POUDRE FIRE AUTHORITY BOARD of DIRECTORS MEETING AGENDA 102 Remington Street Fort Collins, CO 80524 September 24, 2019 Prompt, Skillful, Caring 8:30 AM *Requires Board Action
Reasonable accommodations will be provided upon request for persons with disabilities by notifying Poudre Fire Authority at (970) 416-2834 as soon as possible.
Individuals who wish to make comments regarding items scheduled on the agenda or wish to address the PFA Board on items not specifically scheduled on the agenda must first be recognized by the Board Chair or Vice Chair. Before speaking, please sign in at the table. The Chair will allow five minutes or less, depending on the number of speakers, for each individual.
State your name and address for the record. Applause, outbursts or other demonstrations by the audience are not allowed. Keep comments brief; if available, provide a written copy of statement.
PLEDGE OF ALLEGIANCE
PUBLIC COMMENT
DISCUSSION ITEM
1. Poudre Fire Authority Agenda Planning Calendar
CONSENT AGENDA
2. August 27, 2019 Poudre Fire Authority Board Minutes
STAFF REPORT 3. PulsePoint and Educational Outreach Update (staff: Kim Ewy; 10 minute presentation; 15 minute discussion) 4. Front Range Fire Consortium and Lease Resources Agreement Update (staff: Tom DeMint; 10 minute presentation; 15 minute discussion)
5. Fire Sprinkler Video and Information (staff: Michael Durkin; 10 minute presentation; 15 minute discussion)
6. Poudre Fire Authority Community Risk Assessment Update (staff: Ron Simms; 10 minute presentation; 15 minute discussion)
DISCUSSION ITEMS
7. 2020 Preliminary Budget (staff: Tom DeMint, Ann Turnquist, Kirsten Howard; 10 minute presentation; 20 minute discussion)
BRIEFING PAPERS/OTHER BUSINESS
8. Briefing Papers / Other Business
CORRESPONDENCE
9. Correspondence 1
DISCUSSION AGENDA ITEM SUMMARY Item #: 1 Meeting Date: 09/24/2019 PFA Staff: Tom DeMint, Kirsten Prompt, Skillful, Caring Howard
SUBJECT: Poudre Fire Authority Agenda Planning Calendar
EXECUTIVE SUMMARY
The Poudre Fire Authority Board Agenda Planning Calendar is attached for Board review and comment.
STAFF RECOMMENDATION
Item for Information.
FINANCIAL / ECONOMIC IMPACTS
None.
ATTACHMENTS a. PFA Board Agenda Planning Calendar
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Work Session Unscheduled: Equity & Inclusion, Behavioral Health and Alternative Cancelled Meeting Deployment Models (interagency group), PFA Committees, Mulberry Special Meeting Annexation, Peer Support Update, Community Survey, Cultural Survey Executive Session Change to Agenda City Council Meeting Revised: 9/19/2019
Month Type Detail • 2020 Preliminary Budget • Risk Assessment • Front Range Fire Consortium and Leased Resources Agreement September 24, Regular Update 2019 • PulsePoint Update and Cardiopulmonary Resuscitation Training (8:00 a.m. prior to meeting) • Sprinkler Video and Information • Resolution Setting 2020 PFA Board Meeting Dates • Resolution Transferring Capital Funds to General Fund Reserves • Mulberry Annexation Update October 22, Regular • Regionalized Shop Update 2019 • Neighboring Cooperators Update • Rules and Regulations Review Phase I • Possible Exec Session – Ambulance Contract November 12, • 2020 Budget Work Session Work Session 2019 • 2020 Budget Adoption • Biannual Collective Bargaining Agreement December 17, • Strategic Plan Retreat Update Regular 2019 • Update • Strategic Plan Update • Chief’s Year-end Performance Review • Collective Bargaining Agreement Preview (tentative) January 28, Tentative Work • Community Survey Goals and Strategies 2020 Session • Office of Emergency Management Update • Prior Year Encumbrance Appropriation February 25, • Appointment of Employer Representative to Pension Boards of Regular 2020 Trustees • Chief’s 2020 Compensation March 24, Tentative Work • Rules and Regulations Review Phase II 2020 Session April 28, 2020 Regular • 2019 Annual Report Attachment: PFA Board Agenda Planning Calendar (8295 : Poudre Fire Authority Calendar) May 26, 2020 Regular • June 23, 2020 Regular • 2019 Comprehensive Annual Financial Report Tentative Work • July 28, 2020 Session August 25, • Election of 5th Board Member and Board Officers Regular 2020
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CONSENT AGENDA ITEM SUMMARY Item #: 2 Meeting Date: 09/24/2019 PFA Staff: Kirsten Howard Prompt, Skillful, Caring
SUBJECT: August 27, 2019 Poudre Fire Authority Board Minutes
EXECUTIVE SUMMARY
The purpose of this item is to approve the minutes from the August 27, 2019 regular meeting of the Poudre Fire Authority Board of Directors.
STAFF RECOMMENDATION
That the Board approve the minutes as presented.
FINANCIAL / ECONOMIC IMPACTS
None.
ATTACHMENTS a. 08-27-19 PFA Board Minutes
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BOARD OF DIRECTORS MEETING August 27, 2019
The Poudre Fire Authority Board of Directors met on August 27, 2019 at 8:30 a.m. at 102 Remington Street, Fort Collins, Colorado. Directors Dave Pusey, Kristin Stephens, Mike DiTullio, Darin Atteberry, and Ken Summers were present. Also present were Fire Chief Tom DeMint, Administrative Services Director Ann Turnquist, Budget and Finance Supervisor Kirsten Howard and Recording Secretary Shawn Williams.
PLEDGE OF ALLEGIANCE Dave Pusey called the meeting to order at 8:30 a.m.
PUBLIC COMMENT There was no public comment.
DISCUSSION ITEMS 1. Windsor Severance Fire Rescue Recognition of PFA with Trench Rescue Kris Kazian, Fire Chief of Windsor Severance Fire Rescue presented Poudre Fire Authority (PFA) a plaque of appreciation for PFA’s participation at a Trench Rescue Incident in April, 2019. Dave Pusey accepted the plaque on behalf of PFA and expressed the Board’s appreciation for the firefighters and the rigorous training they participate in to prepare for these incidents.
2. Chief Fire Officer Designation Presentation The Center for Public Safety Excellence (CPSE) has designated Ryan McLean, as “Chief Fire Officer” by the Commission on Professional Credentialing. Ryan was presented with a plaque and acknowledged for his leadership and management skills for the fire and emergency services profession.
Darin Atteberry expressed his pride in Ryan’s accomplishments and gave his thanks to Tom DeMint for his support of the organization’s development of its employees.
3. Election of Board Officers, Fifth Member, and Secretary Attachment: 08-27-19 PFA Board Minutes (8296 : August 27, 2019 Poudre Fire Authority Minutes) Per the PFA Board bylaws, the Board must nominate a Chair and Vice Chair and appoint a Secretary and a Fifth Member to the Board.
Mike DiTullio made a motion to appoint Kristin Stephens as Chair. Ken Summers seconded the motion. The motion passed by unanimous vote of the Board.
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Dave Pusey made a motion to appoint Mike DiTullio as Vice Chair. Ken Summers seconded the motion. The motion passed by unanimous vote of the Board.
Kristin Stephens made a motion to appoint Kirsten Howard as Secretary to the Board and Darin Atteberry as the fifth member of the Board. Mike DiTullio seconded the motion. The motion passed by unanimous vote of the Board.
4. Poudre Fire Authority Agenda Planning Calendar Tom DeMint reviewed the PFA Agenda Planning Calendar with the Board.
Tom DeMint noted that the preliminary budget for 2020 will be presented at the next meeting.
Dave Pusey stated he would like the sprinkler demonstration that was video-taped to be presented to both PFA Boards and City of Fort Collins City Council.
Darin Atteberry stated he had previously suggested the Board become CPR certified, and he has not heard anything further. Tom DeMint advised Heart Month is coming up and that would be a good time for the certification.
Mike DiTullio inquired about the Rules and Regulations on the agenda planning calendar. Mike DiTullio asked for copies of the Rules and Regulations. Tom DeMint stated Janet Miller is working on the Rules and Regulations and when they are complete she will present a copy to the Board.
Dave Pusey asked for the Office of Emergency Management (OEM) personnel to be introduced at a board meeting so the Board members can get to know them.
CONSENT AGENDA 5. July 23, 2019 Poudre Fire Authority Board Minutes
6. Transfer of Office of Emergency Management Funds to the City of Fort Collins Darin Atteberry stated his appreciation for the transfer of emergency funds from PFA to the City of Fort Collins and stated he felt the OEM program will thrive under this formal change.
7. Appropriation of Unanticipated Revenue Kristin Stephens stated the Poker Run was a good news item and expressed her appreciation of the fundraising and Automatic External Defibrillators. Darin Atteberry stated he echoed Kristin’s comments. Attachment: 08-27-19 PFA Board Minutes (8296 : August 27, 2019 Poudre Fire Authority Minutes) 8. Appropriation of Unanticipated Insurance Recovery Revenue
Kristin Stephens made a motion to approve Consent Agenda Items 5-8. Ken Summers seconded the motion. The motion passed by unanimous vote of the Board.
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STAFF REPORT 9. Special Operations Update Rick Vander Velde updated the Board with a PowerPoint presentation on Special Operations, to include Wildland, Urban Search and Rescue (USAR), HazMat, and Technical Rescue.
Mike DiTullio stated the firefighters are unsung heroes even though they volunteer for these Special Operations positions.
10. Emergency Medical Services System Update Ryan McLean spoke to the Board regarding the Emergency Medical Services and Kevin Waters provided a PowerPoint Presentation.
Darin Atteberry and Kristin Stephens gave their appreciation for the great work being done by this program.
Dave Pusey stated he feels the Emergency Medical Services System PowerPoint presentation should be shown to the City Council and on social media. Dave stated he felt it was important to tell the story.
Darin Atteberry excused himself from the meeting.
DISCUSSION ITEM 11. Apparatus Contract for the Purchase of Fire Apparatus for a Five-year Period Every five years PFA goes out to bid for the apparatus contract. Staff’s recommendation for the contract is Rosenbauer Minnesota. PFA did use the City Purchasing Policy to complete this process through the IGA.
Ken Summers stated he would like to look at the metrics used in the process. Dave Pusey stated he would like to see it on the agenda at the next meeting, and noted it may have to be an executive session discussion. Mike DiTullio expressed his desire to use local companies whenever possible.
Ken Summers made a motion to approve Resolution 19-14 Authorizing the Fire Chief to Enter Contracts with Rosenbauer Minnesota for Purchase of New Fire Apparatus for a Five-year Period. Kristin Stephens seconded the motion. The motion passed (3-1),with Mike DiTullio opposed.
BRIEFING PAPERS/OTHER BUSINESS
Briefing Papers / Other Business Attachment: 08-27-19 PFA Board Minutes (8296 : August 27, 2019 Poudre Fire Authority Minutes) Tom DeMint noted Congressman Joe Neguse will be hosting a First Responder picnic to show his appreciation at PFA Station 3. Tom stated all first responders throughout the District and their families, as well as staff and elected officials, are invited.
Dave Pusey stated he attended the fire sprinkler presentation and would like to see it presented to both PFA Boards and Fort Collins City Council. Dave also stated he
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believes as a Board, there should be conversation to think through the residential fire sprinkler requirement before next International Fire Code revision. Dave stated he believes fire sprinklers could have saved lives in past events.
Mike DiTullio stated he thought it was a good idea and that home builders should be included in the conversations.
Dave Pusey stated he wanted to point out the story on the hiring of one of PFA’s volunteers. Dave stated this should be seen as a success story. Dave noted another volunteer was hired by West Metro. Dave stated the PFA Volunteer Program is a good program.
The meeting adjourned at 10:55 a.m. Attachment: 08-27-19 PFA Board Minutes (8296 : August 27, 2019 Poudre Fire Authority Minutes)
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STAFF REPORT AGENDA ITEM SUMMARY Item #: 3 Meeting Date: 09/24/2019 PFA Staff: Kim Ewy Prompt, Skillful, Caring
SUBJECT: PulsePoint and Educational Outreach Update
EXECUTIVE SUMMARY
Kim Ewy, Poudre Fire Authority’s PulsePoint Coordinator, will teach hands only cardiopulmonary resuscitation (CPR), automatic external defibrillator (AED) training, and PulsePoint App download to Board members prior to the meeting at 8:00 a.m. During the staff report to the Board, Kim will present the importance of the PulsePoint App and the educational outreach she provides as a vital link in the chain of survival. National data shows that the sudden cardiac arrest survivability rate is 10.8%, while Fort Collins’ rate is 37%.
Kim will provide an update on the initiative to bring PulsePoint to the Latinx community. Since 2018, 435 families and 205 individuals have been served.
STAFF RECOMMENDATION
Item for Information.
FINANCIAL / ECONOMIC IMPACTS
The PulsePoint Coordinator is funded within the 2019 budget, and a $5,000 grant through the Bohemian Foundation was secured in 2018 to provide a bilingual CPR/AED instructor to assure health equity in the community; this grant has been extended to August 31, 2020.
