POLICY 3.5 PROTECTION OF ASSETS MONITORING REPORT

TO: Board of County Commissioners FROM: County Manager RE: Internal Monitoring Report – Management Limitations POLICY: 3.5 Protection of Assets DATE: May 26, 2015

I hereby present my monitoring report on Management Limitation 3.5 – Protection of Assets. This report is presented in accordance with the monitoring schedule set forth in the Board’s Policy Manual revised March 12, 2013. I certify that the information contained in this report is true and correct.

Signed: ______, County Manager Date: ______May 20, 2015 ______

Table of Contents

3.5 Protection of Assets Compliance Matrix ...... 3 Overview - 3.5 Protection of Assets ...... 6 Theme Overview - 3.5.1 ...... 9 3.5.2 ...... 13 3.5.3 ...... 14 3.5.4 ...... 15 3.5.5 ...... 17 3.5.6 ...... 18 3.5.7 ...... 19 3.5.8 ...... 20 3.5.9 ...... 21 3.5.10 ...... 22 Attachment #1 - Eide Bailly Statement on Auditing Standards (SAS) No. 112 letter, April 9, 2015 ...... 23 Attachment #2 – Five-Year Capital Improvement Planning Documents ...... 27

3.5 Protection of Assets Compliance Matrix

County Manager

Monitoring Report 3.5 – Protection of Assets Partial- Non- Management Limitation Compliance Compliance Compliance

3.5 Within the scope of his/her authority in the County X and given available resources, the County Manager shall not allow the County’s assets to be unprotected, inadequately maintained or unnecessarily risked. Accordingly, the County Manager shall not: 3.5.1 Fail to have in place a Risk Management program X that insures against property losses and against liability losses to Commissioners, staff and Douglas County to the amount legally obligated to pay, or allow the organization to be uninsured: 3.5.1.1 Against theft and casualty losses X

3.5.1.2 Against liability losses to Board members, staff X and the organization itself in an amount equal to or greater than the average for comparable organizations 3.5.1.3 Against employee theft and dishonesty. X

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County Manager

Monitoring Report 3.5 – Protection of Assets Partial- Non- Management Limitation Compliance Compliance Compliance

3.5.2 Allow un-bonded personnel access to material X amounts of funds, or fail to provide adequate insurance to protect against employee dishonesty and theft. 3.5.3 Subject facilities and/or equipment to improper X wear and tear or insufficient maintenance (except normal deterioration and financial conditions beyond County Manager control). 3.5.4 Unnecessarily expose County government, the X BOCC or staff to claims of liability. 3.5.5 Fail to protect intellectual property (including X intellectual property developed using County resources), information, and files from loss or significant damage. 3.5.6 Acquire, encumber, dispose or contract for real X property except as expressly permitted in the county’s procedure for disposal of county-owned land.

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County Manager

Monitoring Report 3.5 – Protection of Assets Partial- Non- Management Limitation Compliance Compliance Compliance

3.5.7 Allow internal control standards for the receipt, X processing and disbursement of funds to be less than that necessary to satisfy generally accepted accounting/auditing standards recognizing that the cost of internal control should not exceed the benefits expected to be derived. 3.5.8 Endanger the County’s public image, its X credibility, or its ability to accomplish the Board’s Goals. 3.5.9 Fail to adequately plan for short and long-term X capital or facility needs. 3.5.10 Compromise the independence of the Board’s X auditor or other external monitors or advisors. Engaging parties already chosen by the BOCC as consultants or advisers is not permitted.

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Overview - 3.5 Protection of Assets Description: Within the scope of his/her authority in the County and given available resources, the County Manager shall not allow the County’s assets to be unprotected, inadequately maintained or unnecessarily risked.

County Manager’s Interpretation: • Assets are interpreted to represent physical and intellectual property of the County with a value greater than $25,000. • Unprotected is interpreted to mean assets without insurance or without basic security measures in place. • Inadequately maintained is interpreted as a lack of preventive maintenance, repair, or renovation which may cause an asset to deteriorate and experience an accelerated depreciation. • Unnecessarily risked is interpreted as exposure of assets to circumstances resulting in a higher likelihood of theft or otherwise being unavailable for the asset’s intended purpose.

This Period's Performance - 2014

Score: 8.3 Historical Performance

Series Color Scorecard Object 2012 2013 2014 ML 3.5 Protection of Assets 8.3 8.1 8.3

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Data Used in Calculations

Name Actual Value Score ML 3.5.1 Compliance 3 10 ML 3.5.2 Compliance 3 8.33 ML 3.5.3 Compliance 3 8.33 ML 3.5.4 Compliance 3 8.33 ML 3.5.5 Compliance 3 8.33 ML 3.5.6 Compliance 3 8.33 ML 3.5.7 Compliance 3 8.33 ML 3.5.8 Compliance 3 8.33 ML 3.5.9 Compliance 3 8.33 ML 3.5.10 Compliance 3 8.33

I report compliance based on the information that follows in this report.

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Accordingly, the County Manager shall not:

3.5.1 Fail to have in place a Risk Management program that insures against property losses and against liability losses to Commissioners, staff and Douglas County to the amount legally obligated to pay, or allow the organization to be uninsured:

3.5.1.1 Against theft and casualty losses,

3.5.1.2 Against liability losses to Board members, staff and the organization itself in an amount equal to or greater than the average for comparable organizations, and

3.5.1.3 Against employee theft and dishonesty.

County Manager’s Interpretation: I interpret this to mean that I will ensure that the county has a trained, experienced Risk Manager on staff or on contract. The Risk Manager will ensure that there is a process for making and implementing decisions that will minimize the adverse effects of accidental loss upon the county. The county will maintain an appropriate amount of liability and casualty insurance and bonds to insure against theft. I interpret comparable organizations to mean county or city governments of similar size in terms of employee population, overall budget and those providing similar services.

