch Services 2,274,971 2,351,935 2,394,000 2,080,690 8225 Seminars/Conferences 10,948 7,610 6,500 11,750 8250 Travel/Lodging 3,159 9,000 10,000 7,848 8275 Mileage 14 25 8300 Business/Meeting Expense 3,909 3,800 6,300 3,800 5 Total Expenses 33,067,245 35,196,292 34,670,598 33,356,484
254 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (60-0000) Operations - Project Non-specific
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5000 Salaries 20,871,523 21,742,341 20,995,055 21,849,056 5001 Vacancy Reduction -667,000 5200 Minimum Staffing/Constant Staffing 311,538 302,400 760,950 400,000 LID - Cover for sick, vac, admin leave 400,000 5400 Project/Meeting Overtime 67,363 60,000 61,404 54,000 LID - Officer meeting 20,000 LID - Special events 34,000 5600 FLSA 294,172 300,000 274,563 300,000 5700 Holiday Pay 581,136 600,000 607,026 600,000 6000 Pension Expense 2,518,903 2,621,039 2,503,270 2,644,547 6025 Retiree Health Savings 438,071 459,034 297,802 220,379 6050 Deferred Compensation - Employer Contribution 303,965 317,321 466,774 524,325 6100 Health Insurance 3,186,594 3,825,901 3,810,782 3,985,906 6125 Vision Insurance 54,896 55,292 53,989 62,458 6150 Dental Insurance 255,597 271,820 255,473 252,510 6200 Life, Accidental Death and Dismemberment Ins 48,801 54,983 53,478 55,455 6225 Long Term Disability 158,915 168,183 164,136 169,692 6250 FPPA Death and Disability 296,727 310,298 309,349 338,975 6300 Social Security and Medicare 333,465 318,734 330,855 311,015 6325 Greenwood Village Head Tax 956 966 1,000 6400 Flex Fee 7,119 36,297 17,575 9,169 6475 Pension Benefit Payments 33,175 45,000 33,000 45,000 LID - Pension Payment 45,000 7000 General Supplies 18,125 15,000 18,402 2,300 LID - IPad Apps & Accessories 500 LID - Wireless connections 1,800 7025 Office Supplies 1,665 1,000 50 1,000 LID - Miscellaneous Supplies 1,000 7050 Computer Supplies 500 7075 Postage/Shipping 19 62 7100 Equipment $500 to $4,999 730 2,341 7125 Books/Publications 1,447 523 676 900 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 500 LID - The Weekly Standard 72 7150 Memberships 2,234 3,463 3,500 2,709 LID - Chief Fire Officer 1,125 LID - DCFC 64 LID - IAFC 174 LID - Institute of Fire Engineers 131 LID - Leadership Douglas County Sponsor 1,000 LID - NFPA 165 LID - NSEFO 50
255 Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 7225 Awards and Recognition 10,518 3,450 4,300 3,450 LID - Badges 500 LID - Cards 50 LID - Flowers 400 LID - Food 250 LID - Line Performance 1,000 LID - Miscellaneous 100 LID - Plaques 100 LID - Promotional Recognition 750 LID - Traditional Photo Collages 150 LID - Wall of Fame 150 7250 Uniforms 47,515 50,800 53,000 50,550 LID - Line 50,000 LID - Replacements 550 7275 Personal Protective Gear 683 791 7425 Wireless Connections 1,800 8175 Professional Services - Other 14,665 36,000 20,631 35,000 LID - Be Intentional 9,000 LID - Center for Creative Leadership 2,000 LID - Professional Development 24,000 8180 Dispatch Services 2,274,971 2,351,935 2,394,000 2,080,690 8225 Seminars/Conferences 10,948 7,610 6,500 11,750 LID - FDIC 4,300 LID - Fire Leadership Conference 750 LID - FRI Conference 1,200 LID - Leadership Douglas County 2,000 LID - National Fire Academy 2,000 LID - NSEFO or EFO Symposium 1,000 LID - Redmond Symposium 500 8250 Travel/Lodging 3,159 9,000 10,000 7,848 LID - FDIC 2,600 LID - Fire Leadership Conference 639 LID - FRI Conference 2,000 LID - NSEFO or EFO Symposium 609 LID - Redmond Symposium 2,000 8275 Mileage 14 25 8300 Business/Meeting Expense 3,909 3,800 6,300 3,800 LID - Business Meetings 1,800 LID - Officer and Operations Meetings 2,000 5 Total Expenses 32,153,517 33,973,524 33,517,025 33,356,484
256 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (60-2190) Safer Grant
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5000 Salaries 645,888 878,044 820,725 6000 Pension Expense 77,881 105,365 98,529 6025 Retiree Health Savings 1,783 8,780 8,405 6050 Deferred Compensation - Employer Contribution 0 0 6100 Health Insurance 140,774 168,907 167,581 6125 Vision Insurance 2,367 2,258 2,265 6150 Dental Insurance 11,902 12,905 11,717 6200 Life, Accidental Death and Dismemberment Insurance 1,470 2,242 2,461 6225 Long Term Disability 4,911 6,761 6,383 6250 FPPA Death and Disability 16,751 22,829 21,848 6300 Social Security and Medicare 9,714 12,732 12,805 6400 Flex Fee 288 1,945 857 5 Total Expenses 913,728 1,222,768 1,153,574
257 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (62) Emergency Medical Services
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5000 Salaries 497,294 508,145 545,835 518,560 5200 Minimum Staffing/Constant Staffing 42,875 11,595 5400 Project/Meeting Overtime 113,657 186,917 186,000 141,489 5550 Instructors 28,704 12,724 42,654 -0 6000 Pension Expense 45,218 57,588 56,240 57,967 6025 Retiree Health Savings 7,388 8,730 6,208 4,831 6050 Deferred Compensation - Employer Contribution 6,992 7,769 11,610 10,806 6100 Health Insurance 37,198 38,908 55,961 70,318 6125 Vision Insurance 551 695 756 1,015 6150 Dental Insurance 2,770 2,870 3,576 4,372 6200 Life, Accidental Death and Dismemberment Insurance 635 1,202 904 1,210 6225 Long Term Disability 2,806 3,695 3,705 3,720 6250 FPPA Death and Disability 1,032 122 1,701 2,587 6300 Social Security and Medicare 5,627 6,959 7,259 6,793 6400 Flex Fee 105 798 335 177 7000 General Supplies 69,046 133,857 101,086 164,091 7025 Office Supplies 544 39 7050 Computer Supplies 4,610 7075 Postage/Shipping 650 192 7100 Equipment $500 to $4,999 30,042 26,453 10,000 14,040 7125 Books/Publications 2,585 3,156 1,470 2,145 7150 Memberships 894 940 452 940 7175 Certifications 3,455 11,450 7,976 0 7225 Awards and Recognition 1,097 7,781 3,806 3,880 7250 Uniforms 1,707 3,070 1,656 2,670 7275 Personal Protective Gear 438 7300 Updates/Maintenance Software 201 7425 Wireless Connections 730 8000 Printing/Binding 1,001 1,000 8050 Vaccinations 3,508 6,030 3,760 7,500 8150 Legal Counsel 10,000 10,000 8175 Professional Services - Other 59,476 53,087 68,905 64,384 8225 Seminars/Conferences 26,732 41,708 34,656 1,500 8250 Travel/Lodging 37,163 52,436 37,936 9,750 8275 Mileage 290 1,000 500 1,000 8300 Business/Meeting Expense 5,805 6,035 7,299 3,750 8350 Routine Maintenance 378 3,500 3,500 8375 Outside Repairs and Services 1,625 13,095 4,982 4,820 8425 Outside Seminar Leaders 1,401 981 9800 Equipment ($5,000 and over) 20,647 287,420 276,000 224,713 5 Total Expenses 1,064,273 1,500,744 1,496,037 1,343,526
258 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (62-0000) Emergency Medical Services - Project Non-specific
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5000 Salaries 497,294 508,145 545,835 518,560 5200 Minimum Staffing/Constant Staffing 42,875 11,595 5400 Project/Meeting Overtime 113,657 186,917 186,000 141,489 LID - EMS Special Projects 6,640 LID - EMT Paramedic Partner Program Differential 7,128 LID - Overtime Coverage for Officer Paramedic Program 10,800 LID - Overtime for EMT Paramedic Partner Mandatory 7,155 LIDQ - Overtime for Apparatus Review and Development 996 LID - Overtime for Bi-Annual FI Focused Trainings 5,760 LID - Overtime for Bi-Monthly EMS Supervisor/FI Meetings 5,760 LID - Overtime for Mandatory Quarterly Paramedic Meetings 66,400 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 Research and Development meeting 1,992 5550 Instructors 28,704 12,724 42,654 6000 Pension Expense 45,218 57,588 56,240 57,967 6025 Retiree Health Savings 7,388 8,730 6,208 4,831 6050 Deferred Compensation - Employer Contribution 6,992 7,769 11,610 10,806 6100 Health Insurance 37,198 38,908 55,961 70,318 6125 Vision Insurance 551 695 756 1,015 6150 Dental Insurance 2,770 2,870 3,576 4,372 6200 Life, Accidental Death and Dismemberment Insurance 635 1,202 904 1,210 6225 Long Term Disability 2,806 3,695 3,705 3,720 6250 FPPA Death and Disability 1,032 122 1,701 2,587 6300 Social Security and Medicare 5,627 6,959 7,259 6,793 6400 Flex Fee 105 798 335 177 7000 General Supplies 69,046 133,857 101,086 105,207 LID - Emergency Intubation Airway Equipment Accessories x 6 2,000 LID - EMS Administrative Office supplies 1,000 LID - EMS Disposable Supplies/Replacement and expired 89,707 LIDdi - Issued i Equipment for Paramedic Promotion 600 LID - Oxygen Cylinders - Rental and Refill 4,400 LID - Pandemic Flu Preparedness Ongoing 2,500 LID - R & D Equipment 2,500 LID - Replacement Items Specific to the EMS Bureau 2,500 7025 Office Supplies 544 39 7050 Computer Supplies 4,610 7075 Postage/Shipping 650 192 7100 Equipment $500 to $4,999 30,042 26,453 10,000 14,040 LID - AED units - Accessories 1,600 LID - IO Equipment 1,500 LID - R & D Equipment 5,000 LID - Update/Replacement EMS Portable Suction Units x 9 5,940 7125 Books/Publications 2,585 3,156 1,470 2,145 LID - Books and Subscriptions 2,145
259 Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 7150 Memberships 894 940 452 940 LID - EMSAC 100 LID - IChiefs 690 LID - Missouri Valley EMS 150 7175 Certifications 3,455 11,450 7,976 7225 Awards and Recognition 1,097 7,781 3,806 3,880 LID - EMS Awards and Recognition 1,000 LID - EMS Excellence Service Recognition 2,880 7250 Uniforms 1,707 3,070 1,656 2,670 LID - Department Attire Admin Assistant x3 270 LID - Uniforms x4 People 2,400 7275 Personal Protective Gear 438 7300 Updates/Maintenance Software 201 7425 Wireless Connections 730 8000 Printing/Binding 1,001 1,000 LID - Printing Costs 1,000 8050 Vaccinations 3,508 6,030 3,760 7,500 LID - Purchase Vaccine for Annual Flu Shots 7,500 8150 Legal Counsel 10,000 10,000 LID - Legal Counsel 10,000 8175 Professional Services - Other 59,476 53,087 68,905 64,384 LID - EMS Documentation Dictation 15,000 LID - EMS Inventory Control System Ongoing 5,200 LID - HIPAA Compliance 4,000 LID - Infection Control Course Maintenance 3,000 LID - Outside Third Party EMS QA/Report Review 3,000 LID - Service agreement with Physicontrol 34,184 8225 Seminars/Conferences 26,732 41,708 34,656 1,500 LID - Seminars for EMS Admin Assistants 1,500 8250 Travel/Lodging 37,163 52,436 37,936 9,750 LID - Outside EMS System Analysis 8,400 LID - Travel/Lodging/Per Diem for EMS Admin Assistants 1,350 8275 Mileage 290 1,000 500 1,000 LID - Mileage Reimbursement 500 LID - Mileage Reimbursement for Legal Proceedings 500 8300 Business/Meeting Expense 5,805 6,035 7,299 3,750 LID - Business Expense 1,200 LID - EMS Bureau Meeting Meals 750 LID - EMS Supervisor Meeting Foods 600 LID - Quarterly Paramedic Meeting Foods 1,200 8350 Routine Maintenance 378 3,500 3,500 LID - Heartstart (Bike Medic Program) 3,500 8375 Outside Repairs and Services 1,625 13,095 4,982 4,820 LID - Biohazard Waste Disposal 1,320 LID - Emergency and Outside Repairs 3,500 8425 Outside Seminar Leaders 1,401 981 9800 Equipment ($5,000 and over) 20,647 287,420 276,000 206,713 LID - Physiocontrol LP15 Heart Monitor Update x 9 Units 206,713 5 Total Expenses 1,064,272 1,500,744 1,496,037 1,266,642
260 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (62-2210) EMS Inventory Control
Fund: (01) General Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 7000 General Supplies 58,884 LID - EMS Disposable supplies/ Replacement and Expired 51,134 LID - IO Equipment 2,250 LID - Pelican Hard EMS Cases 5,500 9800 Equipment 18,000 LID - King Vision Intubation Equipment 18,000 5 Total Expenses 76,884
261
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262
CAPTIAL 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 and to purchase new and replacement vehicles.