ASSOCIATED STRATEGIC GOALS
Strategic Initiative #1 – High Quality and Innovative Core Services
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STAFF REPORT AGENDA ITEM SUMMARY Item #: 4 Meeting Date: 09/24/2019 PFA Staff: Tom DeMint Prompt, Skillful, Caring
SUBJECT: Front Range Fire Consortium and Lease Resources Agreement Update
EXECUTIVE SUMMARY
The Front Range Fire Consortium (FRFC) continues as the vehicle for the training of Poudre Fire Authority (PFA) recruits along with other member organizations. Since the last staff report there have been changes to the membership and management of the organization due to personnel changes, departures of the Laramie and Cheyenne Fire Departments, and the addition of Wellington Fire Protection District. The FRFC Board of Directors has been notified of the possible addition of other departments in the region. The average academy cost of a recruit firefighter is approximately $14,000 and is balanced through the leased resource system.
The FRFC strategic plan has been completed and attached. Fire academies for recruits remain the primary objective for the FRFC; hundreds of Front Range firefighters have gone through one of the semiannual recruit academies. FRFC staff works to keep costs low for the academies, and has reduced costs by 12% per recruit.
The FRFC continues to centralize many of its activities to reduce recruit travel time and to enhance safety. Discussions to create a new partnership to improve training and its delivery continue between FRFC staff and Aims Community College Fire Science program leaders. This has the potential to create opportunities to increase efficiencies and effectiveness.
The FRFC has an identified budget, targeted primarily at recruit academies, that includes designated reserves, large capital replacement funds, and operating and maintenance spending. The primary function of FRFC budgeting is to track the use of member personnel and equipment.
The leased resource program remains advantageous for PFA since $155,279 has been received since 2018 for its instructors and equipment, as well as $280,000 saved in tuition for 20 recruits during 2018 and 2019 due to leased resources and facility use for the academies. PFA does pay $10,000 annual to the FRFC in membership dues.
DISCUSSION/BACKGROUND
The FRFC has existed for over 25 years and has provided recruit training for nearly 1,000 firefighters throughout the Front Range of Colorado, Southern Wyoming, and parts of Montana. Over the past four years the FRFC has formalized as a legal
Packet Pg. 10 4 authority under Colorado state law. The FRFC is governed by its Board of Directors, which is comprised of the fire chief from each member agency, and is managed by an executive/training chief. The management of the FRFC changed hands after the retirement of Chiefs Mike Gress and Randy Mirowski earlier this summer. These shared roles of executive chief and facilitator of the training academy were consolidated into one role for the new chief, Michael Patterson. Chief Patterson is the retired Operations Division Chief of the San Jose Fire Department and lives in the Fort Collins community. Chief Patterson has a wealth of experience in the fire service and the training of fire recruits. His background in managing the operations side of a major metropolitan fire department provides the managerial skills to guide the FRFC to further improvements.
In 2019, the Laramie and Cheyenne Fire Departments dropped out of the FRFC due to financial constraints. Immediately after these vacancies, the Wellington Fire Protection District applied for, and was approved for, membership. Chief Patterson is working with other regional departments for potential future memberships.
Membership is monitored closely to maintain recruit academy sizes that are manageable. Currently the seven PFA recruits are part of 28 recruits in the academy. Academy size continues to be a concern, but is monitored closely with 30 recruits as the target for maximum size. The FRFC has the ability to offer seats to non-member departments to recover a portion of the costs.
The leased resource system is effective for cost recovery of the resources each member agency provides to the academy. The FRFC assesses approximately $14,000 for each recruit in the academy. Any leased resources contributed by member organizations offsets that amount. Rates for firefighters, company officers, chief officers, and administrative staff are set by the Board of Directors for reimbursement. Fire apparatus and other capital equipment (excluding classrooms) have a rate set by the Board as well. The FRFC Chief maintains personnel and equipment time records for reconciliation at the end of the academy. FRFC High priority key strategic planning initiatives include:
Recruit academies o Reduce the average costs for the FRFC fire academies by 10-20% . As reported earlier, a 12% reduction in academy costs has been realized o Reduce the travel costs and impacts for the FRFC fire academies . Efforts have been successful to reduce the travel time expected by recruits and training staff o Create an approved FRFC Academy Curriculum . This is in process with significant progress completed o Create a future-looking staffing model for the FRFC academies . The hiring of a Training Chief/Academy Manager position has been completed to ensure consistency and management of change Professional development of members throughout the FRFC
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o A two semester leadership development program entitled “Envision Leadership” (taught by Chief Mirowski) is in its second year of delivery o Develop other opportunities to provide developmental opportunities for personnel Strategic partnerships with Aims Community College o The initial phases have been accomplished with the next phase detailed further in the plan Financial Budget – Business Plan, Capital and O&M Spending o Recruit academies o Professional development o Administrative staff
The strategic plan recognizes future priorities as strategic initiatives, including the growth of the FRFC in alignment with the communities it represents through regionalization of incumbent training, alleviating duplicate response, as well as training in fire service disciplines. The future will provide opportunities to partner with higher education institutions in the region to provide facilities, faculty, and distance learning.
The plan also recognizes the opportunity for expansion of the consortium to include other communities in the region. The addition of the Wellington Fire Protection District to the FRFC is an example of the opportunity created by two partners leaving the consortium. The FRFC Board is sympathetic to the needs of the founding partners and is highly discerning when considering expansion and new members.
Opportunities also exist to use the FRFC as a purchasing consortium by combining the purchasing power of numerous agencies for apparatus, safety equipment, and other critical needs of member organizations.
The consortium has fostered a sense of cooperation and collaboration amongst its members. Relationships are created and enhanced through all levels of the member organizations. This aids in the event of major regional responses, such as the recent trench rescue in Windsor, or training exercises, such as the recent multiple-casualty exercise held simultaneously in Loveland and Fort Collins.
STAFF RECOMMENDATION
Item for Information.
FINANCIAL / ECONOMIC IMPACTS
In 2018 and 2019 PFA did not pay $280,000 for recruit tuition and, in addition, received $155,279 for leased resources. PFA does pay $10,000 annually in FRFC membership dues. The revenue received from FRFC has been appropriated to help offset costs for the Training Facility Improvements.
ASSOCIATED STRATEGIC GOALS
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Strategic Initiative 3 – Workforce Development and Culture
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STAFF REPORT AGENDA ITEM SUMMARY Item #: 5 Meeting Date: 09/24/2019 PFA Staff: Michael Durkin Prompt, Skillful, Caring
SUBJECT: Fire Sprinkler Video and Information
EXECUTIVE SUMMARY
At the August Poudre Fire Authority Board meeting, Board member Pusey requested information be presented about the impact of residential fire sprinkler systems. In particular, a video of a presentation he attended that shows the dramatic difference between a fire without a sprinkler system and a fire with a sprinkler system. This presentation consists of a video, shot locally, of a “side-by-side” fire sprinkler demonstration put on by the National Fire Sprinkler Association. The video can be viewed at https://vimeo.com/360931779 and will be shown during the Board meeting.
Home fire sprinklers are required in new commercial construction and multi-family construction, but not in single family residential construction. Nationally, eight out of ten fire deaths occur in homes, not commercial structures.
STAFF RECOMMENDATION
Item for Information
FINANCIAL / ECONOMIC IMPACTS
None.
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STAFF REPORT AGENDA ITEM SUMMARY Item #: 6 Meeting Date: 09/24/2019 PFA Staff: Ron Simms Prompt, Skillful, Caring
SUBJECT: Poudre Fire Authority Community Risk Assessment Update
EXECUTIVE SUMMARY
The purpose of this staff report is to provide an update to the Board on the Poudre Fire Authority (PFA) Community Risk Assessment (CRA) and how it is the foundation and driving force behind program management, including community risk reduction and response planning. A Board member asked staff for additional information about how PFA conducts its risk assessments as a part of the Standards of Cover process.
DISCUSSION/BACKGROUND
The CRA is one of the most difficult and important tasks that need to be completed in the self-assessment model. A community risk assessment is formally defined as the evaluation of fire and non-fire hazards and risks, taking into account all pertinent facts that increase or decrease risk in order to define a standards of cover1. In this component of the Community Risk Assessment Standards of Cover (CRA/SOC) process, the areas that drive service needs are analyzed to determine the capabilities necessary to address the risks that are present in the community. The overall purpose of the CRA is to assist with the number and placement of resources, as well as to efficiently and effectively respond to the risks within the community. This is another way of understanding the risk and what is happening in the jurisdiction; allowing decision makers to “right size” the response to mitigate that risk. Each emergency response agency has to make choices about the level of response to any given risk within the confines of resources available. This can lead to response models that require the use of mutual or auto aid (other fire agencies), outside volunteer agencies (Larimer County Dive Rescue), or even emergency call back for specialty trained individuals (Hazardous Materials Technicians) or even call back of all personnel in cases of large scale incidents.
The Planning and Analysis team, Operations Chief, in concert with the program managers from the five different response areas complete this work. Four of the five response areas reported to the PFA Board of Directors last month on the status of their programs. It is important that policy makers understand that the goals and objectives of the programs are driven by the risk within the community. The five response programs are:
Fire Suppression
1 Quality Improvement Through Accreditation, Center for Public Safety Excellence, 2015. Page 21
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Rescue (Basic and Technical) Emergency Medical Services Hazardous Materials Wildland Fire
Listed in order of community priority in the 2018-2023 PFA Strategic Plan
The analysis of the jurisdiction starts with an overall assessment of the community served and a wide look at the risks in place due to critical infrastructure, weather patterns, the population, economy, and geography in an overall threat analysis. The five risk categories are also examined within the entire jurisdiction. The individual planning zones are evaluated for these risk categories, which for PFA will continue to be the station areas for this accreditation cycle.
The planning team uses a two-axis model that categorizes the risk by probability and consequence. This enables the team to stratify incident types within each response area into low, moderate, and high/special categories for building response models. These response models are based on the effective response force (ERF) or the personnel that it will take to accomplish the critical tasks to overwhelm the problem/situation and provide the best opportunity for the best possible outcome given the situation. The probability axis is tied to how likely it is that an event will occur, and the consequence axis is tied to the impact to the people/community on a small or large scale.
STAFF RECOMMENDATION
Item for Information.
FINANCIAL / ECONOMIC IMPACTS
The PFA budget is focused on working to reduce and mitigate the hazards and risk within the PFA boundaries. This represents an input of roughly $37.2 million in 2019.
ASSOCIATED STRATEGIC GOALS
Goal 1 – Deliver the highest quality and innovative service within the Poudre Fire Authority jurisdiction, which is guided by data analysis, self-assessment and aligned with the Center for Public Safety Excellence Fire and Emergency Service Self-Assessment Manual.
Objective 1B – Update the PFA Community Risk Assessment/Standards of Cover (CRA/SOC).
ATTACHMENTS a. 2018-2023 PFA Strategic Plan
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Poudre Fire Authority Organizational Chart
Citizens
Poudre Fire Fort Collins Poudre Valley Fire Authority Board City Council Protection District Board
Fire Chief
Community Safety & Support Operations Administrative Service Services
Finance and Emergenc Fire Emergency Budget y Medical Suppression Management Services Hazardous Human Fire Materials Resources & Equipment Prevention Policy Maintenance Bureau Technical Rescue Planning & Public Affairs & Health/ Analysis Communications Safety Volunteer Program Systems/I T Wildland Training
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1 Federal Benchmarking Consortium. (1997, February). Serving the American Public: Best Practices in Customer-Driven Strategic Planning
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2 Collins Good to Great and the Social Sectors. Boulder, 2009 3 Sorkin, Ferris and Hudak. Strategies for Cities and Counties. Public Technology, 1984.
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DISCUSSION AGENDA ITEM SUMMARY Item #: 7 Meeting Date: 09/24/2019 PFA Staff: Tom DeMint, Ann Prompt, Skillful, Caring Turnquist, Kirsten Howard
SUBJECT: 2020 Preliminary Budget
EXECUTIVE SUMMARY
Each year Poudre Fire Authority (PFA) staff prepares a Preliminary Budget for the coming year. The budget is based on projected revenues from the City of Fort Collins and the Poudre Valley Fire Protection District, PFA’s funding partners. This budget focuses on funding ongoing services to the community, key operational needs, and highlights of unfunded priorities that PFA will face in the future. The purpose of the Preliminary Budget is to begin discussion between the Board and staff regarding the allocation of resources for the coming year.
DISCUSSION/BACKGROUND
The purpose of this agenda item will be to discuss with the Board the significant changes to the annual budget since the 2019 budget, and to review recommendations for allocating new resources for 2020.
The 2020 Preliminary Budget contains several important documents for the Board’s review:
Budget Message: A review of key budget issues for the coming year, including revenue projections, proposed staffing changes, additions and changes to the capital budget and reserve funds, details of budget increases to fund current operations such as insurance, employee compensation, and other key drivers of the PFA budget; Budget Summary: A financial view of the organization’s revenues and expenditures at a more detailed level, including the Operations and Maintenance Budget as well as the Capital Budget; Unfunded Projects/Future Issues: This preliminary list is updated with input from program managers and listed in priority order.
