South Metro Fire Rescue Authority

Transcription

Table of Contents
Introduction
Letter of Transmittal Fire Chief
Distinguished Budget Presentation Award
Board of Directors and Staff
Organization Chart
Relationship Between Funds
Letter of Transmittal – Accountant and Chief Finance Officer
Budget Information
The Authority and Its Services
Demographics
Services Provided
Revenues
Mission and Vision Statements
Strategic Plan and Critical Issues
Policies and Procedures
Budget Finance and Business Operations
Operating Budget Policies and Process
The Budget as an Operational Guide
The Budget as a Financial Plan
Other Policies of the Authority
The Funds and their Purpose and Sources & Uses of Funds
Capital Program
Summary of Capital Projects Budgeted in 2013
Debt Policies
Salary Administration
Graph of Authority FTEs
Summary of Revenues and Expenditures
General Fund
Executive Division
Board of Directors
Community Relations
Finance
Administration
Facilities Maintenance
Human Resources
Technology
Community Safety Services – Life Safety Bureau –
Emergency Preparedness
Operations Division Includes EMS, Special Operations and
Training
Summary of Authority Calls
Fire Stations
i
1
3
4
7
8
11
19
19
23
24
27
27
58
59
59
61
62
63
65
68
73
74
75
78
80
83
91
95
97
103
107
113
145
149
159
185
204
205
Table of Contents (Continued)
Fleet Services
Capital Projects Fund
Ambulance Transport Fund
Building Rental Fund
Cherry Hills Village Pension Trust
Parker Fire Protection District (PFPD)
South Metro Fire Rescue (SMFR)
Authority Performance Measures and Indicators
251
257
261
267
271
273
277
281
Glossary
293
Appendix
Resolutions to Adopt Budget, Appropriate Sums of Money and
Set Mill Levies and Certifications to Counties for PFPD
297
Resolutions to Adopt Budget, to Appropriate Sums of Money and
Set Mill Levies and Certifications to Counties for SMFR
304
Resolutions to Adopt Budget and Appropriate Sums of Money
For South Metro Fire Rescue Authority
309
Resolution to Set Mill Levies for Cherry Hills Village Pension
312
Five-Year Plan
315
ii
.
INTRODUCTION
INTRODUCTION
1
2
3
SOUTH METRO FIRE RESCUE AUTHORITY
Douglas & Arapahoe Counties, Colorado
APPOINTED OFFICALS
BOARD OF DIRECTORS
Patrick Mulhern, Chairperson
Laura Simon, Vice Chairperson
Al Johnson, Secretary
Danny Gaddy, Treasurer
Dave Jackson, Director
Gary Culig, Director
Rich Sokol, Director
FIRE CHIEF
Daniel Qualman
EXECUTIVE ASSISTANT TO THE CHIEF
Teri Taylor
ASSISTANT CHIEF OPERATIONS DIVISION
Bob Baker
ASSISTANT CHIEF COMMUNITY SAFETY SERVICES DIVISION
Mike Dell’Orfano
ASSISTANT CHIEF ADMINISTRATIVE DIVISION
Vince Turner
CHIEF FINANCE OFFICER
Marie Hoover
4
PARKER FIRE PROTECTION DISTRICT
ELECTED OFFICALS
BOARD OF DIRECTORS
Danny Gaddy, President,
Gary Culig, Vice-President
Al Johnson, Secretary
Ronda Scholting, Treasurer
William (Bill) Shriver, Director
FIRE CHIEF
Daniel Qualman
Teri Taylor
Bob Baker
Mike Dell’Orfano
Vince Turner
Marie Hoover
5
SOUTH METRO FIRE RESCUE
ELECTED OFFICALS
BOARD OF DIRECTORS
Laura Simon, Chairperson
Rich Sokol, Vice Chairperson
Hank Eng, Secretary
James Olmsted, Assistant Secretary
Dave Jackson, Treasurer
FIRE CHIEF
Daniel Qualman
Teri Taylor
Bob Baker
Mike Dell’Orfano
Vince Turner
Marie Hoover
6
Citizens
Board of Directors
Teri Taylor
Executive
Assistant
Dan Qualman
Fire Chief
Becky O’Guin
Community Relations
Director
Bob Baker
Assistant Chief
Operations Division
Vince Turner
Assistant Chief
Support Services
Division
Mike Dell’Orfano
Assistant Chief
CSS Division
Marie Hoover
Chief Financial Officer
Finance Division
Operations
Human
Resources
Life Safety
Accounting
Emergency
Medical
Services
Facilities
Community
Preparedness
Payroll
Special
Operations
Fleet
Planning &
Analysis
Training
Technology
7
2013
Relationship Between Funds
Interest
Fees
Fees for
Classes
Classes
South Metro Safety
Foundation
l
ta
pi s
Ca und
rters ue
F
n
dqua
Hea ity Reve
Facil
Operations
Grants
Services
Capital Projects
Fund 02
Property Tax
Revenues from
Parker Fire and
South Metro Funds
40 and 41
General Fund
Fund 01
Fire, EMS, Pub Ed,
HazMat, Rescue
Training and Vehicle Maintenance
Facility
Ou
Ma tside
V
i
Re ntena ehic
ven nc le
ues e
Ve
Re hicle
pa
irs
Employees and
shared Services
Revenues From
Facility Rental &
Seminars
Joint Services
Facility
Operation
8
Manage Facility
Services
Provided
Rental payments
from tenants
Plan Reviews
Provides
Payments From Other
Agencies for Vehicle
Maintenance Service
Building Rental
Fund 09
Pays the costs
of 17.68 Full
Time Equivalent
Employees
Ambulance
Enterprise
Fund 08
Ambulance
Transport
Fees
Ambulance
Transport
Transport
Services
The graphic on the previous page shows the relationships between the services provided by
South Metro Fire Rescue Authority; the various funds of the Authority, and the various sources
of revenue for the Authority.
Property tax revenue transfers from the two Districts, interest on investments and fees charged
for services (i.e. plan reviews, various permits, training class fees, fees charged for vehicle
maintenance for outside agencies, and charges for certain types of responses) come into the
General Fund (Fund 01). These revenues are used to fund South Metro Fire Rescue Authority,
which provides fire, EMS, Public Education, Hazardous Materials response and First Responder
service to the citizens of the Authority, and provide funds for Capital Projects, i.e. fire apparatus,
stations and equipment.
The Ambulance Transport Fund (Fund 08) is an Enterprise Fund and provides ambulance
transport services to visitors, workers and citizens of the Authority. There are 17.68 FTEs
charged to this fund and paid from the revenues which are charged from base transport fees,
mileage, and special services provided.