2015 Project Description
Building Projects Cost Operating Budget Impact Facilities - Re-Build of Station 31 $3,200,000 This is a rebuild of the current station 31. There will be no change in utilities due to energy efficiencies in a larger space.
Re-Design Station 32 $200,000 This is to look over how to redesign station 32.
Re-Design of JSF $30,000 This is to look at options for the Joint Service Facility
Design of Training Building $30,000 This is to look at options for a new training building.
2015 Vehicle Replacement or Additions Operations - Tender Replacement Vehicle $ 336,000 Replace one older tender. The estimated costs to operate this vehicle will be $2,000 per year for fuel and repairs, plus any increase in fuel costs.
Operations – 4 Brush Trucks Replacement Vehicles $ 600,000 Replacing four older single cab brush trucks to crew cabs. It is estimated that the operational costs of these vehicles would be $4,000 per year for fuel and repairs, plus any increase in fuel costs.
Operations – District Chief vehicle $ 130,000 This will be a new vehicle for the district chief position. It is estimated that the operational costs of this vehicle would be $4,000 per year for fuel and repairs, plus any increase in fuel costs.
263
Preparedness - Training Truck $ 65,000 This will replace an older less operationally efficient truck. It is estimated that the operational costs of this vehicle would be $3,500 per year for fuel and repairs, plus any increase in fuel costs.
Operations – 100’ Tower $1,275,750 This unit will replace a Sutphen tower. It is estimated that the operation costs of this vehicle would be $17,000 per year for fuel and repairs, plus any increase in fuel costs.
Operations – Pumper $ 630,000 This will replace an obsolete American LaFrance pumper. It is estimated that the operation costs of this vehicle would be $6,000 per year for fuel and repairs, plus any increase in fuel costs.
Operations – ARFF Vehicle $ 185,000 This is a new ARFF unit that was started in 2014 and will be completed in 2015. It is a new addition to our ARFF fleet supported by Centennial Airport funds. It is estimated that the operation costs of this vehicle would be $4,000 per year for fuel and repairs.
Fleet Services – Fleet Service Truck $ 65,000 This will replace an old less efficient unit in the Fleet Service Bureau. It is estimated that the operation costs of this vehicle would be $3,500 per year for fuel and repairs.
264 SOUTH METRO FIRE RESCUE AUTHORITY Capital Projects Fund Budget January 1 - December 31, 2015
Actual Budget Estimated Budget DESCRIPTION 2013 2014 2014 2015
ESTIMATED REVENUES: Beginning Cash Bal. Jan. 1st $ 20,141,804 $ 18,491,478 $ 19,165,681 $ 20,036,684
Interest Earned 50,144 145,000 115,656 185,000 Miscellaneous Income 3,750,000 Impact Fees 36,422 TOTAL AVAILABLE REV. $ 20,191,948 $ 18,636,478 $ 23,067,759 $ 20,221,684 ======ESTIMATED EXPENDITURES: Bank Fees $ 29,610 $ 28,000 $ 23,418 $ 28,000
Building Projects: 126,440 Rebuild work 32 Training Prop Design 30,000 Rebuild station 32 200,000 Rebuild station 31 2,500,000 150,000 3,200,000 JSF redesign 30,000 Vehicles 938,349 2,912,000 2,857,657 3,286,750
$ 1,094,399 $ 5,440,000 $ 3,031,075 $ 6,774,750 ======Adjustment to Cash 68,132 Ending Cash Bal. Dec. 31st $ 19,165,681 $ 13,196,478 $ 20,036,684 $ 13,446,934
265 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (ALL) All Division
Fund: (02) Capital Projects
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 8075 Bank Fees 29,610 28,000 23,418 28,000 9600 Buildings and Grounds 126,440 2,500,000 150,000 3,460,000 Station 31 3,200,000 Station 32 200,000 JSF 30,000 Training Building 30,000 9700 Vehicles and Apparatus 938,349 2,912,000 2,857,657 3,286,750 LID - District Chief Vehicle 130,000 LID - SM 219 White Tender 336,000 LID - SM 231 F350 Brush 150,000 LID - SM169 F-150 65,000 LID - SM343 100' Tower 1,275,750 LID - SM528 Fleet Service Truck 65,000 LID - SM530 Brush Truck 150,000 LID - SM536 Brush Truck 150,000 LID - SM515 Brush Truck 150,000 LID - SM559 Pumper 630,000 LID - ARFF 185,000 5 Total Expenses 1,094,399 5,440,000 3,031,075 6,774,750
266
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 2013 Estimated 2014 Budget 2015 Transport Fees $7,509,628 $7,527,154 $6,585,473 Other 231,361 5,000 5,000 Total $7,740,989 $7,532,154 $6,590,473
Expenditures Actual 2013 Estimated 2014 Budget 2015 Salaries & Benefits $2,233,180 $2,499,032 $2,570,338 Supplies & Expense 994,816 1,181,424 1,242,716 Capital 608788 200,000 277,000 Transfer to General Fund 650,000
Bad Debt Expense 3,460,904 3,481,555 2,963,462 Total $7,297,688 $7,362,011 $7,703,516
Personnel Summary Position Actual 2013 Actual 2014 Budget 2015 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 Car-Advanced Paramedic 1 1
Firefighter I 6 7 7 Firefighter/Paramedic I 6 7 9 Total FTE 18.38 19.43 19.68
267 2014 Accomplishments: • Completed 50% of Monitor upgrades on BLS Engines/Towers. • Purchased 2 new Medic Units. • 25% of EMT’s completed Medic Partner Program. • Compensated dedicated EMT Medic Partners with differential in the 4th quarter. • ARM Car staffing at a minimum of 40 hours per week, 52 weeks per year. • Implemented “Just Culture” Incident Analysis and EMS Manager Programs.
2015 Goals:
• Complete and implement automated patient outcome report. • Send three EMT’s to paramedic school. • Standardize all entry and critical care kits. • Install and implement automated inventory and tracking system for kits, monitors and laptops. • Complete RFP for ePCR. • Conduct 2 EMS (1day) mini conferences. • Transition to 100% electronic recertification authorization and tracking. • Complete Research and Development process for laptop alternative. • Complete upgrades of Physio-Control LP12 to LP15 Heart monitors on remaining BLS Engines/Towers. • Evaluate the sustainability and impact of the ARM car.
268 SOUTH METRO FIRE RESCUE AUTHORITY ENTERPRISE FUND AMBULANCE TRANSPORT FUND BUDGET JANUARY 1 - DECEMBER 31, 2015
DESCRIPTION Actual Budget Estimated Budget 2013 2014 2014 2015 Number of Transports 5,847 5,975 6,317
Beginning Cash Balance: $ 1,851,612 $ 1,538,616 $ 2,408,480 $ 2,578,624 Transfer from General Fund ESTIMATED REVENUES: TRANSPORT BILLINGS 5,710,400 4,780,000 5,755,200 5,053,600 MILEAGE 614,441 492,938 617,890 521,153 OTHER 1,184,787 956,000 1,154,064 1,010,720 Reimbursements - Other ARM Car 58,675 Grant Proceeds 163,481 Miscellaneous 67,880 5,000 5,000 5,000
TOTAL AVAILABLE REVENUES $ 9,592,601 $ 7,831,229 $ 9,940,634 $ 9,169,097
======
SOUTH METRO FIRE RESCUE AUTHORITY ENTERPRISE FUND AMBULANCE TRANSPORT FUND BUDGET JANUARY 1 - DECEMBER 31, 2015
Actual Budget Estimated Budget 2013 2014 2014 2015
ESTIMATED EXPENDITURES:
Allowance for Uncollectibles $ 3,460,904 $ 2,491,575 $ 3,481,555 $ 2,963,462
AMBULANCE TRANSPORT Salaries 1,699,122 1,870,634 1,870,634 1,924,602 Benefits 534,058 628,398 628,398 645,736 Supplies & Expenses 994,816 1,181,424 1,181,424 1,242,716 Capital 608,788 200,000 200,000 277,000 Transfer to General Fund 650,000
TOTAL EXPENDITURES $ 7,297,688 $ 6,372,031 $ 7,362,011 $ 7,703,516
Net Income (loss) ( Budget Basis) $ 2,294,913 $ 1,459,198 $ 2,578,623 $ 1,465,581
Depreciation 345,475 378,345 378,345 378,345
Net Income (loss) (Accural Basis) $ 1,949,438 $ 1,080,853 $ 2,200,278 $ 1,087,236
Note: Cash is actual cash not including receivables or payables.
269 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (62) Emergency Medical Services
Fund: (08) Ambulance Transport Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5000 Salaries 1,640,595 1,750,338 1,678,563 1,773,982 5200 Minimum Staffing/Constant Staffing 3,918 56,480 15,565 88,491 5400 Project/Meeting Overtime 7,259 47,816 9,768 46,129 5600 FLSA 16,970 16,000 15,645 16,000 5700 Holiday Pay 30,380 6000 Pension Expense 178,641 192,931 183,094 197,356 6025 Retiree Health Savings 31,343 35,554 15,897 16,446 6050 Deferred Compensation - Employer Contribution 11,203 14,632 32,727 37,816 6100 Health Insurance 224,493 287,255 280,586 300,089 6125 Vision Insurance 3,817 4,040 3,888 4,588 6150 Dental Insurance 18,178 19,825 18,332 18,664 6200 Life, Accidental Death and Dismemberment Insurance 3,517 4,056 3,540 4,144 6225 Long Term Disability 11,289 12,380 12,100 12,664 6250 FPPA Death and Disability 27,996 31,703 29,448 30,068 6300 Social Security and Medicare 23,144 23,243 25,851 23,193 6325 Greenwood Village Head Tax 10 52 6400 Flex Fee 428 2,779 480 708 7000 General Supplies 262,768 242,822 222,474 306,709 7025 Office Supplies 1,500 1,600 7075 Postage/Shipping 222 500 68 500 7100 Equipment $500 to $4,999 48,430 56,200 4,058 17,100 7125 Books/Publications 209 1,500 625 1,500 7175 Certifications 495 7225 Awards and Recognition 2,800 1,167 2,800 7250 Uniforms 1,220 600 534 1,100 7550 Fuel 11,145 41,250 17,188 45,000 7800 Miscellaneous Expense 650,000 8125 Accounting/Auditing 433,680 404,880 357,875 393,022 8150 Legal Counsel 16,538 10,000 19,700 10,000 8175 Professional Services - Other 91,506 220,272 174,800 258,975 8225 Seminars/Conferences 150 14,750 13,750 8250 Travel/Lodging -1,112 1,400 1,400 8275 Mileage 1,000 417 1,000 8300 Business/Meeting Expense 1,149 2,750 1,164 3,690 8350 Routine Maintenance 68,745 8375 Outside Repairs and Services 5,669 125,200 70,000 130,570 8410 Space Rental 54,000 54,000 54,000 54,000 9200 Bad Debt Expense 3,460,904 2,491,575 2,852,017 2,963,462 9700 Vehicles and Apparatus 238,607 115,000 95,000 225,000 9800 Equipment ($5,000 and over) 370,181 85,000 68,000 52,000 5 Total Expenses 7,297,685 6,372,030 6,264,622 7,703,516
270 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (62-0000) Emergency Medical Services - Project Non-specific