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Theme Overview - 3.5.1

Description: Fail to have in place a Risk Management program that insures against property losses and against liability losses to Commissioners, staff and Douglas County to the amount legally obligated to pay, or allow the organization to be uninsured:

This Period's Performance - 2014

Score: 10 Historical Performance

Series Color Scorecard Object 2011 2012 2013 2014 ML 3.5.1 Compliance 10 10 10 10

Data Used in Calculations Name Actual Value Score ML 3.5.1.1 Compliance Yes 10 ML 3.5.1.2 Compliance Yes 10 ML 3.5.1.3 Compliance Yes 10

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I report compliance with 3.5.1 based on the following: • The county has a risk manager on staff and insurance contracts are in place to protect the county against property and liability losses.

• County insurance contracts carried for 2015-2016 include: o Excess Public Entity Liability o Excess Public Officials Liability o Property/Boiler and Machinery o Auto Physical Damage o Island Marine & Equipment o Excess Workers’ Compensation o Environmental Liability o Privacy/Network Security Liability o Crime Insurance, includes: o Employee Dishonesty, Forgery & Alteration, Money & Securities, Computer Theft & Funds Transfer Fraud, and Credit, Debit or Charge Card Forgery o Multi Media Liability Insurance o Workers’ Compensation Self-Insurer’s Bond o Identity Fraud (employee benefit) o Volunteer Accident Insurance o Builder’s Risk Policies (when required)

• Insurance coverage for excess liability and property protection provide adequate coverage to protect the county’s assets.

Coverage Insurance Company Excess Liability Genesis Insurance $10,000,000 Company Property The Hartford $184,280,076

• In addition, the county maintains a crime insurance policy that includes coverage for employee dishonesty and theft; Forgery & Alteration; Money & Securities; Computer Theft & Funds Transfer Fraud; and Credit, Debit or Charge Card Forgery. This policy has a limit of $1,000,000.

• During the reporting period, no county assets with a value of $25,000 or over were subjected to unnecessary risk – defined as uninsured.

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I report compliance with 3.5.1.1 and 3.5.1.2 based on the following: In conjunction with the protection granted by the Colorado Governmental Immunity Statutes, Douglas County maintains coverage that meets or exceeds the coverage of comparable counties.

The county maintains a broad liability policy: • Coverage A: public excess liability, which includes general liability, auto liability, law enforcement activities and employee benefits liability.

• Coverage B: Public Officials Liability

The policy provides protection to the county with a $10,000,000 per occurrence (the general annual aggregate limit is also $10,000,000). This amount meets or exceeds the coverage Jefferson and El Paso counties have.

Per Occurrence Liability Limits County Unincorporated Total Budgeted Liability Insurance Population (2014) Revenue (2014) Limit Douglas 177,415 $300,927 $10,000,000 Jefferson 191,999 $481,248 $ 6,000,000 El Paso 176,000 $276,016 $ 1,000,000

The county maintains property insurance covering 100% of county owned property; we also maintain crime insurance to protect against theft.

Coverage Limit Excess Liability $ 10,000,000 Property $184,280,076 Crime Insurance $ 1,000,000

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I report compliance with 3.5.1.3 based on the following: The county maintains a crime insurance policy on all employees.

Type of Insurance Limit of Insurance Employee Dishonesty $1,000,000 Forgery & Alteration $150,000 Money & Securities • Inside the premises $150,000 • Outside the premises $150,000 Computer Theft & Funds $500,000 Transfer Fraud Credit, Debit or Charge Card $150,000 Forgery

During the reporting period, there were no reported incidents of employee theft or dishonesty.

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3.5.2 Allow un-bonded personnel access to material amounts of funds, or fail to provide adequate insurance to protect against employee dishonesty and theft.

County Manager’s Interpretation: • All Douglas County employees and elected officials are bonded; therefore, there are no un-bonded personnel who would have access to funds. • I interpret material amounts of funds to represent cash, checks, and securities in amounts exceeding $5,000. • I interpret adequate as coverage that is comparable to similar-sized (in terms of the number of employees and size of budget) Colorado counties. • I interpret employee dishonesty and theft to mean dishonest acts by an employee, whether acting alone or in collusion with other persons, with the intent to cause Douglas County to sustain loss and/or obtain financial benefit for the employee or any person or organization intended by the employee to receive that benefit.

I report compliance with 3.5.2 based on the following: Per Colorado Revised Statutes, in lieu of a bond for each elected official, a county may purchase crime insurance coverage to protect the people of the county from any malfeasance while the elected official is in office. The county has in place crime insurance coverage in the amount of $1,000,000.

Crime Insurance County Unincorporated Population Crime Insurance (2014) Douglas County 177,415 $1,000,000 Jefferson County 191,999 $5,000,000 El Paso County 176,000 $1,000,000

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3.5.3 Subject facilities and/or equipment to improper wear and tear or insufficient maintenance (except normal deterioration and financial conditions beyond County Manager control).

County Manager’s Interpretation: • I interpret facilities to be inclusive of buildings and grounds owned or leased by the County. • I interpret equipment to mean stock, tools, electronic data processing equipment, vehicles and machines that either alone or in combination comprise and/or support operating systems within these facilities, and tangible property with a value exceeding $5,000, and a useful life greater than one year. • I interpret improper wear and tear as a failure to take appropriate care of an asset or to allow the asset to be misused (for example, in a way that causes needless or excessive wear and tear) or to be used by persons who are not properly trained to use that asset. • I interpret insufficient maintenance as not keeping up with preventive and corrective maintenance as recommended by the manufacturer and/or prevailing industry practice.

I report compliance with 3.5.3. Facilities, Fleet & Emergency Support Services use a maintenance tracking software program that identifies the following: • Preventative maintenance schedule • Work order processing • Equipment historical information • Maintain warranty and equipment specifications • Warranty Services

Additionally, Facilities & Fleet staff are trained and certified in the operations and maintenance of all county building equipment and vehicles. Certifications for specialized disciplines are maintained in staff personnel records.