The Building Rental Fund (Fund 09) is an Enterprise Fund that provides for the operation of the
Headquarters Building on East Mineral Avenue. The two upper floors of the building are leased
to other government organizations. Rent is collected from the other entities and the Authority
pays rent based on square footage occupied. Any charges specific to the Authority only are paid
from the General Fund.
The South Metro Fire Safety Foundation is a separate non-profit organization which was formed
by Parker Fire Protection District with a donation made by Adam and Dorothy Miller in the early
1990s. The connection between South Metro Fire Rescue Authority and the South Metro Fire
Safety Foundation is that the Executive Director of the non-profit is the Program Administrator
in the Community Safety Services Division. The record keeping is done by Authority Finance
Staff, and several positions on the Board of the non-profit are held by employees of the
Authority and one position on the Board is held by a Board Member of the Authority. The
Foundation provides lifesafety training to the community in CPR, babysitting first-aid, AED
training, and driver training for teenagers and adults. These classes have a fee attached to them
such that the SMFSF is self-sufficient financially.
9
This page left intentionally blank.
10
11
As a result of the high quality of services provided, training standards, equipment,
staffing, and related support functions, the Authority is among the leaders in the State of
Colorado being one of eight departments in the state to receive the Certification from the
Commission on Fire Accreditation International. The Authority has received the
Government Finance Officers Association’s Distinguished Budget Award since inception
of the Authority in 2009. We will continue to participate in this program.
Personnel are provided with constant training to keep their skills at the highest level. The
Authority has modern training facilities that includes two class rooms, an 84 seat
auditorium, a five-story training tower, a burn building for live fire training, a propane
simulation station, and a driver operator training track. Additional state of the art training
class rooms with media centers are available in the Authority headquarters building.
Summary of Major Goals for 2013
The major goal to be accomplished in 2013 is to continue to carefully monitor expenses
and evaluate the necessity and benefit to the Authority of any expenditures made. The rebuilding of Station 32 is budgeted for 2013. This is another station that is very small and
needs upgrades. An opportunity arose to acquire the land that was adjacent to our station
32 for this expansion and rebuild a few years ago and we acted on it knowing this project
was on the horizon. This building project does not require any additions to staff or
apparatus.
A major goal is to continue the evaluation of the fire stations in the South Metro Fire
Rescue District for necessary repairs and upgrades. The upkeep has been delayed to the
point that some repairs are critical.
Budget Summary for Expenditures:
The proposed budget requirements for fiscal year 2013 for all funds (General Fund,
Capital Projects, Agency Pension, Building Rental Fund, Ambulance Transport Fund and
the Special Revenue Funds) total $65,154,401 which is $2,808,478 less than the
$67,962,879 of estimated actual in 2012. The decrease is caused by a small decrease in
salaries and some increase in benefits; a decrease in capital expenditures for the rebuild
of Station 32 as compared to Station 38 is $1.2 million and the replacement of several
apparatus is $350,000 less than the 2012 replacements; and a reduction in debt service
due to the pay-off of one lease and the Certificates of Participation in 2012 reduces the
amount by $4.1 million.
12
Total fund expenditures for all funds are shown below:
EXPENDITURES BY TYPE
Salaries and Benefits
Supplies and Expense
Capital Outlay
Debt Service/Lease Payments
Other: Insurance, Treasurer’s Fees
Allowance Doubtful Accounts
ESTIMATED
2012
$41,582,928
8,889,160
6,193,210
6,418,021
1,734,606
3,144,954
BUDGET
2013
$43,202,492
11,405,013
5,497,588
91,649
2,023,749
2,933,910
$67,962,879
$65,154,401
This graph shows the expenditures for all Funds of the Authority for 2013.
Bad Debt
Expense
5%
Insurance
2%
Dispatch
3%
Capital
8%
Operating
Expenses
16%
Salaries
50%
Benefits
16%
2013 Significant Changes:
Salaries and Benefits:
There was a small decrease in salaries for 2013 due to the salary survey returning no
change except for a small number of administrative employees and the separation from
service of 4 full time and 2 part-time positions, which were not replaced. The benefits
increase is due to increases in health insurance and LTD insurance premiums.
Supplies and Expenses:
There is an increase in supplies and expense of $915,250. Most of this increase is due to
the purchase of SCBA bottles for $626,956.
13
Capital:
Total capital expenditures budgeted for 2013 of $5,497,588 includes the re-building of
Station 32, at a cost of $2,500,000. There is $870,000 of replacement apparatus and
equipment. The Ambulance Transport Fund will be spending $190,000 on refurbishment
of two ambulances, and $338,178 on replacement of Life Paks.
Lease Payments:
One apparatus lease from Parker Fire Protection District was paid off in 2012 and the
Certificates of Participation from South Metro Fire Rescue were paid off in 2012. There
are two small remaining Parker Fire Protection District leases that will be paid off in
2014.
Ending Fund Balance:
The Authority will have approximately $24.7 million in General Operating Funds and
$19.3 million in Capital Projects Funds at the end of 2012. The fund balance is cash
available for expenditures. The General Operating Funds are approximately 45.7% of the
Authority’s General Fund annual operating budget. The Capital Projects funds are a
combination of interest earnings and transfers from the General Fund.
There are no transfers to the Capital Project Fund expected in the next five years because
of the transfer made in 2012.
Budget Summary for Revenues:
Total fund net revenues for all funds are shown below:
REVENUES
BY CATEGORY
Estimated
Budget
2012
2013
Property Taxes*
$55,033,946
$55,199,956
Reimbursements
812,084
791,589
Rental Fees
811,834
882,466
Interest
189,278
186,000
Plan Reviews/Permits
882,254
1,000,000
Fleet Services Outside Repairs
330,616
300,000
Ambulance Transports
6,900,236
6,046,125
Other Sources
242,000
1,290,480
Miscellaneous
44,804
128,000
Sale of Assets
10,000
10,000
$65,257,052
$65,834,616
Total
14
The below graph shows the allocation of revenues from all Funds of the Authority for
2013.
2013 Total Authority Revenues
1% 3%
0%
0%
3%
Property Taxes
9%
Rental Fees
Other Fees & Charges
Interest Income
Ambulance Fees
Fleet Outside Fees
84%
Miscellaneous
Property Taxes:
The main source of revenue for the General Fund is transfers of property tax revenues
from the two Special Revenue Funds for each District.
Due to the high reliance on property taxes for operations of the Authority, the uncertainty
in the real estate market has a major impact on our revenue stream. The Authority
always has flexibility in our schedule for building new stations and staffing those
stations. If the property values in the Authority continue to decrease, there would be
delays in the construction schedule and the hiring of new firefighters to staff those
stations. The replacement of vehicles and equipment would be re-evaluated with possible
delays. Salaries could be frozen and replacement positions would be carefully evaluated
before they are filled. The good news is there are signs of improvement in the residential
real estate market in the Denver Metro area.