Fund: (08) Ambulance Transport Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5000 Salaries 1,584,866 1,655,122 1,587,355 1,680,765 5200 Minimum Staffing/Constant Staffing 3,918 34,560 6,432 35,856 LID - Cover for sick vac admin leave 35,856 5400 Project/Meeting Overtime 4,611 47,816 9,768 46,129 LID - EMT Paramedic Partner Program Differential 3,672 LID - OT EMS Special projects 6,640 LID - OT for Paramedic School x 3 24,900 LID - OT for Preparamedic School x 3 4,980 LID - Overtime for EMT paramedic partner mandatory quarterly 3,945 LID - Overtimedi for i Research and Development meeting 1,992 5600 FLSA 16,970 16,000 15,645 16,000 5700 Holiday Pay 30,380 6000 Pension Expense 171,765 181,129 172,319 185,744 6025 Retiree Health Savings 30,245 33,587 14,967 15,479 6050 Deferred Compensation - Employer Contribution 10,104 12,665 29,936 34,913 6100 Health Insurance 215,198 269,130 262,288 281,132 6125 Vision Insurance 3,660 3,786 3,634 4,298 6150 Dental Insurance 17,395 18,490 17,081 17,413 6200 Life, Accidental Death and Dismemberment Insurance 3,517 3,809 3,540 3,902 6225 Long Term Disability 10,870 11,622 11,392 11,919 6250 FPPA Death and Disability 27,996 31,703 29,448 30,068 6300 Social Security and Medicare 22,286 21,886 24,404 21,832 6325 Greenwood Village Head Tax 10 52 6400 Flex Fee 428 2,640 480 673 7000 General Supplies 244,927 239,417 208,408 239,420 LID - EMS Disposable supplies/ Replacement and Expired 209,316 LID - Funding for purchase of EMS Equipment Innovations and 7,500 LIDD - lO2 cylinder f rentalA b land refill F x9 d E units i R l 17,604 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 500 500 LID - Office Supplies 500 7075 Postage/Shipping 222 500 68 500 LID - Postage and Shipping 500 7100 Equipment $500 to $4,999 46,802 55,000 3,558 15,000 LID - Emergency Ambulance Fund Equipment Replacement 15,000 7125 Books/Publications 209 1,200 500 1,200 LID - Books for Pre-Paramedic School x 3 600 LID - Paramedic School Textbooks (Additonal Reference) X 3 600 7225 AwardsSd and Recognition 2,800 1,167 2,800 LID - EMS transports recognition 2,500 LID - Paramedic candidate recognition x3 300 7550 Fuel 11,145 41,250 17,188 45,000 LID - Fuel for medic units 45,000 7800 Miscellaneous Expense 650,000 8125 Accounting/Auditing 433,680 404,880 357,875 393,022 8150 Legal Counsel 16,538 10,000 19,700 10,000 LID - Legal Counsel 10,000 271 Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 8175 Professional Services - Other 46,679 51,972 121,300 83,772 LID - EMS Documentation Dictation 45,000 LID - EMS software development 2,500 LID - HIPAA NPP Mailings/Compliance 7,500 LID - Ongoing EMS document development 5,000 LID - Outside Third Party EMS QA/Report Review 9,000 LID - Service agreement with Physicontrol 14,772 8225 Seminars/Conferences 150 12,750 12,750 LID - Paramedic school tuition x3 12,000 LID - Preparamedic school A/P Course x3 750 8250 Travel/Lodging -1,112 8275 Mileage 1,000 417 1,000 LID - Mileage for court apperance/subpoenas 500 LID - Reimburse mileage of POV for EMS activities 500 8300 Business/Meeting Expense 1,104 2,750 1,146 3,690 LID - Ambulance license ACSO x16units 2,700 LID - CLIA Waiver 150 LID - EMS bureau business expense 540 LID - Special Event Recognition 300 8350 Routine Maintenance 68,745 8375 Outside Repairs and Services 5,669 125,200 70,000 125,320 LID - Biohazard waste disposal 1,320 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 8410 Space Rental 54,000 54,000 54,000 54,000 LID - Rental of space for medic units 54,000 9200 Bad Debt Expense 3,460,904 2,491,575 2,852,017 2,963,462 9700 Vehicles and Apparatus 202,635 115,000 95,000 225,000 9800 Equipment ($5,000 and over) 359,508 85,000 68,000 52,000 LID - Capital EMS Equipment ($5,000 and over) Ambulance 25,000 LIDF d- PurchaseE i Stryker R l Patient Prams and Accessories x 2 27,000 5 Total Expenses 7,106,023 6,038,739 6,059,084 7,264,558
272 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (62-2180) ARM Car
Fund: (08) Ambulance Transport Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5000 Salaries 55,730 95,216 91,208 93,217 5200 Minimum Staffing/Constant Staffing 21,920 9,133 52,635 LID - Annual Lab Personnel Proficiency Testing OT 5,650 LID - ARM Car Cover for sick vac admin leave 10,790 LID - ARM Car Holdover OT 8,632 LID - Extended Week/Day Coverage ARM Car Paramedic 21,580 LIDS ffi- Extended C Week/Day Coverage ARM Car Paramedic 2,158 LIDS ff- LAB EQUIPMENT O PROFICIENCY TESTING OT 1,500 LID - Semi-Annual Lab Personnel Proficiency Testing OT 2,325 5400 Project/Meeting Overtime 2,648 6000 Pension Expense 6,876 11,802 10,775 11,612 6025 Retiree Health Savings 1,099 1,967 930 968 6050 Deferred Compensation - Employer Contribution 1,099 1,967 2,791 2,903 6100 Health Insurance 9,295 18,125 18,298 18,957 6125 Vision Insurance 156 254 254 290 6150 Dental Insurance 783 1,335 1,251 1,251 6200 Life, Accidental Death and Dismemberment Insurance 246 242 6225 Long Term Disability 419 757 708 745 6300 Social Security and Medicare 858 1,356 1,447 1,362 6400 Flex Fee 139 35 7000 General Supplies 17,841 3,405 14,066 8,405 LID - ARM Car EMS Supplies ongoing 2,000 LID - ARM Car Lab Testing Supplies 3,000 LID - ARM Car Medication/Narcotic Supplies 3,000 LID - ARM Car Oxygen Rental and Refill 405 7025 Office Supplies 1,000 1,100 LID - ARM Car Admin Office Supplies 1,100 7100 Equipment $500 to $4,999 1,628 1,200 500 2,100 LID - IT - Hardwire HotSpot ARM Car 900 LID - IT - Replacement Computer Items 1,200 7125 Books/Publications 300 125 300 LID - Arm Car Purchase of EMS Reference 300 7175 Certifications/ 495 7250 Uniforms 1,220 600 534 1,100 LID - ARM Car Paramedic Uniforms 1,100 8175 Professional Services - Other 44,827 168,300 53,500 175,201 LID - ARM Car Annual Lab Proficiency Testing 1,725 LID - ARM Car CLIA Lab Director Stipend 48,000 LID - ARM Car Consultant Fees 13,000 LID - ARM Car I Stat Service Contract 1,000 LID - ARM Car Lab Procedure CLIA License 1,500 LID - ARM Car Physio Control LP15 Service Contract 1,140 LID - ARM Car QBC Service Contract 1,000 LID - CLIA Consultant Ongoing 2,500 LID - Nurse Practioner Stipend 105,336 8225 Seminars/Conferences 2,000 1,000 LID - ARM Car Paramedic Seminars 1,000 8250 Travel/Lodging 1,400 1,400 LID - ARM Car Paramedic Travel/Lodging 1,400 273 Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 8300 Business/Meeting Expense 45 18 8375 Outside Repairs and Services 5,250 LID - ARM Car Unit Maintenance and Repair 5,250 9700 Vehicles and Apparatus 35,972 9800 Equipment ($5,000 and over) 10,673 5 Total Expenses 191,663 333,290 205,538 380,074
274 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (62-2210) EMS Inventory Control
Fund: (08) Ambulance Transport Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 7000 General Supplies 58,884 LID - EMS Disposable supplies/ Replacement and Expired 51,134 LID - IO Equipment 2,250 LID - Pelican Hard EMS Cases 5,500 5 Total Expenses 58,884
275
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276
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 Avenue, 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. This building is managed by the Assistant Chief of Support Services with the assistance of the Facilities Manager.
Budget Summary Revenue Actual 2013 Estimated 2014 Budget 2015 Building Rental Income $1,283,912 $1,458,908 $1,309,179
Expenditures Actual 2013 Estimated 2014 Budget 2015 Supplies & Expense $547,144 $704,462 $550,251 Capital 20,338 362,903 136,075 Total $567,482 $1,067,365 $686,326
277 SOUTH METRO FIRE RESCUE AUTHORITY Enterprise Fund Building Rental Fund Budget January 1 - December 31, 2015
Actual Budget Estimated Budget DESCRIPTION 2013 2014 2014 2015
ESTIMATED REVENUES: Beginning Cash Bal. Jan. 1st $ 1,890 $ 778,940 $ 761,713 $ 1,153,256
Interest Income $ 2 Rental Fees: Misc rental fees 23,130 15,000 86,719 15,000 State of Colorado 117,698 178,804 211,882 276,298 GSA 499,697 499,697 499,697 499,697 State Fire Chiefs 2,517 2,324 2,324 2,324 Metcom 69,496 86,914 86,914 88,092 SMFRA 571,372 571,372 571,372 427,768
TOTAL AVAILABLE REV. $ 1,285,802 $ 2,133,051 $ 2,220,621 $ 2,462,435 ======ESTIMATED EXPENDITURES:
Supplies & Equipment 15,826 40,250 40,250 13,500 Utilities 259,318 210,425 279,629 258,225 Janitorial Service 62,022 62,100 62,100 68,856 Routine Maintenance 151,861 153,720 265,135 164,270 Outside Repairs 58,117 57,348 57,348 45,400
Capital Equipment 20,338 268,476 362,903 136,075
$ 567,482 792,319 1,067,365 686,326 ======Ending Fund Bal. Dec. 31st $ 718,320 $ 1,340,732 $ 1,153,256 $ 1,776,109 Adjust for Cash 43,393 Ending Cash Bal. Dec. 31st $ 761,713 $ 1,340,732 $ 1,153,256 $ 1,776,109
278 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (31-9000) Mineral Headquarters
Fund: (09) Building Rental Fund
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 7000 General Supplies 14,279 12,500 13,395 13,500 LID - Ballasts/Lamps 3,500 LID - Ice Melt 1,000 LID - Paper Product 9,000 7100 Equipment $500 to $4,999 1,547 27,750 10,000 7450 Utilities - Electricity 234,398 185,500 228,000 225,000 LID - Utility- Electricity 225,000 7475 Utilities - Gas 1,163 1,500 386 1,500 LID - Utility- Gas 1,500 7500 Utilities - Water/Sewer 16,805 17,175 14,195 24,425 LID - Englewood Sewer Fee 4,725 LID - SEMSWA Storm Drain Fee 3,200 LID - Utility- Water/Sewer 16,500 7525 Trash Service 4,218 3,500 4,019 4,550 LID - Trash Service 4,550 7550 Fuel 2,733 2,750 2,000 2,750 LID - Generator Fuel 2,750 7800 Miscellaneous Expense 438 8175 Professional Services - Other 24,000 21,000 21,029 21,000 LID - Property Management Services 21,000 8325 Janitorial Services 62,022 62,100 60,688 68,856 LID - Janitorial Service 68,856 8350 Routine Maintenance 127,423 132,720 115,345 143,270 LID - AST Registration 125 LID - Backflow Inspection 220 LID - Carpet Cleaning 7,000 LID - Colorado State CFC Program 75 LID - Elevator Inspection 675 LID - Elevator PM 12,500 LID - Extermination Service 1,100 LID - Fire Alarm Inspection 550 LID - Fire Alarm Monitoring 350 LID - Fire Extinguisher Testing 1,000 LID - Fire Sprinkler Inspection 200 LID - General Maintenance Labor/Misc 25,000 LID - Generator Battery Replacement 1,200 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 11,500 LID - Landscape Maintenance 9,500 LID - Landscape Tree Maintenance 5,000 LID - Landscape Winter Watering 600 LID - Painting 7,500 LID - Parking Lot Crack Fill 1,800 LID - Parking Lot Repairs 550 LID - Parking Lot/Garage Sweeping 2,400 LID - Partion Wall Maintenance 425 279 Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget LID - Retention Pond Maintenance 6,000 LID - Security Gate Maintenance 1,020 LID - Sidewalk Concrete Maintenance 1,500 LID - Sidewalk/Garage Crack Fill 7,250 LID - Snow Removal 18,000 LID - Water Filter Maintenance 1,040 LID - Window Cleaning 1,800 8375 Outside Repairs and Services 58,117 57,348 55,602 45,400 LID - Camera Replacement 7,500 LID - Camera System Repairs 2,500 LID - Card Key System Repairs 4,000 LID - Door Lock Repairs 250 LID - Electrical Repairs/Add Circuits 1,000 LID - Generator Repairs 3,000 LID - HVAC Computer Repairs 1,200 LID - HVAC Repairs 12,000 LID - Install Hands free sinks and toliets 9,800 LID - Parking Lot Light Repairs 500 LID - Plumbing Repairs 1,000 LID - Replace Gate Sensors 1,650 LID - Roof Repairs 1,000 9600 Buildings and Grounds 20,338 268,476 138,684 136,075 LID - Install Electronic Building Directory 1,500 LID - Install Shower Doors 4,125 LID - Landscape Upgrades South and East Side of Building 7,150 LID - Replace Landscaping at Firefighter Monument 9,550 LID - Lower Level Shower Installation 31,000 LID - Retro Fit Mineral Can Lights to LED 30,000 LID - HVAC RTU Compressor Replacement 27,750 LID - Replace Security Camera Server and DVD 25,000 5 Total Expenses 567,482 792,319 663,343 686,326
280
CHERRY HILLS VILLAGE PENSION FUND
Cherry Hills Village Fire Pension Fund 20
This Fund is an agency fund that collects property tax receipts from the residents of the old Cherry Hills Fire Protection District. These funds are used to make contributions to the firefighter’s pension trust fund, for those who served the Cherry Hills Fire District before it merged with South Metro Fire Rescue. The funding is provided by a mill levy assessed in the former Cherry Hills Fire Protection 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 for the beneficiaries of the plan.
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 members and their beneficiaries. The trust has an actuarial evaluation performed every two years. An evaluation was completed in 2014 as of January 1st. The next actuarial evaluation will be January 1, 2016.
