West Metro Fire Protection District

Proudly Serving Douglas & Jefferson Counties, Colorado West Metro Fire Protection District

West Metro Fire Questions or Protection District Requests 433 South Allison Parkway Addressed to Lakewood, Colorado 80226 Finance Director, Phone: 303-989-4307 Glenda Aragon or Web-site: www.WestMetroFire.org Senior Accountant Bruk Mulaw

2020 Table of Contents

Introduction and Profile GFOA Distinguished Budget Award ………………………………………………………………………………………………. 1 Letter of Transmittal Fire Chief ………………………………………………………………………………………………. 2 Elected and Appointed Officials ………………………………………………………………………………………………. 3 Organization Chart ………………………………………………………………………………………………. 5 Mission, Vision and Value Statements ………………………………………………………………………………………………. 6 Community/District Overview ……………………………………………………………………………………………….7 District Map and Station Locations ………………………………………………………………………………………………. 20 Strategic Plan ………………………………………………………………………………………………. 21 Demographic Statistics ………………………………………………………………………………………………. 33

Budget Message Budget Message ………………………………………………………………………………………………. 41

Budget Process and Tax Levies Financial Structure Process, Policies, & Timeline ………………………………………………………………………………………………. 51

General Fund Budget Tax Summary ………………………………………………………………………………………………. 59 Budget General Fund Balance ………………………………………………………………………………………………. 61 Budget General fund Summary ………………………………………………………………………………………………. 62

Administrative Division Administration Division Budget Summary ………………………………………………………………………………………………. 66 Administrative Division Budgets ………………………………………………………………………………………………. 67

Operations Division Operations Division Budget Summary ………………………………………………………………………………………………. 74 Operations Division Budgets ………………………………………………………………………………………………. 75

Stations Budgets by Station ………………………………………………………………………………………………. 84

Life Safety Division Life Safety Division Budget Summary ………………………………………………………………………………………………. 91 Life Safety Division Budgets ………………………………………………………………………………………………. 92

General Obligation Debt Service Fund GO Bond Debt Service Fund ………………………………………………………………………………………………. 95

Capital Projects Fund Capital Projects Fund Budget 2019 ………………………………………………………………………………………………. 96 Capital Projects 5 year CIP ………………………………………………………………………………………………. 97

COTF‐1 Special Revenue Fund . COTF‐1 Fund Budget ………………………………………………………………………………………………. 102

Mobile Integrated Healthcare Mobile integrated Healthcare ………………………………………………………………………………………………. 103

Colorado Metro Certification Board (CMCB) CMCB IS Fund Budget Summary ………………………………………………………………………………………………. 104

Fleet Services IS Fund Fleet Maintenance Budget ………………………………………………………………………………………………. 105

Apparatus/Vehicle Replacement IS Fund Apparatus/Vehicle Replacement Budget ………………………………………………………………………………………………. 106 Apparatus/Vehicle Replacement Schedule/Plan ………………………………………………………………………………………………. 106 Training Center IS Fund Training Center Fund Budget ………………………………………………………………………………………………. 107

Glossary of Terms ………………………………………………………………………………………………. 108

Appendices Appendix I Financial Risk Analysis ………………………………………………………………………………………………. 114 Appendix II GFOA Fund Balance Criteria 1 West Metro Fire Protection District

433 S. Allison Parkway Lakewood, CO 80226

Bus: (303) 989-4307 Fax: (303) 989-6725 www.westmetrofire.org

December 3, 2019

Board of Directors and Citizens West Metro Fire Protection District Jefferson and Douglas Counties, Colorado

Dear Board of Directors and Citizens:

It is my pleasure to transmit to you the 2020 proposed budget for the West Metro Fire Protection District (District). The budget is the financial master plan for the District and has been prepared in accordance with the modified accrual basis of accounting. It is consistent with the District’s mission statement and strategic plan, and has been prepared with the priorities and resources necessary to accomplish the District’s strategic priorities and objectives.

In the November 2018 election, our citizens passed measure 7C, which established the residential assessment rate at a floor of 7.2%. A vital component to the stabilization of revenues in 2020 and beyond, the measure ensures our success in emergency response and prevention services while maintaining excellent fiscal stewardship.

In February of 2019 the Moody’s General Obligation Rating increased the Districts rating from ‘Aa2’ to ‘Aaa’. Within Colorado, there are approximately 111 outstanding issuers with an underlying general obligation rating from Moody’s. With these, only 5% are rated in the ‘Aaa’ category, and West Metro Fire Protection District is the only special district and fire district in this category.

We will continue to fortify the District’s financial sustainability through strategic management and accountability in efficient budgeting and always look for innovative ways to improve our efficiency and effectiveness.

Sincerely,

Don Lombardi Fire Chief

“Whatever It Takes”…To Serve

2 WEST METRO FIRE PROTECTION DISTRICT NAMES & TITLES OF ELECTED BOARD OF DIRECTORS

DISTRICT 1 DISTRICT 4 DISTRICT 7

CASSIE TANNER MARTA MURRAY WENDY VOLMER PRESIDENT VICE PRESIDENT SECRETARY

DISTRICT 3 DISTRICT 2 DISTRICT 5

MIKE FEELEY JERRY CASSEL PAM FEELY TREASURER DIRECTOR DIRECTOR

DISTRICT 6

KRISTINA MOEDER COMMISSION ON FIRE ACCREDITATION INTERNATIONAL DIRECTOR INTERNATIONALLY ACCREDITED AGENCY 2012-2022 3 WEST METRO FIRE PROTECTION DISTRICT COMMAND STAFF

DON LOMBARDI FIRE CHIEF

SCOTT ROGERS MARK KRAPF BRUCE KRAL DEPUTY CHIEF OF OPERATIONS DEPUTY CHIEF OF ADMINISTRATION DEPUTY CHIEF OF LIFE SAFETY/ FIRE MARSHAL

DIVISION CHIEF OF EMERGENCY MEDICAL SERVICES JEREMY METZ DIVISION CHIEF OF SUPPORT SERVICES BOB OLME DIVISION CHIEF OF TRAINING DAN PFANNENSTIEL DIVISION CHIEF OF RISK MANAGEMENT/ACCREDITATION CLINT FEY FINANCE DIRECTOR GLENDA ARAGON HUMAN RESOURCES SPECIALIST SHANNON RUSH WELLNESS/WORKERS’ COMPENSATION MANAGER BOB STRATMAN INFORMATION TECHNOLOGY DIVISION DIRECTOR PAT PURDY FLEET SERVICES MANAGER GLEN MEADER FACILITIES MAINTENANCE MANAGER CHRIS SCHLEEF

4 West Metro Fire Protection District Organizational Chart

Citizens

Board of Directors

Civil Board Fire Chief Service Attorney Committee

Recruitment Candidate Executive Selection Assistant Committee

Finance Director

Deputy Chief Operations

Deputy Chief Administration

Deputy Chief Life Safety

CO-TF1 Program Manager

Public Information Officer Adopted 1.21.20

OUR MISSION

The West Metro family is committed to protecting the community’s quality of life through prevention, preparedness, and all-hazards emergency response. OUR VISION

The West Metro Fire Protection District endeavors to be a responsive, adaptive, learning organization; anticipating and responding to evolving community needs. OUR VALUES

Respectful • Valuing life, livelihood, property, and the needs of our community • Honoring and supporting the people in our organization • Desiring a culture of community awareness

Responsible • Sustaining a highly trained, well-equipped community response force • Focusing on sustainable fiscal management • Desiring a culture of stewardship

Resourceful • Drawing on the talents of our stakeholders • Seeking innovative ideas • Desiring a culture of creativity

WEST METRO FIRE PROTECTION BUDGET 2020

COMMUNITY OVERVIEW

WEST METRO

FIRE RESCUE

West Metro Fire Rescue – Community Service Overview

The District is a special district organized under Colorado Revised Statutes Title 32 to provide fire protection for the areas west and southwest of the city of Denver, Colorado, and west up to the foothills. The District covers approximately 108 square miles within Jefferson and Douglas Counties including the city of Lakewood, the city of Wheat Ridge, and the towns of Morrison, Edgewater, Mountain View and Lakeside. This is a change from the previously reported 110 square miles, even after the merger with Wheat Ridge Fire Protection District, due to more accurate geospatial information systems data. The District is 8.4 miles wide from east to west and over 26 miles long from north to south. The District boundary is basically Interstate 70 on the north, the city of Golden and the foothills on the west, the city and county of Denver and city of Littleton on the east, and Roxborough Park on the south.

History

The Lakewood/Mountair Fire Department was founded in 1937, and during the late 1940s the fire district was established by the consolidation of smaller fire departments, becoming the Lakewood Fire Protection District. The Bancroft Fire District was formed in 1947. The District was consolidated from the Lakewood and Bancroft Fire Protection Districts on January 1, 1995. These two districts were managed as the Lakewood/Bancroft Fire Authority from 1990 to 1995. In 1995, the Authority became the West Metro Fire Protection District (WMFPD).

The Roxborough Metropolitan District was formed in 1972, and its volunteer fire department was established in 1980. Roxborough Fire Protection District was added to the District in 1998. These mergers allowed the District to provide additional services (additional station, second tower) and deferred the need for additional revenue until 2006.

7 In 2006, the District passed a mill levy increase (from 11.382 mills to 12.382 mills) and a bond ($43 million) for capital projects that included a Training Center, five station replacements, a new aerial tower and a third district chief. Four of these five stations were replaced at their current locations (Stations 4, 5, 7 and 8). Station 10 was moved to the new Training Center site located at West Hampden Avenue and South Kipling Street. Station replacements were due to their age and serviceability.

In May 2014, the District held an election for a mill levy increase to address the budget deficit due to continued reductions in tax revenue. The election was not successful. In an effort to deal with the on-going deficits on a long-term basis, preparations for service delivery reduction and reorganization took place throughout the remainder of 2014. The reorganization was implemented on January 3, 2015, which included staffing level changes, impacts to promoted positions, and apparatus response reductions.

The District was awarded the Staffing for Adequate Fire & Emergency Response (SAFER) grant in September 2015, and added 24 firefighters on April 1, 2016, in addition to 14 (non-SAFER funded) firefighters hired in the same class.

On April 15, 2016, the District entered into an intergovernmental agreement with Wheat Ridge Fire Protection District, hiring 32 of its personnel and renaming two of its fire stations to WMFR Station 16 and Station 17. One Wheat Ridge fire station was closed due to age. Wheat Ridge and Edgewater voters on October 4th, 2016, voted to dissolve the Wheat Ridge Fire Protection District, and merge with the West Metro Fire Protection District was set for an official merger as of January 1, 2017. Staffing levels for uniformed members at the end of 2016 were 355.

West Metro Fire Protection District is a full service fire district providing structure fire protection, advanced life support (ALS) on all units, ALS transportation, and special teams that include hazardous materials, water rescue, technical rescue, and wildland firefighting. All first line apparatus, except for chief vehicles, are staffed with ALS personnel.

The District’s Training Center is centrally located and provides training for all members. The facility provides large modern classrooms, office space for the training staff, locker rooms, and a break room for fire academies. The District is the sponsoring agency for the FEMA Urban Search and Rescue Colorado Task Force One, which is located in the Training Center building.

8 The Training center grounds are extensive and include a residential-type burn building, a commercial-type building for fire attack and search training, multiple vehicles for motor vehicle accident and fire training, as well as props for technical rescue and hazardous materials training.

The District serves a diverse response area that includes high-rise buildings, wildland urban interface, open-space, major highways, light-rail, primary employers, medical manufacturing, concert venues, a prison, schools, light industrial, retail, multi-family structures, single-family homes, and the Denver Federal Center. The two major cities served by the District were both formed in 1969 and lack a traditional city core.

During 2018, the Insurance Services Office (ISO) completed a review to evaluate the District’s service levels and issued a rating of Class 1. The ISO rating effects insurance costs for real property owners within the District and is based on a scale of 1 to 9, with 1 being the best.

Topography

The topography varies from flat urban areas in the central and eastern portions of the District to steep undeveloped terrain on the western portions. Areas of Green Mountain, South Table Mountain, Willowbrook, Ken-Caryl, and Roxborough present problems with access, especially during adverse weather conditions. The foothills of the Rocky Mountains are along the western border of the District and present a wildfire threat. There are three canyons that open out onto the plains: Waterton Canyon (South Platte River, Waterton Canyon Road – seasonal access with heavy hiking/biking use), Turkey Creek Canyon (US 285 – major access to Southwestern Colorado), and Bear Creek Canyon.

There are several open space parks within the District. These areas include Roxborough Park, Green Mountain, Bear Creek Lake Park, Mount Falcon, Mathews/Winters, and Red Rocks. The ownership includes the state of Colorado, Jefferson County Open Space, the city of Lakewood, and Denver Mountain Parks. There are multiple smaller parks scattered throughout the District. The United States Forest Service (Pike National Forest) shares a

border with the District in Roxborough Park and Waterton Canyon.

9 Red Rocks Park has an amphitheater that hosted 176 events in 2017, resulting in 316 patient transports. The capacity of the amphitheater is 9,450 participants. The District provides paramedics for these concerts as well as patient transportation to local hospitals. Multiple transports are common during some concerts.

There are four major traffic corridors within the District: I-70, 6th Avenue, Highway 285, and, C- 470. I-70 and 6th Avenue are major access corridors to the downtown Denver area. C-470 is a highway designed as a beltway between I-70 on the north and I-25 on the south. Commercial development is generally low along the portions of C-470 within the District with multiple plans for shopping and commercial projects.

The wildfire urban interface threat is primarily along the western and southern portion of the District. These areas include Willowbrook, Ken-Caryl, Willow Springs, Green Mountain, Rolling Hills, areas around Morrison, and Roxborough. Throughout the District there are areas of open space that have brush and grass that have the potential to burn and damage adjacent structures. In 2006, the District completed a Community Wildfire Protection Plan (CWPP) that outlines wildfire risk assessment, a mitigation plan, and emergency operations. The Roxborough area has a separate CWPP that was completed in 2000.

There are multiple lakes, ponds and creeks within the District. There are no commercial airports, railroads or navigable waterways within the District. There is light rail line along the Colfax corridor that transects the District east to west which opened on April 26, 2013.

Climate

The climate varies from severe winter weather to hot dry summers. Winter weather can be severe with storms producing multiple feet of snow. These types of storms are not frequent. In March 2003, Denver recorded a 31.8 inch snow storm, with portions of the District receiving up to four feet. One of the most common weather occurrences is severe thunderstorms. These storms are capable of producing hail, flooding and high winds.

Drought has been a concern in the past, which increases the chances for a major wildland fire. The front range of Colorado is considered an arid climate with an annual moisture average of 16.39 inches and an average snowfall of 53.9 inches.

Large wildland fire growth is not common, but has happened in the past; i.e., Murphy Gulch 1978 – 3,300 acres, and Cherokee Ranch 2003 – 2,500 acres.

10 Population

Population in the District is 279,117 1 based on 2014 population. The daytime population does not vary significantly due to the multiple office complexes and the transitory nature of the population. The demographics tend to be older in the northeastern section and younger in the west/southwest. By 2019 it is predicted to be estimated at 288,9321.

The population density is considered to be urban throughout the district, yet there are some undeveloped and lower density areas along the western portions.

Area Covered based on City and Unincorporated Areas Area Covered Area 2014 2019 Density/Square Mile for (Square Population Population 2014 Population Miles) Denver .02 0 0 0 Unincorporated 7.21 9,641 10,254 1,337.17 Douglas County Wheat Ridge 6.50 23,979 24,742 3,806.46 Morrison 1.56 579 592 371.15 Lakewood 43.83 148,952 154,420 3,398.40 Unincorporated 47.52 90,249 93,039 1,861.57 Jefferson County Edgewater .69 5,190 5,355 7,521.74 Arvada .02 0 0 0 Lakeside .25 25 25 100 Mountain View .09 502 505 5,611.11 Total 107.69 279,117 288,932 2,683 Table 1

11 Demographics for Planning Zones Based on Ethnic Origin - 2014

Station Total Percent White White Black Black Other Other Hispanic Hispanic Planning Population Percent Percent Percent or Latino1 Zones or Latino Percent

1 26,045 9.3% 18,706 7.9% 667.51 16.4% 6,670 17.7% 11,287 21.1%

2 14,806 5.3% 12,669 5.3% 294.03 7.2% 1,846 4.9% 2,532 4.7%

3 15,728 5.6% 12,945 5.5% 324.76 8.0% 2,459 6.5% 3,570 6.7%

4 23,840 8.5% 21,269 9.0% 265.85 6.5% 2,306 6.1% 2,856 5.3%

5 7,119 2.6% 6,623 2.8% 67.93 1.7% 428 1.1% 441 0.8%

6 7,549 2.7% 6,583 2.8% 117.82 2.9% 847 2.2% 815 1.5%

7 23,143 8.3% 16,720 7.0% 408.62 10.1% 6,014 15.9% 8,982 16.8%

8 23,321 8.4% 19,958 8.4% 261.1 6.4% 3,100 8.2% 4,168 7.8%

9 6,768 2.4% 6,181 2.6% 47.96 1.2% 539 1.4% 553 1.0%

10 26,492 9.5% 21,840 9.2% 661.45 16.3% 3,991 10.6% 4,949 9.2%

11 6,593 2.4% 6,117 2.6% 38.67 1.0% 439 1.2% 665 1.2%

12 32,863 11.8% 29,297 12.3% 343.04 8.5% 3,222 8.5% 3,993 7.5%

13 14,346 5.1% 13,430 5.7% 98.43 2.4% 819 2.2% 984 1.8%

14 14,697 5.3% 13,465 5.7% 120.04 3.0% 1,112 2.9% 1,480 2.8%

15 9,641 3.5% 8,939 3.8% 56 1.4% 646 1.7% 887 1.7%

16 17,485 6.3% 14,699 6.2% 223.81 5.5% 2,562 6.8% 4,263 8.0%

17 8,681 3.1% 7,862 3.3% 61.98 1.5% 757 2.0% 1,144 2.1%

Total 279,117 100.0% 237,301 85.0% 4,059 1.5% 37,757 13.5% 53,572 19.2%

1 The Hispanic or Latino population is considered an ethnic origin and is not considered a race. These numbers are not considered in the total population.