The preliminary budget is approximately $40 million, roughly a 5% increase of approximately $1.9 million over the 2019 budget.
Revenue In 2020, PFA will see a significant increase in available revenue. The City of Fort Collins is in the second year of its two-year budget cycle, so projected revenues were calculated in 2018 and will increase by approximately $1.2 million (3.89%). The
Packet Pg. 79 7 recently completed reassessment by Larimer and Weld Counties will result in a substantial increase in District revenues, totaling nearly $1.2 million.
Total new revenues available to PFA through implementation of the Intergovernmental Agreement will be $2.2 million. This represents a budget increase of approximately 6% overall.
Expenditures In developing the preliminary budget, the Senior Leadership Team worked to address the organization’s highest priority needs for funding in 2020. Before considering any new services, service levels or capital expenditures, funding for existing programs and service levels were allocated. These increases include projected salary adjustments in line with the proposed Collective Bargaining Agreement, and insurance rate increases (medical, dental, workers’ compensation, property and liability). Staff refers to these items as “non-discretionary” expenses and those which have been identified as primarily supporting current levels of service. In 2020, these cost increases total $954,000.
Other major highlights of the Preliminary Budget include the following:
Seven new positions, including three firefighter coverage positions, additional staffing in the Development Review program, an additional Mechanic position, development of a wellness program, and additional staffing in Community Risk Reduction for community education. These seven new positions, plus one reclassification to create a Special Operations Battalion will total $732,000. Allocation of general fund reserves and other resources to fund the renovation or replacement of Station 7. The preliminary cost estimate for this project is set at $4.5 million, though significant design and scope work is still in process to finalize the project planning. Allocation of ongoing funds to capital projects, including savings for future self contained breathing apparatus purchases, emergency medical services equipment, additional allocations for vehicle parts and fuel, and additions to facility maintenance and remodel budgets.
Issues for Discussion The primary purpose of the Preliminary Budget is to begin discussion between the Board and staff regarding the allocation of resources for the coming year. In addition, this year staff would like to discuss two changes in the annual budget, prior to the development of the 2020 Final Budget in November. 1. Reserve Levels In accord with Board direction over the past several years, PFA made a deliberate effort to increase general fund reserve for contingency to a level that is higher than would normally be needed by reserve policy. The purpose of this larger reserve is to provide a buffer against the possible loss of Keep Fort Collins Great (KFCG) revenue after the sunset date of 2020. Given the voter approval of the renewal, staff now recommends that this reserve be lowered, since its intended purpose of cushioning the loss of KFCG revenue will not be needed.
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With the voter approved continuation of KFCG revenue in 2021, staff is confident that a portion of the balance above 3% of operating revenue is available for one- time use. PFA’s Senior Leadership Team has reviewed the list of unfunded priorities, along with strategic priorities and Standards of Cover, and recommends transferring $3.5 million from Reserve for Contingency and appropriating in a new capital project for Station 7 remodel/replacement (2817 North Overland Trail, LaPorte) to begin in 2020. These funds, in conjunction with on-going general fund resources of nearly $1 million would make approximately $4.5 million available for the renovation or replacement of this obsolete station. Staff is seeking Board feedback on this change in PFA’s philosophy about the amount of reserves which should be held by PFA. Does the Board agree that contingency reserves could be reduced and allocated to high priority one-time capital needs? 2. Changes in Capital Accounting Beginning in late 2019 and for the 2020 Budget year, the City of Fort Collins has asked PFA to modify the method used to account for capital spending and capital reserves. PFA staff is working closely with City Accounting staff to comply with these new approaches to capital accounting.
To align with the City’s Capital Projects Procedures, the majority of current capital projects will have the balances transferred, by Board action, to PFA’s O&M budget. Reserves will be created within the O&M budget for the balance amounts, and in future budgets, any ongoing contributions will be included in the O&M program budgets. Ongoing contributions will be budgeted within the O&M projects, and any funds that aren’t expended during the budget year will be transferred, at year-end, to the appropriate O&M reserve.
Staff plans to bring an agenda item to the Board at the October meeting to realign PFA’s capital accounts. Board action at the October meeting will allow the final budget to be developed in compliance with the City’s accounting processes.
3. Other Board Concerns or Feedback Staff is seeking Board feedback on any new information the Board would like to have provided prior to the November 12, 2019 budget work session. In addition to the November 12 work session, the Board will formally consider the 2019 Final Budget at its December 17, 2019, Board Meeting.
STAFF RECOMMENDATION
Item for information and discussion.
FINANCIAL / ECONOMIC IMPACTS
See attached documents for financial impact of the budget on PFA.
ASSOCIATED STRATEGIC GOALS
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Goal 6 – Foster an environment of fiscal responsibilities at all levels.
ATTACHMENTS a. 2020 Preliminary Budget b. UNFUNDED PROJECTS-FUTURE ISSUES
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LETTER OF TRANSMITTAL 2020 Preliminary Budget September 20, 2019
To Poudre Fire Authority Board of Directors and the communities of Fort Collins, Timnath, LaPorte, Bellvue, Horsetooth and Redstone Canyon:
We are pleased to present the Poudre Fire Authority (PFA) 2020 Preliminary Budget. The total operating and capital budget for PFA in 2020 will be over $38.8 million, a major commitment of resources from PFA member communities. We are proud and honored to provide customers with a high quality, responsive fire, rescue and emergency medical response for their investment in PFA. The Budget for 2020 will represent the full implementation of the Revised Intergovernmental Agreement (IGA) and Revenue Allocation Formula (RAF) between the City of Fort Collins and the Poudre Valley Fire Protection District (PVFPD), originally approved by City Council and the PVFPD Board of Directors in 2014. The stepped-up funding level that was phased-in by the City has helped PFA to address lingering needs and funding shortfalls from previous years and has now reached the projected full-funding level. In contrast to slowing sales and use tax growth within the City, PFA will see revenue growth from another year of substantially increased property tax valuations within the PVFPD and Town of Timnath Urban Renewal Authority (URA). Three critical pieces of the ongoing funding picture for PFA include full implementation of the City’s RAF, the PVFPD’s ongoing mill levy, and the 2015 IGA with the Town of Timnath to provide Tax Increment Financing (TIF) revenues via the PVFPD. These three funding sources help to appropriately allocate each party’s share of the cost of providing quality fire and rescue services throughout the jurisdiction.
Real growth in financial resources, beginning in 2015, and projected for the near-term future, has Attachment: 2020 Preliminary Budget (8306 : Budget) helped PFA focus its resources on meeting the community’s service level needs, address a backlog of capital and equipment needs, and recalibrate the organization’s reserves and contingencies. This recent revenue growth has also allowed PFA to better keep up with community growth and an exponential growth in call volume. With a PVFPD increase of 17.6%, or $1.2 million, in the proposed 2020 budget and an increase of 3.89%, or $1.15 million from the City, the total new available revenue for PFA in 2020 will be $2,348,737. As illustrated in the Budget Message, the large majority of additional funds will be allocated to on-going expenses such as wages and benefits, insurance, and other “non-discretionary” expenditures.
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As 2020 revenue projections were made, staff began to evaluate PFA’s highest priority funding needs to be addressed with new, available resources. Program managers were asked to submit recommendations for program changes and enhancements for consideration in the budget development process. The Senior Leadership Team began by prioritizing budget needs. Priorities support the implementation of PFA’s Strategic Plan. Staff reviewed nearly $2 million in budget requests including staffing changes, equipment, facility and program needs. This represented 30 requests from program managers throughout the organization. High priorities for funding include improving response time, addressing emergency call workload, containing overtime pay costs, facility improvements, addressing Community Safety and Services needs and further supporting long-term capital and equipment needs.
The 2020 Preliminary Budget includes several key staffing changes to address organizational needs. Staffing changes include the following:
Table 1 2020 Proposed Staffing Additions Annual Title FTE Purpose ongoing cost Firefighter/Driver 3 Additional Coverage Positions $390,000 Operators Development Review/ 1 Additional staffing for development review team to $130,000 Fire Inspector handle expanded workload and customer demands Fire Mechanic 1 Third mechanic for shop and to begin regional fire $90,000 apparatus maintenance cooperative Physical Therapist/ 1 Staff to create a wellness program with a physical $75,000 Wellness Program therapist or similar position to prevent on-duty Specialist injuries, promote wellness and injury prevention on- and off-duty, and shorten recovery times for these injuries ; cost is made up in part through reallocation of existing funding Special Operations n/a Conversion of Wildland and Volunteer Captain $40,000 Battalion Chief position to a Battalion Chief position with additional responsibilities for special operations programs Risk Reduction 1 Conversion of ongoing program funding to provide $7,000 Attachment: 2020 Preliminary Budget (8306 : Budget) Specialist public education staffing to the Community Risk Reduction program
Total 7.00 $732,000
As is true each budget year, the preliminary budget first addresses support of ongoing levels of service through inflation in salary costs, benefits costs and insurance costs. These increases to ongoing expenses support PFA’s existing level of service. The Budget is built with the wage and benefit adjustments previously approved by the Board through adoption of the 2019-2020 Collective Bargaining
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Agreement (CBA), including a 2.75% salary increase and a typical increase in health insurance premiums passed along from the City of Fort Collins (approximately 4%).
Staff reviewed data from Employers Council’s September salary projections and surveys and found that the general labor market for civilian employees is projected to rise by an average of 3% in 2020. This increase would also be consistent with the projected labor market adjustments to be provided by the City of Fort Collins’ to its non-bargaining unit employees. An increase of 3% for non-uniformed employees will be included in the 2020 PFA pay plan.
Non-bargaining unit uniformed employees, including Battalion Chiefs and Division Chiefs are not automatically set at the same increase as bargaining unit members; rather, staff works to ensure that the pay plan reflects a consistent spread in wages between various positions in the uniformed employee pay plan. A November 2018 survey of regional departments confirmed that wage adjustments, similar to those of the bargaining unit, were appropriate for those positions. In the 2019 Budget, the Battalion Chiefs and Division Chiefs were realigned in the market to reflect the actual data in a detailed salary survey. This provided them with a larger increase than the bargaining unit employees, but provided an important realignment with the market. For 2020, the Preliminary Budget was prepared with the assumption that these positions would receive the same increase as union uniformed positions, but prior to completion of the final Budget, a salary survey will be completed to confirm alignment of Battalion Chief and Division Chief positions within the pay plan.
The attached Budget Message provides a more detailed description of proposed new expenditures. The 2020 Final Budget document will include program budget information and specific sections required for the Government Finance Officers Association (GFOA) standards for distinguished budget presentation. We look forward to your review of this budget and working together in 2020.
Respectfully Submitted,
Tom DeMint Ann Turnquist Fire Chief Administrative Services Director Attachment: 2020 Preliminary Budget (8306 : Budget)
Kirsten Howard Finance and Budget Supervisor
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Budget Message
BUDGET OVERVIEW
Revenues Poudre Fire Authority’s financial position reflects continuing revenue growth. Significant growth in revenue from PVFPD is projected for 2020, based on a significant increase in assessed valuations in Larimer County. Table 2 illustrates overall annual growth of City and District revenues.
City Contribution: 2020 includes full funding of the City’s commitment to funding PFA based on the IGA establishing the PFA. Between 2015 and 2019, the City of Fort Collins phased-in its contributions to reach the full- funding level, as stated in the 2014 IGA, which addressed funding contribution shortfalls in 2008-2014. This contribution catch-up was calculated to be $2.6 million in 2014, to be divided into five annual installments of approximately $500,000 each. 2019 was the last year of this catch-up. 2020 and future years under the IGA will be driven by sales, use, and property tax changes only. This means that future budgets will either grow or shrink based on the performance of the local economy in generating sales and use tax and the relative assessed valuation of property within the City.
Table 2 Annual Revenue Growth by Source, 2018-2020 2018 2019 2020 City Contributions Actual Revised % Change Projected % Change O&M Contribution $21,539,675 $23,338,857 8.35% $24,343,904 4.31% Capital Contribution 3,281,196 3,376,759 2.91% 3,476,839 2.96% Emergency Management1 188,769 -100.00% Contribution Subtotal Ongoing Contributions 25,009,640 26,715,616 6.82% 27,820,743 4.14%
Subtotal City Gen. Fund Contribution 25,009,640 26,715,616 6.82% 27,820,743 4.14% City KFCG Contribution 2,856,680 2,972,456 4.05% 3,021,465 1.65% City KFCG Reserve to PFA2 147,610 136,419 -100.00% Subtotal KFCG Contributions 3,004,290 3,108,875 3.48% 3,021,465 -2.81%
Subtotal City Contributions 28,013,930 29,824,491 6.46% 30,842,208 3.41% Attachment: 2020 Preliminary Budget (8306 : Budget)
District Contributions O&M Contribution3 6,686,200 6,805,653 1.79% 8,000,254 17.55% Subtotal District Contributions 6,686,200 6,805,653 1.79% 8,000,254 17.55%
Total City & District Contributions $34,700,130 $36,630,144 5.56% $38,842,462 6.04%
Notes: 1 Emergency Manaement was transferred to the City of Fort Collins in 2019. 2 One-time contributions to capital projects from City-held KFCG Reserve for Fire. 3Includes Timnath TIF funding.