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 11 members and one survivor receiving benefits.
Budget Summary
Revenues Actual 2013 Estimated 2014 Budget 2015 Property Taxes and Interest $157,831 $219,275 $218,344
Expenditures Actual 2013 Estimated 2014 Budget 2015 Pension Contribution/Treasurers Fees $208,306 $205,021 $205,034
Fund Balance $408,704 $422,958 $436,268
281 SOUTH METRO FIRE RESCUE AUTHORITY Agency Fund Cherry Hills Village Pension Fund January 1 - December 31, 2015
Actual BUDGET Estimated Budget DESCRIPTION 2013 2014 2014 2015
ESTIMATED REVENUES: Beginning Bal. Jan. 1st $ 459,179 $ 408,913 $ 408,704 $ 422,958
Property Tax 146,783 206,762 206,575 207,544
Specific Ownership Tax 10,165 9,000 12,000 10,000
Interest Earned 883 800 700 800
TOTAL AVAILABLE REV. $ 617,010 $ 625,475 $ 627,979 $ 641,302
ESTIMATED EXPENDITURES:
Treasurer's Fees 2,206 3,101 3,100 3,113
Contributions to Pension Plan 206,100 206,100 201,921 201,921
TOTAL EXPENDITURES $ 208,306 $ 209,201 $ 205,021 $ 205,034
Ending Bal. Dec. 31st $ 408,704 $ 416,274 $ 422,958 $ 436,268
Assessed Value $ 422,600,460 $ 413,524,860 $ 415,088,592
Mill Levy 0.350 0.500 0.500
282
PARKER FIRE PROTECTION DISTRICT (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 $5.6 million as the Parker Fire mill levy will fall to 9.25 at the merger.
Budget Summary
Revenue Actual 2013 Estimated 2014 Budget 2015 Property Taxes $20,329,642 $19,156,721 $19,428,119 Specific Ownership 1,689,848 1,665,000 1,600,000 Interest 10,146 7,000 Total $22,029,636 $20,828,721 $21,028,119
Expenditures Actual 2013 Estimated 2014 Budget 2015 Board Reimbursement $ 5,365 $ 5,630 $ 6,996 Supplies & Expense 2,075 9,938 84,100 Treasurer's Fees 305,073 287,350 291,422 Transfer to Authority 21,716,672 20,525,803 20,795,601 Total $22,029,185 $20,828,721 $21,178,119
283 SOUTH METRO FIRE RESCUE AUTHORITY SPECIAL REVENUE FUND PARKER FIRE PROTECTION DISTRICT JANUARY 1 - DECEMBER 31, 2015
DESCRIPTION ACTUAL BUDGET ESTIMATED BUDGET 2013 2014 2014 2015
Beginning Cash Balance $ 262,975 $ 150,000 $ 288,581 $ 150,000
ESTIMATED REVENUES: Douglas County Prperty Taxes $ 17,090,560 $ 16,468,067 $ 16,451,622 $ 16,798,089 Specific Ownership Tax 1,689,848 1,400,000 1,665,000 1,600,000 Arapahoe County Taxes 2,891,309 2,713,809 2,705,099 2,713,516 Estimated Uncollectible (193,563) (196,243) Abatements 347,773 174,408 112,757 Interest Income 10,146 - 7,000
TOTAL AVAILABLE REVENUES $ 22,292,611 $ 20,712,721 $ 21,117,302 $ 21,178,119
======
SOUTH METRO FIRE RESCUE AUTHORITY SPECIAL REVENUE FUND PARKER FIRE PROTECTION DISTRICT JANUARY 1 - DECEMBER 31, 2015
ACTUAL BUDGET ESTIMATED BUDGET 2013 2014 2014 2015
ESTIMATED EXPENDITURES:
FLEET SERVICES EXPENDITURES Board Reimbursements $ 4,998 $ 6,000 $ 5,050 $ 6,500 Benefits 367 459 580 496 Supplies & Expenses 2,075 69,949 9,938 84,100 Treasurer's Fees 305,073 287,441 287,350 291,422 Transfers to the Authority 21,716,672 20,198,872 20,525,803 20,795,601
TOTAL EXPENDITURES $ 22,029,185 $ 20,562,721 $ 20,828,721 $ 21,178,119
Net Income (loss) 263,426 150,000 288,581 - Adjust to cash 25,155 $ (138,581) Ending Cash Balance $ 288,581 $ 150,000 $ 150,000 $ -
Assessed Value Douglas County 1,247,386,470 1,273,286,272 1,297,859,580 Less: TIF (3,557,989) (4,364,451) (3,508,481) Net Douglas County 1,243,828,481 1,268,921,821 1,294,351,099 Assessed Value Arapahoe County 209,077,540 209,108,440 209,085,875 1,452,906,021 1,478,030,261 1,503,436,974
General Fund Mill Levy 13.978 12.978 12.978 Abatement Mill Levy 0.242 0.118 0.075 14.220 13.096 13.053
284 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (ALL) All Division
Fund: (40) Parker Fire Protection District
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5900 Reimbursements (Board) 4,998 6,000 5,050 6,500 6300 Social Security and Medicare 367 459 386 496 6450 Worker's Comp Insurance 200 200 194 200 7150 Memberships 300 300 300 200 7200 Advertising/Public Notices 75 130 300 7225 Awards and Recognition 200 500 8000 Printing/Binding 75 8150 Legal Counsel 1,469 2,000 2,000 15,000 8175 Professional Services - Other 62,000 62,000 8200 Liability/Property Insurance 4,100 6,998 4,500 8225 Seminars/Conferences 107 300 300 8250 Travel/Lodging 500 500 1,000 8300 Business/Meeting Expense 200 10 100 9000 Treasurer's Fees - Douglas County 260,916 246,774 246,774 250,895 9025 Treasurer's Fees - Arapahoe County 44,157 40,666 40,576 40,527 9300 PFPD - Transfers to the Authority 21,716,672 20,198,872 20,525,803 20,795,601 5 Total Expenses 22,029,185 20,562,721 20,828,721 21,178,119
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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 $5.6 million as the Parker Fire mill levy will drop to 9.25.
Budget Summary
Revenue Actual 2013 Estimated 2014 Budget 2015 Property Taxes $30,675,648 $32,173,077 $31,996,786 Specific Ownership 2,274,372 2,460,400 2,300,000 Interest 39,717 18,000 3,000 Total $32,989,737 $34,651,477 $34,299,786
Expenditures Actual 2013 Estimated 2014 Budget 2015 Board Reimbursement $ 6,243 $ 5,146 $ 6,996 Supplies & Expense 10,397 16,878 86,200 Treasurer's Fees 460,692 482,597 479,952 Transfer to Authority 32,512,038 34,146,954 33,876,638 Total $32,989,370 $34,651,575 $34,449,786
287 \ SOUTH METRO FIRE RESCUE AUTHORITY SPECIAL REVENUE FUND SOUTH METRO FIRE RESCUE JANUARY 1 - DECEMBER 31, 2015
DESCRIPTION ACTUAL BUDGET ESTIMATED BUDGET 2013 2014 2014 2015
Beginning Cash Balance $ 263,207 $ 150,000 $ 336,276 $ 150,000
ESTIMATED REVENUES: Douglas County Property Taxes $ 8,574,294 $ 9,051,547 $ 9,128,972 $ 9,441,448 Specific Ownership Tax 2,274,372 2,000,000 2,460,400 2,300,000 Arapahoe County Taxes 21,228,835 22,790,308 23,044,105 22,639,233 Estimated Uncollectible (325,097) (323,200) Abatements 872,519 667,818 239,305 Interest Income 39,717 3,000 18,000 3,000
TOTAL AVAILABLE REVENUES $ 33,252,944 $ 34,337,576 $ 34,987,753 $ 34,449,786
======
SOUTH METRO FIRE RESCUE AUTHORITY SPECIAL REVENUE FUND SOUTH METRO FIRE RESCUE JANUARY 1 - DECEMBER 31, 2015
ACTUAL BUDGET ESTIMATED BUDGET 2013 2014 2014 2015
ESTIMATED EXPENDITURES:
FLEET SERVICES EXPENDITURES Board Reimbursements $ 5,799 $ 6,000 $ 4,600 $ 6,500 Benefits 444 459 546 496 Supplies & Expenses 10,397 73,375 16,878 86,200 Treasurer's Fees 460,692 482,769 482,597 479,952 Transfers to the Authority 32,512,038 33,624,973 34,146,954 33,876,638
TOTAL EXPENDITURES $ 32,989,370 $ 34,187,576 $ 34,651,575 $ 34,449,786
Net Income (loss) 263,574 150,000 336,178 - Adjust to Cash 72,702 (186,178) Ending Cash Balance $ 336,276 $ 150,000 $ 150,000 $ -
Assessed Value Douglas County 936,097,220 978,545,651 1,020,697,100 Assessed Value Arapahoe County 2,334,280,150 2,463,817,060 2,447,484,630 3,270,377,370 3,442,362,711 3,468,181,730
General Fund Mill Levy 9.250 9.250 9.250 Abatement Mill Levy 0.269 0.194 0.069 9.519 9.444 9.319
288 South Metro Fire Rescue Authority LID Report
Division - Project - Location: (ALL) All Division
Fund: (41) South Metro Fire Rescue
Account Account 2013 Actuals 2014 Budget 2014 Forecast 2015 Budget 5900 Reimbursements (Board) 5,799 6,000 4,600 6,500 6300 Social Security and Medicare 444 459 352 496 6450 Worker's Comp Insurance 200 200 194 200 7150 Memberships 300 300 300 300 7200 Advertising/Public Notices 75 517 300 8150 Legal Counsel 2,727 3,000 10,407 15,000 8175 Professional Services - Other 62,000 1,352 62,000 8200 Liability/Property Insurance 6,768 6,800 4,210 7,000 8225 Seminars/Conferences 205 300 300 8250 Travel/Lodging 197 500 1,000 8300 Business/Meeting Expense 200 92 100 9000 Treasurer's Fees - Douglas County 132,448 137,263 136,935 141,323 9025 Treasurer's Fees - Arapahoe County 328,244 345,506 345,662 338,629 9325 SMFR - Transfers to the Authority 32,512,038 33,624,973 34,146,954 33,876,638 5 Total Expenses 32,989,371 34,187,576 34,651,575 34,449,786
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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. Life Safety Bureau
• 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
291 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
2014 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 1:45 5:27 7:31 Suburban 0:53 1:52 6:30 8:43 Rural 0:56 1:54 7:59 10:19
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. • 2014 Average time on-scene is 15.56. . 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. • 2014 Average time on-scene is 14.02
292 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 2014 Hours of Training 9,011 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:
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
293 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 of top 5 driest summers on record.
Customer Service Survey Results for 2012: 81% of responding Officers believe that safe and comfortable facilities are provided so that employees can efficiently and effectively perform their duties. 75% of responding Officers are satisfied or very satisfied with the repairs provided by Facilities Staff. 81% of responding Officers are satisfied or very satisfied with the Work order process.
• In 2013, Facilities responded to 661 Work orders.
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.
• In 2014, Facilities responded to 748 work orders.
Facilities met their established response times in 2014 as follows: Emergency- 90% of the time High- 55% of the time Normal- 48% of the time Low- 30% of the time
Utility Usage for 2014 as compared to 2010: Gas was reduced 10.0%. Electricity was reduced 25.1%. Water was reduced 9.0%.
294 Customer Service Survey Results for 2014: 88% of responding Officers believe that safe and comfortable facilities are provided so that employees can efficiently and effectively perform their duties. 81% 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, 2013 and 2014 Budgets and received the GFOA Certificate of Achievement for Excellence in Financial Reporting for the 2010, 2011, 2012 and 2013 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 100% of the time in 2014. Orders pulled accurately 99% of the time. Orders delivered accurately 98.5% of the time.
Fleet Performance Measures: Technician Productivity – 83.5%: 2009 - 87.6% 2010 - 83.5% 2011 - 82.5% 2012 – 80.3% 2013 – 75.0% 2014 – 73.2% 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% 2014 – 3.85%
295 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% 2014 - .04%
Outside Agency Facility Usage at 18%: 2009 - 10.7% 2010 - 16.0% 2011 - 15.0% 2012 - 13.0% 2013 – 17.3% 2014 – 20.0%
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. 2014 Performance Measures Participated in 75% of the MMRS Meetings. Attended 100% of the county meetings. No county trainings to attend. No regional or state trainings to attend.
Human Resources
Education: Members Receiving Degrees: 2009 2010 2011 2012 2013 2014 Associates Degree 5 0 2 1 1 1 Bachelors Degree 2 6 7 5 2 1 Masters Degree 1 0 2 2 3 1 Chief Fire Officer 0 0 0 0 1 0 Executive Fire Officer 0 0 1 1 0 0
Risk Management: Worker’s Compensation: ModRate 1.02 0.95 0.85 0.83 0.80 0.81 Number of Worker’s Comp Claims 137 143 118 96 121 125
296 Incident Management Team (IMT)
• The Arapahoe County IMT participated in the State Vortex exercise and helped manage regional resources during this all day event. • Arapahoe County IMT held 3 team trainings/meetings and Arapahoe County IMT member also attend several planning meeting regarding the Vortex exercise. • Arapahoe County IMT was able to make progress in the Command Staff’s awareness of the Arapahoe County IMT’s capabilities but work needs to continue.