12 Apparatus Staffing

The District has set a minimum staffing level of three firefighters per engine when assigned to a multiple company station. Single engine stations are set at a minimum of four firefighters. Each tower and the pending rescue pumper are set at a minimum of four firefighters. The current heavy rescue is cross-staffed with four personnel from Engine 10. Each engine, tower and rescue has full ALS capability, including a certified paramedic, heart monitor/defibrillator, and ALS medications. Each medic unit is staffed at a minimum with one paramedic plus one additional firefighter/EMT. All medic units are considered fire medic units; defined as staffed by firefighters with full personal protective gear and can function as either an EMS transport unit or fire ground operations unit.

Live Routing

All units are dispatched using the nearest apparatus. All apparatus have automatic vehicle locators in conjunction with the CAD software that keeps track of all apparatus and will dispatch the nearest unit.

Effective Response Force

The effective response force (ERF) is the type and number of resources the District has determined to be the minimum response necessary to mitigate the incident. It is understood that this is a basic response that can mitigate the majority of incidents. It is also understood that this force may not be able to suppress every emergency, but provides a layered response (first alarm, second alarm, etc.) that provides a standard modular group designed to layer additional resources into the emergency until the resources overcome the emergency.

13 Structural Fire Response

The District has multiple levels of response, depending on the incident and the severity of that incident. The philosophy behind this multi-level system is to protect the citizens and members from accidents when responding.

First due fire apparatus will respond to an unconfirmed structure fire with red lights and siren (emergent response), all other apparatus respond using normal speeds and obeying all traffic laws (non-emergent). The dispatcher, officer or district chief can upgrade the response based on verification of a confirmed structure fire.

The effective response force is the resources the District has identified as necessary to be on- scene at an emergency to effectively mitigate the incident. The effective response force is for all emergencies including structure fires, wildland fires, medical incidents, extrications, technical rescues, hazardous materials, and special operations. These effective response forces have been identified through actual operations and have been determined through the experience of the responders.

The initial support force is the safety and medical (SaM) officer and fire investigator. This force is not counted as a part of the effective response force and is not counted in the analysis. These resources are not considered essential to the outcome of the incident. In the absence of these resources the incident commander takes direct responsibility for or delegates these functions to on-scene personnel.

Additional alarms consist of two engines, a RIT unit, one medic unit, a tower and an Air Truck (consists of an air compressor for filling air bottles). Additionally, a district chief, a public information officer and an investigations supervisor will be notified to respond. Chiefs 1 through 8 are also notified on any second alarm.

Emergency Medical Response

Response to a standard medical emergency consists of an engine or tower (depending on location of unit) in conjunction with a medic unit. If the medical call is a vehicle accident with patients trapped, an additional tower, district chief and a safety and medical officer will be dispatched.

Emergency medical service (EMS) accounts for 68% of District call volume. There are 220 paramedics on the department, representing 62% of all uniformed personnel. The District at one time required all new personnel to become paramedics, which was replaced with a career track process that requires either paramedic school or pursuit of an associate degree.

14 The District retains the ability to place firefighters into paramedic school if the numbers are not sustainable for the EMS system. The District trains an average of about 12 new paramedics per year.

Major Highway Response

Response to auto accidents on major highways (I-70, SH 285, 6th Avenue, C-470) includes a highway safety unit consisting of an additional engine to act as a blocking unit for traffic. The engine is positioned to physically block any traffic from impacting the accident scene and the crew is available to assist in operations if necessary. In the fall of 2009, a vehicle slammed into a safety unit causing major injuries to the passengers and minor injuries to the firefighters in the engine. This incident illustrated the need for these units.

Mass Casualty Response

A mass casualty incident (MCI) protocol is implemented when the officer on scene calls for five or more medic units. The majority of these incidents are traffic accidents. When an MCI is determined, a district chief and SaM officer will be added to the response.

Hazardous Materials Response

The District is a member of the Adams/Jeffco Hazmat Response Authority (AJCHRA). This authority was set up to provide depth for large hazardous materials incidents.

The District has three levels of hazardous materials response. The first level is a minor incident that can be handled by either the first due apparatus or with a limited response by hazardous materials apparatus. The minimum hazardous materials response is an engine, medic unit, district chief, two hazardous materials apparatus and the SaM officer. The second level is for a major hazardous materials incident and includes the first level response plus additional hazardous materials technicians and the AJCHRA. These incidents are major in nature and may require mutual aid. The third level is a major hazardous materials incident that could include state and federal resources.

All uniformed personnel are required to maintain an operations level certification in hazardous materials, based on state law. The District maintains 11 hazardous materials technician personnel on each shift (split between Stations 2 and 5) in order to maintain adequate hazardous materials response capabilities. Hazardous materials response capability and personnel training levels are based on U. S. Code of Federal Regulations 1910-120. In addition, all hazardous materials technicians must meet the NFPA 472 Standard for Competence of Responders to Hazardous Materials/Weapons of Mass Destruction Incidents.

15 Wildland Fire Response

The District has seven brush (Type VI) engines and three combination interface/structural Type I engines/Type III. The brush engines are assigned to Stations 4, 6, 9, 11, 13, 15, and 17. The District has identified Stations 4, 6, 9, 11, 13, 15, and 17 as wildland interface stations. These stations have additional equipment and receive additional training. The three combination interface/structure engines are housed at Stations 9, 11 and 15. There is also a Type III engine, used for federal deployments, housed at Station 9. The remaining engines throughout the District have a minimal wildland fire capability. The District maintains a wildland fire team that is responsible for staffing engines during federal wildland fire deployments.

Wildland deployments are based on two types of incidents; local mutual aid and national deployments. Local mutual aid is generally for short periods (first 12 hours are non-reimbursable) to help a neighboring fire department or county. These may develop into an extended incident where the neighboring requester may pay for costs of the resources exceeding the first 12 hours. During mutual aid requests, district chiefs may move team members into the apparatus assigned to the mutual aid response. If this is not feasible, then crews assigned will handle initial response and wildland team members will generally replace them at the scene, if the incident lasts longer than the initial 12 hour non-reimbursable period. The national deployments can last up to 14 days. The District has brush engines, structural engines, and medic units for use on wildland operations.

These deployments are cost neutral and provide valuable experience that support wildland operations within the District. The reimbursement covers a base rate for the apparatus and will pay all of the expenses of the individual firefighter, including base salary, overtime, benefits, and back fill.

All firefighters assigned to the wildland team must meet the National Wildfire Coordinating Group’s (NWCG) Wildland Fire Qualification System (310-1) standards.

16 This includes single resources and firefighters assigned to the engines. Standards vary based on the particular position. All personnel are trained to the basic wildfire firefighter level per District standard and 310-1 standard, but team members must meet the yearly refresher safety training and the arduous physical fitness level.

Technical Rescue Response

Due to the diverse response area of the District and the need for an all hazards response, Station 10 is staffed with six technical rescue team members and Station 14 is staffed with four technical rescue team members. Personnel permanently assigned to these stations are required to meet the special team requirements (Level 1, Chapters 5 – 9, NFPA 1006) for each station within one year of assignment. When regular staffing levels fall below acceptable minimum technician staffing requirements for special team stations, the district chiefs are able to rove other certified members from around the District into the special team stations to ensure mission readiness. District chiefs and company officers also manage staffing based on daily risk; i.e., if water levels are low, there is a lower likelihood of a swift water event; in contrast, the likelihood of a wildfire or interface fire is much higher during Red Flag conditions.

Each technical rescue response starts with the closest engine company and expands to include specialized personnel and apparatus necessary to ensure a safe, efficient, and effective response. The first-due engine company accomplishes initial response and size-up on all technical incidents. The initial predetermined response can be expanded or contracted based on the nature of the incident by the first-in company officer. Dispatch personnel are also trained to recognize the potential for technical rescues and have been empowered to deploy additional apparatus and crews. Specialized resource mobilization is currently accomplished through cross-staffing of the heavy rescue at Station 10, the collapse truck at Station 10, and the air truck (with rope and confined space equipment) at Station 14. The District is in the process of placing a rescue/pumper into service at Station 10, which will alleviate the need for cross-staffing of a heavy rescue vehicle.

17 Water Rescue Response

Within the District there are multiple lakes, ponds, creeks and rivers. Water rescue capabilities include underwater rescue and recovery, swift water rescue and recovery, and ice rescue. The District is also a member of the Metro Dive Rescue Team. This is a consortium of fire departments that share training and response in the Denver Metro area.

A dive response is Company 8 (responding with seven personnel on Dive 2 and Boat 2) and Engine 17 (responding with four personnel). Also included is a first due engine, medic unit, district chief, and safety officer for a total emergency response force of 18 or 20. All fire companies are trained and equipped for ice rescue as well as shore based swift water rescue (throw ropes).

All personnel assigned to the dive team at Station 8 must be certified to Public Safety Diver, Dive Rescue 1, Swift Water 1, and Swift Water 2 as outlined by Dive Rescue International. Personnel assigned to Station 17 must also achieve Swift Water 1 and Swift Water 2.

Urban Search and Rescue

The District is the sponsoring agency for the Colorado Urban Search and Rescue Task Force One, a national FEMA resource which is also considered a state asset. FEMA provides funding, overall direction, and control; the District provides management, recruiting, and training. Two dedicated full time captains, three full time civilian employees, and two part time civilian employees are assigned to the team. Full team membership is distributed throughout 22 participating agencies including West Metro. The District does provide personnel during deployments and all expenses are covered by the FEMA under the Department of Homeland Security.

Automatic and Mutual Aid

The District and South Metro Fire Rescue (SMFR) have an automatic aid agreement in place for the Louviers and the Roxborough areas. The agreement is for the District to provide a medic unit or engine if there is not a unit available in the auto aid area (see map 5). In the mutual aid area the District will provide mutual aid as requested by SMFR and will receive mutual aid from WMFR upon request.

18 The District maintains the following fire stations:

Station Apparatus Minimum Cross Streets Specialty Staffing Station 1 Engine 1 3 14th & Lamar 6401 West 14th Ave. Medic 1 2 Lakewood, CO 80214 Medic 11 2 SAM1 1 Station 2 Engine 2 3 Colfax & Robb 1545 Robb St. Tower 2 4 Lakewood, CO 80215 Hazmat 1 Cross-staffed Station 3 Engine 3 3 1st & Garrison Hazardous Materials 95 Garrison St. Medic 3 2 Lakewood, CO 80226 Station 4 Engine 4 3 Alameda & Green Mountain Hazmat IQ 13155 West Alameda Pkwy. Medic 4 2 Heavy Rescue Lakewood, CO 80228 Brush 4 Cross-staffed Tech Rescue Station 5 Engine 5 3 20th & Eldridge Hazardous Materials 14055 West 20th Ave. Medic 5 2 Golden, CO 80401 Hazmat 5 Cross-staffed Station 6 Engine 6 4 6th & Indiana Wildland Urban Interface 15100 West 6th Ave. Brush 6 Cross-staffed Golden, CO 80401 Station 7 Engine 7 3 Mississippi & Kendall Fire Investigations 6315 West Mississippi Ave. Medic 7 2 Lakewood, CO 80226 Bureau 7 1 Station 8 Engine 8 3 Jewell & Garrison Hazmat IQ 9001 West Jewell Ave. Tower 8 4 Water Rescue Lakewood, CO 80232 District 2 1 Dive 2 Cross-staffed Station 9 Engine 9 4 Morrison Road & C-470 Hazmat IQ 101 Red Rocks Business Dr. Brush 9 Cross-staffed Wildland Fire Morrison, CO 80465 Station 10 Engine 10 4 Hampden & Kipling Hazmat IQ 3535 South Kipling Street Medic 10 2 Lakewood, CO 80227 SaM 2 1 Rescue 10 Cross-staffed Collapse Cross-staffed Station 11 Engine 11 4 Belleview & C-470 Wildland Urban Interface 15629 West Belleview Ave. Brush 11 Cross-staffed Morrison, CO 80465 Station 12 Engine 12 3 Kipling & Alamo Hazmat IQ 9900 West Alamo Pl. Medic 12 2 Littleton, CO 80123 Station 13 Engine 13 3 C-470 & Ken-Caryl Wildland Urban Interface 12613 West Indore Pl. Medic 13 2 Littleton, CO 80127 Brush 13 Cross-staffed Station 14 Tower 14 4 Chatfield & Kipling Hazmat IQ 10305 West Chatfield District 3 1 Littleton, CO 80127 Air Truck Cross-staffed Station 15 Engine 15 4 Rampart Range & Hazmat IQ 6220 N. Roxborough Park Rd. Medic 15 Cross-staffed Roxborough Wildland Urban Interface Littleton, CO 80125 Brush 15 Cross-staffed Station 16 Engine 16 3 38th & Wadsworth 3880 Upham Street, Wheat Ridge, Medic 16 2 CO 80033 District 1 1 Station 17 Engine 17 4 38th & Owens Swift Water Rescue 10901 West 38th Avenue, Wheat Brush 17 Cross-staffed Wildland Urban Interface Ridge, 80033 Swift Water 17 Cross-staffed

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West Metro Fire Protection District 2020 Budget

Strategic Plan

Approved January 17, 2017

21 Strategic Priorities

Strategic Priority IV: Ensure operational readiness matches needs and risks in all hazards response with emphasis in the areas of emergency medical services, special teams and life safety. West Metro Fire Rescue seeks to be a proactive and innovative fire agency. Communication with our internal stakeholders identified the need for greater investment and enhancement of the emergency medical services (EMS) culture within the organization. Our stakeholders also indicated a desire to evaluate our special teams’ response in order to continue providing high quality service to the community, as well as ensuring the safety of District responders.

Finally, our stakeholders expressed a desire to have better access to Life Safety Division information.

Objective A: Improve EMS readiness by addressing key components. (Timeline: 1st quarter 2018. Measurement: Successful establishment of listed programs.)

Step 1 Establish and sustain a comprehensive Quality Assurance/Quality Improvement program.

Step 2 Increase the amount and quality of EMS training.

Step 3 Employ the use of call volume data to address paramedic technician workload.

Objective B: Improve special teams’ readiness by evaluating training and deployment models. (Timeline: 1st quarter 2018. Measurement: Successful establishment of listed programs.) Step 2

Step 1 Balance resources with risks by evaluating critical tasking for special team incidents.

Step 2 Evaluate minimum staffing protocols for special teams.

Objective C: Identify and implement technologies that improve information flow between the Life Safety Division and their stakeholders. (Timeline: 1st quarter 2018. Measurement: Successful establishment of listed programs.)

Step 1 Modernize the process and tools for developing and referencing pre-plans and target hazard data.

Step 2 Modernize the process of permitting and make the system more user-friendly. Provide for more efficient information flow to field units.

22 Strategic Plan Development

Strategic Management Philosophy As an organization, West Metro Fire Rescue desires to provide exceptional cost effective services, to meet legal requirements, and to acknowledge public need. Evaluation of our services on an annual basis emphasizes what we’re doing well, what demands improvement, and what is not meeting organizational objectives.

Research and Discovery We began our strategic planning process with a thorough review of our mission, vision and values and then followed with an extensive process of research and discovery: studying strengths, weaknesses, opportunities and threats.

We consulted with our uniformed and civilian employees, our internal stakeholders and our external stakeholders through comprehensive meetings and surveys.

Analysis and Strategic Priority Development

We then moved into the analysis phase of planning. This involved identifying common themes from internal and external stakeholder meetings and reviewing survey data to validate themes. Working with these themes allowed us to develop our strategic priorities and objectives. Assignments for the objectives will remain the responsibility of the fire chief, to ensure shared responsibility throughout the organization.

Annual Review The strategic plan will be reviewed annually by the Strategic Planning Team, incorporating new information gathered from follow-up surveys and stakeholder meetings. This process will keep our strategic plan valid and visionary in today’s dynamic environment.

23 WHO WE ARE Mission, Vision, Values

Mission The West Metro Fire Rescue family is committed to protecting the community’s quality of life through prevention, preparedness, and all-hazards emergency response.

Vision West Metro Fire Rescue endeavors to be a high quality, responsive, adaptive, learning organization, anticipating and responding to evolving community needs.

Values Respectful::

Valuing life, property, and the needs of our community. Honoring and supporting the people in our organization. Desiring a culture of community.

Responsible: :

Sustaining a highly trained, well-equipped community response force. Focused on sustainable fiscal management. Desiring a culture of stewardship.

Resourceful:

Drawing on the talents of our stakeholders. Seeking innovative ideas. Desiring a culture of empowerment.

Strategic Priorities

Strategic Priority I: Invest in our human capital.

As noted in the fire chief’s introduction, our greatest strength and value lies in our people, and we want to protect that by fostering an ever-improving work environment.

To that end, the strategic planning process identified the need for more efficient, dynamic, transparent, and free flowing information across the District. It enabled us to stratify reasonable and achievable strategic objectives. Work on many of the non-strategic considerations identified has already begun in earnest, and will continue. Additionally, while we acknowledge hard work and professionalism, we also support and encourage a balance between work and personal life. In the same fashion that we have identified injury prevention programs, West Metro Fire Rescue desires to focus on the profession’s long term impact on quality of life.

Objective A: Nurture and grow, through ongoing and consistent measurement, a culture of open and responsible communication that promotes trust and confidence. (Timeline: 4th quarter 2018. Measurement: Improved follow-up survey results.)

Step 1 Develop methods to eliminate the most common communication breakdowns.

Step 2 Streamline and unify our communications model so that it is flexible, dynamic, and responsive.

Step 3 Develop and promote a program which will connect all members to improve communication and enhance relationships.

Step 2 Objective B: Focus on employee health, with an emphasis on stress management. (Timeline: 1st quarter 2018. Measurement: Successful establishment of listed programs.)

Step 1 Develop a method for including mental health evaluations in employee health screenings.

Step 2 Develop stress management programs that encourage employee participation.

Objective C: Acknowledge and address the importance of employee work-life balance and the opportunity for growth. (Timeline: 1st quarter 2018. Measurement: Successful establishment of listed programs.)

Step 1 Identify staffing solutions for both line and civilian personnel to address organizational growth. Step 2 Balance primary workload with ancillary assignments. Step 3 Formalize a system of succession planning that anticipates employee turnover and organizational growth.

Step 4 Acknowledge the importance of higher education by expanding organizational opportunities. 25

Strategic Priorities

Strategic Priority II: Develop a public relations strategy aimed at quality public communication, awareness, and involvement.

The community recognizes and appreciates emergency service delivery by trained and competent professionals. However, our research found that the community is generally unaware of the full scope of services provided by West Metro Fire Rescue.