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The City’s 2019-2020 Budget includes an increase in 2020 contributions to PFA of $1.2 million, or an additional 3.89%. Because the City uses a two-year budgeting cycle, the increase in property tax revenue for the reassessment in 2019 will not be passed on to PFA in 2020 as it will with the District. This agreement has led to a “stair stepping” of City revenue changes as the reassessment revenues are incorporated into the PFA revenue projections. In the second year of the City’s budget cycle (2020), any increase in property taxes, which would be allocated to PFA as a portion of its 67% of property taxes, is retained by the City. Overall City contributions (O&M, Capital, and Keep Fort Collins Great (KFCG)) will increase from $29,688,072 in 2019 to $30,842,208 in 2020.
Beginning in 2017, the City asked PFA to fund one full-time dispatch position. For the 2019-2020 City Budget, PFA agreed to fund an additional dispatch position. The City’s KFCG contribution to PFA in 2020 will be net of a contribution from PFA back to the City to offset this portion of the cost of the City Dispatch Center. This deduction of $164,005 is a share of the cost of dispatchers, and is equivalent to the cost of two dispatch positions.
Keep Fort Collins Great: Since 2011, PFA has been receiving significant funding from the City through the KFCG voter approved tax measure. The tax initiative ballot language earmarked 11% of a 0.85% sales and use tax for fire protection and other emergency services. Since PFA staff has agreed to fund dispatchers from this revenue source, the KFCG percentage in 2020 will be approximately 10.5% rather than the 11% specified in the ballot language, and represents 9.8% of PFA’s revenue through the RAF detailed in the IGA establishing PFA.
In April, 2019, Fort Collins voters approved the continuation of the KFCG tax beyond the December 2020 sunset, which was a part of the original ballot language. This renewal of the tax in perpetuity will ensure that these revenues will continue to come to PFA as provided in the IGA. PFA is set to receive 15.6% of the 0.60% sales and use tax, which is equal to the amount provided by the previous allocation of 11% of the 0.85% tax. In 2020, the previous allocation will continue until the sunset of the first KFCG tax, with the new formula taking effect in 2021.
District Contribution: Revenues in the PVFPD are projected to increase nearly 18% in 2020 ($1.2 million), with a total District general fund contribution to PFA of $8,000,254. This substantial increase is a result of the reassessment process conducted by Larimer and Weld Counties in 2019 for taxes due in 2020. This two-year assessment cycle will result in a small projected increase in PVFPD revenue in 2021 Attachment: 2020 Preliminary Budget (8306 : Budget) since those property tax collections will be based on the same valuations plus a small amount of growth from new construction. The District’s revenue increase also includes ongoing revenues from the Town of Timnath via the pass-through of TIF revenue to the District. Ongoing revenue attributable to the Timnath TIF is projected to be $940,030 in 2020, less collection fees payable to the County. This funding stream, which began in 2016, represents a major step forward in providing service to the southeast portion of the jurisdiction through appropriate contributions from the Timnath Development Authority (Table 2). Preliminary revenue projections from the District do not yet reflect any override of the mill levy limit approved by voters in 2018 to address Gallagher amendment limitations on revenue growth.
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By the time PFA’s final budget is presented in December, any adjustment to the District’s mill levy will be included.
Contribution Split: PFA continues to monitor the relative contributions of the City and the District to ensure that the intent of the RAF in the IGA is maintained. Figure 1 illustrates the goal of maintaining a funding stream that Figure 1 closely mirrors the Comparison City and District assessed value of property 1998-projected 2020 protected in the District 100.0% and City and the relative 90.0% call volumes in the two 80.0% jurisdictions. Over the City Calls 70.0% past 15 years, the split in City Assessed Value each of these indicators 60.0% City Contribution have averaged near the 50.0% District Calls split of 80-81% City and 40.0% District Assessed Value 19-20% District. It is 30.0% District Contribution important to note that in 20.0% Figure 1, there was a 10.0% significant deviation from this typical split in 2016 0.0% 1998 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 when the PVFPD (including the Timnath URA) provided a major infusion of capital to PFA for the construction of Station 8 in Timnath. Both the District and the Town of Timnath had been accumulating a capital reserve for the funding of the construction of this station with transfers of those funds occurring during 2016, creating the spike in PVFPD contributions illustrated below.
In analyzing the budgeted contributions of each of the partners, the District continues to contribute a higher proportion than would be indicated by the call volume split between the two partners. This data is based on 2020 revenues and 2018 call data (Table 2). This disparity will continue into the 2020 Budget with the City contributing 79% and the District contributing 21%. This compares with the City’s 86% of 2018 calls and 80% of 2020 assessed valuation. Attachment: 2020 Preliminary Budget (8306 : Budget)
Unfunded Priorities
A list of unfunded priorities is attached, which illustrates the unfunded O&M costs and highlights significant ongoing needs to adequately provide service, cover minimum staffing needs and provide some inflationary growth to non-personnel services in a variety of programs. Highlights of unfunded priorities include staffing for future companies (Station 15, an additional infill or support company, support staff, etc.), capital needs, major repairs and renovation resources, and other maintenance needs. Reserves and Fund Balance
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The Budget continues to maintain several reserves, which represent both the reserves determined by Board policy and the reserves held to address selected variable costs. PFA Board Policy, established in September 2012, as a result of discussions with City staff includes a Reserve Policy of 6% of operating revenue made up of: • Revenue Reserve - 3% unappropriated revenue reserve can be accessed only by the Board of Directors for extreme emergencies, revenue shortfalls, or uncontrollable cost increases, and • Reserve for Contingency - A minimum 3% of operating revenues must be held in this reserve and can be accessed only by the Board of Directors; the 3% is part of the minimum reserve policy.
The City’s Fund Balance Minimum Policy recommends a 60-day liquidity goal of 17% of the subsequent year’s originally adopted budgeted expenditures and transfers out. This is in addition to the Restricted Balance required by Article X, Section 20 of the State Constitution (3% of non-exempt revenue to be used only for declared emergencies). PFA does have a Revenue Reserve of 3% restricted fund balance for this same purpose, separate from the Reserve for Contingency, and if PFA maintained a 17% liquidity similar to what the City does, the Reserve would be $5,818,000.
This Budget includes reserves that have been built up over time and are projected to exceed the policy goals. The past several years have seen relatively little addition to the PFA General Fund Reserve, with a year-end under-spend of 1-3% on average.
Table 3 Poudre Fire Authority Reserve Accounts
Reserve Account Purpose Policy Goal 2018 Actual To provide funds for unexpected needs and priorities throughout the year. With the $7,729,983 Reserve for Contingency recommendation of the Chief, the Board can 3% Minimum or 22.67% use these funds to address needs or opportunities that may arise.
To provide funds for appropriations committed $224,144 or Reserve for Encumbrances None by contract for goods or services. 0.65%
Funds are earmarked for possible grant $396,321 or Reserve for KFCG None matches and technology needs or upgrades. 1.16% Attachment: 2020 Preliminary Budget (8306 : Budget) Reserve for Northern Colorado To provide replacement of regional public $251,362 or Regional Communication Network safety communication network system None 0.73% (NCRCN) (Radios). Set by Board policy. Established to address financial uncertainty: extreme emergencies, $1,026,630 Revenue Reserve 3% Minimum revenue shortfalls, or uncontrollable cost or 3% increases. To address uncertainty in the cost of Workers’ $27,218 or Workers Comp Reserve None Compensation insurance costs. 0.07%
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Table 4 Projected 2019 Fund Balance
Beginning Balance $9,655,658 Revenue 34,221,077
Current spending projections for 2019 result in a 2020 projected beginning fund balance of $9.7 million, including a Reserve for Contingency of $8.2 million, which is $7.1 million (20.8%) over the policy goal of 3%. This balance may be adjusted downward later in 2019 because of any unanticipated expenses such as wildfire, third alarm fires or other disasters, which could occur before year-end. These funds represent a substantial reserve contingency, which has grown over the past five years to a projected total of 28% or $9.7 million by 2019 year-end (Table 4). Each year over the past five years, PFA has added to its reserves through underspending of funds that were originally budgeted, and from unanticipated fee revenue. By changing PFA’s approach to budgeting in 2012 toward a more transparent and somewhat more conservative style, spending has been closer to the budget plan. The goal has been to meet as many needs as possible with existing resources, rather than postponing needed spending to future years or special appropriations. Capital projects that can be anticipated have also been funded, rather than focusing on year-end spending. This has been accomplished while still maintaining adequate reserves. This greater focus on spending throughout the year, rather than year- end spending is made possible in part because of strong reserve balances. This effort to limit
underspend is illustrated in Figure 2. Attachment: 2020 Preliminary Budget (8306 : Budget)
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Figure 2 PFA Fund Balance and Annual Underspend (2009 - 2018) $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $- 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Actual Fund Balance Final Budget to Actual (Underspend)
In accord with Board direction over the past several years, PFA made a deliberate effort to increase general fund reserve for contingency to a level that is higher than would normally be needed by reserve policy. The purpose of this larger reserve is to provide a buffer against the possible loss of KFCG revenue after the sunset date of 2020.
With the voter approved continuation of KFCG revenue in 2021, staff is confident that a portion of the balance above 3% of operating revenue is available for one-time use. PFA’s Senior Leadership Team has reviewed the list of unfunded priorities, along with strategic priorities and Standards of Cover, and recommends transferring $3.6 million from Reserve for Contingency and appropriating in a new capital project for Station 7 remodel/replacement (2817 North Overland Trail, LaPorte) to begin in 2020. These funds, in conjunction with on-going general fund resources of nearly $1 million (see “Reserved ongoing funding currently allocated to capital catch-up” below) would make approximately $4.5 million available for the renovation or replacement of this obsolete station. Though detailed plans and cost estimates for this capital project are not yet complete, staff projects that $4.5 million should be adequate for completing this key facility project.
With a reserve balance of $9,655,658 at 2018 year-end, or 28% of operating revenue this Preliminary Budget includes a staff recommendation to transfer the $3.6 million for Station 7 Remodel with a deliberate goal of reducing the Reserve for Contingency to be more in alignment with normal reserve policy goals. If the Board is supportive of this allocation of Reserves in 2020, approximately (using 2018 Attachment: 2020 Preliminary Budget (8306 : Budget) audited reserve balance) $6,056,000 will remain in the Reserve for Contingency, or 16.6% of 2020 operating revenue. Staff believes that this is a responsible and reasonable use of the Reserves that were built up in anticipation of the loss of KFCG funds. Since Fort Collins voters made PFA’s portion of KFCG a permanent sales and use tax, this risk has been mitigated and reserve funds can now be allocated to one-time capital needs.
Since 2012, the average underspend has been 2.37%, and PFA is currently projecting a 2 to 3% underspend in 2019, or carryover of approximately $1,000,000, which staff is monitoring closely.
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FUNDING RECOMMENDATIONS
Given the organization’s strategic priorities and the available revenues, staff has developed the 2020 Preliminary Budget so that it is a balanced budget, with an allocation of new resources split between ongoing service levels, new staffing, and capital funding.
Operations and Maintenance (O&M) Budget
There are several key issues and changes that drive the 2019 operating budget. In summary, they include:
Non-Discretionary Expenditures: Staff has developed projections for the non-discretionary cost increases that PFA must plan for in the 2020 Budget. These increases include such items as salary adjustments, benefits cost increases, property and liability insurance and workers’ compensation insurance. Many of the personnel services costs are driven by the terms of the CBA approved by the PFA Board. With 86% of PFA’s budget allocated to salaries and benefits, this non-discretionary portion of the budget is generally the first allocation of new funds that is reviewed in developing the Preliminary Budget.
A summary of the non-discretionary costs is illustrated in Table 5.
Table 5 2020 Non-Discretionary Increases
Salary Adjustments $608,744 Leap Year (extra work day) 58,881 Benefit cost increases 221,915 Workers Comp Insurance 51,705 Contingency 12,618
Total $953,863
o Collective Bargaining Agreement and Employee Compensation Attachment: 2020 Preliminary Budget (8306 : Budget) Bargaining Unit Salaries: The Collective Bargaining Agreement (CBA) approved by the PFA Board changed PFA’s approach to determining annual salary adjustments beginning in 2018. Rather than a fixed 70th Percentile calculation of annual adjustments, the approved contract includes a negotiated salary and benefit change each contract period. The increase included in the approved 2019-2020 contract includes a 2.75% salary increase for 2020.
Civilian and non-Collective Bargaining Unit (CBU) member salary adjustments: Employees who are not included in the bargaining unit are set separately from those of CBU members. Civilian employees are included in budget projections at a 3% salary adjustment. This estimate is based
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on labor market projections by Employers Council (EC). Non-bargaining unit uniformed staff are budgeted for a 2.75% increase, based on a recent survey for Battalion Chief and Division Chief positions in the regional labor market. In 2018, a survey of these positions found that they were somewhat behind their relevant market, so they received salary adjustments greater than those of firefighters and captains in the CBU in 2019. That recalibration appears to have appropriately realigned these positions for the 2019 budget and will be reviewed prior to the completion of the 2020 Final Budget to ensure that the spread between uniformed positions remains appropriate.