The following graph shows the changes in total actual property tax revenues within the
two Districts supporting the Authority:
15
Property Tax Revenues
Millions of Dollars
56
55
54
53
52
51
50
49
48
2009
2010
2011
2012
2013
Specific Ownership Tax:
The second major source of General Fund revenues is the transfer of Specific Ownership
Tax revenues from the two Districts supporting the Authority. A reduction of $164,000
is budgeted for 2013 from the estimated 2012 receipts. The new car registrations in the
state were reported to be up for 2012. We budget conservatively on this tax.
Thousands of Dollars
SPECIFIC OWNERSHIP TAX
6,000
5,000
4,000
3,000
2,000
1,000
0
2009
2010
2011
Year
16
2012
2013
Revenues from Other External Sources:
The revenues from external sources totaling $7,095,091 are made up of Ambulance
Transport Fund fees, rents received from the Building Rental Fund and the Fleet
Maintenance repairs which are charges for vehicle maintenance services performed for
other fire departments or districts.
The revenue for the Ambulance Transport Fund is based on the number of transports and
the averages for mileage per transport and other services charged for each transport. The
number of transports budgeted is 5,750. This is the same number of transports as
budgeted in 2011 and 2012. The revenues for 2012 were considerably high from 2011
due to a change in medical protocol from a neighboring district. That protocol is being
changed in 2012 and it is unclear if the district will continue to see this increase
The outside revenues for the Fleet Services outside services are budgeted at a decrease
due to declining hours for outside work.
Permit and plan review fees are the fees charged by the Life Safety Bureau for
commercial construction, remodels and fire sprinkler system installations. The budgeted
number has been increased from the 2012 budgeted number as the fees have been
increased for 2013.
Rental Income:
Rental Income budgeted for 2013 of $133,500 is derived, from the rental of cell tower
sites on various fire stations and the communications tower. The Authority has
community rooms in many of their facilities throughout the Authority. These rooms are
available for rent by non-for-profit entities. Community organizations must pay a
refundable deposit.
Other Revenues:
Other 2013 budgeted revenues totaling $582,500 include reimbursements for services
such as Hazardous Materials incidents, Wildfire callouts, and the SWAT Team.
Summary:
Please see the summary of revenues and expenses for the entire Authority by fund and
the Total Authority on pages 80-82.
The proposed budget for 2013 allows the Authority to provide a high level of service to
our community while minimizing expenditures.
Recognition is given to all staff members, division leaders, and coordinators who have
effectively devoted their time and energy toward the development of the annual budget.
17
18
.
BUDGET INFORMATION
BUDGET INFORMATION
The Authority and Its Services:
The Authority operates under Colorado Revised Statutes, Title 32, as a separate municipal corporation
and is managed by a seven member Board of Directors composed of a President, Vice President,
Secretary, Treasurer, and three members. The Board hires a Fire Chief who serves at the pleasure of the
Board to manage day-to-day operations of the Authority. The Authority is a stand-alone entity and is
not part of any city or town government that we serve.
The Fire Authority was formed in 2008 by a Memorandum of Agreement between Parker Fire
Protection District and South Metro Fire Rescue. In 2012 the agreement was amended for a full merger
to occur on January 1, 2016. At the time of the full merger, based on projected growth in assessed
values, a drop in revenues of $4.5 to $6 million in property tax revenues will occur if South Metro Fire
Rescue does not have a mill levy election to increase their mill levy.
Demographics:
The Authority is located on the south and east edge of the Denver Metropolitan Area. The Authority
serves all of the Towns of Parker and Foxfield and the Cities of Centennial, Greenwood Village, Cherry
Hills Village, Castle Pines North, Lone Tree, and some unincorporated areas in both Douglas and
Arapahoe counties. It includes the business parks of Meridian, Inverness, and portions of the Denver
Tech Center and Park Meadows Mall.
There is commercial development throughout the Authority and the Authority includes several
residential developments with some areas of rural residential development. The area is a fairly affluent
area with homes in the middle to upper price range. The Authority, in addition to the single family
home developments, includes a large number of apartment and townhouse developments. The tables
below show some data concerning the populations of Douglas and Arapahoe Counties. Approximately
46% of the Authority is in Douglas County and 54% is in Arapahoe County.
Within the Authority there are many recreational opportunities. The Cherry Creek Trail and portions of
the Cherry Creek Reservoir are within the Authority. This can be used for horseback riding, biking,
running, walking, boating and swimming. The Parker area is geared toward horseback riding with the
Colorado Horse Park just at the edge of the Authority and a horse arena in the middle of the Town of
Parker. The Authority has a wealth of annual events like the Carriage Parade in December, the Parker
Country Festival in June, and the Taste of Parker in September. The Fiddler’s Green Amphitheater,
located in Greenwood Village hosts many events throughout the summer. We also have many wonderful
restaurants to tickle anyone’s fancy and, of course, the Park Meadows Shopping Area.
19
Map of South Metro Fire Rescue Authority
20
DEMOGRAPHIC STATISTICS
ENTIRE DOUGLAS COUNTY
(Unaudited)
Douglas
Estimated
Fiscal
County
Authority
Per Capita
Median
Education
School
Unemployment
Year
Population
Population(3)
Income (5)
Age
Level (1)
Enrollment (2)
Rate (4)
2003
221,978
78,530
$40,444
34.1
36.60%
42,009
5.30%
2004
234,810
82,500
$42,692
34.4
36.60%
44,762
4.70%
2005
246,058
90,000
$47,837
34.7
51.90%
48,043
4.20%
2006
259,881
88,650
$52,560
35
57.00%
50,370
3.60%
2007
271,955
94,800
$57,281
35.2
57.00%
52,983
3.20%
2008
281,138
113,721
$59,775
35.6
56.00%
54,982
4.20%
2009
288,225
114,369
$59,358
36.2
53.00%
58,723
6.60%
2010
285,465
113,748
$47,112
36.7
50.60%
59,932
7.10%
2011
288,430
112,252
$50,544
33.6
53.50%
63,114
6.10%
2012
291,083
119,344
$51,970
36.6
54.60%
63,934
6.20%
(1) Percentage of population that has attained a Bachelor’s Degree or higher.
(2) Colorado Department of Education
(3) Estimated Authority Population is for Parker Fire District only 2003 – 2007. Population thereafter is the
combined population. Douglas County Population from Colorado Department of Local Affairs.