We make it a priority to understand our community’s needs and to inform them about the services that we provide to meet those needs. We accomplish this by committing to outreach that builds relationships, marketing our programs and services, and believing that an informed community is a safer community.

Objective A: Develop a comprehensive marketing plan. (Timeline:1st quarter 2018. Measurement: Successful establishment of listed programs.) Step 1 Establish a system of brand management.

Step 2 Improve current technology and employ new methods to inform and engage the community. Create and deliver targeted public service announcements that elevate awareness of relevant factors Step 3 affecting fire and injury prevention. Encourage creative advertising that draws attention to the many ways the District serves the Step 4 community. Provide a convenient avenue for public feedback.

Objective B: Embrace community involvement throughout West Metro Fire Rescue. (Timeline:1st quarter 2018. Measurement: Improved follow-up survey results.) Step 2

Step 1 Strengthen our connection with the community through active participation at scheduled and unscheduled community events. Step 2 Enhance positive relationships with local media, fostering timely flow of pertinent information aimed at improving public relations. Step 3 Work with community partners and other supporting agencies to promote and support the District’s safety programs and services.

Strategic Priorities

Strategic Priority III: Establish criteria for structured educational programs that increase awareness and directly impact the safety of the community.

Our second strategic priority spoke to our commitment to inform the community about what we do. Taking this a step farther, this third strategic priority seeks to emphasize the importance of the educational programs that we offer. It’s not enough to simply respond to emergencies. Rather, we must do everything in our power to prevent them.

Objective A: Recognize the value of educational programs. (Timeline: 1st quarter 2018. Measurement: Successful establishment of listed programs and improved survey results.)

Step 1 Ensure materials and staffing meet the needs of the community. Step 2 Develop a robust Speaker’s Bureau. Step 3 Improve community awareness of educational programs and services offered by West Metro Fire Rescue.

Objective B: Develop programs to target identified community needs. (Timeline: 1st quarter 2018. Measurement: Successful establishment of listed programs and improved survey results.)

StepStep 12 Improve employee awareness of community education programs as guided by the annual Risk Assessment document. Step 2 Solicit feedback from community members regarding their perceived needs.

27 Strategic Priorities

Finally, our stakeholders expressed a desire to have better access to Life Safety Division information.

Objective A: Improve EMS readiness by addressing key components. (Timeline: 1st quarter 2018. Measurement: Successful establishment of listed programs.)

Step 1 Establish and sustain a comprehensive Quality Assurance/Quality Improvement program.

Step 2 Increase the amount and quality of EMS training.

Step 3 Employ the use of call volume data to address paramedic technician workload.

Objective B: Improve special teams’ readiness by evaluating training and deployment models. (Timeline: 1st quarter 2018. Measurement: Successful establishment of listed programs.) Step 2

Step 1 Balance resources with risks by evaluating critical tasking for special team incidents.

Step 2 Evaluate minimum staffing protocols for special teams.

Step 1 Modernize the process and tools for developing and referencing pre-plans and target hazard data.

Step 2 Modernize the process of permitting and make the system more user-friendly. Provide for more efficient information flow to field units.

Strategic Priorities Strategic Priority V: Build and strengthen relationships with neighboring agencies, community organizations and leaders.

We cannot understate the value of relationships with our neighboring public safety, health, education, business and governmental organizations. Through our focus groups we found that both our internal and external stakeholders encouraged fortifying existing partnerships and identifying new opportunities. Partnerships have several advantages. Training together improves cooperation during multi-agency and multi-jurisdictional operations. This also spreads the costs for larger training events between agencies. Capitalizing on the knowledge of others improves our abilities internally. Essentially, we improve our service to the community and recognize cost savings while developing richer relationships.

Objective A: Evaluate partnerships as a way to improve response, planning and training. (Timeline: 1st quarter 2018. Measurement: Successful establishment of listed programs.)

Step 1 Gain an understanding of stakeholder needs and compare with the District’s end goals.

Step 2 Evaluate aid agreements, contracts and special team response.

Step 3 Develop large-scale and special team incident training based on limiting factors such as staffing, scheduling, and cost. Step 4 Investigate the potential for regionalization including, but not limited to, EMS, special teams, and administration.

Objective B: Enhance the list of available community resources. (Timeline: 4th quarter 2018. Measurement: Successful establishment of listed programs.)

Step 1 Develop a comprehensive list of community partners available through the communications center.

Step 2 Work in partnership with regional emergency operations centers to prevent duplication of efforts.

Strategic Priorities

Strategic Priority VI: Fortify financial sustainability through strategic management and accountability in efficient budgeting, by being prudent stewards of public funds.

West Metro Fire Rescue is proud to have been the recipient of numerous awards related to prudent financial planning. Our desire is to maintain that level of performance as we serve the community.

Objective A: Maintain a balanced budget with current revenue resources. (Timeline: Ongoing. Measurement: Successful maintenance of ongoing programs.)

Step 1 Assess alignment of services versus allocated funds. Step 2 Seek opportunities to reduce expenditures using cost cutting measures without affecting services. Step 3 Maintain a healthy fund reserve by minimizing vulnerability during extreme events.

Objective B: Solidify revenue streams to anticipate future financial needs and sustainability. (Timeline: Ongoing. Measurement: Successful maintenance of ongoing programs.)

Step 1 Conduct an annual financial risk analysis. Step 2 Identify alternative funding sources. Step 3 Seek state and federal grant funds to offset current costs and enhance services. Step 4 Maintain a capital investment plan that allocates future capital expenses and incorporates a Step 2 replacement plan through committed funds.

Objective C: Increase the District’s financial transparency for internal and external stakeholders. (Timeline: 4th quarter 2017, and annual review. Measurement: Successful establishment of listed programs.)

Step 1 Improve internal communications via easily accessible, innovative software.

Step 2 Market a transparency portal which hosts the District’s financial reports.

Strengths, Weaknesses Opportunities and Threats

HOW TO GET INVOLVED

West Metro Fire Rescue invites you to join us in serving our community. Here are a few ways that you can get started.

1. Participate:

Prepare your home and your family:

• Learn CPR – contact the American Red Cross, the American Heart Association or a company that offers public CPR and first aid classes. • Download the Pulsepoint App to your phone. • Complete your own safety profile at www.Smart911.com. • Complete a File of Life for any family members with medical conditions. • Enroll in the Code Red Alert system to receive emergency notifications regarding your neighborhood. • Make sure you have working smoke alarms and carbon monoxide alarms on every level of your home and near the sleeping areas. • Make sure your family has a home escape plan, with two ways out of your home and a designated meeting place. • Use a home safety checklist at your home to prepare for fires and other emergencies.

Join the West Metro Fire Rescue Kids Club to receive monthly emails with seasonal safety activities for kids and invitations to the events we host and attend.

If you live in a wildland interface area, organize with your neighbors to become a Fire Adapted Community. 2. Donate:

Make a donation to the West Metro Fire Rescue Foundation which supports our community education programs with smoke alarms, carbon monoxide alarms, child restraints, school program materials and wildfire education materials.

3. Volunteer:

West Metro Fire Rescue’s annual Family Fire Muster.

West Metro Fire Rescue’s Community Education Programs.

In your community – promote the spirit of service by helping agencies who support their communities.

DEMOGRAPHICS-STATISTICS

WEST METRO

FIRE RESCUE

West Metro Fire Protection Strategic Plan Performance Measures

2018 Strategic Plan Goals Met

Row Labels Objective A Objective B Objective C Grand Total

Priority I Invest in Human Capital 10 13 6 29

Priority II Public Relations 7 15 22

Priority III Education programs 9 4 13

Priority IV Strategic Priorities Operational Readiness 12 23 16 51

Priority V Community Partnerships 19 2 21

Priority VI Financial Stability 26 6 32

Grand Total 83 63 22 168

2019 Strategic Plan Goals Set

Priorities Objective A Objective B Objective C Grand Total

Priority I Invest in Human Capital 4 14 18 36

Priority II Public Relations 6 10 1 17

Priority III Education programs 7 3 10

Priority IV Strategic Priorities Operational Readiness11 20 10 41

Priority V Community Partnerships 20 1 21

Priority VI Financial Stability 23 8 1 32

Grand Total 71 56 30 157

33 WEST METRO FIRE PROTECTION DISTRICT Miscellaneous Statistics (Continued) Last Ten Fiscal Years (Unaudited)

Fire District Personnel 2013 2014 2015 2016 2017 2018 Uniform Personnel 327 309 303 357 361 369 Volunteer Uniform Personnel Number of Full Time Civilian Employees 47 58 49 52 55 46

Fire Services ISO (Insurance Services Organization) Rating 3 3 3 3 3 1

Number of Fire Stations 15 15 15 17 17 17

Emergency Medical/Rescue Calls 17,513 18,943 19,860 22,195 23,941 23,557 Fire and Other Calls 8,339 8,570 8,370 9,687 10,486 10,665

Total Emergency Calls 25,852 27,513 28,230 31,882 34,427 34,222

Response Information (number of incidents) Emergency Medical 17,390 18,774 19,351 22,195 23,941 23,557 Fire Alarms 3,039 3,422 3,613 3,934 4,112 4,022 Fires 550 501 492 663 717 652 Other 1,037 1,124 1,370 1,386 1,471 1,824 Public Assists 3,135 3,178 2,895 3,102 3,584 3,576 Special Operations (Hazmat/Rescue) 701 514 509 602 602 591 Totals 25,852 27,513 28,230 31,882 34,427 34,222

Responding Units: Number Responses Number Responses Number Responses Number Responses Number Responses Number Responses Ladder Trucks 3 2,993 3 2,989 3 3,911 5 3,580 3 3,649 3 3,771 Engines 14 27,071 15 29,876 14 29,596 14 31,121 15 36,558 15 33,398 Squrts 1 489 Rescue Trucks 1 767 1 678 1 27 2 24 1 553 1 2,937 Ambulances 9 20,727 9 22,558 9 22,860 10 24,116 11 28,136 11 28,267 Specialized Emergency Vehicles 10 2,304 11 1,949 11 1,498 12 1,717 12 1,941 13 3,574 Chief Vehicles 3 1,775 3 1,862 2 1,751 3 2,157 3 2,266 3 2,152 Totals 41 56,126 42 59,912 40 59,643 46 62,715 45 73,103 46 74,099

Fire Loss $3,690,505 $2,415,189

NFPA 1710 Tolerances: Emergency Fire Emergency Fire Emergency Fire Emergency Fire Emergency Fire Emergency Fire Medical Incidents Medical Incidents Medical Incidents Medical Incidents Medical Incidents Medical Incidents Total number of first responding units (A) (A) (A) (A) (A) (A) (A) (A) (A) (A) (A) (A) Number of responses need to meet 1710 Tolerance On-Scene within 8 minutes EMS or 4 minutes fire Units arriving later

(A) As of 2013 the District is presenting NFPA response standards on Schedule 19 in terms of minutes and scene in the 90th Percentile

Sources: West Metro Fire Protection District Administrations and Operations Divisions. National Fire Protection Association (NFPA) Section 1710 response standards.

34 WEST METRO FIRE PROTECTION DISTRICT Principal Employers (Unaudited) December 31, 2018

2018 Number % of employed of by overall Employer Prodect/Service Employees Employment

Lockheed Martin Space & Strategic Missles Aerospace&Defense 6,200 27.26% St. Anthony Hospital Medical Services 2,400 10.55% Terumo BCT Medical Technology 2,400 10.55% Lutheran Medical Center Medical Services 2,300 10.11% MillerCoors Brewing Company Beverages 2,080 9.15% National Renewal Energy Laboratory (NREL) Research Lab 1,750 7.70% Ball Corporation Aerospace/Bottle Facility 1,700 7.48% FirstBank Holding Company CO Financial Services 1,480 6.51% CoorsTek Ceramic Component Mfg. 1,300 5.72% HomeAdvisor Home Improvement/Repai 1,130 4.97% Total 22,740

Note: Numbers reflect employees in Jefferson County only. State/local government agencies not included.

2009 Number % of employed of by overall Employer Employees Employment

Denver Federal Center 6,200 23.98% Jefferson County R-1 Schools 5,800 22.44% Lockheed Martin Space & Strategic Missles 5,500 21.27% Jefferson County 2,738 10.59% Gambro Companies 1,720 6.65% City of Lakewood 961 3.72% Moneygram International 900 3.48% Service Magic 730 2.82% First Bank 703 2.72% National Renewal Energy Laboratory (NREL) 600 2.32% Total 25,852

35 WEST METRO FIRE PROTECTION DISTRICT Miscellaneous Statistics (Continued) Last Ten Fiscal Years Fire Investigations Division 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Incidents % Incidents % Incidents % Incidents % Incidents % Incidents % Incidents % Incidents % Incidents % Incidents % Fire Statistics Private Single Family Dwellings 67 13.54% 93 18.79% 85 17.17% 98 24.08% 70 17.63% 69 18.45% 79 15.08% 79 10.97% 67 10.31% Multi-family 56 11.31% 66 13.33% 71 14.34% 55 13.51% 64 16.12% 56 14.97% 83 15.84% 79 10.97% 61 9.38% Hotels and motels 1 0.20% 2 0.40% 2 0.40% 4 0.98% 6 1.51% 8 2.14% 8 1.53% 3 0.42% 6 0.92% All other residential 2 0.40% 2 0.40% 2 0.40% 7 1.72% 5 1.26% 1 0.27% 5 0.95% 0 0.00% 0 0.00% Public assembly 8 1.62% 8 1.62% 14 2.83% 12 2.95% 13 3.27% 9 2.41% 12 2.29% 18 2.50% 16 2.46% Schools and colleges 4 0.81% 3 0.61% 6 1.21% 4 0.98% 0.00% 2 0.53% 0.00% 4 0.56% 16 2.46% Stores and offices 3 0.61% 11 2.22% 8 1.62% 10 2.46% 13 3.27% 7 1.87% 6 1.15% 4 0.56% 5 0.77% Healthcare and penal institutions 5 1.01% 2 0.40% 0 0.00% 0.00% 2 0.53% 3 0.57% 13 1.81% 19 2.92% Industry utility and manufacturing 3 0.61% 1 0.20% 1 0.20% 2 0.49% 5 1.26% 2 0.53% 1 0.19% 15 2.08% 11 1.69% Storage structures 8 1.62% 3 0.61% 4 0.81% 14 3.44% 9 2.27% 9 2.41% 9 1.72% 14 1.94% 25 3.85% Other structures 83 18.08% 6 1.21% 3 0.61% 11 2.22% 5 1.23% 9 2.27% 15 4.01% 24 4.58% 25 3.47% 43 6.62% Total structure fires 83 18.08% 158 31.92% 197 39.80% 206 41.62% 211 51.84% 194 48.87% 180 48.13% 230 43.89% 254 35.28% 269 41.38% Wildland/Vegetation 88 19.17% 85 21.79% 72 17.27% 82 19.48% 52 12.78% 52 13.10% 44 11.76% 105 20.04% 110 15.28% 94 14.46% Vehicles 72 15.69% 77 19.74% 68 16.31% 62 14.73% 75 18.43% 61 15.37% 74 19.79% 80 15.27% 86 11.94% 98 15.08% Dumpster and outside rubbish 79 17.21% 51 13.08% 49 11.75% 55 13.06% 52 12.78% 66 16.62% 50 13.37% 68 12.98% 67 9.31% 142 21.85% Outside, other 7 1.79% 31 7.43% 16 3.80% 17 4.18% 24 6.05% 26 6.95% 41 7.82% 203 28.19% 47 7.23% Total outside fires 239 52.07% 220 56.41% 220 52.76% 215 51.07% 196 48.16% 203 51.13% 194 51.87% 294 56.11% 466 64.72% 381 58.62% Fire location data unavailable 137 29.85% 12 2.42% 0.00% 0.00% 0.00% 0.00% 0.00% Total Fire Incidents 459 100.00% 390 90.75% 417 92.56% 421 92.69% 407 100.00% 397 100.00% 374 100.00% 524 100.00% 720 100.00% 650 100.00%

36 WEST METRO FIRE PROTECTION DISTRICT Miscellaneous Statistics (Continued) Last Ten Fiscal Years Fire Investigations Division 2009 2010 2011 2012 2013 20142015 2016 2017 2018 Incidents % Incidents % Incidents % Incidents % Incidents % Incidents % Incidents % Incidents % Incidents % Incidents % Investigations Statistics Exceptionally Cleared (underage offender) 9 7.69% 8 7.69% 13 10.32% 7 5.30% 5 5.00% 3 3.19% 7 6.19% 6 4.72% 2 2.15% Cleared by Arrest 50 10 8.55% 10 9.62% 9 7.14% 15 11.36% 12 12.00% 6 6.38% 19 16.81% 14 11.02% 10 10.75% Open Pending Additional Information 22 18.80% 29 27.88% 44 34.92% 53 40.15% 45 45.00% 36 38.30% 38 33.63% 39 30.71% 28 30.11% Unfounded (no crime committed) 76 64.96% 57 54.81% 60 47.62% 57 43.18% 38 38.00% 49 52.13% 49 43.36% 68 53.54% 53 56.99% Total Investigation Cases a 117 100.00% 104 100.00% 126 100.00% 132 100.00% 100 100.00% 94 100.00% 113 100.00% 127 100.00% 93 100.00%

Total Fire Incidents 459 390 417 421 407 397 374 686 720 640 Total Investigation Cases a 117 104 126 132 100 94 113 127 93 Fire Incidents handled by the Investigation Division a 30.00% 24.94% 29.93% 32.43% 25.19% 25.13% 16.47% 17.64% 14.53%

Arrest Statistics Intentionally Set Fires 71 41 26 27 58 65 25 70 74 26 Cleared by Arrest or Exceptionally Cleared 50 10 10 9 15 12 9 26 20 10 Intentionally Set Fires Cleared After Investigation 70.42% 24.39% 38.46% 33.33% 25.86% 18.46% 36.00% 37.14% 27.03% 38.46%