Since approximately 87% of PFA’s total budget is for personnel services costs (salary, benefits, pension contributions, etc.) the projected cost of these services is a major driver of the overall budget. See Table 7 for historical salary data.
Table 6 History of PFA Salary and Total Compensation Increases Labor Market Adjustments Captain/Chiefs Firefighter Civilian Salary Total Comp Salary Total Comp Salary Total Comp 2001 5.18% 5.33% 6.38% 6.46% 3.00% 3.76% 2002 5.80% 5.29% 4.51% 4.04% 4.25% 3.55% 2003 3.90% 5.45% 4.60% 5.99% 5.00% 4.55% 2004 0.00% 1.45% 0.00% 1.76% 0.00% 1.56% 2005 2.07% 3.26% 2.98% 4.38% 3.00% 3.66% 2006 5.81% 3.93% 7.20% 4.85% 2.24% 3.76% 2007 4.91% 5.57% 4.60% 5.32% 2.30% 3.72% 2008 4.06% 4.34% 4.00% 4.33% 4.00% 5.60% 2009 5.00% 4.52% 4.28% 3.81% 4.28% 2.40% 2010 0.00% -0.20% 0.00% -0.24% 0.00% -0.20% 2011 0.00% -1.30% 0.00% -1.31% 0.00% -1.30% 2012 1.50% 4.28% 1.50% 4.79% 1.50% 4.13% 2013 1.60% 0.94% 2.37% 2.05% 1.6 - 2.37% 0.94 - 2.05% 2014 2.26% 2.00% 0.20% 0.18% 0.2 -2.26% 0.18 - 2.0% 2015 1.33% 3.53% 1.09% 3.73% 1.33 - 3.53% 3.53 - 3.73%
2016 3.70% 5.33% 4.25% 5.64% 3.70 - 4.25% 5.33 - 5.64% Attachment: 2020 Preliminary Budget (8306 : Budget) 2017 5.52% 5.10% 5.09% 4.65% 5.09 - 5.52% 4.65 - 5.10% 2018 3.00% 4.30% 3.00% 4.30% 3.00% 4.30% 2019 3.25% 3.80% 3.25% 3.80% 3.00% 3.68% 2020 2.75% TBD 2.75% TBD 3.00% TBD Average 3.08% 3.52% 3.10% 3.61% 2.50 - 2.82% 3.04 - 3.18% o Benefits Cost Increases: In addition to salary increases for all employees, projections from the City of Fort Collins anticipate PFA health and dental insurance in the City’s pool will increase by a total of $100,332, an increase of approximately 3% over 2019.
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o Workers’ Compensation and Property/ Casualty Insurance: The Colorado Special Districts Property and Liability Pool has notified PFA that there will be changes to Workers’ Compensation and Property/Liability insurance costs for 2020. PFA’s Experience Modifier for 2020 is projected to be 1.00 (EMod), up from .90 in 2019 and .82 in 2018. Without specific costs determined yet, staff has included a 15% estimate in the planning budget. During the coming weeks, the Pool will provide a more detailed proposal to be used in the Final Budget in December.
The 2019 and 2020 increase in the EMod follows several years of decline in the modifier as PFA had favorable experience in its management of workers’ compensation claims and injuries. A substantial portion of this increase may be linked to the ongoing cost of one major workers’ compensation claim. Staff will continue to monitor this program and its costs and plan for a potentially higher increase in the 2020 budget. The Preliminary Budget also includes a recommendation to hire a full-time physical therapy/wellness program position to address these growing costs. Primary goals of the position will be to prevent on-duty injuries, promote wellness and injury prevention on- and off-duty, and shorten recovery times for these injuries. By limiting injuries and addressing minor injuries and strains before they become more significant, long-term workers’ compensation costs can be controlled.
Salary Lag Funding Each year, staff makes detailed salary and benefits projections for vacancies, pay step progression for individual employees and the training costs for new firefighter employees. With the length of time required for training new firefighters and their progression from recruits to full-fledged firefighters, an annual salary lag is anticipated and can be accounted for in each budget. In 2020 staff projects $449,173 in salary lag, which can be allocated to the hiring, training, and equipping of new firefighters and other one-time needs. The specifics of this allocation in 2020 are illustrated in Table 9.
Table 7 Allocation of Salary Lag Resources, 2020 Program One-time Funding Recruit Academy $156,000 Recruit Equipment 162,500 Attachment: 2020 Preliminary Budget (8306 : Budget) Hiring for Anticipated Uniformed Employee Vacancies 110,673 Promotional Process 20,000 Total $449,173
Ongoing Program Funding Ongoing operations are supported by continuing to support current staffing levels, meeting the organization’s financial commitments agreed to in the Collective Bargaining Agreement, and addressing individual line items that are inadequate to meet desired service levels. A small number of individual line item adjustments are included in the budget because they are critical
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to the support of ongoing programs. The Senior Leadership Team prioritized these adjustments with operational priorities in mind. Table 8 details the funded enhancements to existing PFA programs, totaling $180,700.
TABLE 8 Enhancements to Existing Programs Annual Ongoing Program Purpose Cost Increase
Self-Contained Breathing Add on-going funding stream to build reserves $100,000 Apparatus (SCBA) reserve for future replacement of SCBA funding Vehicle Maintenance Additional funding to address the growing cost $45,000 of a larger fleet of apparatus; additional fuel and parts expenses Emergency Medical Services Ongoing funding enhancement for the purchase $40,000 (EMS) Equipment and replacement of EMS related equipment and materials in this growing program Paramedic Stipend Funds to enhance service levels in EMS by $36,000 (tentative) adding paramedics to one unit; Phase II of implementation of higher level medical response by PFA personnel; program still under development Human Resources Software Funding to support an annual subscription to $7,500 HR Acuity software program for Human Resource case management TOTAL $228,500
Staffing and Employee Development Changes The Senior Leadership Team reviewed a large number of proposed staffing options from PFA’s unfunded priorities list. In comparing these priorities to PFA’s adopted strategic plan, staff has selected several key positions for funding. The highest priority staffing changes include the Roving Alternative Medical (RAM) unit and additional coverage positions for minimum staffing of line positions.
A total of seven additional full-time equivalents (FTEs) would provide additional coverage for roving positions, and additional staffing in the Community Safety Services Division and Support Services Attachment: 2020 Preliminary Budget (8306 : Budget) Division.
o Firefighter Coverage Positions $390,000 The 2020 Preliminary Budget includes the addition of three firefighter coverage positions in the Operations Division.
As discussed during the development of the 2014 IGA and the RAF, coverage positions continue to be a significant need. When Station 8 in Timnath was opened in 2016, minimum staffing positions were reassigned from other stations and subsequently replaced with new FTE to cover
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only the nine new shift firefighting positions. In addition to an existing shortage of staffing, coverage positions for Station 8’s nine new firefighters, Bureau 1 and RAM1 positions were not included in the on-going budget. The recommended addition of three firefighter positions in the 2020 budget as coverage positions will reduce the use of overtime by having more staff routinely available to cover sick leave, injury leave, training leave and other needs created by growth in minimum staffing levels.
In developing the recommendation to fill three firefighter coverage positions, staff analyzed recent daily staffing patterns and the use of overtime to meet minimum staffing levels. Staff learned that approximately half of the days in each year have at least one full-time position unfilled due to sick leave, injury leave, conference/training leave, or special assignments. These positions then require the use of overtime to meet minimum staffing. On virtually every day of the year, additional partial overtime shifts are required to meet minimum staffing levels. These short staffing levels have grown gradually over time, with several likely root causes, including the following:
o Minimum Staffing--The opening of fully-staffed Station 8 in Timnath included three uniformed personnel per shift with no additional coverage staffing available. In combination with minimum staffing growth at Station 7, Safety Officer, Bureau 1, RAM1, and special assignments such as the academy firefighter or deployments, more potential absences must be covered by a fixed number of rover/coverage positions. o Sick Leave--Overall growth of sick leave usage; staff continues to work to ensure that sick leave is used appropriately. o Injury Leave--Fluctuating injury leave coverage creates the need for long-term replacement staffing. o Conference/Training Leave--This leave is used for specialized training and activities associated with firefighter training.
The opportunity to add three coverage positions in the 2020 Budget is very likely to result in significant savings in overtime costs. The full impact of these savings will be best evaluated after the implementation of the 48/96 schedule throughout 2019. Other fire departments that have switched to a 48/96 schedule have reported a variety of changes in overtime, sick leave, and special assignment patterns during the initial years of the schedule change. With Attachment: 2020 Preliminary Budget (8306 : Budget) eight months of data on the impact of the 48/96 schedule, indications are that sick leave costs may be increasing under the current schedule. Staff will continue to monitor trends and explore methods for controlling these costs. o Development Review/ Fire Inspector $130,000 A new position is included in the budget for Community and Safety Services to support the development review process. Continued high demand for development review services and inspection of new construction has resulted in an expanded workload for existing staff, both
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uniformed and civilian. Customer demands are currently not being satisfied with longer than committed review times for new construction throughout the community.
Current performance data for these functions include the following: o % of tenant finishes completed within 7 days of submittal: 54% Goal 90% o % of plan reviews completed within 10 day of submittal: 14% Goal 90%
Staff has worked to meet this workload through the use of overtime and extended response times, (20 days for tenant finishes and 30 days for plan reviews), but these solutions are neither acceptable levels of customer service, nor fiscally prudent. Overtime savings will offset some of these costs in the long-term as backlogs decline and workloads normalize with an appropriate staffing level. o Mechanic $90,000 The addition of a third mechanic is included in the 2020 Budget to enhance the development of a regional fire apparatus maintenance cooperative. By working with nearby fire agencies and contracting with these agencies to provide professional maintenance and repair of fire apparatus, PFA and other agencies will be able to enjoy economies of scale through a regional maintenance facility. Agencies participating in the regional shop will see increased “up-time” and lower maintenance costs. This will also allow for PFA to keep the high standard of up-time within the PFA apparatus fleet. By billing the outside departments, as much as $60,000 influx of funds could be seen into the fleet services budget, significantly offsetting the cost of adding an additional mechanic to PFA’s staff. As the program is developed, fee revenue will be used to offset the initial hiring cost for PFA.
o Physical Therapist/ Wellness Program Specialist $75,000
This recommendation would provide staff to create a wellness program with a physical therapist or similar position to prevent on-duty injuries, promote wellness and injury prevention on- and off-duty, and shorten recovery times for these injuries. Significant increases in the number of on- and off-duty injuries among line fire personnel suggest the need to provide a greater emphasis on both physical fitness and injury prevention. A part of this approach that staff has been working to develop over the past year is to begin using a staff physical therapist to provide Attachment: 2020 Preliminary Budget (8306 : Budget) several services to employees. By providing early intervention in minor or developing injuries or strains, staff believes that greater injuries can be prevented or minimized and result in fewer major injuries. By avoiding costly injuries, firefighters would have less lost work time and higher levels of wellness, on and off the job.
o Special Operations Battalion Chief $40,000 The current Wildland and Volunteer Captain position would be converted to a Battalion Chief (BC) position. Additional responsibilities would be added to the position to coordinate all of the special operations programs within PFA including Wildland Fire, Technical Rescue, Urban Search
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and Rescue, Haz Mat, Large Animal Rescue, Bomb Techs, and Active Shooter programs. The BC would oversee strategic planning for these programs, coordinate and supervise specialized training and certification in these areas. The BC would also be responsible for working with neighboring agencies on response, training and regionalization of services where possible.
o Risk Reduction Specialist $7,000 This request funds a full-time position of a Risk Reduction Specialist. This position would be a civilian hire. The job duties would include public education and more broad risk reduction tasks that contain elements of social work, public health, or related fields.
Some of the tasks done by this position have traditionally been done by putting a firefighter on special assignment for three months of each year. Hiring a civilian keeps that firefighter in Operations meeting minimum staffing needs. Other services that can be provided by this position could include advancing the hoarder house mitigation program, smoke alarm installation program, and working with customers who are identified as high utilizers to reduce their impact on call volume.
The majority of the funding for this position would be provided by reallocating existing resources including firefighter overtime costs from using operations staff to provide 2nd, 3rd and 7th Grade safety programs in Poudre Schools, existing funding for Community Risk Reduction and other reallocations of non-personal services line items.
CAPITAL PROGRAMS AND EQUIPMENT
A significant issue, which PFA sought to address in the 2014 renegotiation of the IGA establishing the PFA, was the need for adequate funding to address capital needs. During previous years with very limited funding increases, PFA was forced to divert capital funding from long-term capital needs toward funding for minimum staffing purposes. As the City’s phase-in of funding has occurred, PFA has been able to address several critical capital needs. Capital budgets are divided into two categories of funding: ongoing capital allocations and one-time allocations to capital and equipment.