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3.5.4 Unnecessarily expose County government, the BOCC or staff to claims of liability.

County Manager’s Interpretation: I interpret this policy to mean that unnecessary exposure to liability would arise from having inadequate or out of date risk management practices and procedures, inadequate or improper training of county personnel in the effective use of such practices and procedures or, despite the presence of the first two elements, simple or gross negligence by personnel or supervisors resulting in claims that might have been avoided otherwise. • I interpret expose as potential vulnerability to legal claims of a significant or material nature. • I interpret liability as legal judgments and costs.

I report compliance with 3.5.4 based on the following: In addition to the protection provided by the Colorado Governmental Immunity Statutes and some boundaries established by federal and/or state laws, the county maintains liability insurance coverage that meets or exceeds the coverage of two comparable counties, Jefferson and El Paso. The specific information for this coverage was covered in 3.5.1.1 and 3.5.1.2 above. Douglas County also maintains the following workers’ compensation insurance coverage.

Workers’ Compensation Insurance County Unincorporated Total Budgeted Workers’ Compensation Population (2014) Revenue (2014) Limit Douglas 177,415 $300,924 Statutory Jefferson 191,999 $481,248 Statutory El Paso 176,000 $276,016 Statutory

Three Year History of Workers’ Compensation Claims (valued at 12/31/2014) 2012 2013 2014 Number of Claims Filed 99 71 85 Total Paid $568,238 $540,516 $279,782 Reserves (estimated) $ 11,208 $239,972 $310,337 Amount of Subrogation ($ 25,000 ) ( $ 8,171 ) ($12,836 ) Recovered Total Incurred $554,447 $772,317 $577,283 (estimate)

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Three Year History of Workers’ Compensation Claims (number by two largest departments) Year Entire County Law Enforcement Road & Bridge 2012 99 79 8 2013 71 51 8 2014 85 63 8

In addition to insurance coverage, the county mitigates risk through a variety of risk control measures that include risk avoidance, loss prevention/reduction, and contractual transfer; and risk financing that includes adequate insurance and reserve levels. The County also provides numerous training opportunities for employees; requires contractual risk transference with only a few exceptions; ensures proper internal controls are in place; and complies with procedures/regulations/laws. The following is a sampling for this reporting period:

• Numerous ergonomic work station evaluations/training/adjustments were provided. • Ethics training provided to managers/supervisors (Human Resources) • Employee handbook updated (Human Resources) • Building evacuations are conducted twice yearly for each county building. • Road & Bridge employees training: traffic control, asphalt conference, roadway safety & work zone, weed management, welding, gravel road maintenance, hydraulic system, PWOPSs wild land fire team, local road safety, developing the leader within, & monthly safety training – various topics. • The county meets the federally mandated drug and alcohol testing requirements of employees who hold Commercial Drivers’ Licenses. • The county checks driver records annually (road & bridge, inspectors, maintenance employees, engineering). • Health – influenza vaccines are provided annually to all employees. • All professional services contracts are reviewed by legal and risk management ensuring contract compliance and transference of risk when necessary. • Contracts provide protection for the county by having clauses such as the scope of services, maximum liability, term, conflict of interest, indemnification, etc. The insurance requirements in contracts are also identified. • Any party that rents a county facility is required to have insurance. • Actively investigates and pursues all subrogation possibilities.

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3.5.5 Fail to protect intellectual property (including intellectual property developed using County resources), information, and files from loss or significant damage.

County Manager’s Interpretation: • I interpret intellectual property as property that can be protected under federal law, including copyrightable works, ideas, discoveries, and inventions. It is intangible property that is the result of creativity. • I interpret information and files to mean all electronic and hardcopy records retained by the County for County administration and facility-level purposes. • I interpret loss or significant damage as constituting the inability to use the resource for its intended purpose.

I report compliance with 3.5.5 based on the following: • IT launched a major initiative in 2014 to proactively assess and upgrade the protection of intellectual assets and private information. The objective is to continuously improve policies, procedures, and technology to ensure full compliance with the Criminal Justice Information System (CJIS) security and the Health Insurance Portability and Accountability Act (HIPAA). • IT maintains backup copies of software, program code and system data using a combination of onsite and offsite storage adjusted for the use profile of the individual systems. • The Douglas Employee Handbook, Email Use Policy and Internet Use Policy specify actions, responsibilities, and conditions of employment that govern the creation, storage, access, use, and security of county Information hardware, software, and data assets by employees. • The County’s facilities are protected in the following ways: o Access to facilities is restricted by the use of an access card system (approval required before access to buildings is granted). o Buildings are monitored electronically and physically by Facilities Management personnel and a third party monitoring company. o Camera recordings are available for review upon request.

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3.5.6 Acquire, encumber, dispose or contract for real property except as expressly permitted in the county’s procedure for disposal of county-owned land.

County Manager’s Interpretation: I interpret this to mean that I shall ensure that all decisions regarding the acquisition, encumbrance, disposition, or contracting for real property will be made by the Board. Specifically excluded from this interpretation are actions undertaken to maintain, improve or protect real property owned or leased by the county. • I interpret real property to mean land and all things attached to it, or any other item considered such under Colorado law • I interpret acquire to mean to gain possession of – to obtain or procure by any means. • I interpret encumber to mean to commit the county with legal or financial obligations. • I interpret dispose to mean to get rid of, transfer or part with – by giving or selling. • I interpret contract for to mean to enter into a legal agreement to acquire or dispose of real property. • The county does not have a specific policy that covers the acquisition of real property. The county’s procedure governing the disposition of county-owned land states that the Board has the sole responsibility for decisions regarding the sale, trade, or donation of county-owned land.