(4) Colorado LME
(5) Bureau of Economic Analysis
DEMOGRAPHIC STATISTICS
ENTIRE ARAPAHOE COUNTY
(Unaudited)
Arapahoe
Estimated
Fiscal
County
Authority
Per Capita
Income (4)
Median
Education
School
Unemployment
Year
Population
Population
Age
Level (1)
Enrollment(2)
Rate (3)
2003
514,406
N/A
$44,930
34.9
N/A
46,682
6.30%
2004
519,785
N/A
$46,034
35
N/A
47,868
5.70%
2005
526,923
N/A
$47,362
35.3
N/A
48,661
5.20%
2006
532,347
N/A
$50,551
35.4
N/A
49,684
4.40%
2007
543,414
N/A
$50,713
35.5
N/A
50,631
3.90%
2008
554,372
83,158
$51,392
35.5
37.00%
51,115
5.00%
2009
565,360
83,621
$48,480
35.7
N/A
51,708
7.70%
2010
572,003
83,091
$50,908
35.8
38.00%
52,166
8.60%
2011
581,966
82,544
$51,196
36
37.50%
52,589
7.70%
2012
584,984
82,972
$51,759
36
38.30%
53,272
7.20%
(1) Percentage of population that has attained a Bachelor’s Degree or higher.
(2) Colorado Department of Education - Cherry Creek Schools Only
(3) Colorado LME
(4) Bureau of Economic Analysis
21
The following table lists the top 10 taxpayers in the Parker Fire Protection District.
TEN LARGEST TAXPAYERS
(Unaudited)
DECEMBER 31, 2012
Taxpayer
Wild Blue Communications
Liberty Property Holdings Inc.
Echostar Real Estate Corporation IV
Arapahoe Crossings LP
Hauppauge LLC
Shlp Meadows at Meridian
Stone Canyon Partners LLC
Briargate Apartments
Simpson Cherry Creek
Ranchstone LLC
Type of
Business
Telecommunications
Brokerage
Telecommunications
Retail
Brokerage
Retail
Apartments
Apartments
Brokerage
Apartments
2012
Assessed Value
$
11,630,380
10,950,090
10,347,380
8,821,220
5,708,910
3,940,200
2,942,010
2,716,350
2,586,990
2,519,180
$
Per Cent
of Total
Assessed Value
0.80%
0.75%
0.71%
0.61%
0.39%
0.27%
0.20%
0.19%
0.18%
0.17%
62,162,710
4.28%
Source: Douglas and Arapahoe County Assessors Offices
The following table lists the top 10 taxpayers in the South Metro Fire Rescue District.
TEN LARGEST TAXPAYERS
(Unaudited)
DECEMBER 31, 2012
Taxpayer
Greenwood Property Corp
GPI Plaza Tower
IKEA
Palazzo Verdi LLC
5251 DTC Parkway LLC
Park Meadows Mall
CSHV Denver Tech Center LLC
CREF Tuscany Plaza LLC
Legacy III
TRT NOIP Inverness
Type of
Business
Brokerage
Brokerage
Retail
Brokerage
Brokerage
Retail
Brokerage
Brokerage
Brokerage
Brokerage
2012
Assessed Value
$
28,420,000
18,415,000
12,180,000
11,507,470
11,223,000
10,936,710
10,730,010
10,440,000
10,150,000
9,352,500
$
Source: Douglas and Arapahoe County Assessors Offices
22
133,354,690
Per Cent
of Total
Assessed Value
0.87%
0.56%
0.37%
0.35%
0.34%
0.33%
0.33%
0.32%
0.31%
0.29%
4.08%
Services Provided:
The Authority is a multi-service authority providing not only fire suppression and emergency medical
services but also contracts with the State and Federal governments to provide wildland fire suppression
services and urban search and rescue services to the Federal Division of Homeland Security. The
Authority is part of a regional Hazardous Materials team. The Authority is also part of a regional
Metropolitan Medical Response System (MMRS) and in that capacity provides mass decontamination
services to the metropolitan area in the event of a biological terrorist attack or similar event. Through
our Community Safety Services Division, the Authority provides inspections and plan reviews for fire
safety systems in businesses and developments and provides educational programs in fire safety to
businesses and schools. They also perform fire investigations and prepare court ready documentation.
To deal with emergencies, both fire and medical, the Authority’s Operations Division staffs a team of
professional firefighters and paramedics 24 hours a day with skills and equipment necessary to deal with
a wide variety of emergencies. Approximately 91 of the 297 professional firefighters are certified as
Advanced Life Support (ALS) Paramedics, while 100% of the remaining fire suppression personnel are
certified at the Basic Life Support (BLS) level. Under the guidance of physician advisors, emergency
medical service personnel (all of whom are firefighters) maintain a highly certified skill level through
several specialized training programs.
Fire protection and emergency medical services are provided to an estimated population of 202,316
scattered over 177.4 square miles in Douglas and Arapahoe counties of Colorado.
Ambulance transport services are provided for medical emergencies that occur within the Authority
boundaries. These services are provided for a fee to the patient.
The Fleet Services Facility performs fleet maintenance services for the Authority and for other fire
departments and districts along the front-range on a time and materials basis.
The Training facility provides training for our own firefighters as well as for others on a fee basis. The
facility is also rented to other districts and departments for them to conduct their own training.
It should also be noted that the Authority provides babysitting, CPR, and first aid training, as well as
teen and adult driver training, to citizens through our non-profit arm, the South Metro Fire Safety
Foundation. This non-profit arm was formed in 1990 with a donation from the Estate of Adam and
Dorothy Miller. They were school teachers who devoted their lives to the education of students in
Douglas County. The Parker Fire Protection District Board of Directors recognized this passion and
assigned the bequeath to life safety education.
23
Transfers from Parker Fire Protection District and South Metro Fire Rescue
TAX COLLECTIONS
Assessed Value
Parker Fire
Douglas
Arapahoe
Total
Mill Levy
Levy
Uncollectible Rate
Expected Net Tax Receipts
South Metro
$1,243,828,481
209,077,540
$1,452,906,021
13.978/$1,000
$936,097,220
2,334,280,150
$3,270,377,370
9.25/$1,000
$20,308,720
1.00%
$20,105,633
$30,250,991
1.00%
$29,948,481
PARKER FIRE PROTECTION DISTRICT – PROPERTY TAX LEVIES AND COLLECTIONS
(Unaudited)
Fiscal
Year
2003
2004
2005
2006
2007
2008
Total Tax Levy
Current Tax
Collection
% of Current
Taxes
Collected
13,601,229
14,666,596
15,541,283
16,986,133
17,959,608
20,457,678
13,441,786
14,589,224
15,402,441
16,928,941
17,835,007
20,381,824
98.83%
99.47%
99.11%
99.66%
99.31%
99.63%
Delinquent Tax
Collection
Total Tax
Collections
Ratio of
Total Tax to
Total Tax
Levy
Outstanding
Delinquent
Taxes
-56,232
-17,316
-137,020
-124,096
-143,290
-209,497
13,385,554
14,571,908
15,265,421
16,804,845
17,691,717
20,172,327
98.41%
99.35%
98.22%
98.93%
98.51%
98.61%
(1)
(1)
(1)
(1)
(1)
(1)
Ratio of
Delinquent
Taxes to
Total Tax
Levy
(1)
(1)
(1)
(1)
(1)
(1)
-73,206
-27,203
-174,545
-221,952
20,943,630
21,576,152
21,720,345
20,019,744
100.15%
99.23%
99.22%
99.89%
(1)
30,708
39,488
30,971
(1)
0.14%
0.19%
0.15%
2009
20,911,259
21,016,836
100.50%
2010
21,743,717
21,603,355
99.35%
2011
21,891,644
21,894,890
100.01%
2012
20,041,170
20,241,696
101.00%
Source: Parker Fire Protection District Record of Levies and Collections
(1) Douglas and Arapahoe Counties collect the taxes for all property tax levies. The counties started reporting this number in 2010.