• Continued capital funding programs
PFA has a number of capital project funds and equipment replacement funds that are funded Attachment: 2020 Preliminary Budget (8306 : Budget) annually to provide the basic materials, facilities and vehicles used in ongoing operations. Among these projects and funds are the following examples:
Major Station Remodel and Renovation Facilities Maintenance Station Alerting Replacement/Call Processing System Information Technology Equipment Replacement Burn Building Replacement Apparatus Replacement
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Each of these funds, or projects, has annual allocations and/or balances, which are carried forward from year to year. The purpose of these funds is to ensure that PFA allocates a predictable funding stream to items that are ongoing, predictable expenses. A detailed list of these funds in the non-lapsing accounts is included in the attached Comparative Budget Statement. The 2020 Budget continues to fund these programs at levels that allow for the orderly purchase of essential equipment.
• Reserved ongoing funding currently allocated to capital catch-up Continuing from the 2018 and 2019 Budget, PFA’s 2020 Budget includes $915,734 of ongoing funds earmarked for partial staffing of a future station or support unit. No single future year would be likely to provide adequate revenue growth to support one of these staffing increases, plus the cost of equipping a fire station, so staff has begun to earmark current sources for this future need. For example, a fully staffed Station 15 would require the addition of nine to twelve uniformed staff members. An additional support company could require as many as twelve to sixteen FTE and would be housed in an existing station. The 2020 cost of the staffing of either one of these crews is estimated at $1.2 to $2 million.
As of the development of the Preliminary Budget, staff has identified an additional $334,000 that could tentatively be reserved for future ongoing future staffing needs, resulting in a total of approximately $1.25 million in available ongoing revenue. Final recommendations for the use of these resources as 2020 one-time funds will be completed in the coming weeks; however, the Senior Leadership Team has identified several key priorities for these funds for the Preliminary Budget:
• Allocate $915, 734 to fund a portion of the replacement or renovation of Station 7 in LaPorte. Though detailed plans for updating this sub-standard facility have not yet been completed, a working estimate of $4.5 million has been developed to either substantially renovate and expand the station or completely replace the facility. These funds will be combined with an estimated $3.6 million from existing general fund reserves to fund the project. Further discussion of the ongoing status of PFA reserves is included above within the “Reserves” section. • One time allocation of additional funds for facilities remodel ($150,000) and facilities maintenance budgets ($100,000), and miscellaneous equipment purchases (fans, Attachment: 2020 Preliminary Budget (8306 : Budget) directional arrows and rehab bus update) for a total of $49,000.
As staff finalizes its recommendations for the November budget work session, details of these proposals will be developed.
Change in Capital Accounting Beginning in late 2019 and for the 2020 Budget year, the City of Fort Collins has asked PFA to modify the method used to account for capital spending and capital reserves. PFA staff is working closely with City Accounting staff to comply with this approach to capital accounting.
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For accounting purposes (per City of Fort Collins Capital Procedures) the minimum requirement of a capital project: • Requires more than one year to complete • Have a definite beginning and end as contrasted to continuous maintenance • Involve a design or construction contract with outside forces or other City Departments • Require the creation of an appropriate budget of at least $50,000
The majority of PFA’s current capital projects do not meet the City’s criteria, and therefore, must be changed by Board action to reserves within the O&M budget.
To align with the City’s Capital Projects Procedures, the majority of current capital projects will have the balances transferred, by Board action, to PFA’s O&M budget. Reserves will be created within the O&M budget for the balance amounts, and in future budgets, any ongoing contributions will be included in the O&M program budgets. Ongoing contributions will be budgeted within the O&M projects, and any funds that aren’t expended during the budget year will be transferred, at year-end, to the appropriate reserve. This will require planning for the next year’s budget to use reserve funds to fund needs, or will require going to the Board for appropriation. Best practice call for staff to carefully plan its use of these reserves to eliminate needing to take capital requests to the Board outside of budget process, if at all possible.
With Board approval, staff plans to bring several actions to the Board in October, 2019, to align future budgeting for capital projects with this new format. Table 9 includes a summary of the changes that will be required to realign this accounting process. As these changes to the process are implemented following the October Board meeting, the Final Budget can be developed with that realignment in place.
TABLE 9 Capital Projects / Reserves Ongoing Capital Projects 2020 Status Balance as of 8-31-19 Contribution Capital Project – no Apparatus Replacement $2,195,637 $1,385,095 change
Capital Project – no Attachment: 2020 Preliminary Budget (8306 : Budget) Burn Building $595,266 change $4.5 Million 1x Station 7 New Capital Project from Reserve for Remodel/Replacement Contingency This becomes Two Total: $2,179,217 Capital Projects and 1. Admin Remodel - Major Station Remodel $200,000 balance to O&M $179,217 2. Station 6 Reserve Shop - $2 Million Station 15 O&M Reserve $1,634,097
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Training Multi-Purpose O&M Reserve $79,035 Building Staff Vehicle O&M Reserve $82,609 $80,000 Replacement Facilities Maintenance $368,019 $263,010
SCBA Replacement O&M Reserve $410,874
Station Alerting O&M Reserve $519,144 $130,000
CAD O&M Reserve $290,262
Computer Replacement O&M Reserve $584,793 $300,000
Hose Replacement O&M Reserve $27,228 $16,000 Thermal Imager O&M Reserve $65,954 $24,000 Replacement Training Center Moves to O&M Budget $168,719 Improvement MDT O&M Reserve $22,597
RMS O&M Reserve $71,959 Rescue Tool O&M Reserve $4,111 Replacement Radio Replacement O&M Reserve $451,090 $163,000
EMS Equipment O&M Reserve $13,501 Attachment: 2020 Preliminary Budget (8306 : Budget)
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POUDRE FIRE AUTHORITY BUDGET SUMMARY 2018 - 2020 9/20/2019 BY FUND TYPE
PFA GENERAL FUND PFA CAPITAL PROJECTS TOTAL GENERAL FUND AND CAPITAL
2018 2019 2020 2018 2019 2020 2018 2019 2020 ACTUAL REVISED PROPOSED ACTUAL REVISED PROPOSED ACTUAL REVISED PROPOSED
FUND BALANCE JANUARY 1 $ 8,219,142 $ 9,655,658 $ 9,655,658 $ 6,168,156 $ 8,437,080 6,669,089$ $ 14,387,298 $ 18,092,738 $ 16,324,747
PFA RESOURCES Contribution-City of Fort Collins 21,539,675 23,338,857 24,343,904 2,561,105 2,561,105 2,561,105 24,100,780 25,899,962 26,905,009 Contribution-City of Fort Collins - KFCG 3,004,290 2,972,456 3,021,465 53,319 3,057,609 2,972,456 3,021,465 Contribution-City of Fort Collins - one-time 720,091 815,654 915,734 720,091 815,654 915,734 Contribution-PVFPD 6,686,200 6,805,653 8,000,254 6,686,200 6,805,653 8,000,254 Emergency Management 14,000 0 14,000 0 0 Entry Systems 400 5,000 5,000 400 5,000 5,000 Hazardous Materials Fees 8,075 10,000 10,000 8,075 10,000 10,000 Interest Earnings 145,225 40,000 40,000 138,334 247,373 46,109 283,559 287,373 86,109 Miscellaneous Income 342,607 35,500 35,500 7,642 65,022 350,249 100,522 35,500 NCRCN - Radio Maintenance 5,520 0 5,520 0 0 Other Plan & Development Fees 24,765 30,000 30,000 24,765 30,000 30,000 Permits & Sprinkler Fees 237,097 134,358 134,358 237,097 134,358 134,358 Plan Check Fee 1,141,292 744,253 744,253 1,141,292 744,253 744,253 PVH Opticom Maintenance 30,720 20,000 20,000 30,720 20,000 20,000 Wildfire Reimbursement 446,162 0 446,162 0 0 Radio Tower Lease 33,807 23,154 19,200 33,807 23,154 19,200 Sale of Capital Assets 13,000 13,000 0 0 Grants and Projects Bohemian Foundation Grant 1,640 0 1,640 0 0 EMS Performance Management 85,377 85,000 85,000 85,377 85,000 85,000 FEMA OEM Grant 81,000 0 81,000 0 0 Metro Fire Planners Conference 47,900 0 47,900 0 0 Transfer to Capital from PFA General Fund (99,257) 0 (99,257) 0 0 Transfer to Capital - KFCG (30,387) 0 (30,387) 0 0 Transfer from General Fund - City 188,769 0 188,769 0 0 Transfer from PFA General Fund 99,257 167,000 3,600,000 99,257 167,000 3,600,000 Transfer from General Fund - KFCG 30,387 30,387 0 0 Transfer from Utilities 61,994 0 61,994 0 0 Total Available Resources 33,963,063 34,221,077 36,469,734 3,656,942 3,879,308 7,142,148 37,620,005 38,100,385 43,611,882
PFA EXPENDITURES Community Safety Services 2,960,317 2,967,719 3,057,610 2,960,317 2,967,719 3,057,610 Office of Chief & Administration 2,696,536 2,671,154 3,317,636 2,696,536 2,671,154 3,317,636 Operations Division 21,668,612 22,923,291 24,029,905 21,668,612 22,923,291 24,029,905 Support Division 5,078,933 5,571,785 5,977,455 5,078,933 5,571,785 5,977,455 Grants and Projects 122,149 87,128 87,128 122,149 87,128 87,128 Administration Remodel 179,217 Apparatus Replacement 293,585 907,323 1,385,095 293,585 907,323 1,385,095 Burn Building 18,988 37,744 18,988 37,744 0 Computer Aided Dispatch 0 0 0 Computer/Technology Replacement 14,556 12,818 300,000 14,556 12,818 300,000 EMS Equipment Replacement 20,000 0 20,000 0 Facilities Maintenance 240,725 159,045 263,010 240,725 159,045 263,010 Hose Replacement 7,380 10,693 16,000 7,380 10,693 16,000 Major Facility Remodel 37,702 38,188 200,000 37,702 38,188 200,000 Mobile Data Terminals 99,625 99,625 0 0 Radio Replacement 95,494 18,916 163,000 95,494 18,916 163,000 Records Management Replacement 399,082 4,307 399,082 4,307 0 Rescue Tools Replacement 4,260 0 4,260 0 SCBA Replacement 5,287 8,953 5,287 8,953 0 Staff Vehicle Replacement 116 102,842 80,000 116 102,842 80,000 Station Alerting 130,000 0 0 130,000 Station 6 Shop Remodel 2,000,000 0 0 2,000,000
Station 7 Remodel 4,500,000 0 0 4,500,000 Attachment: 2020 Preliminary Budget (8306 : Budget) Station 8 26,233 26,233 0 0 Station 15 0 0 0 Thermal Imager Replacement 16,896 1,392 24,000 16,896 1,392 24,000 Training Center Improvement 132,349 135,514 132,349 135,514 0 Training Multi-Purpose Building Total Expenditures 32,526,547 34,221,077 36,469,734 1,388,018 1,461,995 9,240,322 33,914,565 35,683,072 45,530,839
Revenue Over/(Under) Expenditures 1,436,516 0 0 2,268,924 2,417,313 (2,098,174) 3,705,440 2,417,313 (1,918,957)
FUND BALANCE DECEMBER 31 $ 9,655,658 $ 9,655,658 $ 9,655,658 $ 8,437,080 $ 10,854,393 4,570,915$ $ 18,092,738 $ 20,510,051 $ 14,405,790
Highlighted Projects will move to the O&M Budget to either a reserve fund or revenue put into the O&M budget for ongoing maintenance
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UNFUNDED PROJECTS/FUTURE ISSUES
The unfunded projects/future issues list is updated annually as part of the budget process by program managers and senior leadership. This list is referred to in budget planning discussions, in Long-Range Financial Plan development, and when applying for grants.
ONE-TIME EXPENDITURES (CAPITAL PRIORITIES)
HIGH PRIORITY
Added 2014 • Facilities Maintenance – Total cost unknown at this time; Phase-in to 4% Staff is working on increasing funding based on a 2018 total replacement cost of $30.56 million. An additional $125,000 in 2015 in ongoing funds, $100,000 in 2017 in ongoing funds, $70,000 in 2018 in ongoing funds into the O&M budget, and $40,000 of one-time funds in 2019 brings PFA to an annual allocation of 1.19% of total replacement cost. The goal for this maintenance fund is to reach the International Facility Management Association recommendation of 4% of replacement cost. Following is a breakdown of phase-in funding based on PFA’s total replacement costs: 2% Replacement Costs - $611,120 3% Replacement Costs - $916,680 4% Replacement Costs - $1,222,240 Added 2014 • Major Remodel/Renovation of Stations - $1,000,000 to $2,000,000 per Station Cost is dependent on scope of upgrades, and the upgrades do not include any change to the footprint of the stations with the exception of the new lot purchased for Station 7 in LaPorte. PFA’s oldest stations have small footprints, inadequate bay sizes, and are energy inefficient. The stations are in need of major upgrades to meet today’s fire service needs. The 2017 budget included $150,000 in one-time funding to begin a station remodel project, and in 2018 $200,000 in ongoing funding was included, plus $720,091 one-time, and 2019 allocates additional funding of $388,254 one-time to build up a fund balance to direct towards whichever station is selected for the next update. Added 2015 • Call Processing & Station Alerting Upgrades - $800,000 The current Zeetron 6/26 is very dated technology that has been updated several times to keep it as up-to-date as possible, however it is very limited in functionality and can have a negative impact on response time. State of the art systems include numerous options for notification, definitive tones, and indicators for multiple companies, turnout timers and many options for automating station operations such as lights and doors. The 2017 budget added $280,000 in funding to begin a station alerting capital project; with a proposed $130,000 in ongoing funding Attachment: UNFUNDED PROJECTS-FUTURE ISSUES (8306 : 2020 Preliminary Budget) in 2018.