Response Statistics Total Fire Incidents 459 1.93% 390 1.63% 104 0.42% 126 0.51% 132 0.52% 100 0.36% 374 1.32% 686 2.08% 720 2.06% 640 2% Rescue, Emergency Medical Responses 15,359 65% 15,760 66% 16,476 66% 16,620 67% 17,423 68% 19,027 69% 19,418 69% 22556 68% 24652 71% 24679 71% False Alarm Responses (malicious or unintentional) 3,470 15% 3,115 13% 3,215 13% 2,820 11% 3,013 12% 3,416 12% 3,607 13% 3936 12% 4112 12% 3996 11% Mutual Aid or Assistance Responses 238 1% 213 1% 213 1% 273 1% 350 1% 441 2% 346 1% 488 1% 416 1% 360 1% Hazardous Materials Responses 310 1% 514 2% 567 2% 533 2% 571 2% 338 1% 315 1% 388 1% 399 1% 382 1% Other Hazardous Responses 194 1% 117 0% 235 1% 224 1% 146 1% 146 1% 157 1% 233 1% 179 1% 180 1% All Other Responses (smoke scares, lockouts, animal Rescue 3,767 16% 3,813 16% 4,100 16% 4,295 17% 3,839 15% 4,199 15% 4,103 14% 4693 14% 4455 13% 4614 13% Total Responses 23,797 100% 23,922 100% 24,910 100% 24,891 100% 25,474 100% 27,667 100% 28,320 100% 32,980 100% 34,933 100% 34851 100%

Type of False Alarm Malicious, Mischievous False Calls 18 1% 21 1% 27 1% 33 1% 32 1% 124 4% 149 4% 157 4% 167 4% 217 5% System Malfunction 54 2% 271 9% 288 9% 211 8% 429 14% 1,123 33% 1,074 30% 1127 29% 1268 31% 1218 30% Unintentional 3,262 94% 2,696 87% 2,764 86% 2,445 89% 2,534 84% 2,097 61% 2,283 63% 2563 65% 2569 62% 2446 61% Other False Alarms (bomb scares, etc.) 136 4% 127 4% 136 4% 65 2% 18 1% 72 2% 101 3% 89 2% 108 3% 115 3% Total False Alarns 3470 100% 3115 100% 3215 100% 2754 100% 3013 100% 3416 100% 3607 100% 3936 100% 4112 100% 3996 100%

Source: West Metro Fire Protection District Fire Investigation Division

Information presented for prior years has been reclassified to conform with NFPA report adopted to be more consistent with information prepared for accreditation and other external reporting requirements. a - Information not available for the period presented

37 WEST METRO FIRE PROTECTION DISTRICT Demographic Statistics Last Ten Fiscal Years (Unaudited)

Personal Fiscal Income Per Capita Median School Unemployment Year Population (In Thousands) Income Age Enrollment Rate

2009 259,132 $ 11,733,325 45,279$ 37 34,355 7.9% 2010 247,648 12,830,891 51,811 40 35,227 7.9% 2011 247,648 13,334,854 53,846 40 36,861 7.8% 2012 247,648 12,568,631 50,752 41 37,522 6.9% 2013 247,648 11,177,592 45,135 41 37,600 6.2% 2014 247,648 13,215,488 53,364 41 35,565 6.2% 2015 247,648 13,837,624 55,876 41 38,379 3.5% 2016 247,648 13,880,358 56,049 40 38,023 3.5% 2017 277,814 15,924,298 57,320 40 37,792 2.7% 2018 277,814 $ 16,542,018 59,544$ 40 37,192 2.5%

Source: Jefferson and Douglas County R-1 School Districts, Colorado State Demographer, U.S. Department of Labor Bureau of Labor Statistics, US Census Bureau Data, and Bureau of Economic Analysis Jefferson County Economic Development Corp.

38 WEST METRO FIRE PROTECTION DISTRICT Miscellaneous Statistics (Continued) Last Ten Fiscal Years (Unaudited) COMMUNITY OUTREACH/EDUCATION 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 ACTIVITY OR LESSON: Contacts Contacts Contacts Contacts Contacts Contacts Contacts Contacts Contacts ADULT PROGRAM Total - Adult Program N/A 70 10 N/A COMMUNITY EDUCATION CPR Training 38 Life Jacket Loaner Board Program 60 10 12 12 12 12 12 12 12 Presenting at Professional Conference 50 250 Summer Camp Injury Prevention Program 27 50 40 40 50 Water Safety and Drowning Prevention 19 20 Total - Community Education 114,143 194 280 62 52 52 12 12 12 62 EVENTS Community Event 3,250 500 5,000 5,000 2,000 8,000 8,000 6,600 Family Fire Muster 12,880 6,000 10,000 3,000 4,000 3,000 3,000 3,000 5,000 3,500 Other Agency's Health or Safety Fair 2,545 12,650 2,000 5,000 10,000 10,202 7,100 8,000 10,200 WMFR Event 1,225 500 1,000 1,300 100 70 Total - Events 12,880 13,020 23,150 6,500 15,300 18,000 15,302 18,170 21,000 20,300 JUVENILE FIRE SETTING Fire Safety Family Meeting 151 19 17 7 25 9 26 23 20 FEMA Assessment 5103118413218 Phone Assessment 5122815 5 5 Other 76 10 6 3 1 2 Total - Juvenile Fire Setting 4,190 227 29 27 35 84 45 67 61 45 KIDS CLUB Electronic Invite to Event 2,439 66666 Event 7,360 Paper Monthly Mailing 6,800 750 22 25 25 2222 Electronic Newsletter Distribution 2,378 980 990 1,289 1,229 1,224 1,223 1,232 Total - Kids Club 7,000 18,977 750 1,002 1,015 1,320 1,237 1,232 1,231 1,240 LOW COST DISTRIBUTION OF SAFETY ITEMS Smoke Alarm N/A 4 10 14 8 28 33 50 148 141 MOTOR VEHICLE SAFETY CPS Appointments 500 225 239 245 205 282 226 315 401 CPS Presentation 350 5 23 40 3 2 2 CPS Station Drop In 532 278 213 171 156 45 40 22 46 Low Cost CR Distribution 396 100 151 38 25 55 18 15 12 Total - Motor Vehicle Safety 6,325 1,778 608 603 477 386 422 287 354 461 ON-DUTY CREW ACTIVITIES Apparatus Visit 34,292 15,087 30,240 31,000 17,298 26,540 48,573 54,934 51,849 Evacuation Drill Witness 10,339 725 505 500 2,000 1,000 600 3,650 1,220 Station Tour 1,772 1,800 2,889 1,558 1,590 1,665 1,764 Helicopter Landing 730 200 1,000 1,000 2,000 2,000 Other 4,714 1,915 49 19 66 35 5 4 0 Total - On-Duty Crew Activities N/A 49,345 17,727 33,296 33,519 22,253 30,133 51,768 62,253 56,833

39 WEST METRO FIRE PROTECTION DISTRICT Miscellaneous Statistics (Continued) Last Ten Fiscal Years (Unaudited) COMMUNITY OUTREACH/EDUCATION 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 ACTIVITY OR LESSON: Contacts Contacts Contacts Contacts Contacts Contacts Contacts Contacts Contacts PUBLIC RELATIONS PROGRAM Event Attendance with a Table or Tent 520 250 5,500 10,202 3,500 5,000 5,000 Literature Distribution 200 50,000 7,000 13,450 12,190 3,500 5,000 5,000 Presentation to Citizens - WMFR Program Info 453 40 50 100 1,000 50 100 500 1,485 Total - Public Relations Program 3,785 1,173 40 50,050 7,350 19,950 22,442 7,100 10,500 11,485 SCHOOL PROGRAMS Elementary Programs 11,247 11,853 15,307 13,769 5,607 7,845 12,322 11,779 9,468 High School Programs 2,213 174 600 240 315 282 664 968 Middle School Programs 570 127 876 921 827 793 Preschool Programs 898 373 1,240 1,000 1,000 1,000 1,000 1,000 Total - School Programs 30,725 14,928 12,527 16,547 15,369 5,847 10,036 14,525 14,270 12,229 SCOUT PROGRAM Scout-based initiatives N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A SENIOR PROGRAM Ready/Emergency Preparedness 125 40 150 615 293 519 451 1,101 Safety Presentation at Club Meeting 30 50 50 27 0 15 35 Safety Presentation at Facility 175 22 200 200 20 0 12 12 File of Life Distribution 200 8,000 7,400 5,000 7,794 3,000 20,000 20,000 10,000 Total - Senior Program 7,116 530 8,040 7,422 5,400 8,659 3,340 20,519 20,478 11,148 SPECIAL NEEDS PROGRAMS Life Skills for People with Disabilities N/A 403 0 0 155 75 56 138 202 225 FAMILY SUPPORT NETWORK Family Support 500 N/A N/A N/A N/A N/A N/A N/A N/A N/A VICTIM ASSISTANCE Emergency Incident Support 51 140 5 Distribution of backpacks, blankets, teddy bears, hotel vouchers 61 138 115 233 Total - Victim Assistance 189 112 15 278 120 233 VOLUNTEER PROGRAM Friday Afternoon Club Meeting 25 20 18 18 17 16 12 12 10 Family Fire Muster 300 300 200 200 200 56 100 100 100 Total - Volunteer Program 1,168 325 320 218 218 217 72 112 112 110 WMFR STAFF EDUCATION Recruits - PIO/Victim Assistance N/A 25 5 0 23 41 WORKPLACE SAFETY PROGRAMS Evacuation Plan Review 7,881 10 5 6 7 5 5 10 10 School Inspection 44,613 Evacuation Training 220 100 150 267 100 0 362 114 Fire Extinguisher Training 385 46 25 267 117 207 362 114 Other 90 20 Total - Workplace Safety Programs N/A 53,189 30 151 181 541 222 212 734 238 TOTAL CONTACTS 188,021 154,300 63,541 116,170 79,222 77,645 83,352 114,192 131,355 114,558

During 2011, the District effectively dissolved its Community Outreach Division. Community outreach efforts and certain programs continue, however, under the auspices of the District's Training Center. Prior year information has been reclassified to be consistent with the 2010 and subsequent presentation, adopted to be more consistent with information prepared for accreditation and other external reporting requirements. N/A - Information was either not captured, or there were no actual contacts, for this specific category for the period presented. Source: West Metro Fire Protection District Community Outreach Division

40 41

Budget Message

Introduction:

It is our pleasure to transmit to you the 2020 proposed budget for The West Metro Fire Protection District. The West Metro Fire Protection District provides fire suppression, emergency medical, and other emergency services, pursuant to provisions of the Colorado Special District Act. This budget for fiscal year 2020 is submitted as directed by the board of directors and as required by Colorado law. The budget is a financial master plan for the District and is prepared in accordance with the modified accrual basis of accounting. The 2020 budget contains nine appropriated funds established by the board of directors.

• General Fund - Accounts for all financial resources except those reported in the other funds of the District.

• GO Bond Debt Service Fund – General obligation debt service as well as authorized tax revenues are separated into this fund.

• Capital Projects Fund - Utilized for major capital projects of the District, financed with general fund operating transfers.

• CO-TF1 Special Revenue Fund - Accounts for the grant activities of Colorado Task Force 1. The District is the administrating agency for the Colorado Task Force 1, funded through the Department of Homeland Security grants.

• Apparatus and Replacement Internal Service Fund - Accounts for the replacement program for vehicles and apparatus though user fees.

• Fleet Maintenance Internal Service Fund - Supports itself through user charges to the District and outside agencies.

• Training Center Internal Service Fund - Provides the District and outside agencies a facility for academies and training, funded by the District’s outside agency user fees.

• CMCB Internal Service Fund- Is a collaborative effort between six front-range fire agencies that provide the member departments and their firefighters a professional, dependable, and equitable certification process.

• Intergraded Healthcare Mobile Services Internal Service Fund-Advanced Resource Medic (ARM) staffed with a community endorsed paramedic and a mid-level practitioner (nurse practitioner or physician assistant) to deliver community integrated health care services (CIHCS, or “services”).

41 Budget Process:

The budget process is initiated by updating and reviewing an annual financial forecast under various economic models. These models provide a foundation for communication of overall budgetary goals to division managers. The District takes a conservative approach to projecting revenues and a realistic approach to projecting expenditures. Division managers develop the budget with overall guidance and a philosophy outlined by the budget directional committee.

The District prepares a budget for funds that are subject to the budget requirements of state law. The budgeting process allows for citizen input through various stages of preparation, public hearings, and approval of the budget by the board of directors.

Budget Management:

The board of directors’ resolution authorizing appropriations at the fund level sets the amount by which expenditures cannot exceed appropriations. Appropriations lapse at year-end. Additional resources not anticipated in the original budget may be added through the use of a supplemental budget.

Internal budgetary control is maintained at the division level through monitoring of the following cost categories at that level:

❑ Personnel Services – includes the salaries and fringe benefits of full-time and part- time employees.

❑ Materials and Services – includes supplies, maintenance and repair, rent, utilities, and contracts for professional services for legal counsel and audits.

❑ Capital Outlay – includes the costs of land, buildings and improvements, furniture and equipment.

❑ Other Expenditures (Operating contingency) – includes special appropriations not included in the above categories such as inter-fund operating transfers, debt service and contingency funds.

Local Economic Condition and Outlook:

The District’s major revenue source is property tax, which represents 74% of total general fund revenue and is based on the mill levy rate and assessed value of property. The District’s total operating levy is 12.439 mills and should generate approximately ~$60.6 million in property tax collections. The District assumes a conservative approach during the preliminary tax assessment receivables from the Counties by reducing market values to account for TIF in which is guaranteed to show up during final assessment values.

In 2019 the economy continued to show improvement. Unemployment levels reached a historic low at the end of 2019 at 2.5% in Colorado, where the national average was at 3.6%. The increase in the population growth, low unemployment levels, and the demand for housing increased while supply of homes available was kept low.

42 In 2019 both Jefferson and Douglas County, where the District is located, the home values rose an average of 2.9%, and in 2020 they are estimated to rise 1.9%. In the spring of 2018, the market was at an all-time high; but recent data in September of 2019 suggests the winds are beginning to shift. Home value appreciation is slowing in many large markets, price cuts are becoming more common, and the pace of inventory declines has slowed dramatically. The temperature of the market has gone from hot in 2018 to neutral in 2019 in Jefferson County, and from hot to cool in Douglas County.

The District’s economic forecasting measures in Jefferson County and Douglas County have experienced an increase of 12% from 2019 to 2020 in property tax revenue. The prior year (2018) assessment in market values increased with an overall of 12.74% in assessed valuation for the District. The District carries an 89% residential market overall for property tax in comparison 11% to other properties within its boundaries.

Unaudited 2019 Actual Projected 2020 Actual

The November 2018 Election posted a positive outcome for tax sustainability, and voters within the District. The citizens passed the election measure 7C. The measure established the residential assessment rate at a floor of 7.2%. The rate is allowed to float up if the residential rate changes. The float will take place in property tax revenue in 2020. This measure is a vital component to the stabilization of revenues for continued succession in emergency response and prevention services to our citizens while maintaining excellent fiscal stewardship.

43 The general obligation bond debt service fund includes a mill levy for 2020, to meet the debt service requirements of general obligation debt refunding in 2013 and 2016. The mill levy for the GO bond debt will generate ~$3.2 million in revenue and assist in reducing principal and interest by the same amount.

The District’s goal for the 2020 budget year is to recognize the strategic priorities that include maintaining long-term stability and ensuring appropriate levels of service to the members of our community. Of primary importance to the District will be the maintenance of the operating contingency and the unrestricted fund balance.

Revenue Sources:

The District receives approximately 74% of its general fund revenue from property taxes derived from the mill levy. Revenue received from fees charged for emergency medical service transport account for approximately 16% of general fund revenues. These charges are fees for service and are based on classification of services as either basic life support or advanced life support. Mileage is also calculated in the fees for ambulance transport.

The District has historically taken a conservative approach to budgeting revenue and fees to minimize the possibility that economic fluctuations could put ongoing service programs at risk during the year. Therefore, this budget as presented maintains effective District operations within the existing financial capabilities of the District with our operating mill levy set as 12.438 mills (12.382 w/7.2%RAR + .0565) and other services are reviewed and approved by the Board as it relates to service fee schedules.

45 Expenditure: The general fund $82.4 million expenditure budget for 2020 represents an increase of approximately $8.9 million, (less contingency & Reserve transfer), when compared to the 2019 adopted budget.

The general fund 2020 budgeted salaries and benefits reflect a net increase of ~$3.8 million overall. This is attributable to the principal areas; the 2020 budget represents an increase in uniformed positions with 16 additional recruits. The actual variance compared to the 2019 adopted budget is 28 uniformed personnel, although attrition is also an identifying factor in the overall number of uniformed personnel. There were also various other personnel expenditure streams that were increased or decreased comparatively.

Other Budget Contributions:

The District has an established comprehensive fund balance policy and recognizes amounts designated in the fund balance as non-spendable, restricted and unrestricted. As a policy, the District will maintain a restricted emergency reserve estimated at 3% of general fund proposed revenues under the Colorado State Constitution, Article X Section 20 (TABOR). The restricted emergency reserve for the year of 2020 is $2,473,144. The Board has also reorganized its fund reserve policy in December of 2015 to reserve fund balances for multi-year obligations approved by the board of directors, annually. The District also recognizes that ending fund balance must be sufficient to cover the District’s operating expenses until property taxes are received from each county treasurer. Spending from these categories is based on a comprehensive fund balance policy designating the authority whereby these funds may be accessed. The board of directors has committed $5,206,761 of the unrestricted fund balance for capital improvements in the general fund. The unassigned fund balance of the District for the year end 2020 is anticipated to be $18,998,613, (excludes $694,804 contingency). Total general fund reserve balance (including contingency not expected to be used) are projected to total $27,373,322 on December 31, 2020.

The District maintains the Capital Projects Fund to account for capital expenditures associated with large projects. The appropriations budgeted are in the amount of $5.2 million. Capital assets are depreciated utilizing the straight-line half-year convention method and based on the useful life of the asset.

The Advanced Resource Medic (ARM) service fund presents a budget for appropriations in the amount of $519,805 and is funded by contractual revenue from both the District and outside agencies in the amount of, $463,400.

The Colorado Task Force One (CO-TF1) special revenue fund was established by the board of directors to account for Department of Homeland Security federal grants. West Metro Fire

48 Protection District is the sponsoring agency of CO-TF1, and has been awarded FEMA grants to administer, train, and equip the task force for urban search and rescue operations. The 2020 budget includes $2.1 million of appropriations in this fund to complete the awarded grants. The District anticipates future grants will be awarded to continue administration of CO-TF1.

The Colorado Metro Certification Board (CMCB) is a collaborative effort between six front- range fire agencies an internal service fund presents a budget for appropriations in the amount of $178,069.