SOUTH METRO FIRE RESCUE – PROPERTY TAX LEVIES AND COLLECTIONS
(Unaudited)
Ratio of
% of Current
Delinquent
Outstanding
Fiscal
Total Tax
Current Tax
Total Tax
Total Tax to
Taxes
Tax
Delinquent
Year
Levy
Collection
Collections
Total Tax
Collected
Collection
Taxes
Levy
2003
18,793,100
N/A
N/A
N/A
18,524,132
98.57%
(1)
2004
18,282,200
N/A
N/A
N/A
18,110,549
99.06%
(1)
2005
25,462,162
N/A
N/A
N/A
24,838,057
97.55%
(1)
2006
22,819,436
N/A
N/A
N/A
22,625,597
99.15%
(1)
(1)
2007
23,471,433
N/A
N/A
N/A
23,048,639
98.20%
2008
30,830,570
N/A
N/A
N/A
30,645,554
99.40%
(1)
(1)
2009
31,309,580
31,718,811
101.31%
-202,081
31,516,730
100.66%
2010
34,442,252
34,371,439
99.79%
-696,748
33,674,691
97.77%
7,593
2011
34,357,613
34,628,260
100.78%
-731,315
33,896,945
98.66%
15,627
2012
30,318,258
31,155,547
102.76%
-220,111
30,935,436
102.04%
74,858
Source: South Metro Fire Rescue Record of Levies and Collections
(1)Douglas and Arapahoe Counties collect the taxes for all property tax levies. The counties started reporting this number 2010.
24
Ratio of Delinquent
Taxes to Total Tax
Levy
(1)
(1)
(1)
(1)
(1)
(1)
(1)
0.02%
0.05%
0.25%
Parker Fire District
22
Millions of Dollars
21.5
21
20.5
20
19.5
19
2009
2010
2011
2012
2013
Budget Year
This graph shows 5 years of Property Tax Revenues for the Parker Fire Protection District. The mill
levy that the District assesses was set by a vote of the electors in 1998 at 13.978 for all of the General
Fund and Capital Projects Fund expenditures. There is not a separate mill levy for capital.
The historical increase in Tax Revenue has averaged 4.30% per year for the last 10 years. The average
for the last 5 years has been 2.81%. The District has re-examined its growth rate in assessed values for
the future in light of the economic downturn and losses in real estate values. The assessed values for
2013 increased by 1.34%. There has been some analysis that the residential real estate values are
increasing. Conservative estimates are what are used at this time.
South Metro Fire Rescue
35
MIllions of Dollars
34
33
32
31
30
29
2009
2010
2011
Budget Year
25
2012
2013
The graph above shows 5 years of property tax revenues for South Metro Fire Rescue. There is a lot of
commercial property development in the South Metro District. The District includes a portion of the
Denver Tech Center and the retail development around the Park Meadows Mall. The mill levy assessed
is 9.25 mills.
The historical increase in Tax Revenues has averaged 1.47% per year for the last 10 years. The average
for the last 5 years has been 2.69%. The District has re-evaluated the assumptions for future growth in
assessed values due to the downturn in the economy and the losses in property values. The drop in
assessed values for 2013 was (.22%). There is a lot of uncertainty in property values at this time which
makes future estimates difficult at best.
26
South Metro Fire Rescue Authority 2011 – 2015 Strategic Plan
with Status as of December 31,2012
Organizational Philosophies Mission, Vision and Values Statements
This section provides the foundation for how our organization views itself and our relationship with the
community. The mission, vision and values statements tell our community why we’re here, what we
envision for our future, and what culture we desire for our organization. The operating imperatives
provide key priorities that drive our organization to success.
MISSION:
To partner with our communities to provide the best protection of lives and property while wisely
managing resources.
VISION:
We desire a culture that inspires competence, encourages progressive thought and ensures that we
efficiently meet the changing needs of the communities we serve. We will accomplish this collectively
through:
• Treating people with dignity and respect
• Being open to different ideas
• Providing opportunities for growth and empowering individuals to use their talents and
realize their potential
• Promoting responsibility and accountability
• Using appropriate and innovative technology enabling us to be more efficient and
effective in our service
• Building regional cooperation by being connected with other agencies
VALUES:
We are committed to the highest level of professionalism, always striving to do what is right in a fair,
honest, compassionate, courageous, and humble manner.
STATEGIC PLAN AND CRITICAL ISSUES
Executive Summary
In May, 2008, Parker Fire District & South Metro Fire Rescue merged to form one organization under
the name of South Metro Fire Rescue Authority (SMFRA), proudly serving the cities of Castle Pines
North, Centennial, Cherry Hills Village, Foxfield, Greenwood Village, Lone Tree, Parker, and portions
of unincorporated Arapahoe and Douglas Counties. As a new fire agency, it is important for SMFRA to
hear the expectations of its communities and establish the mission, vision, and philosophical foundation
that will guide our organization into the future. This Strategic Plan provides that framework and will
become a living document that responds to the changing needs of our community and constantly seeks
opportunities for improvement.
27
SMFRA will continue the constant pursuit of excellence established by its founding members through
the process of becoming accredited through the Commission on Fire Accreditation International (CFAI).
This Strategic Plan fulfills one important requirement for accreditation. The plan is aligned with the
Standard of Cover and Fire and Emergency Services Self Assessment Manual (FESSAM) documents in
order to ensure that the fundamental principle of accreditation – to improve the quality of services
through a continuous self-evaluation process – becomes part of our culture. The categories contained
within the FESSAM provide the structure for the high-level goals to be achieved by the various
functions throughout the organization. Individual unit, bureau, and division plans can be referenced for
more detailed objectives and action plans.