• IT Equipment Replacement and Upgrade – Up to $665,233 Added 2016 A wide variety of equipment needs have been identified by PFA’s IT staff. These needs include: backup power for the IT data center, Smartphones for apparatus, a TeleStaff to target solutions interface, data analysis software (Omega & Arc GIS), IT education, MDT replacement, Office 365 licensing, network storage, new virtual server hosts, audio/visual systems updates, independent
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network storage switch, tablets for apparatus, additional licenses for Polycom. Several of these funding needs were addressed in the 2017 and 2018 budgets. The 2019 budget continues to provide on-going capital funding for these needs. Added 2014 • Multi-Family/Townhouse Burn Building - $2,500,000 Gas fired townhouse-style burn building to train firefighters in an efficient and safe manner utilizing a more environmentally friendly approach in producing conditions required for live fire training. Environmental impacts, more realistic building styles, increased longevity of gas fired structures and increased safety features make this a logical future direction for training, and the training facility. The 2019 Budget includes an allocation of $210,000 to address burn building replacement by constructing a CONEX box burn structure to supplement the current burn building and extend its useful life.
MEDIUM PRIORITY
• Apparatus Replacement-- $800,000 Added 2017 Allocations to this replacement budget over recent years have created a more stable replacement fund for the apparatus replacement fund. In the future, general inflation and the growth in the number of units to be replaced with continue to grow. Additional funds will need to be added to this on-going capital budget in the future.
• SCBA Replacement Fund – Begin building for 2026 replacement Added 2017 The PFA Board approved a capital replacement project for SCBA replacement in 2012, and PFA’s SCBA were replaced in 2016. The balance in this project following the 2016 replacement will remain in the project to begin building for the next 10-year replacement of SCBA.
• Mechanic Shop expansion/remodel -- $2,000,000 Added 2017 With the recent addition of a third mechanic at the Station 6 Mechanic Shop and the size and number of apparatus to be maintained, additional space is needed at the shop. The facility was constructed with a possible future expansion in mind. This single floor expansion on the north side of the builiding would allow for better parts, tool and equipment storage.
• Driving Course - $1,500,000 – possibly share cost with cooperators Added 2014 PFA apparatus operators drive large, heavy fire equipment throughout the community, often during emergency response. Advanced driving skills are as essential to the safe and efficient operation of PFA’s fleet as is pump operations. A large driving pad that can support the weight of fire apparatus has been part of the long-term build-out plans for the Training Facility since it was originally built in 1994. In the past, drivers have used the dirt parking lots at Hughes stadium for the higher speed skills and utilized the streets and parking lots at the Training
Facility for the slow speed and maneuverability training and testing course. Obviously neither is Attachment: UNFUNDED PROJECTS-FUTURE ISSUES (8306 : 2020 Preliminary Budget) an optimal solution as Hughes is difficult to schedule and the dirt versus asphalt surface limits the reality of the training. Using the Training Facility not only impacts and limits the use of the facility for other purposes, but the repeated turning, braking and accelerating in the same spots causes accelerated failure of the concrete roads. Through combined efforts with cooperators, a location has been identified and tentatively planned for the installation of a large concrete driving surface designed to support the weight of the apparatus.
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• Technical Rescue Equipment- $50,000 Added 2017 Locating a John Boat and a zodiac type boat at Station 8 (Timnath) and a zodiac-type boat at Station 7 in addition to the john boat already located at Station 7 (LaPorte) would provide water rescue resources at either end of the PFA district and on the river corridor with recreational reservoirs in both first-due districts.
• Training Multi-Purpose Building - $2,000,000 Added 2014 Combination apparatus service center relocated at the Training Center. This 10,000 square foot facility would house PFA’s service center with sufficient room to repair and house reserve apparatus. This facility would provide the opportunity for an enterprise system for apparatus repair which could increase the mechanic staff and provide service to surrounding departments. Added 2016 • Uninterruptible Power Supply (generators) - $200,000 A critical infrastructure project that will ensure redundant power supplies to critical facilities at PFA and to provide for lightning mitigation measures. Uninterruptible power supply for all PFA computers will improve safety and communication of responders.
• Drone Program Operating Budget -- $20,000 Added 2018 Support the use of PFA’s drone through training, replacement funds, and other program needs.
LOW PRIORITY Added 2014 • Station 15 - $5,000,000 Construction and Land & 10-12 Personnel - $1,400,000 - $1,600,000 PFA currently has $1,404,640 earmarked for Station 15. This may be the last fire station planned in PFA’s jurisdiction, and will most likely be built in the northern portion of the jurisdiction. A portion of the cost of this station may be funded through the City of Fort Collins Capital Expansion Fee and the proposed District Capital Expansion Fees. Added 2013 • Wildland Personal Protective Equipment for Uniformed Personnel - $50,000 Recent wildfire seasons have brought forth the need for an increased amount of Personal Protective Equipment (PPE) for PFA. In large incidents of this nature the need for additional PPE quickly outstrips the availability. The move toward a system where all uniformed personnel would be issued a wildland pack, fire shelter, canteen, headlamp and gloves is important.
• Additional Space at Administration – Cost Unknown at this time Added 2014 Available administrative staff and storage space continues to be a challenge at 102 Remington. Inadequate number of offices has placed staff on a different floor than their assigned division and offices on both floors can house two or more individuals at times resulting in situations that could be more productive. A critical document storage space shortage has resulted in relocating
documents to other locations. Attachment: UNFUNDED PROJECTS-FUTURE ISSUES (8306 : 2020 Preliminary Budget)
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ESSENTIAL ONGOING PRIORITIES
UNFUNDED O&M PRIORITIES Added 2015
Some of these priorities are identified in the strategic planning process as necessary to meet current community needs and some are due to the reorganization of PFA. They appear in priority order.
HIGH PRIORITY
• Three Minimum Staffing or Coverage Positions – $390,000 Added 2013 Minimum staffing positions are a critical need to ensure that PFA has enough basic staffing to meet both routine minimum staffing and peak demands. Over the past few years, staff has found that PFA is at a critically low level of staffing to meet these minimums. PFA needs to ensure enough basic staffing to cover daily shifts, plus an adequate number of additional positions to cover annual leave, sick and injury leave, modified duty and conference/training leave. Three positions were added in 2015, and at least an additional three positions are needed in the near future. Added 2017 • Station 12 (4-person) Staffing: $390,000 A future budget will need to include an additional $384,000 for the 4-person company at Station 12 to replace the firefighter that was relocated to Station 8 when it opened. Though the original goal was to include the second 4-person company in the 2018 budget, other needs took a higher priority so this item remains on the unfunded list.
• Community Risk Reduction program enhancements: $130,000 Added 2018 A Risk Reduction Manager/Coordinator would focus on setting the strategy for PFA’s risk reduction efforts. This position would coordinate volunteer efforts on school-based programs, in-person community events, and with the City of Fort Collins volunteer program. Community Risk Reduction efforts nationwide reflect a primary method by which staff can be empowered to intervene, to reverse the 911 call load, and make a significant and lasting impact in the lives of community members.
• 40-hour Fire Safety Inspector: $130,000 Added 2018 Additional staffing for development review team to handle expanded workload and customer demand. This position in the Community and Safety Services Division will support the development review process. Continued high demand for plan review services and inspection of new construction has resulted in an expanded workload for existing staff, both uniformed and civilian. Customer demands are currently not being satisfied with longer than committed review times for new construction throughout the community. Attachment: UNFUNDED PROJECTS-FUTURE ISSUES (8306 : 2020 Preliminary Budget) • Wellness Coordinator -- $100,000 Added 2016 PFA’s highly physical workforce creates a significant risk for injuries and accidents. A position dedicated to fitness, wellness, and rehabilitation could both lower the number of injuries and lower the cost of rehabilitation and time lost to injury. The 2018 budget included $50,000 for an outside contractor for early intervention and rehabilitation to minimize work and non-work related injuries. The contractor program will serve as a pilot of the concept of a wellness coordinator to determine if this position should be a high priority in future years.
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Added 2018 • Station Captains -- $72,000 Assign one Captain per station to cross all shifts to provide support for maintenance of each Station, ordering of supplies, coordination between stations for staffing issues, pre-fire planning assignments, apparatus issues, ground maintenance and neighborhood liaison. A study and possible pilot project will be conducted in 2018 to develop the concept and a detailed job description.
• GIS Technician Position - $63,000 Added 2015 Poudre Fire Authority is increasingly dependent on comprehensive Geographic Information Services (GIS) for pre-response planning and for post-response analysis. These efforts require a solid foundation of cataloging and updating a GIS database that updates information critical for emergency responses such as fire hydrant locations as well as the ability to cross-reference existing database from other providers. Due to the pace of growth in the community as well as increased demands on the program’s existing resources, the current staffing is inadequate to keep pace with the community needs for this function. The program is therefore in need of an entry-level technician that can keep PFA on pace with this increased demand. Estimated cost for a full-time position with benefits is $63,000. Other options are hourly, non-benefited positions at $30,000 annually.
MEDIUM PRIORITY
• Apparatus Staffing - $384,000 per station per year Added 2015 Increasing minimum staffing from 3 to 4 on fire engines will provide greater flexibility, particularly at incidents involving fires in buildings. It will also reduce the number of companies needed at structure fires, increasing the number of units available to respond to other calls (system reliability). Up to seven current stations could be assigned a 4th firefighter, for a total annual cost of up to $2.3 million (2015 cost). Added 2017 • Special Operations Battalion Chief -- $40,000 Additional staffing to manage the Wildland, Tech Rescue, HazMat and volunteer programs to make these programs more effective and coordinated.
• Training Program Support -- $193,400 Added 2016 The training program continues to grow each year, but the ongoing budget for the program has not seen a substantial increase in many years. Needs identified include: Training Firefighter position ($113,400 + vehicle); tuition reimbursement program ($20,000); strategic expansion plan for training campus ($60,000). Attachment: UNFUNDED PROJECTS-FUTURE ISSUES (8306 : 2020 Preliminary Budget)
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BRIEFING PAPERS/OTHER BUSINESS Item #: 8 Meeting Date: 09/24/2019 PFA Staff: Tom DeMint Prompt, Skillful, Caring
SUBJECT: Briefing Papers / Other Business
EXECUTIVE SUMMARY
The briefing papers this month include:
ATTACHMENTS a. 9-24-19 Monthly Financial Reports - August 2019 b. 08-26-19 PVFPD Minutes
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TO: Poudre Fire Authority Board of Directors
FM: Kirsten Howard, Finance and Budget Supervisor KLH
DT: September 6, 2019
RE: August 2019 Financial Reports
The general fund and capital fund financial statements for the month ending August, 2019 are attached.
Financial Variances:
Figure 1
Category August 31, 2019 Variance from Monthly Budget
Revenues $74,618 or 3.26%
Revenues Key: >5% Between ≥-5% and ≤5% of Budget < -5%
Operating Expenses -$718,174 or -19.92%
Expenses Key: >5% Between ≥-5% and ≤5% of Budget < -5%
Clarification for the General Fund report (Figure 1):
• The variance in revenue is due to miscellaneous revenue and earnings on investments.
The variance in operating expenses is due to items budgeted but not yet fully expended such as contingency and hiring delay for vacant positions as well as three pay periods in the month of August.
• The Revenue Over Expenditures in the Budget column of -$406,441 (Table 1) is due to Attachment: 9-24-19 Monthly Financial Reports - August 2019 (8297 : Briefing Papers / Other Business) Resolutions 19-5 and 19-6 for prior year encumbrances and insurance recovery, and Resolutions 19-8 and 19-9 for unanticipated revenue from CityGive and for the Type 6 Brush Apparatus Purchase.