I report compliance with 3.5.6 as no real property has been acquired or disposed of without going before the BoCC at a Business Meeting. The County’s procedure for disposal of county-owned land is located at www.douglas.co.us/commissioners/documents/Disposal_of_Land.pdf

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3.5.7 Allow internal control standards for the receipt, processing and disbursement of funds to be less than that necessary to satisfy generally accepted accounting/auditing standards recognizing that the cost of internal control should not exceed the benefits expected to be derived.

County Manager’s Interpretation: I interpret internal control standards to mean those practices, procedures and systems designed to account completely and accurately for the flow of funds from initial obligations in the form of invoicing or otherwise, to actual receipt of funds (including physical or electronic deposit of such funds as well as relevant accounting entries for their receipt), to the maintenance and ongoing tracking and reporting for such funds, and to the payment or release of such funds to appropriate parties upon receipt of adequate documentation.

I interpret generally accepted accounting/auditing standards in the context of a county government, to mean in compliance with the Governmental Accounting Standards Board (GASB) statements and interpretations.

Further, I interpret this policy to mean that I may weigh the costs of meeting these standards against the likely benefit the county would receive such that I would not invest in systems, software, training of personnel, etc., if I did not reasonably believe such investment would be worth the expenditure. However, if material or egregious lapses result in material loss or dissipation of funds, I will invest prudently to ensure such lapses do not happen again.

I report compliance with 3.5.7 In addition to the various Administrative policies already in place to manage internal controls, we also prepare biannual Management Limitations Monitoring Reports that cover internal controls. Additionally, an annual external audit is conducted. These activities keep the pulse on the effectiveness of our internal controls. If these controls are found to be inadequate, they are modified and improved.

Also, the Statement on Auditing Standards (SAS) No. 112 letter, “Communicating Internal Control Related Matters Identified in an Audit,” was presented to the BoCC on May 19, 2015 and to the Audit Committee on April 21, 2015 for the 2014 annual audit. (Attachment #1)

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3.5.8 Endanger the County’s public image, its credibility, or its ability to accomplish the Board’s Goals.

County Manager’s Interpretation: I interpret this policy broadly to include anything that would threaten the County’s reputation – a sound reputation is necessary to accomplish the Board’s policy goals. Public image includes the opinions and perceptions of the taxpaying public, other local, state and federal governmental entities, as well as those of regulatory agencies, the non-profit community, and private organizations. Credibility is interpreted as the county’s reputation for trustworthiness and integrity as ethical stewards of public assets. Endangering the ability to accomplish the Board’s Goals is interpreted as anything that would get in the way of the organization working toward accomplishing the Board’s goals.

I report compliance with 3.5.8 • Since the last report, our external communications strategy now includes a visually-engaging, storytelling approach to distributing the County’s story via our online newsroom and email subscription service. Via this approach the County is distributing our own news to the more than 4,200 subscribers with each posting. Since the beginning of 2015 the monthly County-originated stories with accompanying visuals are from 12 to 20 per month. Additionally we are strategically using Twitter and Facebook postings that complement the timing of newsroom posts.

• The County implemented the organization’s sixth Citizen Survey in which we continue to assess the opinions and perceptions of the taxpaying public regarding organizational spending priorities, issues, services, and assessment of trust in government.

• By way of assessing public trust in County Government, the 2014 Douglas County Citizen Survey included a section in which a representative sample of County residents was asked if the statement “Douglas County has good County government,” is an accurate description – 82% agreed.

• Transparency in government – fiscal and informational – is foundational for public trust. Douglas County's reputation as a champion for transparency continues beyond our Transparency Initiative launched in December of 2010. We have an established reputation for responsiveness to media inquiries and Colorado Open Records (CORA) requests, and proactively -- without statutory requirements -- post information on our website for public inspection on the County’s Transparency Portal. Our organizational commitment to open, transparent and accountable government is a featured element of the County’s new website landing page, launched in early 2014.

• Also, the County implemented a new means for communicating with citizens and taxpayers. The effort is highlighted by a mobile-first, responsive design of a new website landing page for the County’s website, five board goal pages and associated video reports to the community on progress toward Board Goals. The new landing page was designed to be the front door to the County’s brand, a gateway to the Board Goal pages and the rest of our site.

• Also, part of the new communications strategy is a column titled “Conversations with Commissioners” and is published in the six Community Media of Colorado newspapers.

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3.5.9 Fail to adequately plan for short and long-term capital or facility needs.

County Manager’s Interpretation: • I interpret short term capital and facility needs to mean those we will need in the next 1 to 3 years. • I interpret long-term capital and facility needs to mean those we will need in 10+ years.

I report compliance with 3.5.9 with the caveat that short term capital and facility needs are actually interpreted to mean those the county will need within the next 5 years (and not the 1 to 3 years in the original interpretation). Additionally, long-term capital and facility needs are actually interpreted as those the county will need within the 5 to 20 year timeframe (and not the 10+ years in the original interpretation).

• The departments prepare capital improvement plans each year for roads, open space, parks, and facilities. These are published in the preliminary and proposed budgets each year. (Attachment #2)

• Facilities Management reviews and updates the Five Year Capital Improvement Schedule for Facilities annually during the budget process.

Facilities Management contracts with third party consultants to update Long Term Master Facility plans for up to 20 years on an as- needed basis. The update schedule is determined by current economic and staffing conditions in consultation with the Elected Officials, County Manager and Department Directors. The last overall update for county facilities covers from April 2001 to 2020 and the one for the Douglas County Sheriff’s Office covers from May 2007 to 2025. Facilities Management will be issuing a Request for Proposals for Facilities Master Plan (county-wide) during 2015.

A Detentions Space assessment was completed in 2012. A Design/Build project has been completed and is currently operating.

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3.5.10 Compromise the independence of the Board’s auditor or other external monitors or advisors. Engaging parties already chosen by the BOCC as consultants or advisers is not permitted.