The Fleet Services internal service fund presented a budget for appropriations in the amount of $2.2 million and is funded by revenue from the District and outside agencies. Fleet Services is anticipated to use $390,374 of its appropriations for capital projects. It is also expensing depreciation as part of those allocated expenditures.

The District maintains an Apparatus and Vehicle Replacement Internal Service Fund that was established in 1996, as a commitment by the District to fund the apparatus and other vehicle replacement through user charges to various divisions of the District. Investment income appropriated this budget year is $1.3 million to this fund. Depreciation reduces the net asset balance and is recorded to identify replacement for future apparatus

The Training Center internal service fund presents a budget for appropriations in the amount of $2.1 million and is funded by training revenue from both the District and outside agencies. The Training Center is anticipated to use $138,900 of its appropriations for capital projects.

Closing Comments:

The West Metro Fire Protection District has set forth a budget for this year’s submission of the fiscal year 2020. Our desire is to meet the needs of our District’s citizens and utilize available resources while maintaining the stability of future funds for the District’s overall capital and growing need for services. The District is always looking for innovative ways to improve our efficiency and effectiveness, while maintaining the necessary needs of the citizens we serve.

For years the District has been managing revenues generated from property taxes with a conservative approach. The economy is steadily increasing from years past. With the increase, the District will still maintain a strict expenditure control. In 2020, the District is forecasting an increase in the property tax revenue with new valuations, which will allow the District to prepare for maintaining and stabilizing funds for future capital and operational needs.

The November 2018 Election posted a positive outcome for tax sustainability, and voters within the District. The citizens passed the election measure 7C. The measure established the residential assessment rate at a floor of 7.2%. The rate is allowed to float up if the residential rate changes. This measure is a vital component to the stabilization of revenues for 2020 and the continued succession in emergency response and prevention services to our citizens while maintaining excellent fiscal stewardship.

The District’s administration and command staff began the newly updated process of evaluating individual needs by fund and division. The process of streamlining all the budget worksheets to

49 reflect the budget process of tying components related to the Strategic plan, CFAI accreditation, and a 5-year comprehensive plan for equipment and capital.

The Government Finance Officers Association (GFOA) has named West Metro Fire Rescue as a winner of the Association’s most prestigious award for 2019. West Metro is a recipient of the Excellence in Government Finance-Exceptionally Well Implemented Best Practices Award, one of just eight government agencies to be recognized, and the only fire district. West Metro’s Finance Division researched, developed and implemented an innovative plan to ensure the district’s financial sustainability, by revising the comprehensive fund balance policy and the approach to analyzing reserves, based on risk factors that are specific to the district’s economic and financial situation. Through the process, the district gained a new knowledge base and established a strong foundation for future obligations.

The West Metro Fire Protection District continues to use its resources more efficiently and effectively. With inevitable changes in revenue streams and the growing population of residents within the District boundaries, we understand that future strategic planning, aligned with accreditation, is the key to ensuring the District is prepared for future challenges.

Thank you to the citizens, administration, command staff, finance staff, Local 1309, and board of directors for their support in accomplishing these goals to help ensure the safety of the District and the firefighters that respond to emergencies during the year.

Sincerely,

Glenda Aragon Finance Director

FINANCIAL STRUCTURE PROCESS, POLICIES, & TIMELINE

Financial Structure, Process and Policy

Financial Structure and Process

The budget process for the West Metro Fire Protection District establishes standard procedures for preparing, presenting and administering the budget. Additionally, it requires involvement in the preparation of the budget by the District employees, the District board members and ultimately, the District citizens through disclosure of the budget before its formal adoption. A budget is a financial plan for one or more fiscal years. The budget authorizes the local government to spend money and limits how much money can be spent. The budget also justifies the levy of property taxes. Budget preparation allows the District to plan and set goals by assessing and prioritizing needs in relation to projected money available in the current and future years.

As part of the budget process each year, the District updates the five-year financial forecast to identify critical issues and set preliminary goals. The budget serves as the financial roadmap necessary to ensure the District accomplishes the strategic priorities outlined within the budget document. All budgeted items are appropriated and in compliance with Colorado Department of Local Affairs (DOLA).

The Finance Director serves as the Budget Officer. West Metro Fire Protection District posts budget instructions and timelines for preliminary budget submittals on the District’s budget software and internal budget drive. A Budget worksheet, prior and current year expenditures are made available for each fund and division. All line items for each division are reevaluated annually and all budgets are prepared from a zero based budget philosophy, meaning that all line items should be justified. Submission of preliminary budgets to the Finance Director and the Deputy Chief of Administration are made by August 7th. Preliminary assessed valuations are received from Douglas and Jefferson Counties by August 25th. Tax revenues are then determined and the process of matching revenues with expenditures begins.

The Fire Chief, the Finance Director, and the Deputy Chief of Administration review preliminary budgets and schedule internal budget hearings as necessary with station captains, division heads, and special team leaders to ensure budget expenditures assist in accomplishing District goals and strategic priorities. Final budgets submittals are due by September 15th if changes were necessary.

The Finance Director compiles all budgets with the Fire Chief and Deputy Chief of Administration, with members of the board reviewing the budget document in its entirety. As

51 part of this review, the five-year financial plan is updated. The District mandates a balanced budget be presented. A balanced budget requires available revenues equal or exceed expenditures, including carry over cash balances.

The proposed budget is submitted to the Board of Directors on or before October 15th for their consideration. Approval of the budget document authorizes the District to post a notice in the local newspaper of the public budget hearing held before the Board of Directors to consider the budget as approved. The public hearing is set for November 20th. The budget document is made available during regular business hours at the District business office for public inspection.

The Board of Directors adopts the approved budget in the form of a resolution, which also appropriates, imposes, and categorizes taxes. Final assessed valuation numbers are received from the counties on November 30th, with the requirement that mill levies be certified to the counties by December 15th.

Budget Schedule for 2020 budget

• May 28th – June 4th - Building of the worksheets for distribution to all the departments in budget module and began assignments. • June 4th, 2019 - Budget instructions made available on the District's server labeled Budget 01 M: drive in the server. • July 8th, 2019 - Final budget submittals from each budgetary division (worksheets and narratives) to be submitted for approval via budget module with attached narratives and additional information if needed. • August 30, 2019 - Review by Fire Chief, Deputy Chief of Administration and Finance Director. Internal budget hearings are completed. • September 13th, 2019 - Final budget submittals are due and should be submitted via budget module if changes were requested during the budget hearings. • September 20th, 2019 - Final internal budget hearings are completed. • October 15th, 2019 - Proposed 2020 Budget submitted to board of directors. • October 15th, 2019 - Proposed 2020 Budget presented to the board of directors at their monthly meeting. • November 19th, 2019 - Public budget hearing and other board meetings as needed. • December 3rd, 2019 - Adoption of budget by the board of directors at special board meeting. • December 15, 2019 - Certification of the mill levy. • January 31, 2020 - Certified budget filed with Colorado Department of Local Affairs (DOLA). • March 3, 2020 - Submission of the Budget to GFOA for the Budget Award for Excellence.

52 Budget/Financial Policies

West Metro Fire Protection District operates under Colorado State Statutes as a quasi-municipal government. The District provides the citizens within its boundaries with emergency medical services (EMS), fire prevention, fire suppression, public education and specialized teams that support an all-hazards response. The District maintains individuals specifically qualified in hazardous material, technical rescue, underwater and swiftwater rescue, and wild land fire. The District is also the sponsoring agency for Colorado Task Force 1 (CO-TF1).

The 2020 budget has been prepared after analyzing requests from all divisions for financial support to ensure the operations of the District. Divisions and stations were requested to provide budgets that detailed items necessary for continued operations at the present level, and requests for enhancements to the division and stations.

Included in this budget presentation is the Board of Directors’ resolution adopting the budget, authorizing appropriation for each fund and setting the mill levy. The appropriated budget is prepared by fund, function, department, and object code. Transfers of appropriations within and between departments require approval of the Fire Chief. The Board of Directors must approve any revision that alters the total appropriation provided in this report for each individual fund for which an appropriated annual budget has been adopted.

The District manages its finances according to generally accepted accounting principles (GAAP). During the year, financial statements are prepared and distributed to department Directors and the Board of Directors. These statements provide monthly comparisons of expenditures to budget. Annually an audit is performed and filed with the Office of the State Auditor for Colorado and the Municipal Securities Rulemaking Board (MSRB).

Fund Accounting

The District demonstrates legal compliance by segregating transactions related to certain functions through the use of fund accounting and reporting its financial position and results of operations in separate funds. A fund is a separate accounting entity with a self-balancing set of accounts that reports its assets, liabilities, reserves, fund equity, revenues and expenditures. All of the funds of the West Metro Fire Protection District can be divided into three categories: governmental funds, proprietary funds, and fiduciary funds. While the Comprehensive Annual Financial Report (CAFR) provides information on fiduciary funds, the District does not provide budgets for these funds. Additionally, agency funds provided in the District’s CAFR are not budgeted or appropriated in the 2020 budget.

Governmental funds are used to account for tax-supported activities. Fiduciary funds are resources held by the government as a trustee and cannot be used to support the government’s own programs. The District maintains and appropriates annually for the general fund, the general obligation debt construction fund, the debt service funds, the general obligation bond debt service fund, the capital projects fund and the CO-TF1 special revenue fund and all internal service funds.

53 In Late 2015 West Metro Fire Protection District approved the reviesed comprehensive fund Balance Policy (B-8019) and its approach to analyze reserves based on anticipated risk factors specific to the Districts economic and financial needs. A annual Financial Risk Analysis (FRA) was then assigned to staff and by working with the governing board, review of Government Finance Officers Association (GFOA) best practices, and Governing Accounting Standards Board (GASB) Statement 54, Fund Balance Reporting. The policy and FRA was created to identify target reserve levels, contingency levels to pay expenditures until the property tax revenue collection cycle begins for the following year; and appropriate capital/commited projects. The District gained a whole new knowledge base through the process of determining the fund balance and establishes the strong foundation of future obligations the District may have.

Basis of Accounting and Budgeting

Governmental fund types are budgeted and accounted for on the modified accrual basis of accounting whereby revenues are recorded in the accounting period to which they become measurable and available. Expenditures are recorded at the time goods and services are actually received, rather than when the invoices are paid. Exceptions to this is interest in long- term debt, which is recognized when due.

Revenue Projections

The District receives approximately 76% of its general fund revenue from property taxes derived from the mill levy and the general obligation bond mill levy. Revenue received from fees charged for emergency medical service transport account for approximately 11% of general fund revenues. These charges are fees for service and are based on classification of services as either basic life support or advanced life support. Mileage is also calculated in the fees for ambulance transport.

54 The District has historically taken a conservative approach to budgeting revenue and fees to minimize the possibility that economic fluctuations could jeopardize ongoing service programs during the year. Therefore, this budget, as presented, maintains effective District operations within the existing financial capabilities of the District with our operating mill levy set as 12.382 mills.

Fund Balances and Contingency

The District has an established comprehensive fund balance policy and recognizes amounts designated in the fund balance as non-spendable, restricted and unrestricted. As a policy, the District will maintain a restricted emergency reserve estimated at 3% of general fund proposedF revenues under the Colorado State Constitution, Article X Section 20 (TABOR). The restricted emergency reserve for the year of 2020 is $2,473,144. The Board has also reorganized its fund reserve policy in December of 2015 to reserve fund balances for multi-year obligations approved by the Board of Directors, annually. The District also recognizes that ending fund balance must be sufficient to cover the District’s operating expenses until property taxes are received from each county treasurer. Spending from these categories is based on a comprehensive fund balance policy designating the authority whereby these funds may be accessed. The board of directors has committed $5,206,761 of the unrestricted fund balance for capital improvements in the general fund. The unassigned fund balance of the District for the year end 2020 is anticipated to be $18,998,613 (excludes $694,804 contingency). Total general fund unrestricted fund balance (including contingency not expected to be expended) are projected to total $27,373,322 on December 31, 2020.

Debt Administration

Currently the District has two refunding bonds issued in 2013 and 2016. The General Obligation (GO) Debts were initially issued for the construction of a Training Center and construction and renovations on existing stations. Annually, current year GO debt is calculated for principal and interest with General Obligation Bond and Interest mill levy rates set and appropriated. The District has projected the GO mill levy at 0.729 mills on assessed value of $3,197,413 for 2020.

Colorado Law requires voter approval for any General Obligation Debt issued. The District’s aggregate outstanding bonded indebtedness will not exceed 50% of the valuation of assessment of taxable property in the District, pursuant to δ 32-1-1101(6) C.R.S.

Cash Management

Property taxes collected by Jefferson County and Douglas County are deposited into the West Metro Fire Protection District’s Wells Fargo money market account. Investment income derived from the investment account is allocated to the contributing funds based on the proportion of their respective average balances relative to the total balance. Investment objectives of the District emphasize the preservation of capital and protection of investment principal.

Capital Expenditures

The District maintains the policy recommended by the Government Finance Officers Association that recommends a threshold of $5,000 for capitalization of assets. In the budget year, these fixed assets are shown in the budget as Capital Expenditures and Capital Improvements in the Capital Outlay area. Additionally, the District maintains the Capital Projects Fund and the GO Construction Fund to account for capital expenditures associated with large projects. Assets are depreciated utilizing the straight-line half-year convention method and based on the useful life of the asset.

The District uses the following lives for fixed assets:

Land Non-Depreciable Buildings 30 Years Fire Apparatus 15 Years Ambulances 7 Years Staff Vehicles 7 years Equipment 5 Years

56 Summary of Policies

• The District will budget revenues in a conservative manner, based on historical trends, economic conditions and projections that are realistic.

• The District will maintain a balanced budget where expenditures do not exceed revenue and fund balance. One time revenues will not be utilized to pay on-going expenses.

• The District will maintain an assigned fund balance and recognizes amounts designated in the fund balance as non-spendable, restricted, and unrestricted. The board of directors will also assign the contingency reserve which is appropriated within the unrestricted fund balance.

• The District will budget for debt service payments and certify the mill levy for the general obligation debt.

• The District will invest available funds in a local government investment pool or other investments as authorized by the Board of Directors.

Revenue Detail by year

14,000,000 90,000,000

80,000,000 12,000,000 70,000,000 10,000,000 60,000,000

8,000,000 50,000,000

40,000,000 GENERAL FUND 6,000,000

30,000,000 4,000,000 20,000,000 Property tax/Total revenue Axis 2,000,000 10,000,000

- - Approved 2019 2017 Actual 2018 Actual Final 2020 Budget Budget Specific Ownership Tax 4,865,714 5,264,332 4,248,204 4,250,539 Grants 1,973,925 481,459 56,000 - EMS 7,313,287 7,987,006 11,901,050 13,050,000 Permits 651,188 560,471 475,000 525,000 Contractual 5,752,691 7,007,615 3,832,964 3,688,625 Other Revenue 474,624 697,257 523,120 267,775 Total Revenue 67,412,472 74,841,142 74,958,507 82,658,137 Property Tax 46,204,872 52,236,634 53,434,669 60,656,198

Expenditure Detail by Year 70,000,000 90,000,000

80,000,000 60,000,000

70,000,000 50,000,000 60,000,000 The General Fund is used to

40,000,000 50,000,000 account for all activities of

30,000,000 40,000,000 the District that are not TotalExpenditure 30,000,000 budgeted for in other 20,000,000 20,000,000 funds. Primary among these 10,000,000 10,000,000 activities is the recording of

- - District revenue through 2019 Final 2020 2017 Actual 2018 Actual Approved Budget property tax levies, EMS Budget Salaries and Benefits 53,092,186 56,211,964 59,583,741 63,376,431 medical billing revenues, Operations/Materials 7,208,027 10,909,338 10,539,643 11,333,599 permits and contracts. Training Center Rental 730,000 730,000 754,000 760,000 Apparatus Replacement 1,000,000 1,250,000 1,050,000 1,250,000 Expenditures within this Capital Projects 675,123 744,896 754,175 5,206,761 budget consist of MIH operating Transfer - 300,000 223,302 300,000 Total Overall 62,705,336 70,146,198 72,904,861 82,226,791 administrative, operations, and life safety.