Life Safety Bureau
• Turnaround complete plan reviews within 5 days, 95% of the time. • Turnaround inspections in 1 day 95% of the time. • 100% of High Risk occupancies inspected every year. • 100% of Moderate Risk occupancies inspected every two years.
Indicators Completed in 2009:
o Turnaround complete plan reviews within one week, 87% of the time. o Turnaround inspections in 1 day 95% of the time. o 100% of High Risk occupancies inspected every year. o 100% of Moderate Risk occupancies inspected every two years.
Indicators Completed in 2010:
o Turnaround complete plan reviews within 5 days, 93% of the time. o Turnaround inspections in 1 day 95% of the time. o 100% of High Risk occupancies inspected every year. o 100% of Moderate Risk occupancies inspected every two years.
Indicators completed in 2011:
o Turnaround complete plan reviews within 5 days, 86% of the time. o Turnaround inspections in 1 day 100% of the time. o 94% of High Risk occupancies inspected every year. o 100% of Moderate Risk occupancies inspected every two years.
Indicators completed in 2012:
o Turnaround complete plan reviews within 5 days, 87.5% of the time. o Turnaround inspections in 1 day 99% of the time. o 94% of High Risk occupancies inspected every year. o 100% of Moderate Risk occupancies inspected every two years.
297 Indicators completed in 2013:
o Turnaround complete plan reviews within 5 days, 74% of the time. o Turnaround inspections in 1 day 98% 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 2014:
o Turnaround complete plan reviews within 5 days, 66% of the time. o Turnaround inspections in 1 day 97% of the time. o Completed 91% of assigned code compliance primary inspections based on newly instituted risk based scheduling. This new risk based scheduling initiated which includes high risk occupancies annually, moderate and low risk every two and three years.
2009 2010 2011 2012 2013 2014
# of Plan Reviews 2,741 2,994 3,527 3,662 4,400 4,872 Hours 3,668 4,213 4,002 4,141 4,895 5,313 # on Time 2,382 2,795 3,018 3,206 3,513 3,404 % on Time 87% 93% 86% 88% 74% 66% # Over the Counter 1,105 1,422 1,688 1,853 1,988 2,126 % Over the Counter 40% 47% 48% 51% 45% 45%
Construction Inspections # of Inspections 4,654 4,568 5,023 4,973 5,703 7,038 Hours 6,307 6,339 4,799 3,694 3,928 5,579
Permit Fees Dollars of Fees $479,077 $662,223 $782,837 $916,860 $1,147,050 $1,341,128
Compliance Inspections Initial Inspection 4,372 4,927 3,612 4,307 3,145 3,112 Follow-Up Inspection 2,352 2,566 1,407 1,241 985 1,075 Total Inspections 6,724 7,493 5,019 5,548 4,218 3,932 Hours 5,130 6,288 4,776 4,204 3,361 4,671
Investigations Fires Investigations 302 331 281 178 121 150 # of Investigations 113 98 305 267 281 301
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 2014.
298 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
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
2014 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 1:45 5:27 7:31 Suburban 0:53 1:52 6:30 8:43 Rural 0:56 1:54 7:59 10:19
299 Total Response Time Performance
2014 Emergent Responses by Station
300 Preplans
• Preplans will be completed by the last day of the quarter assigned 90% of the time. 2014 Performance Measure • The preplans completion for 2014 is 94%.
Saws
• Maintain a sufficient number of reserve saws so that frontline unit 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 2014.
Self-Contained Breathing Apparatus (SCBA)
• Meet our 24 hour turn-around time on repairs 90% of the time. Performance Measure Results for 2014: 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 4 trainings per year • Resolve line Teach Rescue Team equipment replacement or repairs within 30 days 100% of the time. 2014 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. • Pre-staging for ready response on calls 2010 2011 2012 2013 2014 100% 100% 100% 100% 100%
301 Training
Training hours completed 2009 2010 2011 2012 2013 2014 By Category of Training Fire 26,952 25,351 20,261 45,311 41,679 40,559 Special Operations 8,237 7,017 9,958 13,558 11,158 15,367 EMS 10,239 13,632 10,120 10,904 11,675 9,006 Other 391 134 409 255 499 230
Training hours completed 2009 2010 2011 2012 2013 2014 By Job Firefighter 18,028 13,794 14,024 32,090 30,186 32,436 Officer 5,359 3,105 3,731 8,750 8,954 7,443 Driver/Operator 3,568 5,579 2,507 4,475 2,540 681 By Location In Authority 41,272 42,206 35,928 63,832 59,810 56,914 Out of Authority 2,634 3,483 2,998 6,153 5,201 6,248 Cost/Hour In-house Training $38.34 $28.59 $31.85 $27.63 $25.00 $30.31
Urban Search and Rescue (USAR)
• Ensure that all SMFRA CO-TF1 members maintain an active deployable status 100% of the time. The 2014 deployable status was 90%.
Water Supply
• Replace out of service hose within 23 hours 100% of the time. 2014 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. 2014 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.
302
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,
303 cardiac monitoring and defibrillation, and Gallagner Amendment – an amendment to advance airway management. the state constitution which sets the ratio/relationship between commercial Engine – Sometimes called a pumper, this property and residential properties across the vehicle has a fire pump, water tank, hose state of Colorado. The ratio for commercial bed and ground ladders. property is at 29% of actual to assessed value. In order for the ratio of commercial Enterprise Fund - to account for to residential to remain the same, the ratio of operations that are financed and operated in assessed to actual value for residential a manner similar to private business property has decreased from 21% in 1986 to enterprises-where the intent of the governing 7.96% in 2003 and has remained at that body is that the costs (expenses, including percentage since. The Tabor Amendment depreciation) of providing goods or services does not allow that percentage to increase. to the general public on a continuing basis be financed or recovered primarily through General Obligation Bonds – a bond user charges. supported by the property taxing authority of a municipality or other issuer such as a EXOS - strength and conditioning Special District. consultant. Hazardous Materials (HazMat) – Those FASTER – fleet management computer chemicals or substances which constitute a system. physical hazard or health hazard whether in a usable or waste condition. FEMA – Federal Emergency Management Agency HazMat IQ - system uses chemistry information to assist responders in selecting Fire Code – a systematic statement of the what personal protective equipment (PPE) rules that promote a fire safe society. In this and air monitoring instruments (meters) are case, the Uniform Fire Code published by needed to safely mitigate an incident. the International Fire Code Institute is the Through the use of Smart Charts responders set of documents that when adopted leave a training session with battle‐tested regulates the component of a fire safe skills and a quiet confidence. The simplicity community. and effectiveness of the HazMat IQ system is experiential based, and, because all FireWatch – A newsletter published four courses are designed and taught by first times a year by South Metro Fire Rescue responders for first responders. Authority and South Metro Safety Foundation. High Plains – is a comprehensive fully- integrated fire records management system First Responder Emergency Medical which includes time keeping and payroll. Services – the first medically trained person to arrive at the scene of sudden illness or Heavy Rescue – rescue operation where injury. special equipment and training are required, such as a building collapse. Flow Path – In a compartment fire, flow path is the course of movement hot gases IAFC – International Association of Fire between the fire and exhaust openings and Chiefs, international organization of fire the movement of air towards the fire. service professionals dedicated to providing leadership on issues of importance to
304 emergency services workers and organizations. Metropolitan Medical Response System – (MMRS) a system to provide mass decontamination services to the metropolitan ICMA – International City Managers area in the event of a biological terrorist Association, international association attack or similar event. organized to offer support to managers and mayors of municipalities. Mill Levy – the levy that is assessed per thousand dollars of assessed value to Inter-governmental Agreement.(IGA) - property to calculate property tax revenue an agreement between two or more for the District. governments to work together in some capacity. Modified Accrual Basis of Accounting – A form of accrual accounting in which Internal Transactions – transactions that expenditures are recognized when the goods occur between funds. or services are received and revenues, such as taxes, are recognized when measurable ISO – the Insurance Services Office is the and available to pay expenditures in the organization that conducts surveys of a current accounting period. communities’ fire response capability. The ISO is supported by the insurance industry National Fire Protection Association to measure and publish the number grade of Standards (NFPA) – the body of directives, the effectiveness of a community’s fire guidelines and rules written by an department, fire emergency notification association of individuals and societies that system and fire suppression water system. promote science and improve the method of fire protection and prevention. The NFPA Joint Service Facility (JSF) – A Training standards provide detailed instructions for and Vehicle Maintenance facility which is a design, installation, and maintenance of joint venture of Parker Fire Protection safeguards against the loss of life and District, Douglas County Schools and the property. Town of Parker. NAPD – National Association of Line – The employees who are assigned to Professional Drivers. the operations and EMS divisions responding to incidents. Officer Development – a training course to develop company officers. MDT – Mobile Date Terminals. OT – Overtime Medic Unit (Ambulance) – An Advanced or Basic Life Support ground transport unit. PASS – Personal Alert Safety System, advice with an audible signal to locate a MetCom – Metropolitan Area downed fire fighter. Communications Center Authority, is an emergency dispatch center started by South Preplan – see Pre-fire plan. Metro Fire Rescue in 2006. They dispatch all calls for the Authority. Pre-fire plans – a guideline that directs the efforts of emergency crews arriving on Metro Market Average – the average wage scene of a fire. The plan is based on field to be paid to like positions in the Denver research of the specific building and on Metro area.
305 generally accepted good practices of the fire for teenagers and adults, fire safety classes service. for businesses and train certified car seat technicians. Program – A set of expenditures and tasks to accomplish a specific goal. Specific Ownership Tax – tax on license plates for vehicles, which is allocated to the Property Tax - a tax that is based on the governments within the county. value of a house or other property. Special District – A form of local Pumper – A piece of fire apparatus which government in the State of Colorado has a fire pump, water tank, hose bed, authorized under State Statute Sections 32 to ground ladders and lighter weight aerial provide Fire, Health and Hospital, Parks & ladder usually less than 75 feet in length. Recreation or Water & Sanitation services to Utilized as an Engine mainly but has the a specific area. capability of an elevated stream. Strategic Plan – the goals and plans for the Quality Assurance Audit (QA program) – district. A system of internal and external reviews and audits of all aspects of an EMS system. SWAT – Special Weapons and Tactics, assists law enforcement in hazardous Red-lined – when the current wage paid to situation. an employee meets or exceeds the Metro Market Average, the wage will be frozen TABOR – Taxpayers bill of rights, which (red lined) until Metro Market average was passed by the voters of Colorado to increases. limit the growth in government revenue to inflation and a growth factor. Parker Fire Rescue – Similar to an Ambulance but Protection District and South Metro Fire utilizes personnel cross-trained as Rescue held an election at which the voters firefighters and carries a limited amount of approved exemption from the revenue firefighting equipment. limitations of the TABOR Amendment.
SCBA – Self-Contained Breathing Tower – A piece of fire apparatus with a Apparatus, compressed air tanks, backpack ladder and platform at the top. They have a and regulator worn by firefighters in smoke limited amount of water and pumping filled environment. ability.
Standards of Cover (SOC) - is a document Treasurer’s Fees – fees collected by the in which we identify the risks in our treasurer of the county for collecting community, establish the levels of service to property tax for the district. Douglas and respond to those risks, and evaluate our Arapahoe Counties rate is 1.5%. performance. Uncollectibles – amount of revenue from Standard Operating Guidelines (SOG) – the Ambulance Transports assumed from A set of guidelines used to perform indigent parties, non-payment from everyday operations for line personnel. Medicare and Medicaid and homeless people. South Metro Fire Safety Foundation – A nonprofit corporation organized by South USAR – Urban Search and Rescue Team Metro Fire to provide training to the – One of 28 task forces nationwide under the community in CPR, first-aid, driving skills National Department of Homeland Security.
306
Web Site – www.southmetro.org
Wildland Fire – a fire which occurs in an area of grass, brush, trees, etc.
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APPENDIX I
RESOLUTION TO ADOPT BUDGET
A RESOLUTION SUMMARIZING EXPENDITURES AND REVENUES FOR THE SPECIAL REVENUE FUND AND ADOPTING A BUDGET FOR THE PARKER FIRE PROTECTION DISTRICT, COLORADO FOR THE CALENDAR YEAR BEGINNING THE FIRST DAY OF JANUARY, 2015 AMD ENDING ON THE LAST DAY OF DECEMBER, 2015.