County Manager’s Interpretation: I interpret this to mean that I shall ensure that no one employed by the county will try to influence the external auditor or any external monitor or advisor. I interpret this to include any outside consultant the Board may hire to assist with any project. If the Board wants an outside voice to listen to, it is my job to ensure that neither I, nor anyone employed by the county, will compromise that voice in any way. I will be cognizant of, and address, any potential conflicts of interest that may come to my attention.

The assurance that the external auditor is not influenced is formalized in the Statement on Auditing Standards (SAS) No. 112 letter, “Communicating Internal Control Related Matters Identified in an Audit” – this document (Attachment #1) is provided to the Board at the end of the audit.

I report compliance with 3.5.10 based on the Statement on Auditing Standards (SAS) No. 112 letter, “Communicating Internal Control Related Matters Identified in an Audit,” was presented to the BoCC on May 19, 2015 and to the Audit Committee on April 21, 2015 for the 2014 annual audit. (Attachment #1)

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Attachment #1 - Eide Bailly Statement on Auditing Standards (SAS) No. 112 letter, April 9, 2015

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Attachment #2 – Five-Year Capital Improvement Planning Documents

27 Five Year Capital Improvement Projects (CIP) Budget Priorities (2016 thru 2019) Updated: October 9, 2014

Road and Bridge Fund (from a portion of 4.493 mills for Road and Bridge) 2016 2017 2018 2019

Contracted Maintenance (Asphalt Surface Treatments and Concrete) 10,000,000 10,000,000 10,000,000 10,000,000 Traffic Signal Maintenance 400,000 400,000 400,000 400,000 Miscellaneous Drainage 425,000 425,000 425,000 425,000

Total Road and Bridge CIP 10,825,000 10,825,000 10,825,000 10,825,000

Road Sales and Use Tax Fund 2016 2017 2018 2019

US Highway 85 Improvements 4,000,000 4,000,000 4,000,000 5,000,000 US 85 / C‐470 Interchange Reconstruction Project Phase 2 2,500,000 3,500,000 3,500,000 3,500,000 Highlands Ranch Transportation Improvement Projects 1,000,000 Hilltop Road Improvements (Legend HS/Crestview/Merryvale/Singing Hills) 4,000,000 County Line Road/I‐25 Operational Impr. (Chester to Inverness) 200,000 Happy Canyon / I‐25 Improvements 500,000 Drensfeldt / Motensbocker Connector over Cherry Creek 2,500,000 C‐470 Multi‐Modal Trail at Yosemite Street Improvement Projects 600,000 800,000 University at C‐470 Improvements (Dad Clark to CLR) 300,000 600,000 2,800,000 Multi‐Modal Safety Enhancement Projects 800,000 County Line Road Improvements (University to Boardway) 500,000 3,300,000 2,000,000 Crowfoot Valley Road / Founders Intersection 300,000 County Line Road Improvements (SB to WB at both Quebec and University) 100,000 RidgeGate Widening Project 1,500,000 Hilltop Road Improvements (Legend HS/Crestview/Merryvale/Singing Hills) 500,000

Total Road Sales and Use Tax Fund CIP 12,200,000 12,200,000 12,200,000 15,700,000

These budget priorities are subject to change in the future based on annual appropriations and at the discretion of the Douglas County Board of County Commissioners.

Department of Community Development www.douglas.co.us Parks, Trails and Building Grounds

MEMORANDUM

DATE: August 29, 2014

TO: Douglas J. DeBord, County Manager

THROUGH: Terence T. Quinn, AICP, Director of Community Development

FROM: Randy Burkhardt, ASLA, Assistant Director of Parks, Trails & Building Grounds Curt D. Sloan, Manager of Parks, Trails, and Building Grounds

RE: Parks, Trails and Building Grounds 5-Year Capital Improvement Plan

Parks, Trails and Building Grounds (PT&BG) currently maintains 1,120 acres of regional park land, 113 acres of local park land, 59 miles of trails, 16 building grounds, and 11 historic structure grounds. This Capital Improvement Plan is intended to prioritize existing and new projects throughout Douglas County over the next five years. The list below represents PT&BG potential capital improvement projects and will be assessed each year based on current needs and available budget. The total estimated cost of the PT&BG 5-Year Capital Improvement Plan is over 13 million dollars. If Wildcat Regional Park is activated the total estimated cost will increase to over 53 million dollars.

2016  Cherry Creek Regional Trail $ 900,000  East West Regional Trail $1,000,000  Rueter-Hess Reservoir $ 25,000  Bingham Lake Fishing Dock $ 175,000  Springer Park Improvements $ 100,000

2016 TOTAL $2,200,000

2017  Macanta $1,000,000  Daniels Park Trail $ 750,000  Shelters at Dog Park Fairgrounds Regional Park $ 75,000  Outdoor Exercise Equipment $ 100,000  Highline Canal - Chatfield Connection $ 750,000  Ponderosa Hills Trail $ 100,000

2017 TOTAL $2,775,000

9651 South Quebec Street  Littleton, Colorado 80130  720.733.6990

2018  Replace Two Playgrounds at Challenger Regional Park $ 250,000  Dupont Triangle Park Improvements $ 150,000  Equipment Storage Building at Fairgrounds $ 100,000  Highland Heritage Regional Park Amphitheater $ 500,000  Synthetic Turf Replacement at Challenger Regional Park Field 3 $ 600,000  Parking Lot Expansion on Grand Golf Road At Highland Heritage Regional Park $1,000,000

2018 TOTAL $2,600,000

2019  Bayou Gulch Regional Park Synthetic Softball Field # 2 $1,500,000  Synthetic Turf Replacement at Bayou Gulch Soccer Field # 2 $ 600,000  Picnic Shelter Replacements at Perry Pines and Chatfield East $ 75,000  Fairgrounds Regional Park Field # 7 Synthetic Turf Replacement $ 600,000  Highline Canal Platte River Pedestrian Bridge $ 750,000