The formation of this Strategic Plan has been a collaborative process where input was received from
community and business stakeholders to gather input on prioritization of services, expectations,
strengths, and opportunities for improvement. This input was provided to an internal group of employees
representing all areas of the organization who utilized the information to support an organizational
assessment. Functional areas then benefited from the combined efforts and reports from these groups to
further evaluate their opportunities for improvement and provide recommendations for the strategic
plan. The expertise of all participants was invaluable in shaping this plan and contributing to the future
of SMFRA.
This strategic plan provides our best attempt to look into the future and determine the direction of the
organization and the many services we want to accomplish to improve the safety of our community.
The future holds many uncertainties and there could be significant changes in direction as we progress
through the planning period. As an example, the economic outlook will play a major role in shaping our
service delivery. Even during the period that stakeholders were gathered for input, the full impact of the
economic downturn was not fully realized. The impact of those losses in revenue and the rate of
recovery may dictate whether we continue to operate under a “fire authority” governance structure or
move to a consolidated fire district. If, and when, our strategy is changed, we will update the
Governance and Administration Category so that our citizens know of our new direction.
Significant Challenges/Threats
Some of the major challenges and threats realized through the strategic planning process include:
• Assessed property values throughout the region, which provide a major source of SMFRA
revenue, are expected to decline significantly in 2012, with an unknown rate of recovery.
• New construction, which provides revenues and dictates certain staffing levels, has significantly
declined prior to the start of this strategic planning period and the rate of recovery is unknown.
• The rising costs in both health care and worker’s compensation insurance will continue to have
significant impacts on revenues. Similarly, the uncertainty in future national health care models
will have an unknown impact on ambulance collection rates.
• The space and functionality of the Joint Services Facility, which houses our fleet maintenance,
and training services, is beginning to be maximized and will be challenged to meet future needs.
• Fleet maintenance services are challenged to keep up with current demand and seek
opportunities to bring in outside revenue.
• Several capital improvement or replacement projects for SMFRA facilities, vehicles and
equipment have not been included in this strategic plan. Deferring these costs may result in
higher expenditures in later years and a decreased ability to effectively meet current and future
needs.
28
•
•
•
•
There is a continuing challenge to add partners and other agencies to the MetCom authority
model for improved cost sharing and regionalization of dispatch services.
Establishing effective automatic aid agreements with surrounding agencies and improving
communication with other dispatch centers is a continual challenge that threatens our ability to
quickly and efficiently respond to emergencies, particularly along the borders of the jurisdiction.
Past poor performance of employee pensions has resulted in the need for employees to stay in the
workforce longer, which impacts overall promotional opportunities and mobility within the
organization, as well as an increase in injuries.
The creation of the fire authority is still evolving as we continue to institutionalize the new
culture and experience change. Effective internal and external communications will continue to
be a challenge as we move forward.
Major Recommendations
Below are recommendations developed from major themes or program goals that appeared during the
creation of this strategic plan and will be priorities for the organization in the coming years:
• Take a proactive approach to future economic trends, continually evaluate, and adjust
organizational direction as needed.
• Determine the future governance model for the organization.
• Develop a more dynamic emergency response deployment model that accounts for the diversity
of the various communities served and is adaptable to future changes.
• Develop a facilities plan that prioritizes the repair and replacement of all facilities, addresses the
future needs of programs, and is flexible to take advantage of opportunities as they are presented.
• Develop a community risk reduction outreach plan that integrates the prevention, mitigation, and
emergency response components of community safety and is embraced by all personnel.
• Decrease the rate and recovery time of employee injuries.
• Pursue and improve aid agreements with neighboring agencies and seek opportunities to
regionalize dispatch and special team services.
• Institutionalize the self-evaluation model of accreditation and integrate into the planning,
budgeting, and performance improvement processes.
This Strategic Plan is one element of SMFRA’s plan to reduce the risks in our communities and protect
the lives and property of our citizens and those who visit. SMFRA is committed to collaborating with
our stakeholders, providing the most effective services in a financially-responsible manner, and
continually evaluating our performance in the constant pursuit of excellence. We know that bringing
together Parker Fire District and South Metro Fire Rescue was a positive move toward improving the
services to the community and becoming more financially stable. We are continuing to discover the
benefits and, over the next several years, we will continue to find ways to make it even more successful.
29
Operating Imperatives:
Quality Service: The service level incorporates national standards for fire protection response,
emergency medical response, prevention, education, and support activities.
Fiscal Responsibility: There must be a balance maintained between spending and providing a strong
service for the community.
Concern for the Customers: Our customers are the citizens of our District as well as those who work
or travel in it. They expect a certain level of service and would like to have a high level of quality care
during their emergency and in all services we offer.
Concern for the Members: We should strive to create an environment that is challenging and
rewarding. The satisfaction that our members feel towards the job they do will be reflected in how they
treat internal and external customers.
Master Strategic Goals:
These master strategic goals are the over-arching aspirations that remind the organization why we’re
here and provide the backbone for the goals and objectives of individual programs. All program goals
found in this strategic plan should be driven by our organizational philosophies and fall within one of
these master strategic goals.
Strategic Goal One
Reduce the frequency of and impact to the
community from fires, medical emergencies, and
natural/man-made disasters.
Strategic Goal Two
Ensure cost-effective prevention, mitigation, and
emergency response services.
Strategic Goal Three
Maintain a customer-based focus in the delivery of
all services.
Strategic Goal Four
Improve collaboration with all public service and
government agencies we impact or serve.
Strategic Goal Five
Improve employee health, safety, and recovery.
Strategic Goal Six
Pursue opportunities to examine organizational
programs, activities and practices, compare with
professional associations or industry leaders, and
continually improve effectiveness and service
delivery.
30
Organizational Goals:
Using the focus and guidance of the organizational philosophies, master strategic goals, and
internal/external stakeholder feedback, the following organizational goals were established for this
strategic planning period. Goals are contained within the most appropriate accreditation category and
criterion, with an “other strategic functions” category provided at the end for programs that were not
well represented within the accreditation model. Each category or criterion contains an introduction that
provides an overview of the major efforts or challenges expected in the coming years, the mission
statement of the functional area assigned to the category when available, background for the goals listed,
and any goals that do not have a specific or measurable outcome. More detailed goals, objectives and
action plans can be found within individual division, bureau, and unit plans.
I. GOVERNANCE AND ADMINISTRATION
During the five-year period of this strategic plan, SMFRA’s governance and administration will be
continuing to integrate the vision, mission, and values into the culture of the organization. There
will also be significant changes in the governance structure of SMFRA. Specifically, the IGA
forming the fire authority states that the two fire districts will be merged into a single fire district by
January 1, 2013. This merger is accompanied by a need to form new director districts and adjust the
mill levies of one or more of the original fire districts. The ability to complete this final step of the
merger may be challenged by the economy and the corresponding decline in property taxes.