WHEREAS, the Board of Directors of the Parker Fire Protection District appointed Chief Bob Baker and Marie Hoover, Chief Finance Officer; to prepare and submit a proposed budget to said governing body by the proper time; and,
WHEREAS, the above individuals did submit a proposed budget to the governing body on or before October 15, 2014 for its consideration, and;
WHEREAS, upon due and proper notice, published in accordance with the law, said proposed budget was open for inspection by the public at a designated place, a public hearing was held on November 24, 2014 and interested taxpayers were given the opportunity to file or register any objections to said proposed budget, and;
WHEREAS, after passage of TABOR at the November 3, 1992 election, and the subsequent approval by the voters of the District to exclude the District's revenues from TABOR and the approval of the voters for the District to retain the 1998 revenues and to return the total mill levy including Debt Service to 13.978: and
WHEREAS, the Parker Fu-e Protection Dislrict Board voted to reduce the mill levy to 12.978 in November of 2013. Certain facts and the best information available at the time of adoption of the 2015 budget were used in order to comply with the timely submittal of the mill levy to the County Commissioners of Douglas and Arapahoe County for certification for the 2015 budget, The budget for 2015 is adopted as presented.
NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF DIRECTORS OF THE PARKER FIRE PROTECTION DISTRICT, COLORADO;
Section 1. That the estimated expenditures for each fund are as follows: Special Revenue Fund $21,178,119
TOTAL ALL EXPENDITURES $21,178,119
Section 2. That estimated revenues for each fund are as follows:
Special Revenue Fund Estimated Beginning Balance 1-1-15 $ 150,000 From General Property Tax 19,624,362 From Specific Ownership Tax 1 ,600,000 From Estimated Uncollectible (196,243)
Total Budgeted Revenues $21,178,119
Section 3. That the budget as submitted and hereinabove summarized by fund, hereby are approved and adopted as the budget of the Parker Fire Protection District for the year stated above.
t. Adopted this IIth day of December, 2014. ; / / ' "-., • / [^ ^-/t-^^ c - - \^^.^i' /• ! Danny Gaddy, Pl-esident Board of Directors '.. • / ; /'" [^ ;, '' Parker Fire .Protection District Attest: ' ;'' ^ . - '^ Ronda Scholting, Treasurer Board of Directors Parker Fire Protection District
309 RESOLUTION TO SET MILL LEVIES
A RESOLUTION LEVYING GENERAL PROPERTY TAXES FOR THE YEAR 2014, TO HELP DEFRAY THE COSTS OF GOVERNMENT FOR THE PARKER FIRE PROTECTION DISTRICT, COLORADO, FOR THE 2015 BUDGET YEAR.
WHEREAS, the Board of Directors of the Parker Fire Protection District has adopted the annual budget in accordance with the Local Government Budget Law, on December 1 1, 2014 and:
WHEREAS, the amount of money generated from property taxes necessary to balance the budget for general operation expense is $19,511,605 and:
WHEREAS, the amount necessary to collect the abatements for the 2013 property tax year is $112,757 and;
WHEREAS, the valuation for assessment for the Parker Fire Protection District as certified by the County Assessors is $1,503,436,974 for the Special Revenue Fund,
NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF DIRECTORS OF THE PARKER FIRE PROTECTION DISTRICT, COLORADO;
Section 1. That for the purpose of meeting all general operating expenses ofthe Parker Fire Protection District, during the 2015 budget year, there is hereby levied a tax of 12.978 mills upon each dollar of the tota! valuation for assessment of all taxable property within the Parker Fire Protection District for the year 2014.
Section 2. That for the purpose of collecting the 2013 abatements for the Parker Fire Protection District, during the 2015 budget year, there is hereby levied a tax of 0.075 mills upon each dollar of the total valuation for assessment of all taxable property within the Parker Fire Protection District for the year 2014.
The Board of Directors hereby authorize and direct certifications to the County Commissioners of Douglas and Arapahoe Counties, Colorado, the mill levies for the Parker Fire Protection District as hereinabove determined and set.
^^ Adopted this 11 th day of December, 2014. , • /- /'
. 'T..-1 \. -» /./ -^ r. Danny Gaddy, President Board of Directors. - Parker Fire Protection District
Attest: Ro.nda Scholting, Treasurer Board of Directors Parker Fire Protection District
310 Resolution To Appropriate Sums of Money To The Various Funds and Spending Agencies
A RESOLUTION TO APPROPRIATE SUMS OF MONEY FOR THE SPECIAL REVENUE FUND IN THE AMOUNTS AND FOR THE PURPOSES AS SET FORTH BELOW FOR THE PARKER FIRE PROTECTION DISTRICT, COLORADO, FOR THE 2015 BUDGET YEAR.
WHEREAS, the Board of Directors has adopted a budget in accordance with the Local Government Budget Law, on December 11, 2014 and;
WHEREAS, the Board of Directors has made provision therein for revenues in an amount equal to or greater than the total proposed expenditures as set forth in said budget, and;
WHEREAS, it is not only required by law, but also necessary to appropriate the revenues provided in the budget to and for the purpose described below so as not to impair the operations of the District.
NOW) therefore, be it resolved by the Board of Directors of the Parker Fire Protection District, Colorado:
That the following supplemental sums are hereby appropriated from the revenue of the special revenue fund for the purposes stated:
Special Revenue Fund $21,178,119
Adopted this 11l"1 th day of December, 201 4.
./;
-?-.».t .<•» -
311 CERTIFICATION OF TAX LEVIES FOR NON-SCHOOL GOVERNMENTS
TO: COUNTY COMMISSIONERS OF DOUGLAS COUNTY, COLORADO
For the tax year 2014 The BOARD OF DIRECTORS of the PARKER FIRE PROTECTION DISTRICT Taxing Entity No.: 4014
HEREBY officially certifies the following mills to be levied against the taxing entities GROSS assessed valuation of $1,294,351,099 for the budget/fiscal year 2015.
PURPOSE LEVY REVENUE
1. General Operating Expenses 12.978 mills $16,798,089
2. Refund / Abatements 0.075 mills 97,076
3. Temporary Tax Credit or Rate Reduction (Minus) -0- mills -0-
SUBTOTAL GENERAL OPERATIONS 13.053 mills $16,895,165
3. General Obligation Bonds and Interest -0- mills -0-
4. Contractual Obligations -0- mills -0-
5. Capital Expenditures -0- mills -0-
6. Other (Specify) -0- mills -0-
TOTAL 13.053 mills $16,895,165
Contact Person: Marie M. Ho9ver Daytime Telephone Number: 720-989-2211 ^ 1 Signed: ; I I ^.^.- /) I . ^.l^^-— Title: Chief Finance Officer
312 CERTIFICATION OF TAX LEVIES FOR NON-SCHOOL GOVERMMENTS
TO: COUNTY COMMISSIONERS OF ARAPAHOE COUNTY, COLORADO
For the tax year 2014, The BOARD OF DIRECTORS of the PARKER FIRE PROTECTION DISTRICT Taxing Entity No.: 4508
HEREBY officially certifies the following mills to be levied against the taxing entities GROSS assessed valuation of $209,085,875 for the budget/fiscal year 2015.
PURPOSE LEVY REVENUE
1. General Operating Expenses 12.978 mills $ 2,713,516
2. Refund / Abatements 0.075 mills 15,681
3. Temporary Tax Credit or Rate Reduction (Minus) -0- mills -0-
SUBTOTAL GENERAL OPERATIONS 13.053 mills $ 2,729,197
3. General Obligation Bonds and Interest -0- mills -0-
4. Contractual Obligations -0- mills -0-
5. Capital Expenditures -0- mills -0-
6. Other (Specify) -0- mills -0-
TOTAL 13.053 mills $ 2,729,197
Contact Person: Marie M. Hooyer Daytime Telephone Number: 720-989-2211 ^'! ' YI i y)/ Signed: /j | ({\Ju^ II \ { I [ W>-^: Title: Chief Finance Officer ^-^^.——. — *. * l^_ ^•— —^—-
313 CERTIFICATION OF TAX LEVIES FOR NON-SCHOOL GOVERNMENTS
TO: COUNTY COMMISSIONERS OF DOUGLAS COUNTY, COLORADO
For the tax year 2013, The BOARD OF DIRECTORS of the PARKER FIRE PROTECTION DISTRICT DEBT SERVICE Taxing Entity No.: 4499
HEREBY officially certifies the following mills to be levied against the taxing entities GROSS assessed valuation of $8,734,720 for the budget/fiscal year 2014.
PURPOSE LEVY REVENUE
1. General Operating Expenses -0- mills $ -0-
2. Refund / Abatements -0- mills -0-
3. Temporary Tax Credit or Rate Reduction (Minus) -0- mills -0-
SUBTOTAL GENERAL OPERATIONS -0- mills $ -0-
3. General Obligation Bonds and Interest -0- mills -0-
4. Contractual Obligations -0- mills -0-
5. Capital Expenditures -0- mills -0-
6. Other (Specify) -0- mills -0-
TOTAL -0- mills -0-
Contact Person: Marie M. Hoover Daytime Telephone Number: 720-989-2211
Signed: 1^ (jj-^ ^\\ . (^J ^-^t^L'^ Title: Chief Finance Officer
314 CERTIFICATION OF TAX LEVIES FOR NON-SCHOOL GOVERNMENTS
TO: COUNTY COMMISSIONERS OF ARAPAHOE COUNTY, COLORADO
For the tax year 2014, The BOARD OF DIRECTORS of the PARKER FIRE PROTECTION DISTRICT BONDS Taxing Entity No.: 4511
HEREBY officially certifies the following mills to be levied against the taxing entities GROSS assessed valuation of $179,269,346 for the budget/fiscal year 2015.
PURPOSE LEVY REVENUE
1. General Operating Expenses -0- mills -0-
2. Refund / Abatements -0- mills -0-
3. Temporary Tax Credit or Rate Reduction (Minus) -0- mills -0-
SUBTOTAL GENERAL OPERATIONS -0- mills $ -0-
3. General Obligation Bonds and Interest -0- mills -0-
4. Contractual Obligations -0- mills -0-
5. Capital Expenditures -0- mills -0-
6. Other (Specify) -0- mills -0-
TOTAL -0- mills -0-
Contact Person: Marie M. Hoover Daytime Telephone Number: 720-989-2211 ^ 1 ^, ,'-/\J ! Signed: /j{^u^_.. /\< . './ <' ^tt>-^-^ Title: Chief Finance Officer
315
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316
APPENDIX II
RESOLUTION TO ADOPT BUDGET
A RESOLUTTON SUMMARIZING EXPENDITURES AND REVENUES FOR THE SPECIAL REVENUE FUND AND ADOPTING A BUDGET FOR THE SOUTH METRO FIRE RESCUE, COLORADO FOR THE CALENDAR YEAR BEGINNING THE FIRST DAY OF JANUARY, 2015 AND ENDING ON THE LAST DAY OF DECEMBER, 2015.
WHEREAS, the Board of Directors of the South Metro Fire Rescue appointed Chief Bob Baker and Marie Hoover, Chief Finance Officer; to prepare and submit a proposed budget to said governing body by the proper time; and,
WHEREAS, the above individuals did submit a proposed budget to the governing body on or before October 15, 2014 for its consideration, and;
WHEREAS, upon due and proper notice, published in accordance with the law, said proposed budget was open for inspection by the public at a designated place, a public hearing was held on November 24, 2014 and interested taxpayers were given the opportunity to file or register any objections to said proposed budget) and;
WHEREAS, at elections held on November 7, 2000 and May 4, 2005, the District has eliminated the revenue and expenditure limitation imposed on governmental entities by Article X, Section 20 of the Colorado Constitution and Article and Section 29-1-301, C.R.S., as amended. Certain facts and the best mformation available at the time of adoption of the 2015 budget were used in order to comply with the timely submittal of the mill levy to the County Commissioners of Douglas and Arapahoe County for certification for the 201 5 budget, The budget for 2015 is adopted as presented.
NOW, THEREFORB, BE IT RESOLVED BY THE BOARD OF DIRECTORS OF THE SOUTH METRO FIRE RESCUE, COLORADO;
Section 1, That the estimated expenditures are as follows; Special Revenue Fund $34,449,786
TOTAL ALL EXPENDITURES $34,449,786
Section 2. That estimated revenues are as follows:
Special Revenue Fund Estimated Beginning Balance 1-1-15 $ 1 50,000 From General Property Tax 32,3 19,986 From Specific Ownership Tax 2,300,000 From Estimated Uncollectible (323,200) From Interest Income 3,000 Total Budgeted Revenues $34,449,786
Section 3. That the budget as submitted and hereinabove summarized by fund, hereby are approved and adopted as the budget of the South Metro Fire Rescue for the year stated above.
Adopted this 11th day of December, 2014.
Laura Simon, President Board of Directors South Metro Fire Rescue
Attest:. -;.'—^ -"-', / .^7:"-^/^.-- David M. Jackspri, Treasurer Board of Directors South Melro Fire Rescue
317 RESOLUTION TO SET MILL LEVIES
A RESOLUTION LEVYING GENERAL PROPERTY TAXES FOR THE YEAR 2014, TO HELP DEFRAY THE COSTS OF GOVERNMENT FOR SOUTH METRO FIRE RESCUE, COLORADO, FOR THE 2015 BUDGET YEAR.