2019 TOTAL $3,525,000

2020  Challenger Regional Park Flush Restroom at Picnic Shelters $ 250,000  Bayou Gulch Picnic Shelter $ 200,000  Highland Heritage Regional Park Restroom & Concession Replacement $ 250,000  Playground Replacement at Highland Heritage Regional Park $ 150,000  Synthetic Turf Replacement at Fairgrounds Regional Park Fields 5&6 $1,200,000  Highland Heritage Regional Park Irrigation Renovation $ 500,000

2020 TOTAL $2,550,000

**Rueter-Hess Reservoir may require additional funding for development and maintenance – cost unknown.

**Wildcat Regional Park may be activated at any time.

Wildcat Regional Park Estimate TOTAL $40,000,000

Parks, Trail and Building Grounds 5 Year Capital Improvement Plan Page 2

OPEN SPACE & NATURAL RESOURCES 5-YEAR CAPITAL IMPROVEMENT PLAN 2016-2019

2016

Colorado Front Range Trail Phase 2 $1,850,000 Martinez picnic shelter/connector trail $ 150,000 Iron Horse/Martinez irrigation well(s) $ 100,000

2017

Prairie Canyon Ranch irrigation well(s) $ 100,000 Potential bridge replacement – Iron Horse/Martinez $ 750,000

2018

Converse Ranch Farm House Remodel $ 250,000 (located at Hidden Mesa)

2019

Add crusher fines to Colorado Front Range Trail (8.6 mi) $ 325,000

NOTE: All projects are subject to level of sales tax revenues received

Douglas County Facilities Management Capital Outlay Projections

Projections Business Unit 2016 2017 2018 2019 Fund 330 - Five Year Capital Improvement Schedule for Facilities 33100 - PS Miller Building Access Control Update (Ccure Panels, Readers) - PSM & Garage 33100 AEDs - Replacements (2 every 8 years) 33100 Carpet Replacement - Hearing Room 33100 Carpet Replacement - Whole Building (less Hearing Room) 33100 Exterior Lighting 33100 Fire System Upgrade 33100 IT Data Center Redesign (per 10/7/2013 meeting with IT & FFESS staff) 33100 25,000 150,000 LVT for Basement 33100 Noise Mitigation Panels - PW Engineering SW Hallway 33100 Security Camera/Storage Upgrade (PSM & Garage) 33100 Soft Air Diffusers - Final Phase 33100 Upgrade to CAT6A - Phases I, II, III, IV 33100 100,000 120,000 UPS Battery Replacement - First Floor (Every Four Years) - 1 String 33100 11,520 UPS Battery Replacement - Second Floor (Every Four Years) - 1 String 33100 11,040 UPS Battery Replacement - Third Floor (Every Four Years) - 2 Strings 33100 16,560 UPS Battery Replacement - Third Floor (Every Four Years) - 2 Strings 33100 15,870 Parking Maintenance Schedule - SUBMIT UNDER 33190 Parking Lot Maintenance (pot holes, crack seal, pmm sealer) - Every 4 Yrs 33100 19,200 Restriping North, West & South Lots - Every 2 Years 33100 7,560 7,938 Restriping Parking Garage - Every 2 Years 33100 9,030 9,482 TOTAL - 33100 PS Miller Building 140,870 297,600 11,520 33110 - Wilcox Building Access Control Update (Ccure Panels, Readers) - Whole Facility 33110 AEDs - Replacements 33110 CAT6A Upgrade - 1st Floor 33110 Security Camera/Storage Upgrade - Less Castle Rock MV & DL 33110 UPS Battery Replacement - Wilcox Building (Every Four Years) 33110 7,930 Parking Maintenance Schedule - SUBMIT UNDER 33190 Parking Lot Maintenance (pot holes, crack seal, pmm sealer) - Every 4 Yrs 33110 7,800 Restriping Parking Lots - Every 2 Years 33110 3,300 3,630 TOTAL - 33110 Wilcox Building 7,930

2015 - 2022 FFESS Projections_Final_Revised Sept 3 2014.xlsx Douglas County Facilities Management Capital Outlay Projections

Projections Business Unit 2016 2017 2018 2019 33190 - Other General Government Buildings Access Control Update - HHS, HHRP, Elections 33190 225,000 200,000 AEDs - Replacements 33190 2,760 15,305 County Floor Covering Replacement (rotating) 33190 30,000 30,000 County Furniture/Equipment Replacements 33190 40,000 40,000 40,000 40,000 Election Basement HVAC - Cooling 33190 Exterior Building Maintenance Repairs 33190 25,000 25,000 25,000 25,000 Gum Removal Tool 33190 Janitorial Equipment Replacements 33190 Large Gas Powered Jetter 33190 Parking Lot Maintenance - All Facilities 33190 75,890 11,000 29,850 135,568 Roof Patching/Repair - Maintenance 33190 10,000 10,000 10,000 Security System Component Replacement 33190 12,100 13,310 14,641 16,105 Parking Maintenance Schedule - SUBMIT UNDER 33190.473600 Parking Lot Maintenance (pot holes, crack seal, pmm sealer) - Every 4 Yrs Louviers Village Clubhouse 33190 6,04 8 Restriping Parking Lots - Every 2 Years Louviers Village Clubhouse 33190 1,650 1,815 TOTAL - 33190 Other General Government Buildings 165,750 354,310 134,796 446,673 33300 - Facilities/Public Works Complex AEDs - Replacements 33300 6,122 6,428 BAS Jace Box Upgrade - Traffic Services 33300 LED Lights for Operations Campus Parking Lots 33300 New Hotsy for Carwash 33300 Noise Mitigation Panels - Facilities Admin 33300 Portable Crane & Battery Powered Stair Climbing Hand Truck 33300 Replacement Garage Doors - Carwash 33300 Access Control Update (Ccure Panels, Readers) 33300 100,000 50,000 Parking Maintenance Schedule - SUBMIT UNDER 33190 Parking Lot Maintenance (pot holes, crack seal, pmm sealer) - Every 4 Yrs 33300 Facilities Management 34,560 NW Facility Operations 21,000 23,100 Parker Yard