WEST METRO FIRE PROTECTION DISTRICT 2020 Budget Tax Summary Preliminary

Jefferson & Douglas Jefferson Douglas Counties County County Total 2019 2020 2020 2020 Property Tax Revenue Summary

Revenue Needed From General Property Tax: $ 52,869,367 $ 58,317,083 $ 1,904,788 $ 60,221,871

Add: Provision for Non‐Collectable 805,117 888,077 29,007 917,084

Less: Property Tax Refund ‐ ‐ ‐‐

Amount of Property Tax Needed $ 53,674,484 $ 59,205,160 $ 1,933,795 $ 61,138,955 Percentage Increase 13.91%

Assessed Value $ 4,315,709,958 $ 4,722,295,433 $ 154,044,850 $ 4,876,340,283 Percentage Increase 12.99%

MILL LEVY SUMMARY

GENERAL FUND Operating Levy 12.382 12.382 12.382 12.382

Abatements 0.055 0.099 0.099 0.099

Adj for 7.2% residential rate (vs 7.15%) 0.000 0.056 0.072 0.057

TOTAL MILL LEVY 12.437 12.537 12.553 12.538

59 WEST METRO FIRE PROTECTION DISTRICT 2020 Budget Tax Summary ***FINAL***

Jefferson & Douglas Jefferson Douglas Counties County County Total 2019 2020 2020 2020 Property Tax Revenue Summary

Revenue Needed From General Property Tax: $ 52,869,367 $ 58,191,063 $ 1,903,706 $ 60,094,769

Add: Provision for Non‐Collectable 805,117 886,158 28,990 915,148

Less: Property Tax Refund ‐ ‐ ‐‐

Amount of Property Tax Needed $ 53,674,484 $ 59,077,221 $ 1,932,696 $ 61,009,917 Percentage Increase 13.67%

Assessed Value $ 4,315,709,958 $ 4,711,674,170 $ 153,944,660 $ 4,865,618,830 Percentage Increase 12.74%

MILL LEVY SUMMARY

GENERAL FUND Operating Levy 12.382 12.382 12.382 12.382

Abatements 0.055 0.100 0.100 0.100

Adj for 7.2% residential rate (vs 7.15%) 0.000 0.056 0.072 0.057

TOTAL MILL LEVY 12.437 12.538 12.554 12.539

Property Tax Trends 70,000,000 16% 5% 14% 60,000,000 11% 11% 10% 12% 50,000,000 10% 14% 40,000,000 1% 0% 8%

30,000,000 6% 4% 20,000,000 2% 10,000,000 0%

‐ ‐2% Year 2014 Year 2015 Year 2016 Year 2017 Year 2018 Year 2019 Year 2020 General mill levy tax 35,346,862 35,487,904 40,809,019 46,234,592 53,461,647 53,736,411 61,206,574 Approved Budget 35,323,055 35,323,055 40,091,667 46,182,496 52,080,061 53,434,669 60,656,198 Actual 35,393,673 35,345,950 41,147,464 46,204,873 52,080,061 54,647,497 61,009,917 Actual Increase per Year 1% 0% 14% 11% 11% 5% 10%

60 West Metro Fire Protection District General Fund 2020 Budget Fund Balances by Year

2017 2018 2019 2019 2020 DESCRIPTION Actual Actual Adopted Budget YE Projected Final Budget

Non-Spendable Fund Balance 1,110,043 1,180,521 Restricted Fund Balance Emergency Reserve 1,881,235 2,110,735 2,105,887 2,214,212 2,473,144 Unrestricted Fund Balance Committed for Capital Improvements 675,123 744,896 754,172 842,211 5,206,761 Unassigned Fund Balance Cash Flow Reserves 17,784,128 21,890,944 18,033,315 21,995,509 18,998,613 Fund Balance, Unreserved 3,644,908 3,130,534 3,191,904 2,321,390 694,804 Total Reserves 25,095,437 29,057,630 24,085,278 27,373,322 27,373,322

Non-Spendable Fund Balance % 1.65% 1.76% 0.00% 0.00% 0.00% Restricted Fund Balance % 2.80% 3.14% 3.09% 2.88% 3.00% Committed Fund Balance % 1.00% 1.11% 1.11% 1.10% 6.32% Unassigned Fund Balance % 31.87% 37.21% 31.10% 31.66% 23.89% Total Fund Balance % 37.32% 43.22% 35.30% 35.64% 33.20%

2020 Fund Balance & Contingency General Fund Total Fund Balance by Year 6,000,000

Committed for Capital 5,000,000 Improvements Emergency 3% Contingency Reserve 4,000,000 13% 9%

3,000,000

2,000,000

1,000,000

Fund Cash Reserve - Emergency Committed for Fund Balance, balance Non-Spendable 75% Reserve Capital Unreserved Actual 2017 1,110,043 1,881,235 675,123 3,644,908 Actual 2018 1,180,521 2,110,735 744,896 3,130,534 Adopted 2019 Budget 2,105,887 754,172 3,191,904 FINAL 2020 Budget 2,473,144 5,206,761 694,804

61 West Metro Fire Protection District General Fund-Summary FINAL 2020 Budget

Approved 2019 2019 YTD Proposed 2020 Final 2020 2017 Actual 2018 Actual Budget 9/30/2019 Budget Budget Revenue Property Tax Revenues 4110 Property Taxes-Jeffco $ 44,579,274 $ 50,593,614 $ 51,722,808 $ 52,519,686 $ 58,740,053 $ 58,740,053 4111 Property Taxes-Douglas County 1,625,599 1,643,020 1,711,861 1,702,648 1,916,145 1,916,145 Total Property Tax Revenues 46,204,872 52,236,634 53,434,669 54,222,334 60,656,198 60,656,198

Specific Ownership Tax Revenues 4210 Specific Ownership Taxes-Jeffco 4,695,231 5,075,964 4,092,528 3,244,035 4,092,528 4,092,528 4211 Specific Ownership - Douglas 170,483 188,368 155,676 119,093 158,011 158,011 Total Specific Ownership Tax Revenues 4,865,714 5,264,332 4,248,204 3,363,127 4,250,539 4,250,539 Grants 4315 State of CO On-Behalf Payments - - - 51,450 - - 4322 FEMA Grant 1,942,110 378,998 - - - - 4325 Other Grants 31,815 102,460 56,000 25,319 - - Total Grants 1,973,925 481,459 56,000 76,769 - - Emergency Medical Services Revenue 4410 Emergency Medical Services 10,080,301 10,137,209 7,001,050 7,060,915 7,900,000 7,900,000 4411 EMS Bad Debt (3,279,417) (2,659,926) - (1,403,532) - - 4415 EMS Medicaid Reimb - - 4,500,000 - 4,700,000 4,700,000 4420 EMS-Other Rev collections 512,403 509,723 400,000 256,375 450,000 450,000 Total Emergency Medical Services Revenue 7,313,287 7,987,006 11,901,050 5,913,758 13,050,000 13,050,000

Permit Revenue 4530 Construction Permit 561,380 454,817 400,000 475,326 450,000 450,000 4540 Operational Permit 89,808 105,654 75,000 118,005 75,000 75,000 Total Permit Revenue 651,188 560,471 475,000 593,331 525,000 525,000

Contractual Revenue 4510 Contractual Services 3,094,518 3,532,938 3,372,764 2,933,191 3,536,075 3,536,075 4511 Blood Billings CSP 12,075 12,075 12,000 8,785 21,150 21,150 4512 Special Events Billings 307,073 324,849 328,000 281,107 16,000 16,000 4515 Emergency Fire Funds 2,281,594 3,016,516 - 66,063 - - 4740 Life Safety Fees 42,111 96,568 95,000 56,766 95,000 95,000 4545 Modified Detail 15,320 24,668 25,200 25,680 20,400 20,400 Total Contractual Revenue 5,752,691 7,007,615 3,832,964 3,371,591 3,688,625 3,688,625

Interest/Investment Revenue 4610 Interest 240,283 660,867 487,500 589,266 220,000 220,000 4611 Unrealized Gain/Loss on Invest (64,112) (54,498) - 134,122 - - Total Interest/Investment Revenue 176,171 606,369 487,500 723,389 220,000 220,000

Other Revenue 4710 Miscellaneous rev 250,393 38,918 21,750 27,375 21,750 21,750 4720 Miscellaneous (Muster) 33,303 26,910 13,870 7,316 8,400 8,400 4590 Recruit Application fee 14,150 24,060 - - 15,625 15,625 4810 Donations 608 1,000 - 3,170 2,000 2,000 Total Other Revenue 298,454 90,888 35,620 37,861 47,775 47,775

Total Revenues $ 67,236,302 $ 74,234,773 $ 74,471,007 $ 68,302,160 $ 82,438,137 $ 82,438,137

62 West Metro Fire Protection District General Fund-Summary FINAL 2020 Budget

Approved 2019 2019 YTD Proposed 2020 Final 2020 2017 Actual 2018 Actual Budget 9/30/2019 Budget Budget

Expenses Salaries & Payroll Taxes

5110 Salaries $ 34,847,993 $ 36,563,317 39,968,762 $ 26,078,818 $ 42,810,140 $ 42,810,140 5115 Muster Out Pay 538,506 551,995 - 298,646 - - 5120 Extra Duty 2,702,245 3,676,770 2,023,980 1,514,085 2,074,568 2,074,568 5130 Acting Pay 506,042 550,736 496,000 347,125 535,160 535,160 5140 Technician Pay 118,800 116,663 123,800 77,288 124,200 124,200 5150 Holiday Pay 155,458 106,947 132,250 67,221 143,577 143,577 5180 Sick Leave Sold 939,856 914,868 1,035,000 - 1,077,257 1,077,257 5190 Vacations Sold 484,974 465,311 575,500 - 575,500 575,500 5195 Salaries - Works. Comp. Reimb. (100) - - - - - 5310 Medicare 490,478 531,292 541,000 364,162 545,000 545,000 5320 FICA 47,686 63,767 40,000 19,281 65,000 65,000 Total Salaries & Payroll Taxes 40,831,938 43,541,665 44,936,292 28,766,626 47,950,402 47,950,402

Pension Benefits 5410 Pension - LFD Old Hires 142,931 142,931 176,257 - 176,257 176,257 5420 Pension - Bancroft Old Hires 706,794 706,794 816,493 - 816,493 816,493 5430 Pension - West Metro New Hires 3,040,145 3,238,806 3,520,000 2,280,158 3,730,000 3,730,000 5460 Pension - ICMA Civilian 286,786 199,063 230,000 143,366 250,000 250,000 5470 Pension - WMFPD Volunteers 25,000 24,640 25,000 - 25,000 25,000 5490 Pension - Administrations 3,302 (1,036) 3,000 (296) 4,000 4,000 Total Pension Benefits 4,204,958 4,311,198 4,770,750 2,423,228 5,001,750 5,001,750

Health/Life/Disability 5480 Medical Program/RHS 918,674 1,758,859 2,275,532 1,458,385 2,542,354 2,542,354 5510 Health Insurance 5,920,994 5,461,798 6,243,837 3,959,890 6,422,070 6,422,070 5520 Life/Disability Insurance 714,399 792,036 850,000 598,256 945,136 945,136 Total Health/Life/Disability 7,554,067 8,012,693 9,369,369 6,016,531 9,909,560 9,909,560

Other Employee Benefits 5530 Workmen Compensation 952,866 932,123 1,021,927 781,465 1,081,627 1,081,627 5560 Unemployment 16,224 18,305 17,000 13,331 17,000 17,000 5999 Benefits Allocation (467,868) (604,019) (531,597) (361,209) (583,908) (583,908) Total Other Employee Benefits 501,222 346,408 507,330 433,587 514,719 514,719

Total Salary & Payroll Benefits $ 53,092,186 $ 56,211,964 $ 59,583,741 $ 37,639,972 $ 63,376,431 $ 63,376,431

63 West Metro Fire Protection District General Fund-Summary FINAL 2020 Budget

Approved 2019 2019 YTD Proposed 2020 Final 2020 2017 Actual 2018 Actual Budget 9/30/2019 Budget Budget

Operating Expenses Operations/Materials 5540 Uniform Allowance $ 151,399 $ 177,240 $ 214,225 $ 90,390 $ 256,206 $ 256,206 5610 Training & Education 236,843 263,835 387,139 216,809 423,305 423,305 5615 Higher Education - 64,321 67,500 16,153 89,450 89,450 5640 Travel 342,546 338,706 169,069 150,251 183,241 183,241 6110 Office supplies 15,637 12,558 18,250 5,431 17,500 17,500 6120 General Supplies 256,414 269,617 337,283 164,416 339,578 339,578 6121 Non-Expendable EMS Supplies 21,414 63,653 51,150 29,563 68,000 68,000 6122 Expendable EMS Supplies 398,317 402,642 459,400 253,160 482,300 482,300 6130 Printing 1,302 - 2,800 391 2,500 2,500 6140 Postage 6,222 5,364 6,800 2,904 6,775 6,775 6150 Licenses 3,735 5,435 3,375 500 3,000 3,000 6160 Dues & Subscriptions 81,359 73,938 85,170 68,219 114,741 114,741 6170 Advertising 1,350 476 2,500 - 2,500 2,500 6180 Meetings 9,006 12,007 12,060 8,094 12,330 12,330 6185 Bank Charges 40,106 25,394 43,500 16,652 38,760 38,760 6190 Miscellaneous 1,044 - 7,500 - 7,300 7,300 6210 Election - 171,408 - - 26,700 26,700 Total Operations/Materials 1,566,694 1,886,594 1,867,721 1,022,932 2,074,186 2,074,186 Professional/Contractual Fees 6300 Professional Services - 113,295 95,000 155,082 125,000 125,000 6310 Audit 70,982 57,750 64,600 56,435 68,100 68,100 6320 Legal 57,289 793,027 115,750 (581,570) 131,750 131,750 6330 Contract Labor 730,156 2,419,162 2,662,244 1,725,577 2,692,535 2,692,535 Total Professional/Contractual Fees 858,426 3,383,234 2,937,594 1,355,524 3,017,385 3,017,385

General Liability Insurance 6410 General Liability Insurance 385,875 441,763 480,000 353,847 528,150 528,150 6420 Insurance Recovery (75,736) (46,545) - (111,541) - - Total General Liability Insurance 310,138 395,217 480,000 242,307 528,150 528,150

Collection & Tresurer Fees 6530 Treasurers Fees-Jeffco 667,337 757,864 775,843 787,795 896,101 896,101 6531 Treasurers Fees-Douglas County 24,591 24,669 25,678 25,662 28,742 28,742 Total Collection & Tresurer Fees 691,927 782,533 801,521 813,458 924,843 924,843

Utilities 7110 Data & Voice Service 235,893 247,654 252,120 168,848 273,036 273,036 7120 Electric/Gas 295,351 289,013 315,262 186,477 320,452 320,452 7130 Sewer/Water 60,691 65,895 63,266 44,609 73,313 73,313 7140 Trash 39,647 29,010 27,440 16,161 26,682 26,682 Total Utilities 631,582 631,572 658,088 416,095 693,483 693,483

Maintenance 7210 Maintenance - Building 193,213 335,947 321,896 163,238 405,327 405,327 7220 Maintenance Equipment 487,300 413,969 804,385 330,990 879,509 879,509 7230 New Equipment 612,452 875,085 686,342 431,764 873,314 873,314 7240 Rental Equipment 29,451 31,824 34,096 19,036 35,402 35,402 8190 New Equipment - Apparatus 66,839 11,942 107,000 42 70,000 70,000 8210 Fuel 262,476 305,866 350,000 186,388 350,000 350,000 8240 Fleet Maintenance - IS Fund 1,497,528 1,855,555 1,491,000 1,197,728 1,482,000 1,482,000 Total Maintenance 3,149,260 3,830,189 3,794,719 2,329,185 4,095,552 4,095,552

64 West Metro Fire Protection District General Fund-Summary FINAL 2020 Budget

Approved 2019 2019 YTD Proposed 2020 Final 2020 2017 Actual 2018 Actual Budget 9/30/2019 Budget Budget

Training Center Rental 9940 Training Center Rental 730,000 730,000 754,000 502,667 760,000 760,000 Total Training Center Rental 730,000 730,000 754,000 502,667 760,000 760,000

Capital Lease 9211 Capital Lease Principal 161,376 166,910 172,634 - 178,554 178,554 9212 Lease Interest 49,970 44,436 38,712 - 32,791 32,791 Total Capital Lease 211,346 211,346 211,346 - 211,346 211,346

Operating Transfer In/Out 9230 Apparatus Replacement 1,000,000 1,250,000 1,050,000 1,050,000 1,250,000 1,250,000 9910 Transfer for Capital Projects 675,123 744,896 754,175 754,175 5,206,761 5,206,761 9930 Transfer for MIH ARM car - 300,000 223,302 223,305 300,000 300,000 Total Operating Transfer In/Out 1,675,123 2,294,896 2,027,477 2,027,480 6,756,761 6,756,761

Contingency 9390 Contingency - - 3,191,904 - - 694,804 Total Contingency - - 3,191,904 - - 694,804

Total Operating Expenses 9,824,496 14,145,580 16,724,369 8,709,649 19,061,706 19,756,510

Total Overall Expenses 62,916,682 70,357,544 76,308,110 46,349,620 82,438,137 83,132,941

Less Contingency/Fund Balance Transfers Contingency - - (3,191,904) - - (694,804) Reserve Transfer Community Education - - (25,211) - - 0 Reserve Transfer Wildland - - (200,000) - - 0 Total Less Contingency/Fund Balance Transfe - - (3,417,115) - - (694,804)

Net Revenues Over/Under Expenses $ 4,319,620 $ 3,877,229 $ 1,580,011 $ 21,952,540 $ 0 $ 0

ADMINISTRATION

Admin Revenue by Detail 700,000 700,000 DIVISION

600,000 600,000

500,000 500,000

400,000 400,000

300,000 300,000

200,000 200,000

100,000 100,000

- - 2017 Actual 2018 Actual 2019 Approved Budget Final 2020 Budget 4325 Other Grants 4510 Contractual Services 4710 Miscellaneous rev 4720 Miscellaneous Total Revenues

Admin Expenditure by Detail 6,000,000 10,000,000

9,000,000 5,000,000 8,000,000

7,000,000 4,000,000

6,000,000 The Administration Division of the General Fund

3,000,000 5,000,000 accounts for the salaries of personnel, civilian and uniformed, that are assigned to administrative 4,000,000

2,000,000 work for the District. Within the Administration 3,000,000 Division are various cost centers that expend in 2,000,000 1,000,000 accordance with specific objectives. 1,000,000

- - 2017 Actual 2018 Actual 2019 Approved Budget Final 2020 Budget Salaries and Benefits Operations/Materials Contingency Capital Projects Total Overall

WEST METRO FIRE PROTECTION DISTRICT Administration Budgets by Division

10-01-00 Administration: This division is comprised of costs that were previously included in the chief’s division. This cost center includes the office of the deputy chief of administration. Administrative costs, including general liability insurance, county treasurer fees and various office costs that benefit the entire District are assigned to this budgetary division.

2019 Approved 2019 YTD Proposed 2020 2017 Actual 2018 Actual Budget 9/30/2019 Budget Final 2020 Budget Revenues Other Grants 0 0 56,000 0 0 0 Contractual Services 11,998 590,974 457,201 403,144 324,508 324,508 Miscellaneous rev 1,545 84 0 2,425 0 0 Miscellaneous 5,122 1,022 0 795 0 0 Total Revenue 18,665 592,080 513,201 406,365 324,508 324,508

Expenses Salaries & Benefits 535,488 819,551 1,068,892 675,897 1,213,050 1,213,050 Administrative operation expenses 392,288 492,812 558,049 297,883 673,748 673,748 Election 0 171,079 0 0 26,700 26,700 Legal 56,012 111,935 110,000 51,882 125,000 125,000 Contract Labor 1,419 69,739 59,000 5,014 62,000 62,000 General Liability Insurance 385,875 441,763 480,000 353,847 528,150 528,150 Treasurers Fees-Jeffco 667,337 757,864 775,843 787,795 896,101 896,101 Treasurers Fees-Douglas County 24,591 24,669 25,678 25,662 28,742 28,742 Contingency 0 0 3,191,904 0 0 694,804 Operate Trans Out Cap Projects 675,123 744,896 754,175 754,175 5,206,761 5,206,761 Total Expenses 2,738,132 3,634,307 7,023,541 2,952,156 8,760,252 9,455,056

10-01-60 Chief’s Office: The fire chief and administrative staff are charged to this cost center. Included in the chief’s office are education, travel and miscellaneous expenditures for the fire chief and his staff.