WHEREAS, the Board of Directors of South Metro Fire Rescue has adopted the annual budget in accordance with the Local Government Budget Law, on December 11, 2014 and;
WHEREAS, the amount of money generated from property taxes necessary to balance the budget for general operation expense is $32,080,681 and;
WHEREAS, the amount necessary to collect the abatements for the 2013 property tax year is $239,305 and:
WHEREAS, the valuation for assessment for South Metro Fire Rescue as certified by the County Assessors is $3,468,181,730 for the Special Revenue Fund,
NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF DIRECTORS OF SOUTH METRO FIRE RESCUE, COLORADO;
Section 1. That for the purpose of meeting all general operating expenses of South Metro Fu'e Rescue, during the 2015 budget year, there is hereby levied a tax of 9,25 mills upon each dollar of the total valuation for assessment of all taxable property within South Metro Fire Rescue for the year 2014,
Section 2, That for the purpose of collecting the 20 13 abatements for South Metro Fire Rescue during the 2015 budget year, there is hereby levied a tax of 0.069 mills upon each dollar of the total valuation for assessment of all taxable property within South Metro Fire Rescue for the year 2014.
The Board of Directors hereby authorize and direct certifications to the County Commissioners of Douglas and Arapahoe Counties, Colorado, the mill levies South Mletro Fire Rescue as hereinabove determined and set.
Adopted this llth day of December, 2014.
^ '^ Laura Simon, President Board of Directors South Metro Fire Rescue
Attest: .A.'; ..'.. ,:'. .'.- -/e::':.. ''--",/^>
David M. JackstSn, Treasurer Board of Directors South Metro Fire Rescue
318 Resolution To Appropriate Sums of Money To The Various Funds and Spending Agencies
A RESOLUTION TO APPROPRIATE SUMS OF MONEY TO THE SPECIAL REVENUE FUND, IN THE AMOUNTS AND FOR THE PURPOSES AS SET FORTH BELOW FOR SOUTH METRO FIRE RESCUE, COLORADO, FOR THE 2015 BUDGET YEAR.
WHEREAS, the Board of Directors has adopted a budget in accordance with the Local Government Budget Law, on December 11, 2014 and;
WHEREAS, the Board of Directors has made provision therein for revenues in an amount equal to or greater than the total proposed expenditures as set forth in said budget, and;
WHEREAS, it is not only required by law, but also necessary to appropriate the revenues provided in the budget to and for the purpose described below so as not to impair the operations of the District.
NOW, therefore, be it resolved by the Board of Directors of South Metro Fire Rescue, Colorado:
That the following supplemental sums are hereby appropriated from the revenue of the special revenue fund for purposes stated:
Special Revenue Fund $34,449,786
Adopted this 11th day of December, 2014.
Laura Simon, President Board of Directors - J-'- , , / South Metro Fire Rescue
Attest: :'--1.-- "•'.^"--•f\ '•' .- -(.' •• -
David M.^Jackson, Treasurer Board of Directors South Metro Fire Rescue
319 CERTIFICATION OF TAX LEVIES FOR NON-SCHOOL GOVERNMENTS
TO: COUNTY COMMISSIONERS OF DOUGLAS COUNTY, COLORADO
For the tax year 2014, The BOARD OF DIRECTORS of the SOUTH METRO FIRE RESCUE Taxing Entity No.: 4026
HEREBY officially certifies the following mills to be levied against the taxing entities GROSS assessed valuation of $1,020,697,100 for the budget/fiscal year 2015.
PURPOSE LEVY REVENUE
1. General Operating Expenses 9.250 mills $9,441,448
2. Refund / Abatements 0.069 mills 70,428
3. Temporary Tax Credit or Rate Reduction (Minus) -0- mills -0-
SUBTOTAL GENERAL OPERATIONS 9.319 mills $9,511,876
3. General Obligation Bonds and Interest -0- mills -0-
4. Contractual Obligations -0- mills -0-
5. Capital Expenditures -0- mills -0-
6. Other (Specify) -0- mills -0-
TOTAL 9.319 mills $9,511,876
Contact Person: Marie M. Hoover Daytime Telephone Number: 720-989-2211
^} !... ' Signed: jj [ (^^ (!_l ^^-^ Title: Chief Finance Officer
320 CERTIFICATION OF TAX LEVIES FOR NON-SCHOOL GOVERNMENTS
TO: COUNTY COMMISSIONERS OF ARAPAHOE COUNTY, COLORADO
For the tax year 2014, The BOARD OF DIRECTORS of the SOUTH METRO FIRE RESCUE Taxing Entity No.: 4100
HEREBY officially certifies the following mills to be levied against the taxing entities GROSS assessed valuation of $2,447,484,630 for the budget/fiscal year 2015.
PURPOSE LEVY REVENUE
1. General Operating Expenses 9.250 mills $22,639,233
2. Refund / Abatements 0.069 mills 168,877
3. Temporary Tax Credit or Rate Reduction (Minus) -0- mills -0-
SUBTOTAL GENERAL OPERATIONS .3199.319 millsmills $22,808,110
3. General Obligation Bonds and Interest-0- -0- millsmills -0-
4. Contractual Obligations -0- mills -0-
5. Capital Expenditures -0- mills -0-
6. Other (Specify) -0- mills -0-
TOTAL 9.319 mills $22,808,110
Contact Person: Marie M. Hoqver Daytime Telephone Number: 720-989-2211
Signed: 7/ i.(i^^ HL ^i^-^-L^^^'Title: Chief Finance Officer
321
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322
APPENDIX III
RESOLUTION TO SET MILL LEVIES
A RESOLUTION LEVYING GENERAL PROPERTY TAXES FOR THE YEAR 20 14, TO HELP DEFRAY THE COSTS OF GOVERNMENT FOR SOUTH METRO FIRE RESCUE (FOR THAT PORTION FORMERLY IN THE CHERRY HILLS FIRE PROTECTION DISTRICT), COLORADO, FOR THE 2015 BUDGET YEAR.
WHEREAS, the Board of Directors of South Metro Fire Rescue Authority has adopted the annual budget in accordance with the Local Government Budget Law, on December 1 1, 2014 and:
WHEREAS, the amount of money generated from property taxes necessary to balance the budget for Cherry Hills Fire Protection District Pension Plan is $207,544 and:
WHEREAS, the valuation for assessment for the former Cherry Hills Fire Protection District as certified by the County Assessors is $415,088,592 for the Pension Fund,
NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF DIRECTORS OF SOUTH METRO FIRE RESCUE, COLORADO;
Section 1, That for the purpose of meeting all pension operating expenses of the former Cherry Hills Fire Protection District during the 2015 budget year, there is hereby levied a tax of 0,50 mills upon each dollar of the total valuation for assessment of all taxable property within the former Cherry Hills Fire Protection District for the year 2014.
The Board of Directors hereby authorize and direct certification to the County Commissioners ofArapahoe County, Colorado, the mill levy by the South Metro Fu'e Rescue in the former Cherry Hills Fire Protection District as hereinabove determined and set.
Adopted this llth day of December, 2014. • <^ '•-,
•-/.. ~'/ '' '
Laura Simon, President Board of Directors South Metro Fire Rescue
Attest: David M. Jqckson, Treasurer Board of Directors South Metro Fire Rescue
323 CERTIFICATION OF TAX LEVIES FOR NON-SCHOOL GOVERNMENTS
TO: COUNTY COMMISSIONERS OF ARAPAHOE COUNTY, COLORADO
For the tax year 2014, On behalf of the CHERRY HILLS FIRE PROTECTION BONDS ONLY, The BOARD OF DIRECTORS of SOUTH METRO FIRE RESCUE Taxing Entity No.: 4161
HEREBY officially certifies the following mills to be levied against the taxing entities GROSS assessed valuation of $415,088,592 for the budgeVfiscal year 2015,
PURPOSE LEVY REVENUE
1. General Operating Expenses -0- mills $ -0-
2. Refund / Abatements -0- mills -0-
3. Temporary Tax Credit or Rate Reduction (Minus) -0- mills -0-
SUBTOTAL GENERAL OPERATIONS -0- mills $ -0-
3. General Obligation Bonds and Interest -0- mills -0-
4. Contractual Obligations -0- mills -0-
5. Capital Expenditures -0- mills -0-
6. Other (Specify) Pension Plan 0.500 mills 207,544
TOTAL 0.500 mills $ 207,544
Contact Person: Marie M. Hooker Daytime Telephone Number: 720-989-2211 i}1,. • \^1
324
APPENDIX IV
Resolution To Appropriate Sums of Money To The Various Funds and Spending Agencies
A RESOLUTION TO APPROPRIATE SUMS OF MONEY TO THE VARIOUS FUNDS AND SPENDING AGENCIES, IN THE AMOUNTS AND FOR THE PURPOSES AS SET FORTH BELOW. FOR SOUTH METRO FIRE RESCUE AUTHORITY, COLORADO, FOR THE 2015 BUDGET YEAR.
WHEREAS, the Board of Directors has adopted a budget in accordance with the Local Government Budget Law, on December 11, 2014 and;
WHEREAS, the Board of Directors has made provision therein for revenues in an amount equal to or greater than the total proposed expenditures as set forth in said budget, and;
WHEREAS, it is not only required by law, but also necessary to appropriate the revenues provided in the budget to and for the purpose described below so as not to impair the operations of the Authority.
NOW, therefore, be it resolved by the Board of Directors of South Metro Fire Rescue Authority, Colorado:
That the following supplemental sums are hereby appropriated from the revenue ol each fund, to each fund for purposes stated:
General Fund $57,816,217 Capital Projects Fund 6,774,750 Cherry Mills Pension Fund 205,034 Ambulance Transport Fund 7,703,5 16 Building Rental Fund 686,326 Total Authority Expenditures $73,185,843
Adopted this 11th day of December, 2014. I
'Yy- i,/ --. -} s
Patrick J. Mulhern, President Board of Directors ; , , South Metro Fire Rescue Authority
Attest: ', -,,.L '•'''"'•• -'^ r'..l-^'r Rich Sokol, Treasurer Board of Directors South Metro Fire Rescue Authority
325 RESOLUTION TO ADOPT BUDGET
A RESOLUTION SUMMARIZING EXPENDITURES AND REVENUES FOR EACH FUND AND ADOPTING A BUDGET FOR THE SOUTH METRO FIRE RESCUE AUTHORITY, COLORADO FOR THE CALENDAR YEAR BEGINNING THE FIRST DAY OF JANUARY, 2015 AND ENDING ON THE LAST DAY OF DECEMBER, 2015.
WHEREAS, the Board of Directors of the South Metro Fu-e Rescue Authority appointed Chief Bob Baker and Marie Hoover, Chief Finance Officer; to prepare and submit a proposed budget to said governing body by the proper time; and,
WHEREAS, the above individuals did submit a proposed budget to the governing body on or before October 15, 2014 for its consideration, and;
WHEREAS) upon due and proper notice, published in accordance with the law, said proposed budget was open for inspection by the public at a designated place, a public hearing was held on November 24, 2014 and interested taxpayers were given the opportunity to file or register any objections to said proposed budget, and;
WHEREAS, after the passage of the budgets for the Parker Fire Protection District and South Metro Fire Rescue providing the source of revenue for the 2015 budget, The budget for 2015 is adopted as presented.
NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF DIRECTORS OF THE SOUTH METRO FIRE RESCUE AUTHORITY, COLORADO;
Section 1, That the estimated expenditures for each fund are as follows: General Operating Fund $57,816,217 Capital Projects Fund 6,774,750 Cherry Hills Pension Fund 205,034 Ambulance Transport Fund 7,703,51 6 Building Rental Fund 686,326
TOTAL ALL EXPENDITURES $73,185,843
Section 2. That estimated revenues for each fund are as follows;
General Fund Estimated Beginning Balance 1-1-15 $33,987,247 From Transfers from Parker Fire Protection District 20,795,601 From Transfers for South Metro Fire Rescue 33,876,638 From Interest Earned 55,000 From Misc. Charges (Plan Review Fees, Rents) 3,856,950 Total Budgeted Revenues $92,571,436
Capital Projects Fund Estimated Beginning Balance 1-1-15 $20,036,684 Interest Earned 185,000 Total Estimated Revenues $20,221,684
Ambulance Transport Fund Estimated Beginning Cash Balance 1-1-15 $2,578,624 Revenues from Service Fees 6,590,473 Total Estimated Revenues $9,169,097
326 Building Rental Fund Estimated Beginning Cash Balance 1-1-15 $1,153,256 Revenues from Outside Sources 881,41 1 Revenues from Internal Sources 427,768 Total Estimated Revenues 2,462,435
Cherry Hills Pension Fund Estimated Beginning Balance 1-1-15 $422,958 Investment Income 800 From Property Taxes 207,544 Specific Ownership Tax 10,000 Total Estimated Revenues $641,302
Section 3. That the budgets as submitted and hereinabove summarized by fund, hereby are approved and adopted as the budgets of the South Metro Fire Rescue Authority for the year stated above.
Adopted this 1 ltb day of December, 2014.