2015 - 2022 FFESS Projections_Final_Revised Sept 3 2014.xlsx Douglas County Facilities Management Capital Outlay Projections

Projections Business Unit 2016 2017 2018 2019 Traffic Services 47,520 Restriping Parking Lots - Every 2 Years 33300 Facilities Management 5,500 6,050 Operations 2,500 2,750 Traffic Services 2,750 3,025 TOTAL - 33300 Facilities/Public Works Complex 100,000 56,122 6,428 33400 - Human Services Security Camera/Storage Upgrade 33400 Construction - Expansion of 10,000 sq. ft. TBD 2,500,000 Design - Expansion of 10,000 sq. ft. TBD UPS Battery Replacement - Human Services (Every Four Years) 33400 Parking Maintenance Schedule - SUBMIT UNDER 33190 Parking Lot Maintenance (pot holes, crack seal, pmm sealer) - Every 4 Yrs 33400 12,240 Restriping Parking Lots - Every 2 Years 33400 3,300 3,630 TOTAL - 33400 Human Services 2,500,000

2015 - 2022 FFESS Projections_Final_Revised Sept 3 2014.xlsx Douglas County Facilities Management Capital Outlay Projections

Projections Business Unit 2016 2017 2018 2019 33550 - Fairgrounds AED Replacement 33550 3,061 Entry Definition for FG/Event Center 33550 Event Center RR Repairs 33550 Exterior Building Maintenance Repairs 33550 15,000 15,000 15,000 15,000 Fairgrounds Floor Covering Replacement (Rotating) 33550 15,000 15,000 15,000 15,000 Furniture/Equipment Replacements 33550 10,000 10,000 10,000 10,000 Improved Equine Facilities - Study & Plan Development 33550 Interior & Exterior Lighting Improvements (Pavilion & Shop) 33550 Janitorial Equipment Replacements 33550 Kirk Hall Kitchen Replacements 33550 Kitchen Equipment Replacement (Rotating Schedule) 33550 10,000 10,000 10,000 10,000 Parking Lot Maintenance (pot holes, crack seal, chip seal) 33550 20,000 20,000 20,000 20,000 Relocate Storage Shed from Fleet Shop to Fairgrounds 33550 Access Control Update (Ccure Panels, Readers) 33550 75,000 Sound System Upgrades - Facility Wide 33550 TOTAL - 33550 Fairgrounds 70,000 70,000 73,061 145,000 33600 - Park Meadows Center AEDs - Replacements 33600 5,566 3,061 Exterior Lighting 33600 SaniGlaze System - Restrooms 33600 Access Control Update (Ccure Panels, Readers) 33300 100,000 Soft Air Diffusers - Phase I 33300 16,045 Parking Maintenance Schedule - SUBMIT UNDER 33190 Restriping Parking Lots - Every 2 Years 33600 3,300 3,630 TOTAL - 33600 Park Meadows Center 105,566 3,061 870040 - Tin Tech Water Sewer & Water Connection to Town of Castle Rock 870040 TOTAL - 870040 870049 - Fleet Services Shop Remodel Fleet Services Remodel - FF&E 870049 TOTAL - 870049 870050 - R&B Facility Master Plan Parker Yard R&B Improvements - Phase II (Site Work, Fuel Island, Truck/Car Was 870050

2015 - 2022 FFESS Projections_Final_Revised Sept 3 2014.xlsx Douglas County Facilities Management Capital Outlay Projections

Projections Business Unit 2016 2017 2018 2019 Parker Yard R&B Improvements - Phase III (Crew Building, Sweeper Storage) 870050 7,000,000 Parker Yard R&B Improvements - Phase IV (Material Bunkers, Shop Renovation) 870050 1,500,000 TOTAL - 870050 7,000,000 1,500,000 870052 - Heritage Memoral Phase II Heritage Plaza - Phase II 870052 TOTAL - 870052 PROPOSED FOR FUTURE Moore Road Facility (Site Dev; Design; PI & PII Construction) TBD 350,000 800,000 4,000,000 4,000,000 Castle Rock R&B Facility (Land/Facility Pur; Site Imp; Design; PI &PII Constructio TBD 7,000,000 500,000 3,000,000 TOTAL - PROPOSED FOR FUTURE 350,000 7,800,000 4,500,000 7,000,000 TOTAL FACILITIES MANAGEMENT PROJECTIONS 3,334,550 8,521,910 4,763,979 7,609,621

2015 - 2022 FFESS Projections_Final_Revised Sept 3 2014.xlsx Douglas County Facilities Management Capital Outlay Projections

Business Unit 2016 2017 2018 2019 Fund 100 - Five Year Schedule for Facilities 19100 - Facilities Administration Additional Security @ Wilcox & Satellite MVs - Continuation from 2014 19100 Automatic Transfer Switch Maintenance - Annual (Ongoing) 19100 BAS System Upgrade - PMC 19100 CCure9000 SSA Annual Agreement (Ongoing) 19100 Elections Radiant Tube Heater Replacement 19100 Internal Fire Line Inspection (HHS, PSM, Garage, PMC) - Every 5 19100 5,595 Switchgear Maintenance (Every 4 Years) - Buildings are Staggered 19100 21,760 7,293 SaniGlaze Back Restrooms - Maintenance Shop 19100 Security Central Annual Monitoring - I(Ongoing) 19100 Storm Water Maintenance Annual (Various Facilities) - Ongoing 19100 Traffic Services Evap Cooling Pads 19100 TOTAL - 19100 Facilities Administration 21,760 12,888 19125 - Facilities Maintenance HVAC Replacement Parts - INCREASE R&M Maintenance Supplies - Ongoing 19125