Therefore, the priority in the early years of this strategic plan will be to implement the anticipated
efficiencies of the merger that will result in cost savings, such as improved deployment of apparatus
and the ability to allow attrition in line and staff personnel.
Governing Body
o Goal: Provide organizational philosophies and direction through the annual review and
approval of the strategic plan and standard of cover starting in 2011.
This was completed in 2011 and is now in the annual review process.
o Goal: Merge the South Metro Fire Rescue and Parker Fire Protection Districts into a single
fire protection district by January 1, 2016.
Agency Administration
o Goal: Using the budget and accreditation self-assessment tools, annually evaluate the
resources and staffing needed to efficiently and effectively manage the various services
provided by SMFRA.
This is an annual evaluation that is completed each year.
II. ASSESSMENT AND P LANNING
A critical part of SMFRA’s community risk reduction efforts is to understand the risks that are
present in the community, correlate those risks to the community demographics with emphasis on
31
high-risk populations, and focus programs to mitigate those risks. The Planning & Analysis Unit is
dedicated toward those efforts and will help to guide methods to improve the critical data used to
focus organizational programs and decisions. This effort will require a strong collaboration between
Operations and Community Safety Services staff and a detailed analysis of our community’s
demographics, past emergency incidents, and future trends. Opportunities to increase the Unit’s
staffing, partner with regional universities and other data-gathering organizations (e.g., DRCOG),
and collaborate with the performance evaluation efforts of MetCom will be sought to make these
efforts more successful. SMFRA will also pursue opportunities to collaborate with other fire service
agencies to share best practices and establish uniformity in performance evaluation methods.
Documentation of Area Characteristics
o Goal: Using the results of the 2010 census, update SMFRA’s demographic information by
December 31, 2012. Obtain updated estimates in 2015 to prepare for the standard of cover
major update.
Overall demographic information was updated in 2012 as part of the Risk Assessment
and Mitigation Plan. Will obtain updates in 2015 for the next accreditation cycle.
o Goal: Implement cooperative efforts that will provide the equivalent of increasing staffing
by adding .5 analysts by 2013.
Planning and Analysis GIS Tech position is now being provided through MetCom, which
results in an overall increase of at least .25 FTE’s dedicated to the function.
GIS/analytical services have also been regionalized to West Metro Fire Rescue, which
further increases the overall pool of staff dedicated to these functions and improves
consistency and interoperability throughout the region.
Fire/Non-Fire Risk Assessment and Response Strategies
o Goal: Develop a dashboard system for indicating the status of critical performance measures
by July 1, 2011. Completion moved to 2013.
50% completed. First Watch performance information is available to line personnel,
along with quarterly/annual official stats. A beta version of a formalized dashboard has
been developed for executive staff/board. More technological solutions will be researced
in 2013 to improve viewing and updating.
o Goal: Develop and implement a data and report writing improvement plan for occupancy
and incident information by 2012.
A policy is in effect to address overall report quality. A peer review system is in place
for special team responses. Occupancy information is being cleaned up by fire inspectors
during business inspections. BC’s have been trained to improve false alarm report
reviews. On-going analyses will continue to bring issues to light and suggest further
improvements.
o Goal: Improve risk assessment methods and link risks to community demographics and
mitigation efforts to help target resources and programs by 2013
32
50% completed. FEMA’s Risk Assessment & Mitigation Plan has been completed.
More detailed demographic information has been tested and preliminarily linked to
risks/incidents. An improved occupancy risk assessment method will be implemented in
2013. Assessments will then continue down to the station level.
o Goal: Incorporate GIS capabilities into ICS Planning Section for extended incidents by
2013.
75% completed. Services primarily provided through MetCom, particularly on wildfire
incidents by accessing through IDT. Type IV IMT to determine continued needs and
improvements.
Strategic Planning
o Goal: Provide an opportunity for stakeholders to participate in the next strategic planning
development process in 2015.
o Goal: Prepare for re-accreditation in 2015.
III GOALS AND OBJECTIVES
SMFRA has developed a 5-year planning cycle that is intended to link together the Fire and
Emergency Service Self-Assessment Manual (FESSAM), each functional area’s guiding plans (e.g.,
unit, bureau, or division plan), performance measurement, budget cycle, accreditation annual
compliance report, and annual Standard of Cover (SOC) and Strategic Plan updates. It is based on
the alignment of the re-accreditation and strategic planning cycles over a 5-year period.
In years 1-4 (2011 – 2014), the organization implements the current year plan, while beginning the
following year’s planning cycle in early spring in order to prepare the budget request and continually
receive input about where the function or organization should be heading. Later in the year, as the
following year’s final budget becomes known, the FESSAM, SOC, and Strategic Plan can be
updated and ready to implement on January 1st of the following year. This late-year focus also
provides the organization and functional managers a framework for conversations with their staff
about current-year performance and direction for the following year.
33
In year 5 (2015), the organization develops a new 5-year strategic plan and a major update to the
Standard of Cover, and applies for re-accreditation. The major documents need to be completed by
mid-year so that SMFRA can continue to be re-accredited early in the first year of the strategic plan.
As shown below, the various planning documents overlap and point to critical performance
indicators for the organization to measure. The development of a dashboard system will help to
monitor the progress of performance and provide an indication of the overall health of the
organization.
34
The purpose of integrating all these planning tools together is to institutionalize the philosophy of
accreditation, which is to improve our services through a continuous process of self-evaluation. By
continually looking forward, setting goals, measuring our progress, and adjusting our path, we can
put that philosophy and our mission and vision into action. Then we can show that we are actively
working toward providing the best protection of lives and property, in a progressive manner, and are
able to adapt to the changing needs of our community.
IV FINANCIAL RESOURCES
Mission – The mission of the Finance Division (comprised of Finance, Accounting, Accounts
Payable, Payroll ,and Fixed Assets) is:
TO: Provide accurate, reliable, timely, supportive, and cost-effective financial and accounting
services.
IN A WAY THAT:
• Successfully manages and protects the Authority’s physical and monetary assets;
• Provides reliable and timely financial information to the Authority and the community we
serve;
• Maintains accurate historical records of all Authority financial activities;
• Serves citizens, employees, stations, departments and the community through accurate
and timely processing of accounts payable, payroll and accounting transactions;
• Facilitates intra-departmental teamwork, professional growth, and personal integrity;
• Adds value to the Authority by providing financial expertise and support;
• Ensures compliance with local, state and federal laws, policies, regulations, and
reporting requirements;
SO THAT: We support the mission and priorities of the Authority by providing the highest
quality financial services.