Patrick Mulhern, President Board of Directors South Metro Fire Rescue Authority f /
Attest: [ <--. ( C IV ^ vj{ ^.L Rich Sokol, Treasurer Board ofDu'ectors South Metro Fire Rescue Authority
327
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328
APPENDIX V
1.5% and 4.0% Growth 2015 Final, 11.5% Growth in AV in 2016, 5% Medical Dental and Vision Mill Levy 9.25 2% Projected Salary Increase Actual Actual Actual Actual Actual 2014 2015 2016 2017 GENERAL FUND 2009 2010 2011 2012 2013 Estimated Proposed Budget Projected Projected ` $ 55,973,420 $ 57,410,175 Salaries 31,018,288 30,701,300 29,327,713 31,058,843 30,297,510 31,868,539 31,825,837 592,304 Benefits 8,960,961 9,395,887 9,508,339 9,505,488 9,783,419 10,793,059 11,101,560 Medical 3,281,176 3,808,736 3,953,544 3,839,849 4,076,159 4,833,826 5,158,071 423,295 279,068 Dental 290,762 285,079 314,862 315,356 328,351 345,601 325,940 27,246 17,659 Vision 72,946 74,841 72,968 72,610 70,082 69,908 80,348 6,550 4,345 LTD 233,579 120,733 117,858 119,753 205,603 221,408 220,283 11,014 11,565 All Other Benefit 5,082,498 5,106,498 5,049,107 5,157,920 5,103,224 5,322,316 5,316,918 177,911 109,897 Supplies and Operating Expenses 12,429,407 9,288,509 8,298,596 9,674,831 9,590,394 10,664,178 13,046,023 Minimum Level of Supplies & Operating Expense 4,050,567 3,712,292 3,279,874 4,116,307 5,001,537 5,580,278 7,841,050 156,821 159,957 Utilities & Telephone 531,955 533,775 547,760 810,104 575,505 870,550 938,450 Dispatch 2,209,307 2,257,525 2,127,150 2,175,861 2,274,971 2,394,000 2,080,690 41,614 42,446 Worker's Compensation 902,173 750,308 692,593 703,516 828,848 900,000 1,428,361 Property Insurance 242,737 193,067 238,203 228,417 246,512 300,000 329,704 Lease Payments 3,715,098 1,326,615 1,211,172 1,053,501 91,649 47,978 - Rental of Admin Building 777,570 514,927 201,844 587,125 571,372 571,372 427,768 Base + Non-discretionary 52,408,656 49,385,696 47,134,648 50,239,162 49,671,323 53,325,776 $ 55,973,420 $ 57,410,175 $ 58,035,113 Transfer to Capital Projects Capital Equipment in General Fund 370,251 331,048 289,246 $ 653,766 $ 668,614 $ 953,828 $ 1,037,660 $ 500,000 $ 500,000 Budget with operating capital 52,778,907 49,716,744 47,423,894 $ 50,892,928 $ 50,339,937 $ 54,279,604 $ 57,011,080 $ 57,910,175 $ 58,535,113
Pay-off of COP $ 4,694,980 One time projects 785,418 505,091 718, 494 $ 1,108,134 $ 1,012,352 $ 2,020,395 $ 805,137 $ 1,568,189 $ 1,568,189
329 Budget with one time projects 53,564,325 50,221,835 48,142,388 $ 56,696,042 $ 51,352,289 $ 56,299,999 $ 57,816,217 $ 59,478,364 $ 60,103,302
Percent increase 2.0% 2.0% Optional Salary and Benefit Growth $ 648,363 $ 661,330 Salary and Benefit incr $ 77,804 $ 157,163 Budget with all plus Salary and Benefits option 53,564,325 50,221,835 48,142,388 $ 56,696,042 $ 51,352,289 $ 56,299,999 $ 57,816,217 $ 60,204,531 $ 61,570,158
Percent of Growth in Assessed Values 12.978 Mills 12.978 11.5% 1.5% 9.25 Mills 9.25 9.25 9.25 Assessed Values 4,880,831,680 5,279,058,045 5,280,486,537 $ 4,711,414,729 $ 4,723,283,391 $ 4,920,392,972 $ 4,983,941,191 $ 5,557,094,428 $ 5,640,450,844 Property Tax Revenue 52,535,638 55,250,495 55,617,290 $ 50,135,400 $ 50,264,490 $ 51,329,798 $ 51,424,905 $ 51,403,123 $ 52,174,170 SOT 3,859,914 3,751,846 3,618,371 $ 3,697,554 $ 3,964,220 $ 4,125,400 $ 3,900,000 $ 3,900,000 $ 3,900,000 Other Rev. incl. pass-through 1,681,803 1,930,846 2,168,704 $ 3,065,458 $ 6,408,431 $ 1,875,835 $ 3,259,284 $ 3,000,000 $ 3,000,000 Total Revenues 58,077,355 60,933,187 61,404,365 $ 56,898,412 $ 60,637,141 $ 57,331,033 $ 58,584,189 $ 58,303,123 $ 59,074,170
Excess Revenues - Budget wi. Non-discretionary 5,668,699 11,547,491 14,269,717 $ 6,659,250 $ 10,965,818 $ 4,005,257 $ 2,610,769 $ 892,948 $ 1,039,057
Excess Revenues - Budget wi operating capital 5,298,448 11,216,443 13,980,471 $ 6,005,484 $ 10,297,204 $ 3,051,429 $ 1,573,109 $ 392,948 $ 539,057
Excess Revenues - Budget with Oper. Cap. & Projects 4,513,030 10,711,352 13,261,977 $ 202,370 $ 9,284,852 $ 1,031,034 $ 767,972 $ (1,175,241) $ (1,029,132)
Excess Revenues - Budget wi Oper. Cap., Projects, Sal& Be 4,513,030 10,711,352 13,261,977 $ 202,370 $ 9,284,852 $ 1,031,034 $ 767,972 $ (1,901,407) $ (2,495,988) Ending Cash Balance 18,575,423 27,476,699 37,250,443 24,604,732 31,128,934 35,385,100 36,153,072 34,251,665 31,755,677 PFPD D/C 1,268,921,821 PFPD A/C 209,108,440 1,503,952,193 Health Insurance Costs increase 10%/yr, $500,000/yr for Capital Equipment and $1.0 Million -time projects, Compensation SMFR D/C 978,545,651 increase of 3% in 2014 and 1% for 2015 - 2019 SMFR A/C 2,463,817,060 3,479,988,998 Growth in Assessed Values 2.5% in Odd Years and 3.5% in Even Years 4,920,392,972 4,983,941,191 1.5% and 4.0% Growth 2015 Final, 11.5% Growth in AV in 2 2% Projected Salary Increase 2018 2019 2020 2021 2022 2023 2024 2025 GENERAL FUND Projected Projected Projected Projected Projected Projected Projected Projected ` $ 58,035,113 $ 58,681,928 $ 59,351,528 $ 60,044,860 $ 60,762,917 $ 61,506,734 $ 62,277,399 $ 63,076,046 Salaries Benefits Medical 293,022 307,673 323,056 339,209 356,170 373,978 392,677 412,311 Dental 18,542 19,469 20,443 21,465 22,538 23,665 24,848 26,091 Vision 4,562 4,790 5,030 5,281 5,545 5,823 6,114 6,419 LTD 12,143 12,750 13,388 14,057 14,760 15,498 16,273 17,087 All Other Benefit 112,095 114,336 116,623 118,956 121,335 123,761 126,237 128,761 Supplies and Operating Expenses Minimum Level of Supplies & Operating Expense 163,157 166,420 169,748 173,143 176,606 180,138 183,741 187,416 Utilities & Telephone Dispatch 43,295 44,161 45,044 45,945 46,864 47,801 48,757 49,732 Worker's Compensation Property Insurance Lease Payments Rental of Admin Building Base + Non-discretionary $ 58,681,928 $ 59,351,528 $ 60,044,860 $ 60,762,917 $ 61,506,734 $ 62,277,399 $ 63,076,046 $ 63,903,863 Transfer to Capital Projects $ 500,000 Capital Equipment in General Fund $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000 Budget with operating capital $ 59,681,928 $ 59,851,528 $ 60,544,860 $ 61,262,917 $ 62,006,734 $ 62,777,399 $ 63,576,046 $ 64,403,863
Pay-off of COP One time projects $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000
330 Budget with one time projects $ 60,681,928 $ 60,851,528 $ 61,544,860 $ 62,262,917 $ 63,006,734 $ 63,777,399 $ 64,576,046 $ 65,403,863
Percent increase 2.0% 2.0% 2.0% 2.0% 2.0% 2.0% 2.0% 2.0% Optional Salary and Benefit Growth $ 674,557 688,048 701,809 715,845 730,162 744,765 759,660 774,854 Salary and Benefit incr $ 238,110 320,676 404,893 490,794 578,414 667,785 758,945 851,927 Budget with all plus Salary and Benefits option $ 62,904,288 $ 63,844,501 $ 65,323,859 $ 66,843,662 $ 68,405,261 $ 70,010,062 $ 71,659,529 $ 73,355,182
Percent of Growth in Assessed Values 4.0% 1.5% 4.0% 1.5% 4.0% 1.5% 4.0% 1.5% 9.25 9.25 9.25 9.25 9.25 9.25 9.25 9.25 Assessed Values $ 5,866,068,878 $ 5,954,059,911 $ 6,192,222,308 $ 6,285,105,642 $ 6,536,509,868 $ 6,634,557,516 $ 6,899,939,817 $ 7,003,438,914 Property Tax Revenue $ 54,261,137 $ 55,075,054 $ 57,278,056 $ 58,137,227 $ 60,462,716 $ 61,369,657 $ 63,824,443 $ 64,781,810 SOT $ 3,900,000 $ 3,900,000 $ 3,900,000 $ 3,900,000 $ 3,900,000 $ 3,900,000 $ 3,900,000 $ 3,900,000 Other Rev. incl. pass-through $ 3,000,000 $ 3,000,000 $ 3,000,000 $ 3,000,000 $ 3,000,000 $ 3,000,000 $ 3,000,000 $ 3,000,000 Total Revenues $ 61,161,137 $ 61,975,054 $ 64,178,056 $ 65,037,227 $ 67,362,716 $ 68,269,657 $ 70,724,443 $ 71,681,810
Excess Revenues - Budget wi. Non-discretionary $ 2,479,209 $ 2,623,526 $ 4,133,196 $ 4,274,311 $ 5,855,982 $ 5,992,258 $ 7,648,397 $ 7,777,947
Excess Revenues - Budget wi operating capital $ 1,479,209 $ 2,123,526 $ 3,633,196 $ 3,774,311 $ 5,355,982 $ 5,492,258 $ 7,148,397 $ 7,277,947
Excess Revenues - Budget with Oper. Cap. & Projects $ 479,209 $ 1,123,526 $ 2,633,196 $ 2,774,311 $ 4,355,982 $ 4,492,258 $ 6,148,397 $ 6,277,947
Excess Revenues - Budget wi Oper. Cap., Projects, Sal& Be $ (1,743,151) $ (1,869,447) $ (1,145,803) $ (1,806,435) $ (1,042,545) $ (1,740,405) $ (935,086) $ (1,673,372) Ending Cash Balance 30,012,526 28,143,080 26,997,277 25,190,842 24,148,298 22,407,892 21,472,807 19,799,435
Health Insurance Costs increase 10%/yr, $500,000/y increase of 3% in 2014 and 1% for 2015 - 2019 Growth in Assessed Values 2.5% in Odd Years and 3 10 Year Plan 1.5% or 4.0% AV Growth, 11.5% Growth in Av in 2016, 2% Growth in Salaries, 5% Growth in Medical, Vision and Dental and 2% Inflation- Mill Levy Remains at 9.25 $75,000,000.00
$70,000,000.00
$65,000,000.00 331 $60/000/000.00 •Base + Non-discretionary
•Budget above + capita! equipment $55,000,000.00 •Budget above + 1-time projects
•Budget above + Sal & benefits option $50,000,000.00 r):^°Total Revenues
$45/000/000.00 ^> ^ -N> .O -'0 ^ -^ .^ .^ .N^ ^ ^ ^ _/0 _^ ^ ^ ^ ^ ^ ^ ^v^^ov^^v^^ .^>v J>' ..^' ..^>y ^ ^' ^ ^ ^ ^' ^ ^^v ^ i^^.^.^.^ ^ xeu ^ ^x^u ^ ;^" J^J^ i^ J^ ^1^ J^ ^i^ ^^J^ ^^ xeJ^ ^y ^ Year 10 Year Analysis of Required and Actual or Projected Cash Balances 40/000/000 with 1.5% AV Growth in Odd Years and" 4.0% W Growth in Eypn Years, 11.5% Growth in AV in 2016, 35,000,000 % Salary in< rea e. \A\\\ Levy remains at 9.25 Mills • Base + Non-discretionary - Required Cash Balance D 30,000,000 0 • Budget with operating capital _ Required Cash 25,000,000 Balance • Budget with one time projects - Required Cash 332 20/000/000 Balance • Budget with all plus Salary and Benefits option - 15,000,000 Required Cash Balance • Actual or Projected Ending 10,000,000 WmTmU!!!! Cash Balance 5/000,000 illl1111111111111111 I lill i iliii i ^ ^