2019 Approved 2019 YTD Proposed 2020 2017 Actual 2018 Actual Budget 9/30/2019 Budget Final 2020 Budget Revenues Contractual Services 140,004 140,004 140,000 93,336 140,000 140,000 Total Revenue 140,004 140,004 140,000 93,336 140,000 140,000

Expenses Salaries & Benefits 519,149 569,609 633,240 392,849 645,724 645,724 Operational Expenses 178,768 193,028 238,789 152,088 245,988 245,988 Total Expenses 697,917 762,637 872,029 544,937 891,712 891,712

67 10-01-61 Awards Committee: The Awards Committee is responsible for the recognition of both members of West Metro Fire Rescue and members of the community for outstanding accomplishments and acts beyond the call of duty.

2019 Approved 2019 YTD Proposed 2020 2017 Actual 2018 Actual Budget 9/30/2019 Budget Final 2020 Budget

Expenses General Supplies 9,115 2,659 7,500 1,975 7,500 7,500 Total Expenses 9,115 2,659 7,500 1,975 7,500 7,500

10-01-62 Board of Directors: The District operates under a publicly elected board of directors. The board is responsible for, among other things, policymaking, adopting the budget, appointing committees, managing long-range planning and hiring the fire chief.

2019 Approved 2019 YTD Proposed 2020 2017 Actual 2018 Actual Budget 9/30/2019 Budget Final 2020 Budget Expenses Salaries 7,400 7,700 11,200 4,600 11,200 11,200 Training & Education 945 1,300 1,725 1,260 1,725 1,725 Travel 1,819 758 2,505 524 2,505 2,505 Benefits Allocation 695 697 723 394 792 792 General Supplies 277 237 500 180 500 500 Dues & Subscriptions 1,800 1,224 2,100 180 2,100 2,100 Meetings 174 2,376 1,200 1,132 1,200 1,200 Total Expenses 13,109 14,292 19,953 8,270 20,022 20,022

10-01-63 Peer Support Team: The Peer Support Team provides members of the District with assistance on career, relationships and family guidance through training.

2019 Approved 2019 YTD Proposed 2020 2017 Actual 2018 Actual Budget 9/30/2019 Budget Final 2020 Budget Expenses Extra Duty - 4,024 11,650 - 11,650 11,650 Training & Education 1,064 555 1,600 - 1,600 1,600 Office supplies - 26 1,000 76 1,000 1,000 Contract Labor 742 9,302 800 2,176 9,200 9,200 Total Expenses 1,806 13,907 15,050 2,252 23,450 23,450

10-01-64 Honor Guard: The Honor Guard provides escorts and posting of colors at various functions when requested, as well as maintains fire service traditions and dignity at district functions.

2019 Approved 2019 YTD Proposed 2020 2017 Actual 2018 Actual Budget 9/30/2019 Budget Final 2020 Budget Expenses Extra Duty 2,938 5,087 4,000 5,315 16,000 16,000 Uniform Allowance 279 1,225 1,000 5,755 1,500 1,500 Training & Education 118 14 2,000 - 2,000 2,000 Travel 1,524 7,607 3,500 - 8,000 8,000 General Supplies 8,175 4,362 - 393 250 250 New Equipment 0 836 1,000 100 250 250 Total Expenses 13,034 19,131 11,500 11,563 28,000 28,000

68 10-01-65 Finance: The Finance Division provides financial accounting, payroll, budgeting and reporting services. Additionally, treasury and investment management as well as debt issues are the responsibility of this division.

2019 Approved 2019 YTD Proposed 2020 2017 Actual 2018 Actual Budget 9/30/2019 Budget Final 2020 Budget Expenses Salaries & Benefits 412,438 453,849 470,880 346,157 616,406 616,406 Training & Education 2,784 2,555 7,359 1,564 7,959 7,959 Travel 3,515 4,952 7,850 3,369 8,850 8,850 General Supplies 2,253 917 2,145 261 3,645 3,645 Printing 1,000 - 1,800 391 1,500 1,500 Dues & Subscriptions 10,006 10,460 12,500 12,909 14,855 14,855 Advertising - 476 1,000 - 1,000 1,000 Meetings 169 348 500 150 800 800 Bank Charges 40,106 25,394 43,500 16,652 38,760 38,760 Audit 70,982 57,750 64,600 56,435 68,100 68,100 Contract Labor 102,873 80,995 84,678 43,596 93,850 93,850 New Equipment 0 1,855 8,600 0 7,600 7,600 Total Expenses 646,126 639,549 705,412 481,484 863,325 863,325

10-01-69 Human Resources: Human Resources provide several services to the District. This division completes and coordinates the in and out processes for both civilian and uniformed personnel.

2019 Approved 2019 YTD Proposed 2020 2017 Actual 2018 Actual Budget 9/30/2019 Budget Final 2020 Budget Expenses Salaries & Benefits 306,881 349,396 368,347 232,533 403,456 403,456 Training & Education 4 100 2,500 107 2,500 2,500 Travel 670 1,251 750 822 750 750 Office supplies - 180 0 0 0 0 General Supplies 2,545 4,073 3,200 2,699 4,500 4,500 Dues & Subscriptions 5,803 6,370 5,590 6,314 5,590 5,590 Meetings 107 465 200 516 200 200 Contract Labor 66,684 90,340 70,725 59,553 72,845 72,845 New Equipment 1,145 0 0 0 0 0 Total Expenses 383,838 452,174 451,312 302,544 489,841 489,841

10-01-70 Recruiting: Process for firefighter positions within West Metro involves several stages of testing and creates a hiring list to be utilized over several years. This budget line item outlines the cost for testing in specific areas of firefighting including recruitment, written test, physical ability test and the oral board process. This rigorous testing process allows West Metro to hire the most qualified individuals. 2019 Approved 2019 YTD Proposed 2020 2017 Actual 2018 Actual Budget 9/30/2019 Budget Final 2020 Budget Revenues Recruit Application fee 14,150 24,060 0 0 15,625 15,625 Total Revenue 14,150 24,060 0 0 15,625 15,625

Expenses Extra Duty 3,911 35,033 0 0 63,720 63,720 General Supplies 4,136 7,115 0 0 23,433 23,433 Printing 302 - 0 0 0 0 Contract Labor 3,180 20,322 0 0 12,600 12,600 Total Expenses 11,529 62,470 0 0 99,753 99,753

69 10-01-71 Civil Service: This committee of nine community members is appointed by the District’s board of directors. They are responsible for establishing standards of employment and termination, and they direct the promotional exam process utilized in the selection of engineers, lieutenants, captains, and assistant chiefs. 2019 Approved 2019 YTD Proposed 2020 Final 2020 2017 Actual 2018 Actual Budget 9/30/2019 Budget Budget Expenses Extra Duty 15,618 11,503 17,920 6,901 24,760 24,760 Travel 1,611 962 5,250 89 3,750 3,750 General Supplies 1,749 3,346 5,940 1,593 4,750 4,750 Postage - 71 150 - 150 150 Meetings 3,497 3,027 3,500 2,541 3,500 3,500 Legal 1,277 1,402 5,000 4,500 6,000 6,000 Contract Labor 44,400 50,065 73,575 20,008 66,675 66,675 Total Expenses 68,152 70,377 111,335 35,632 109,585 109,585

10-01-72 Schools: The District affords the opportunity for all of its employees to pursue a formal education through a tuition assistance program administered through the Training Division. This program will reimburse half of the incurred costs after successful completion of approved courses. Transition of budgeted funds in 2018 to 10-02-50 under general ledger, Training & Education.

2019 Approved 2019 YTD Proposed 2020 Final 2020 2017 Actual 2018 Actual Budget 9/30/2019 Budget Budget Expenses Training & Education 47,301 0 0 0 0 0 Total Expenses 47,301 0 0 0 0 0

10-01-73 Information Technologies: Information Technologies is responsible for the District’s computer networks and phone systems. The Division is comprised of four civilian positions tasked with providing technological solutions and support to employees and their guests.

2019 Approved 2019 YTD Proposed 2020 Final 2020 2017 Actual 2018 Actual Budget 9/30/2019 Budget Budget

Revenues Contractual Services 98,090 0 0 0 0 0 Miscellaneous rev 0 2,478 0 0 0 0 Total Revenue 98,090 2,478 0 0 0 0 Expenses Salaries & Benefits 559,980 687,400 735,487 437,357 741,864 741,864 Training & Education 3,786 6,966 14,900 5,644 14,800 14,800 Travel 1,021 605 2,600 473 1,500 1,500 General Supplies 644 1,466 1,700 267 710 710 Dues & Subscriptions 303 478 1,645 533 1,125 1,125 Meetings 195 500 800 72 600 600 Contract Labor 3,209 2,569 5,000 10,963 0 0 Data & Voice Service 220,062 244,673 247,020 166,532 267,276 267,276 Maintenance Equipment 121,020 97,860 267,081 59,092 165,073 165,073 New Equipment 27,373 50,936 41,625 30,699 48,625 48,625 Rental Equipment 230 100 0 0 0 0 Total Expenses 937,822 1,093,553 1,317,858 711,631 1,241,573 1,241,573

70 10-01-74 Wellness: Wellness was previously under the Safety Division and is responsible for the overall health and wellbeing of all employees. It is administered in coordination with the wellness manager.

2019 Approved 2019 YTD Proposed 2020 Final 2020 2017 Actual 2018 Actual Budget 9/30/2019 Budget Budget

Revenues Miscellaneous 24,855 0 0 0 0 0 Total Revenue 24,855 0 0 0 0 0 Expenses Training & Education 706 220 400 190 400 400 Travel 0 0 800 0 800 800 Office supplies 0 41 0 0 0 0 General Supplies 4,133 5,464 4,000 3,820 4,500 4,500 Dues & Subscriptions 0 0 400 189 0 0 Professional Services 0 5,940 0 0 0 0 Contract Labor 56,997 72,222 108,550 57,982 106,500 106,500 Maintenance Equipment 2,620 2,653 3,500 2,300 3,500 3,500 New Equipment 4,726 6,621 6,200 5,575 16,700 16,700 Total Expenses 69,181 93,160 123,850 70,055 132,400 132,400

10-01-75 Public Information: The public information officer (communications/media relations specialist) disseminates District and emergency information to the media and the community, while protecting and promoting the brand, image and value of the District.

2019 Approved 2019 YTD Proposed 2020 Final 2020 2017 Actual 2018 Actual Budget 9/30/2019 Budget Budget Expenses Training & Education 530 200 2,300 794 1,500 1,500 Travel 2,203 2,232 3,838 2,861 0 0 General Supplies 6,977 8,478 11,100 4,550 13,600 13,600 Dues & Subscriptions 1,580 2,786 2,265 1,725 2,765 2,765 Contract Labor 0 0 1,500 - 1,500 1,500 Maintenance Equipment 0 589 1,500 631 1,750 1,750 New Equipment 7,980 11,842 11,082 7,837 12,550 12,550 Total Expenses 19,270 26,127 33,585 18,398 33,665 33,665

10-01-76 Facilities: Facilities maintenance is responsible for the overall maintenance of all building and property owned by the District.

2019 Approved 2019 YTD Proposed 2020 Final 2020 2017 Actual 2018 Actual Budget 9/30/2019 Budget Budget Expenses Salaries & Benefits 148,970 427,802 241,921 156,299 263,211 263,211 Training & Education 1,401 2,640 2,800 300 2,800 2,800 Travel 0 0 1,500 0 1,500 1,500 General Supplies 7,686 7,604 10,000 4,690 10,000 10,000 Data & Voice Service 0 0 1,800 0 1,800 1,800 Maintenance - Building 47,950 101,821 60,000 9,704 120,000 120,000 Maintenance Equipment 62,241 40,000 40,000 21,976 50,000 50,000 New Equipment 10,979 13,256 13,000 4,950 25,680 25,680 Rental Equipment 231 570 2,500 1,306 2,500 2,500 Total Expenses 279,457 593,694 373,521 199,225 477,491 477,491

71 10-01-99 Benefit Allocation: Benefits are paid by this budgetary division and are allocated to all cost centers with full time equivalents. Allocations are based on compensation, headcounts, volunteers, and other appropriate methods.

2019 Approved 2019 YTD Proposed 2020 Final 2020 2017 Actual 2018 Actual Budget 9/30/2019 Budget Budget

Expenses Medicare 490,478 531,292 541,000 364,162 545,000 545,000 FICA 47,686 63,767 40,000 19,281 65,000 65,000 Pension - LFD Old Hires 142,931 142,931 176,257 - 176,257 176,257 Pension - Bancroft Old Hires 706,794 706,794 816,493 - 816,493 816,493 Pension - West Metro New Hires 3,040,145 3,238,806 3,380,000 2,280,158 3,730,000 3,730,000 Pension - ICMA Civilian 286,786 199,063 220,000 143,366 250,000 250,000 Medical Program/RHS 918,674 1,758,859 1,851,755 1,458,385 2,542,354 2,542,354 Pension - Administrations 3,302 (1,036) 3,000 (296) 4,000 4,000 Health Insurance 5,920,994 5,460,959 6,243,837 3,959,890 6,422,070 6,422,070 Life/Disability Insurance 714,399 792,036 850,000 598,256 945,136 945,136 Workmen Compensation 952,866 932,123 1,021,927 781,465 1,081,627 1,081,627 Unemployment 16,224 18,305 17,000 13,331 17,000 17,000 Benefits Allocation (13,241,279) (13,843,899) (15,161,268) (9,573,811) (16,594,937) (16,594,937) Total Expenses 0 0 (0) 44,186 (0) (0)

Operation Revenue detail by year 9,000,000 18,000,000 OPERATION 8,000,000 16,000,000 7,000,000 14,000,000 6,000,000 12,000,000 DIVISION 5,000,000 10,000,000 4,000,000 8,000,000 3,000,000 6,000,000 2,000,000 4,000,000 1,000,000 2,000,000 - - 2019 2019 YTD Proposed Final 2020 2017 Actual 2018 Actual Approved 9/30/2019 2020 Budget Budget Budget Emergency Medical Services 6,800,884 7,477,283 7,001,050 5,657,383 7,900,000 7,900,000 EMS Medicaid Reimb - - - - 4,700,000 4,700,000 EMS-Other Rev coll 509,875 509,706 400,000 252,474 450,000 450,000 Contractual Services 2,633,348 86,248 2,671,332 2,353,402 2,923,394 2,923,394 Total Revenue 9,944,107 8,073,237 10,072,382 8,263,260 15,973,394 15,973,394

Operational Expenditure detail by year 2,000,000.00 70,000,000 1,800,000.00 60,000,000 1,600,000.00 1,400,000.00 50,000,000 1,200,000.00 40,000,000 1,000,000.00 800,000.00 30,000,000 600,000.00 20,000,000 400,000.00 10,000,000 200,000.00 - - 2019 Approved 2017 Actual 2018 Actual Final 2020 Budget Budget Salaries and Benefits 41,333,062 44,909,707 47,110,065 53,185,926 Operations/Materials 561,946.16 585,293.84 629,463.00 667,300.00 Fleet Maintenance - IS Fund 1,497,528 1,855,555 1,491,000 1,482,000 The Operations Division accounts Capital Lease Principal 161,376 166,910 172,634 178,554 Lease Interest 49,970 44,436 38,712 32,791 for the salaries of uniformed Apparatus Replacement 1,000,000 1,250,000 1,050,000 1,250,000 personnel assigned to all line Operat Tran Out Int Serv - 300,000 223,305 300,000 Training Center Rental 730,000 730,000 754,000 760,000 resources. Within the Operations Total Overall 45,333,881 49,841,901 51,469,179 57,856,572 Division are various cost centers that expend in accordance with specific objectives.

73 WEST METRO FIRE PROTECTION DISTRICT Operations Division Descriptive and Budgets

10-02-20 Operations: The Operations cost center includes salaries and benefit costs of all uniformed personnel assigned to line resources available for response to the request for assistance, fire and emergency services, from taxpayers within the District and also response to mutual aid requests from neighboring departments. Therefore, salary and benefit costs have not been recorded in station budgets and the EMS cost center does not include wages for ambulance staffing. This division does include the deputy chief of operations and administrative support for this office. The Operations Division oversees the day-to-day delivery of emergency responses. All apparatus replacement and maintenance internal service fund costs are charged to Operations.

2019 Approved 2019 YTD Proposed 2020 Final 2020 2017 Actual 2018 Actual Budget 9/30/2019 Budget Budget Revenues Emergency Medical Services 10,080,301 10,137,209 7,001,050 7,060,915 7,900,000 7,900,000 EMS Bad Debt (3,279,417) (2,659,926) - (1,403,532) - - EMS Medicaid Reimb - - - - 4,700,000 4,700,000 EMS-Other Rev coll 509,875 509,706 400,000 252,474 450,000 450,000 Contractual Services 2,633,348 86,248 2,671,332 2,353,402 2,923,394 2,923,394 Miscellaneous - 2,220 - - - - Total Revenues 9,944,107 8,075,457 10,072,382 8,263,260 15,973,394 15,973,394

Expenses Salaries & Benefits 41,333,062 44,909,707 47,110,065 31,102,746 53,185,926 53,185,926 Operation Expense 9,894 16,032 23,925 15,707 28,900 28,900 Contract Labor 288,647 263,412 252,038 200,963 284,400 284,400 New Equipment 1,917 1,946 3,500 5,660 4,000 4,000 Fuel 261,489 303,903 350,000 186,210 350,000 350,000 Fleet Maintenance - IS Fund 1,497,528 1,855,555 1,491,000 1,197,728 1,482,000 1,482,000 Capital Lease Principal 161,376 166,910 172,634 - 178,554 178,554 Lease Interest 49,970 44,436 38,712 - 32,791 32,791 Apparatus Replacement 1,000,000 1,250,000 1,050,000 1,050,000 1,250,000 1,250,000 Operat Tran Out Int Serv - 300,000 223,305 223,305 300,000 300,000 Training Center Rental 730,000 730,000 754,000 502,667 760,000 760,000 Total Expenses 45,333,881 49,841,901 51,469,179 34,484,986 57,856,572 57,856,572

10-02-21 Staffing: The staffing captain is responsible for the administration and staffing of line operations and call back to maintain minimum staffing levels as mandated by District policies. Included in these functions are the maintenance of Telestaff software, implementation of program upgrades and the management of vacation allocations within Telestaff.