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Table 1
General Fund Statement of Revenues, Expenditures and Changes in Fund Balances-- Actual and Budget For the Month Ended August 31, 2019
August 2019 Year-to-Date 2019 Annual Budget Percent Percent Actual Monthly Percent Year-to- Year-to-Date Budget Date Budget Budget Monthly Received/ Received/ Received/ REVENUES Actual Budget Expended Actual Year-to-Date Budget Expended Annual Budget Expended Intergovernmental $2,192,609$ 2,192,609 $20,943,702 $20,943,701 $33,116,966 Fees and charges for services 64,809 76,968 700,584 615,741 923,611 Earnings on Investments 67,875 3,333 274,366 26,667 40,000 Grants and Non-Capital Projects 0 0 1,640 0 0 Miscellaneous revenue 34,359 12,125 146,788 97,000 145,500
Total Revenues 2,359,653 2,285,035 103.27% 22,067,080 21,683,109 101.77% 34,226,077 64.47%
EXPENDITURES Administration 216,820 245,473 1,767,994 1,963,787 2,945,681 Community Safety Services 286,630 239,661 1,687,480 1,917,287 2,875,931 Grants & Non-Capital Projects 5,962 7,261 52,612 58,085 87,128 Support 560,170 483,252 3,529,779 3,866,013 5,799,020 Operations 2,534,635 1,910,397 14,213,372 15,283,172 22,924,758
Total Expenditures 3,604,217 2,886,043 24.88% 21,251,237 23,088,345 -7.96% 34,632,518 -38.64%
Excess or Deficiency of Revenues Over or Under Expenditures ($1,244,565) ($601,008) $815,843 ($1,405,236) ($406,441)
Fund Balance January 1, 2019 $9,647,367
Fund Balance August 31, 2019 $10,463,210
Clarification for the Capital Fund report (Table 2):
• The Excess or Deficiency of Revenues Over or Under Expenditures is shown because these are non-lapsing projects, so the appropriations and fund balances carryover from year-to-year, rather than being spent in the year in which they are appropriated. Attachment: 9-24-19 Monthly Financial Reports - August 2019 (8297 : Briefing Papers / Other Business)
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Table 2
Capital Fund Statement of Revenues, Expenditures and Changes in Fund Balances-- Actual and Budget For the Month Ended August 31, 2019
Year-to-Date Annual Percent Received/ REVENUES Actual Budget Expended Apparatus Replacement $1,198,815 $1,460,095 Burn Building $156,936 $220,393 Computer Aided Dispatch $7,470 $2,102 Computer/Tech Replacement $251,948 $362,572 EMS Equipment Replacement $13,501 $20,000 Facilities Maintenance $209,827 $305,425 Hose Replacement $11,494 $16,197 Major Station Remodel $443,352 $601,480 Mobile Data Terminals $582 $164 Radio Replacement $127,931 $165,579 Records Management System $1,963 $551 Rescue Tools Replacement $8,371 $12,400 SCBA Replacement $10,783 $3,072 Staff Vehicle Replacement $55,564 $80,000 Station Alerting $98,857 $133,125 Station 15 $64,899 $30,988 Station 4 Lease/Purchase $0 Station 8 $0 Thermal Imager Replacement $17,510 $24,377 Training Center Improvement $61,591 $34,859 Training Multi-Purpose Building $5,842 $1,644
Total Revenues $2,747,236 $3,475,023 79.06%
EXPENDITURES Current: Apparatus Replacement $926,817 $1,472,805 Burn Building $37,744 $463,776 Computer Aided Dispatch Computer/Tech Replacement $12,818 $364,432 EMS Equipment Replacement $20,000 Facilities Maintenance $25,496 $308,103 Hose Replacement $10,693 $16,345 Major Station Remodel $38,188 $150,000 Mobile Data Terminals Radio Replacement $18,916 $100,000 Records Management System (RMS) Replacement $4,307 Rescue Tools Replacement $4,260 $12,400 SCBA Replacement $8,953 Staff Vehicle Replacement $102,842 $81,903 Station Alerting Station 15 Station 4 Lease/Purchase Station 8 Thermal Imager Replacement $1,392 $24,872 Training Center Improvement $135,514 $32,955 Training Multi-Purpose Building Attachment: 9-24-19 Monthly Financial Reports - August 2019 (8297 : Briefing Papers / Other Business) Total Expenditures $1,327,940 $3,047,591 43.57%
Excess or Deficiency of Revenues Over or Under Expenditures $1,419,297 $1,566,429
Fund Balance January 1, 2019 $6,168,156
Fund Balance August 31, 2019 $7,587,453
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POUDRE VALLEY FIRE PROTECTION DISTRICT BOARD OF DIRECTORS MEETING August 26, 2019
The Poudre Valley Fire Protection District Board (PVFPD) of Directors met at 102 Remington, Fort Collins, CO, at 8:30 a.m., August 26, 2019. Present were Board members James Gentry, Mike DiTullio, Dave Pusey, and Landon Hoover. Present were Fire Chief Tom DeMint, Administrative Assistant Patti Forsythe and Recording Secretary Shawn Williams.
James Gentry called the meeting to order at 8:30 a.m.
1. Minutes of the June 24, 2019 Regular Meeting Mike DiTullio made a motion to approve the June 24, 2019 Regular Meeting Minutes. Dave Pusey seconded the motion. The motion passed by unanimous vote of the Board.
2. Board Vacancy Election of Officers Tom DeMint advised Board Chairman Ron Anthony gave notification that he was stepping down from the Poudre Valley Fire Protection District Board effective August 21, 2019. Tom stated Ron will attend the October meeting and the PVFPD Board will recognize Ron’s seven years of service. Mike DiTullio requested a letter be sent to Ron acknowledging the Board’s gratitude for his service.
Tom DeMint introduced Patti Forsythe to the Board. Patti provided the Board with a brief
resume. Attachment: 08-26-19 PVFPD Minutes (8297 : Briefing Papers / Other Business)
Tom DeMint reviewed the options for appointing a new Board member and asked the Board to advise how they would like to proceed.
It was agreed the Board and staff could make recommendations and staff would reach out to interested parties. Tom stated he would ask Ron Anthony if he knows of any interested parties. Staff will then solicit Letters of Interest and plan to hold interviews at the September meeting. Tom clarified the Board was not seeking to make a public announcement at this time.
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PVFPD Board Minutes August 26, 2019
3. 2019 Second Quarter Financial Statement and Revenue Report Patti Forsythe reviewed the 2019 Second Quarter Financial Statement and Revenue Report with the Board. Patti advised Dave Pusey, Bev McBride, and she had reviewed the Second Quarter Financial Statement and Revenue Report as well as the bank statements.
Ann Turnquist advised as a result of a recommendation from the Auditor, Patti Forsythe will be converting the financial statement worksheet over to Quick Books.
Dave Pusey made a motion to approve the 2019 Second Quarter Financial Statement and Revenue Report. Landon Hoover seconded the motion. The motion passed by unanimous vote of the Board.
4. A Resolution Authorizing Online Notice of Public Meetings. Resolution 2019-05 Patti Forsythe advised that in April this year, the House passed a bill which has been signed by the Governor, regarding online notice of public meetings. Patti reviewed the online notice requirements with the Board. James Gentry asked for one more off-site notification to advise the public of this change in notification.
Landon Hoover made a motion to approve Resolution 2019-05 Authorizing Online Notice of Public Notice. Dave Pusey seconded the motion. The motion passed by unanimous vote of the Board.
5. Consideration and Possible Action to Update PVFPD Designees and Signatory Amendment Forms to ColoTrust and FirstBank. Tom DeMint advised as PFA changes employees, there is need to amend the signatory forms on financial institution documents. Patti Forsythe advised the recommendation is to have Tom DeMint, Dave Pusey, James Gentry, and Ann Turnquist as signers. Ann Turnquist advised Patti is also working on electronic direct deposit (ACH).
Landon Hoover made a motion to update the PVFPD designees on Signatory Amendment Forms to ColoTrust and FirstBank to Tom DeMint, Dave Pusey, James Gentry, and Ann Turnquist. Dave Pusey seconded the motion. The motion passed by unanimous vote of the Board. Attachment: 08-26-19 PVFPD Minutes (8297 : Briefing Papers / Other Business)
6. Special Operations Update Rick Vander Velde provided a PowerPoint Presentation to the Board on Special Operations to include Wildland, Urban Search and Rescue (USAR), HazMat and Technical Rescue.
Members of the Board commended the hard work and training of the Special Operations teams.
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PVFPD Board Minutes August 26, 2019
7. Emergency Medical Services System Update Ryan McLean addressed the Board and Kevin Waters provided a PowerPoint Presentation on the Emergency Medical Services System.
Dave Pusey made a suggestion that this presentation be made to Fort Collins City Council and Town of Timnath.
Landon Hoover and Mike DiTullio commended EMS for making tremendous strides in the last three years. Tom DeMint stated he was very proud of the EMS System.
8. 2019 Second Quarter Activity Reports Tom DeMint stated the Battalion Chiefs put a lot of work into the activity reports.
Dave Pusey expressed his concern about a firefighter being assaulted on a call. Tom DeMint stated there is law to protect PFA firefighters and that other agencies also intervene to help. Ron Simms stated Jason Gallimore teaches a class on firefighter safety from a police perspective, and PFA also has a May Day procedure in place.
Dave Pusey stated he would like to hear the Lessons Learned on the Windsor Trench Rescue. Rick Vander Velde stated he would get that information to the Board.
Dave Pusey also brought attention to the volunteer highlighted in the activity reports, supporting the idea that volunteers do make a difference.
Dave Pusey provided input on the reporting in the Safety Report that will be passed on to Gary Nuckols.
9. Poudre Fire Authority Agenda Review Tom DeMint reviewed the PFA agenda with the Board. Tom noted August is when the PFA Board is reorganized.
Tom DeMint advised Windsor Severance will be present to acknowledge PFA for their efforts on the Trench Rescue.
Tom DeMint stated PFA is very proud of Ryan McLean for his credentialing by the Attachment: 08-26-19 PVFPD Minutes (8297 : Briefing Papers / Other Business) Center for Public Safety Excellence (CPSE) as Chief Fire Officer.
10. Administrative Business Special Districts Association Conference Patti Forsythe advised there currently is one Board member who will be attending the Special Districts Association Conference, and if any others are interested they need to get with her so she can make reservations.
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PVFPD Board Minutes August 26, 2019
11. Other Business Statement of Findings – Annual Accreditation Compliance Report Poudre River Safety Initiative Communications PVFPD Board Agenda Planning Calendar Tom DeMint noted Patti Forsythe has added an Agenda Planning Calendar. Tom stated this tool has been very helpful to the PFA Board.
Tom DeMint congratulated Ron Simms and Hayley Spurrier on receiving recommendation by the Commission on Fire Accreditation International for acceptance of the Poudre Fire Authority Annual Compliance Report and for PFA to retain Accredited Agency Status.
Tom DeMint acknowledged PFA efforts on river safety and stated it was a great report.
Tom DeMint stated Joe Neguse is hosting a First Responder picnic for first responders in the Northern Colorado region at PFA Fire Station 3 on August 29th. Congressman Neguse is inviting all first responders and their families as well as staff and elected officials.
Dave Pusey asked about the demonstration of a fire sprinkler system that was video- taped. Dave stated he felt the video was very impactful and should be shown to both the PVFPD and PFA Boards. Tom DeMint stated that Dave was right on point and suggested it could also be shown to Fort Collins City Council.
Dave Pusey asked about data for the July 4th events. Tom DeMint stated he would get back to the Board with that information.
Dave Pusey asked for an update on the 9/11 Firefighter Memorial. Tom DeMint advised that funds have been transferred to CityGives. Tom advised staff will come back to the Board with an update in the fall. Tom stated there is a need for an additional $25,000- $50,000 in funds for plans to be drawn up for the project.
The meeting was adjourned at 10:50 a.m. Attachment: 08-26-19 PVFPD Minutes (8297 : Briefing Papers / Other Business)
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CORRESPONDENCE Item #: 9 Meeting Date: 09/24/2019 PFA Staff: Kirsten Howard Prompt, Skillful, Caring
SUBJECT:
Correspondence
EXECUTIVE SUMMARY
Correspondence has been included that may be of interest to Board members, citizens, and employees.
ATTACHMENTS a. Crane Correspondence b. Greist Correspondence c. McDougall Correspondence d. Mulroney Correspondence
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From: Myles Crane
Hi Chief DeMint,
It was a delight recently greeting you at the VOA awards and be in the photo together with you and PAFC’s Winning Volunteer Team of the Year in the current 50 Plus Marketplace News.
I just wanted you to know that yesterday Michael Durkin did a masterful (and as always respectfully modest) presentation to the Fort Collins Senior Advisory Board and I plan to recommend Michael as an excellent presenter to other groups as his PFA schedule permits.
It would be wonderful if you could please place a copy of this City Board recognition and appreciation in Michael’s personnel file. I cannot express how loud the applause was after Michael was done speaking.
Respectfully, Myles Crane, Chair
970-214-9524
On Sep 12, 2019, at 12:53 AM, Myles Crane
Dear Michael,
Thank you for the extraordinary service you perform, and for the superb presentation you gave to the Senior Advisory Board yesterday morning. Attachment: Crane Correspondence (8298 : Correspondence)
The interactive discussion with Board members, yourself and State Senator Joann Ginal was both informative and stimulating.
Thank you also for the creativity, innovation and insight you have displayed in working to develop the phone app to serve hundreds of firefighters.
Both PFA as well as our community are fortunate to have your services.
Thank you again. Myles Crane, Chair 970-214-9524
Packet Pg. 117 9.b Attachment: Greist Correspondence (8298 : Correspondence)
Packet Pg. 118 9.c Attachment: McDougall Correspondence (8298 : Correspondence)
Packet Pg. 119 9.d Attachment: Mulroney Correspondence (8298 : Correspondence)
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