TOTAL - 19125 Facilities Maintenance 19275 - Emergency Support Services EOC/ESF Team Request 19275 IMT Team Request 19275 1,400 1,400 1,400 1,400 Mitigation Crew & Equipment 19275 Additional PCs for EOC 19275 TOTAL - 19275 Emergency Support Services 1,400 1,400 1,400 1,400 TOTAL FACILITIES MANAGEMENT PROJECTIONS 1,400 1,400 23,160 14,288

2015 - 2022 FFESS Projections_Final_Revised Sept 3 2014.xlsx Douglas County Justice Center Fund Capital Outlay Projections

Proposed Budget Year Business Unit 2016 2017 2018 2019 CAPITAL OUTLAY (47XXXX): Improvements (472300) Courtroom Lighting Component Replacement 33215 30,000 Courtroom Sound System Replacement - Final Phase 33215 Front Entry Canopy Enclosure 33215 IT Data Center Redesign (per 10/7/2013 meeting with IT & FFESS Staff) 33215 50,000 250,000 Remodel of Courts Self Help Area 33215 Tenant Finish - Remaining Courtrooms Project TBD Upgrade ALL Wire to CAT6A - Phase III, Phase IV, Phase V 33215 200,000 Other Improvements (473600) East Side Site Improvements 33215 Major Repair and Maintenance/Replacement (478300) Elevator Operating System Upgrades 33215 200,000 200,000 Computer Equipment/Software (474500/474600) APC UPS Replacement - HRSSS 33215 Jail Management/CAD System Enhancements 870033 150,000 5,040,000 Message Switch Replacement (2 switches) 33220 Radio Tower UPS Battery Replacement (shared with Jeffco) - Every 4 years 33220 41,100 Jail Security Equipment Refresh (Existing Workstations/Servers) 33215 92,000 Security Camera/Storage Upgrades 33215 UPS Battery Replacement - Evidence Storage (Every Four Years) 33215 14,600 UPS Battery Replacement for Dispatch (Replace Every Two Years) 33215 22,900 25,200 Video Arraignment/Conferencing Replacement/Expansion 33210 75,000 Communications Equipment (474350) Jail/Court Repeater Replacements 33220 61,300 Radio Replacement Program 33220 304,600 310,700 316,900 323,200 Radios for Command Staff (12) 33220 Radios for New Detention (7) 33220 Radios for New Patrol (4 portable/2 mobile) 33220 Simulcast Cell/Upgrade Existing Sites (2) & New Radio Repeater Site 33220 Other Machinery & Equipment (474800) Access Control (Ccure panels, readers) 33215 100,000 300,000 100,000 Tenprinter/Mug Photo System Replacements 33210 146,100 Total Capital Outlay 1,234,000 958,600 5,656,900 504,100 CONTROLLABLE ASSETS (438XXX): MDT Refresh Program 33210 176,400 176,400 176,400 176,400 Access Card Printer 33215 12,000 MDT Adds (2 Patrol) 33210 Total Controllable Assets 176,400 188,400 176,400 176,400 Total - Facilities-Related Projects 722,000 550,000 5,340,000 141,100 Total - Sheriff-Related Projects 688,400 574,100 493,300 499,600

GRAND TOTAL - JUSTICE CENTER FUND PROJECTS 1,410,400 1,124,100 5,833,300 640,700 Justification Details Provided by Facilities Justification Details Provided by Sheriff's Office

2015 - 2020 JC Condensed Projections_08202014_Final.xlsx Douglas County Justice Center Fund Capital Outlay Projections

Business Unit 2016 2017 2018 2019

Operating Expenditures with Justice Center S&U Offset On-Going Automatic Transfer Switch Maintenance (Annual) 19150/19175 8,000 8,000 8,000 8,000 Floor Covering Replacements 19150 50,000 50,000 50,000 50,000 FTE - Sr. Maintenance Technician 19150 Furniture/Equipment Replacements 19150 30,000 30,000 30,000 30,000 Radio Tower Leases (Rocky Point, New Covenant, Reuter-Hess w/annual escalations) 19150 1,477 2,039 2,132 2,442 Roof Maintenance 19150 10,000 10,000 10,000 10,000 Security Central Annual Monitoring (Annual) 19175 400 400 400 400 Security Component Replacements 19150 17,500 17,500 17,500 17,500 Silver Bullet Chemical Free HVAC Water Treatment (Annual) 19150 1,800 1,800 1,800 1,800 Storm Water Annual Maintenance (Annual) 19150 12,500 12,500 12,500 12,500 One Time Requests w/Schedule AED New & Replacements - Justice Center 19150/19175 14,575 24,488 9,642 Sierra Security Hardware (PCs, monitors) 19150 125,000 Sierra Security Software Upgrade (Windows) 19150 50,000 Domestic Boiler 19150 AED New & Replacements - HRSSS 19175 6,122 Cooling Tower Media Replacements (Chillers) (Every 5 years) 19150 Internal Fire Inspection - EvTech (Every 5 years) 19150 Internal Fire Inspection - HRSSS (Every 5 years) 19175 2,415 Water Softener Zeolite Bed Replacement 19150 Large HVAC Spare Parts (compressors, boiler parts, etc) 19175 10,000 10,000 Building Automation System (BAS) Software Upgrades 19150 7,000 Kitchen Equipment Replacements - Detention (Every 2 years) 19150 20,000 20,000 Parking Lot Maintenance 19150 45,000 45,000 Switchgear Maintenance (Every 4 years) 19150/19175 3,650 Total Operating 316,092 221,814 162,942 220,934

2015 - 2020 JC Condensed Projections_08202014_Final.xlsx