2019 2017 2018 Approved 2019 YTD Proposed Final 2020 Actual Actual Budget 9/30/2019 2020 Budget Budget

Expenses Salaries 113,321 23,696 - - - - Extra Duty 6,029 1,706 3,000 180 1,500 1,500 Holiday Pay 648 - - - - - Sick Leave Sold 7,770 - - - - - Vacations Sold 5,180 - - - - - Benefits Allocation 48,641 9,836 - - - - Salaries & Benefits 181,588 35,238 3,000 180 1,500 1,500 Training & Education 128 32 3,450 - 700 700 Travel - - 2,575 - 2,575 2,575 General Supplies 438 519 500 36 500 500 Contract Labor 2,325 - 3,000 - 32,250 32,250 Maintenance Equipment 11,681 22,885 15,386 857 - - New Equipment 0 1,155 0 0 3,000 3,000 Total Expenses 196,160 59,829 27,911 1,073 40,525 40,525

10-02-22 Volunteers Pension: Costs associated with the volunteer pension from the Wheat Ridge Fire Protection District inclusion.

2019 2017 2018 Approved 2019 YTD Proposed Final 2020 Actual Actual Budget 9/30/2019 2020 Budget Budget Expenses Pension - WMFPD Volunteers 25,000 24,640 25,000 - 25,000 25,000 Benefits Allocation 21,604 21,604 21,604 0 21,604 21,604 Total Expenses 46,604 46,244 46,604 0 46,604 46,604

75 10-02-28 Old Station 8: Costs associated with the upkeep and maintenance for the building of Old Station 8. 2019 2017 2018 Approved 2019 YTD Proposed Final 2020 Actual Actual Budget 9/30/2019 2020 Budget Budget Revenues Contractual Services 0 7,906 9,756 0 7,440 7,440 Total Revenues 0 7,906 9,756 0 7,440 7,440

Expenses Electric/Gas 3,516 4,089 4,540 2,618 4,560 4,560 Sewer/Water 273 225 522 173 396 396 Maintenance - Building 0 40 11,010 40 5,617 5,617 Total Expenses 3,788 4,354 16,072 2,832 10,573 10,573

10-02-31 EMS: The Emergency Medical Services (EMS) Division manages the EMS day to day operations, special events, and paramedic training. All supplies and equipment for the ambulances are procured through this budget. Ambulance personnel costs are budgeted in the Operations Division.

2019 2017 2018 Approved 2019 YTD Proposed Final 2020 Actual Actual Budget 9/30/2019 2020 Budget Budget Revenues Other Grants 31,815 18,048 - 25,319 - - EMS-Other Rev coll 2,528 17 - 3,901 - - Contractual Services - - - 11,153 - - Blood Billings CSP 12,075 12,075 12,000 8,785 21,150 21,150 Special Events Billings 307,073 324,849 328,000 281,107 16,000 16,000 Miscellaneous 851 21,522 13,870 5,910 8,400 8,400 Total Revenues 354,341 376,511 353,870 336,175 45,550 45,550

Expenses Salaries & Benefits 946,322 1,008,469 1,004,858 664,986 877,387 877,387 Non-Expendable EMS Supplies 21,414 63,653 51,150 29,563 68,000 68,000 Expendable EMS Supplies 398,317 402,642 459,400 253,160 482,300 482,300 Operation Expenses 118,516 175,301 224,470 156,064 268,850 268,850 Professional Services - 107,355 95,000 155,082 125,000 125,000 Contract Labor 33,405 29,145 34,500 57,691 38,500 38,500 Maintenance Equipment 31,841 45,784 59,900 51,407 76,056 76,056 New Equipment 25,276 13,557 1,500 856 23,280 23,280 Rental Equipment 3,919 3,149 750 0 1,994 1,994 Total Expenses 1,579,010 1,849,054 1,931,528 1,368,810 1,961,366 1,961,366

10-02-32 Safety: The Safety Division is responsible for the overall health and safety of all employees. The division consists of the training chief, the safety captain with coordination of the wellness manager.

2019 2017 2018 Approved 2019 YTD Proposed Final 2020 Actual Actual Budget 9/30/2019 2020 Budget Budget Expenses Training & Education 339 2,503 3,500 984 4,400 4,400 Travel - 2,466 3,000 (975) 3,120 3,120 Office supplies - 80 - - - - General Supplies 3,992 2,880 2,200 641 1,500 1,500 Dues & Subscriptions - 385 500 766 1,000 1,000 Meetings - - 100 24 150 150 New Equipment 1,507 1,511 1,100 816 1,800 1,800 Total Expenses 5,839 9,824 10,400 2,256 11,970 11,970

10-02-33 Hazardous Materials: The Hazardous Materials Team responds to incidents when a release of hazardous substances has occurred. This includes fuel, chemical spills, and nuclear releases.

2019 2017 2018 Approved 2019 YTD Proposed Final 2020 Actual Actual Budget 9/30/2019 2020 Budget Budget

Expenses Extra Duty 3,418 3,019 9,400 1,777 8,500 8,500 Technician Pay 89,100 87,413 89,100 58,500 89,100 89,100 Training & Education 371 28 4,000 - 4,000 4,000 Travel - - 6,800 - 6,800 6,800 General Supplies 565 205 650 216 650 650 Meetings - - 360 - 280 280 Contract Labor - 582 500 - 500 500 Maintenance Equipment 2,361 554 2,200 273 1,230 1,230 New Equipment 2,491 12,508 12,255 0 12,788 12,788 Total Expenses 98,306 104,308 125,265 60,767 123,848 123,848

77 10-02-34 Technical Rescue: The Technical Rescue Team provides the expertise needed when a threat of building collapse or the need for extrication exists at the scene of an automobile crash. The individuals on this team are specially trained to perform high and low angle rope rescues of unprepared hikers and climbers. The team ensures all firefighters possess the necessary skills to respond appropriately to such situations. 2019 2017 2018 Approved 2019 YTD Proposed Final 2020 Actual Actual Budget 9/30/2019 2020 Budget Budget Revenues Trainin Revenue - Outside Sour 0 5,180 0 0 0 0 Total Revenues 0 5,180 0 0 0 0

Extra Duty 19,099 22,863 53,490 12,070 67,900 67,900 Training & Education 13,460 23,232 23,425 22,493 15,195 15,195 Travel 4,843 5,477 14,280 7,691 17,650 17,650 General Supplies 12,451 13,846 23,050 4,238 13,300 13,300 Dues & Subscriptions 1,595 - 1,600 - 1,600 1,600 Contract Labor 7,905 9,220 10,180 10,330 16,100 16,100 Maintenance Equipment 3,156 2,531 2,000 178 2,000 2,000 New Equipment 2,379 4,669 3,440 - 13,640 13,640 Total Expenses 64,889 81,837 131,465 57,000 147,385 147,385

10-02-35 Wildland: Urban interface lands or areas that are highly susceptible to the dangers of wildfire cover nearly 40% of the District. This wildland supplies the critical expertise to help control these fires by providing all firefighters with wildland firefighting training. The team remains available to state and federal forest services to help with large wildland and forest fires in other parts of the country.

2019 2017 2018 Approved 2019 YTD Proposed Final 2020 Actual Actual Budget 9/30/2019 2020 Budget Budget Expenses Extra Duty 20,514 68,802 91,080 50,547 107,578 107,578 Training & Education 6,067 7,185 8,350 2,306 10,650 10,650 Travel 4,567 6,301 8,250 5,953 15,948 15,948 Office supplies 2,004 2,929 2,000 1,222 2,000 2,000 General Supplies 6,906 25,246 9,455 8,774 9,420 9,420 Dues & Subscriptions 1,844 1,861 1,920 580 3,065 3,065 Meetings 98 200 200 172 250 250 Maintenance Equipment 2,080 1,500 5,100 5,100 5,540 5,540 New Equipment 10,259 35,980 26,575 25,596 34,892 34,892 Total Expenses 54,340 150,003 152,930 100,249 189,343 189,343

78 10-02-36 Dive Team: The Dive Team provides surface and underwater rescue, search and support capabilities both to the District and mutual aid agencies. The team is able to operate autonomously or in conjunction with other departments to accomplish this mission. Together with Westminster Fire, South Metro Fire and the Thornton’s police and fire departments, they form the Metro Dive Team, a mutually supportive entity that allows for the ability to train and operate on a common platform.

2019 2017 2018 Approved 2019 YTD Proposed Final 2020 Actual Actual Budget 9/30/2019 2020 Budget Budget Expenses Extra Duty 6,366 4,812 5,512 5,281 5,998 5,998 Training & Education 2,977 5,572 4,700 2,830 5,126 5,126 General Supplies 782 3,072 2,000 643 2,069 2,069 Maintenance Equipment 2,862 5,616 5,850 2,318 4,342 4,342 New Equipment 8,077 3,117 4,450 3,860 12,608 12,608 Rental Equipment 0 0 0 288 0 0 Total Expenses 21,064 22,189 22,512 15,221 30,142 30,142

10-02-37 Wildland Mitigation: Wildland mitigation falls directly in line with The West Metro Strategic Plan. The mission emphasizes ‘protecting the community’s quality of life through prevention, preparedness, and all-hazards emergency response,’ which is exactly the point of Wildland mitigation.

2019 2017 2018 Approved 2019 YTD Proposed Final 2020 Actual Actual Budget 9/30/2019 2020 Budget Budget Expenses Extra Duty - - 18,360 1,568 14,720 14,720 Training & Education - - 10,550 2,548 3,850 3,850 Travel - - 2,700 872 1,788 1,788 General Supplies - - 2,500 60 250 250 Meetings - - 100 - 100 100 Contract Labor 0 0 0 0 100,000 100,000 Total Expenses 0 0 34,210 5,048 120,708 120,708

10-02-40 Apparatus and Equipment Committee: This committee researches and makes recommendations on various equipment and apparatus needs of the District.

2019 2017 2018 Approved 2019 YTD Proposed Final 2020 Actual Actual Budget 9/30/2019 2020 Budget Budget Expenses Extra Duty 0 0 5,000 0 0 0 Total Expenses 0 0 5,000 0 0 0

79 10-02-41 Equipment/Apparatus: This division procures safety equipment including bunker gear for firefighters. 2019 2017 2018 Approved 2019 YTD Proposed Final 2020 Actual Actual Budget 9/30/2019 2020 Budget Budget Expenses Extra Duty 5,568 5,251 10,100 1,278 7,500 7,500 Training & Education - - 1,000 - 1,200 1,200 Travel 429 - 11,000 2,916 3,000 3,000 General Supplies - 3,831 3,000 - 6,200 6,200 Maintenance Equipment 57,962 78,821 167,401 78,402 197,698 197,698 New Equipment 406,577 596,905 414,600 268,755 438,680 438,680 New Equipment - Apparatus 66,839 11,942 107,000 42 70,000 70,000 Total Expenses 537,375 696,751 714,101 351,392 724,278 724,278

10-02-42 SCBA: The Self-Contained Breathing Apparatus (SCBA) division repairs and maintains the districts SCBA equipment. The District entered into a contractual arrangement with a vendor to provide these services.

2019 2017 2018 Approved 2019 YTD Proposed Final 2020 Actual Actual Budget 9/30/2019 2020 Budget Budget Revenues Contractual Services 13,681 12,148 12,634 8,336 13,140 13,140 Total Revenues 13,681 12,148 12,634 8,336 13,140 13,140

Expenses Training & Education 475 60 600 - 850 850 Travel 5,381 4,156 - - 1,830 1,830 General Supplies 6,706 771 2,200 - 2,700 2,700 Meetings 15 120 250 - 150 150 Contract Labor 85,028 89,089 101,076 65,325 102,895 102,895 Electric/Gas 3,237 3,247 3,605 2,771 4,884 4,884 Sewer/Water 346 364 400 298 600 600 Maintenance - Building 604 510 750 487 4,740 4,740 Maintenance Equipment 5,560 411 4,500 1,104 9,490 9,490 New Equipment 3,848 13,043 14,625 9,836 10,252 10,252 Total Expenses 111,200 111,771 128,006 79,821 138,391 138,391

80 10-02-43 Fire Hose: The Hose Division is responsible for evaluating, testing, purchasing, repairing and maintaining hose and related supplies for the District. 2019 2017 2018 Approved 2019 YTD Proposed Final 2020 Actual Actual Budget 9/30/2019 2020 Budget Budget Expenses General Supplies 0 0 1,500 0 500 500 Maintenance Equipment 100 - 500 0 500 500 New Equipment 7,450 2,830 8,060 6,640 14,020 14,020 Total Expenses 7,550 2830.001 10,060 6,640 15,020 15,020

10-02-44 Ladder: The Ladder Division is responsible for the testing, maintenance, and purchasing of all District fire service ground ladders. The ladder division is also responsible for the care of ladders at the Training Center. This work is done at the Fleet Services facility. The ladder division takes responsibility of the new apparatus ladders from the time of delivery of the new equipment throughout the life of the ladder or as long as the District owns the equipment.

2019 2017 2018 Approved 2019 YTD Proposed Final 2020 Actual Actual Budget 9/30/2019 2020 Budget Budget Expenses Extra Duty 2,954 3,848 4,500 340 4,500 4,500 General Supplies 147 188 250 - 250 250 New Equipment 3,066 3,071 2,500 - 2,500 2,500 Total Expenses 6,167 7,107 7,250 340 7,250 7,250

10-02-45 Bunker Washer: Two stations provide the advanced bunker gear cleaning for the District. For safety reasons, bunkers need to be washed to remove smoke and other contaminants when they have been exposed. This also helps the District maintain a professional appearance.

2019 2017 2018 Approved 2019 YTD Proposed Final 2020 Actual Actual Budget 9/30/2019 2020 Budget Budget Revenues Contractual Services 22,000 0 24,000 20,000 24,000 24,000 Total Revenues 22,000 0 24,000 20,000 24,000 24,000 Expenses General Supplies 2,717 3,504 2,625 947 2,700 2,700 Maintenance Equipment 2,534 1,347 5,000 1,763 3,450 3,450 New Equipment 46 3,560 2,250 0 2,550 2,550 Total Expenses 5,297 8,411 9,875 2,710 8,700 8,700

81 10-02-47 Communications: West Metro’s Dispatch Center handles all responses for the District as well as response for other fire protection agencies. The Communications Division is responsible for five main areas of operation as reflected by this budget. These areas consist of radio communication systems (the radio “backbone” and subscriber equipment), CAD/Mobile CAD software functionality, cellular and paging, station alerting and dispatch operations.

2019 2017 2018 Approved 2019 YTD Proposed Final 2020 Actual Actual Budget 9/30/2019 2020 Budget Budget Revenues Contractual Services 175,397 48,994 57,840 43,819 103,593 103,593 Miscellaneous rev 148,721 0 0 977 0 0 Total Revenues 324,118 48,994 57,840 44,797 103,593 103,593

Expenses Salaries & Benefits 2,059,004 0 0 0 0 0 Training & Education 6,324 0 2,500 - 2,500 2,500 Travel 5,295 1,917 2,000 16 2,500 2,500 Office supplies - 0 250 0 0 0 General Supplies 2,323 0 5,000 36 8,990 8,990 Meetings 451 636 300 75 300 300 Contract Labor 170 1,538,529 1,744,257 1,133,637 1,589,770 1,589,770 Data & Voice Service 15,831 2,381 2,700 2,316 3,960 3,960 Maintenance - Building 47 6,122 - - - - Maintenance Equipment 168,921 102,179 183,200 92,577 294,163 294,163 New Equipment 23,379 13,607 8,900 9,540 47,450 47,450 Total Expenses 2,281,745 1,665,371 1,949,107 1,238,197 1,949,633 1,949,633

10-02-50 Training: The Training Division is responsible for the training and professional career development of all uniformed members of the District.

2019 2017 2018 Approved 2019 YTD Proposed Final 2020 Actual Actual Budget 9/30/2019 2020 Budget Budget Expenses Salaries & Benefits 1,128,209 1,268,457 1,298,761 791,884 1,271,975 1,271,975 Uniform Allowance 4,984 8,808 12,000 8,456 10,000 10,000 Training & Education 30,132 31,304 58,030 25,947 68,750 68,750 Higher Education - 64,321 67,500 16,153 89,450 89,450 Travel 12,467 12,422 23,406 3,454 29,840 29,840 General Supplies 49,175 59,266 84,200 37,377 62,350 62,350 Postage 581 531 650 201 525 525 Dues & Subscriptions 29,036 16,079 26,405 18,410 39,679 39,679 Meetings 671 317 600 140 600 600 Legal - - 750 - 750 750 Contract Labor 29,769 30,302 48,725 10,892 43,820 43,820 Maintenance Equipment 625 2,539 4,525 1,797 5,025 5,025 New Equipment 0 1,909 9,500 6,636 10,500 10,500 Total Expenses 2,413,858 2,764,711 2,933,813 1,713,231 2,905,239 2,905,239

10-02-51 Accreditation: Accreditation is a self- assessment process to provide quality improvement and enhance service delivery to the community. Accreditation is through an outside independent agency; this budget covers two parts of accreditation, self-assessment and standards of coverage. Expenditures include site visit costs.

2019 2017 2018 Approved 2019 YTD Proposed Final 2020 Actual Actual Budget 9/30/2019 2020 Budget Budget Expenses Training & Education 4,535 5,975 5,400 1,214 5,900 5,900 Travel 27,212 7,661 9,525 8,807 9,595 9,595 General Supplies 3,456 1,039 500 0 500 500 Dues & Subscriptions 1,860 2,040 2,000 1,920 2,000 2,000 Meetings 0 129 0 613 0 0 Maintenance Equipment 0 1,879 500 0 1,000 1,000 New Equipment 0 2,781 0 0 0 0 Total Expenses 37,062 21,504 17,925 12,554 18,995 18,995

STATION BUDGETS

Station 1-17 Budgets New Equipment General 12% Supplies Maintenance 15% Equipment 2% Station budgets are managed by station captains and do not include salary or Maintenance - benefits, but all items necessary for Building ongoing maintenance, utilities and 21% equipment. Salaries and benefits are budgeted within operations in the Electric/Gas Operations Division. Included in Trash 36% maintenance costs for the stations are 4% items involving sand trap cleaning, HVAC maintenance, Plymovent system Sewer/Water maintenance, backflow testing, telemetry 10% testing, geothermal maintenance, bay door maintenance, etc. Stations work with the District in scheduling needed maintenance and maintenance contracts exist to promote cost savings District- wide.

84 West Metro Fire Protection District Stations 2020 Budget

10 - General fund 01 - Station #1