Financial Planning
The potential economic forecasts during this strategic planning period may present the most
challenging financial situation in the history of Parker Fire Protection District or South Metro Fire
Rescue. SMFRA’s revenues are based primarily on property taxes, which are re-assessed every two
years. The reassessment in 2011, which will dictate revenues in 2012, is expected to result in a
35
major decline in revenues, with some experts predicting up to a 20% reduction in commercial
property values. The more critical unknown is how quickly property values will recover in
subsequent years. Additional variables add even more uncertainty, such as the effects of health care
reform on the cost-recovery rates for EMS transports and future state ballot initiatives that may
further restrict government revenues and spending. Also, the rate of recovery of new construction
will have an impact on revenues and staffing levels.
Regardless of the exact economic trend, we know that a significant drop in revenues is coming and
we have the unique opportunity to prepare now. Therefore, in the first years of this strategic
planning period, SMFRA will be re-evaluating capital expenses, continually finding organizational
efficiencies that reduce operating expenses, exploring grant funding opportunities and encouraging
the attrition in personnel that was anticipated during the formation of the fire authority.
o Goal: Annually re-evaluate the revenue projections that provide the basis for this strategic
plan, with particular emphasis in years of re-assessment of property values.
100% completed. New financial predictions developed through 2017 and updated
annually. Several models developed to assist with 2016 merger.
Financial Practices
During this strategic planning period, the Finance Division will be focusing on improving the
financial tracking and reporting systems so that they are more user-friendly, allow managers to better
manage their accounts, require less paperwork, provide real-time information, and interface with the
general ledger. Incorporating more dashboard indicators will also help the organization know the
status of overall financial health.
o Goal: Obtain the GFOA Certificate of Achievement for Excellence in Financial Reporting
for the Comprehensive Annual Financial Report on an annual basis.
Awarded the Certificate of Achievement for Excellence in Financial Reporting for the
Authority’s 2010 & 2011 CAFR. Will continue to apply on an annual basis.
o Goal: Obtain the GFOA Distinguished Budget Presentation Award for the Authority’s
Annual Budget on an annual basis.
Awarded the Distinguished Budget Presentation Award for the Authority’s 2009, 2010,
and 2011 Budgets. Will continue to apply on an annual basis.
o Goal: Annually pursue federal, state, and local grants to assist in supplementing the
Authority’s operating and capital improvement budgets.
In 2011 received a $93,000 Grant to fund developing a risk assessment plan, conduct
wildfire preplans and state credentialing of the system. Recovered ~$34,000 in regular
salaries. In 2012 successfully obtained $1.8M in grant funding to fire firefighters and
purchase hazmat equipment and LifePaks.
o Goal: Develop and implement an improved system for reporting and managing accounts by
2011.
36
New budget software was implemented in 2012 to improve the budgeting and on-going
management processes.
o Goal: Develop and implement an on-line purchasing store that interfaces with the general
ledger, has shopping card functionality, allows for approval processes and provides accurate
inventory information by 2012.
Research into this goal revealed that purchasing, or developing an on-line store
interfacing with the general ledger would be cost prohibitive. The on-line store
previously used by Parker Fire has been placed back into service. It provides all the
desired feactures except for the general ledge interface. Due to the cost issues involved
we will continue to use the current on-line store system and record inventory movement
into the general ledger via journal entry.
o Goal: Evaluate alternative models for the warehousing function to improve functionality
and efficiency by 2013.
Quartermaster position filled in 2012.
Resource Allocation
o Goal: Maintain a cash balance of not less than 25% of the general fund expenditures.
A Cash Balance in excess of 25% of expenditures in the General Fund is being
maintained
o Goal: Complete the payment of Parker Fire Protection District Lease Purchases by 2014.
95% complete. Payments are being made as scheduled.
o Goal: Complete the payment of South Metro Fire Rescue District Certificates of
Participation by 2016.
100% complete. The Certificates of Participation were paid off in 2012.
V PROGRAMS
Fire Suppression
During this strategic planning period, it will be important for operations to continually find ways to
meet stakeholder expectations to provide a quick, professional response to fire emergencies. This
will require the analysis and evaluation of all components of total response time. Dispatch time
must be minimized by working seamlessly with surrounding dispatch agencies and turnout times
must be minimized without adversely impacting firefighter safety. Each station response district
must be fully analyzed to identify where future improvements can decrease travel times.
Deployment strategies must continually evolve so that unique characteristics and demographics of
our jurisdiction - and its 17 response zones – are considered when deploying types and numbers of
resources, rather than applying the same model to all areas/zones. New hazards are also expected to
be added to the jurisdiction and it will be important to balance the need for us to increase our
37
capabilities and costs to protect those hazards versus the developer’s responsibility to provide the
infrastructure and systems that help minimize the hazard.
o Goal: Conduct an annual analysis of apparatus deployment plan.
2010 Annual Review – No major revisions made; ALS capabilities are now defaulted to
each station district.
2011 Annual Review – Changes made to EMS supervisor locations, double medic units
and Tender 39.
2012 Annual Review – The benchmarking committee completed their reports and will be
evaluated in 2013.
o Goal: Conduct a detailed analysis of each station district to find travel time efficiencies,
evaluate deployment strategies, and determine future needs by 2012.
10% Complete in 2010, several work groups formed to begin addressing the issue.
75% Complete in 2011, Completed areas: 36, 37, 38, 40, 43, 46. 35 is in progress. Future
analyses will be conducted on an as needed basis for new development, performance
issues or changes in access roads.
75% Complete in 2012, Overview of 31, 32, 33, 35 general response area. Truck, BC
and medic unit models were evaluated in 2012. Future analyses will be conducted on asneeded basis for new development, performance issues, changes in access roads, etc.
o Goal: Develop alternative deployment strategies for urban, suburban, and rural population
densities and specific station district demands by 2012.
10% complete in 2010 – Began forming workgroups.
50% complete in 2011, 2012 – This effort put on hold to focus on critical deployment
changes needed for merger in 2016.
o Goal: Develop criteria for dual-company stations (i.e., multiple engines and/or trucks) by
2012.
10% complete in 2010. – Began forming workgroups.
50% complete in 2011, 2012 – This effort put on hold to focus on critical deployment
changes needed for merger in 2016.
o Goal: Reduce turnout times so that all personnel and units are within the ranges specified in
the Standard of Cover by 2013.
50% complete in 2010 – System to produce daily reports on exceptions to the turnout
time.
90% complete in 2011, 2012 – Quality control and data collection methods are complete.
Actual turnout times have dropped into the acceptable range.
o Goal: Reduce dispatch time delays with neighboring agencies by 2014.
50% complete in 2011 – Littleton delays have been eliminated. Working toward CADto-CAD interfaces to reduce delays with primary PSAPs in Douglas County, with DOCO
Sheriff expected in 1st quarter of 2014.
38
o Goal: Create District Chief Position by 2013.
This position has been put on hold until afte merger in 2016, then re-evaluate. Executive
officer position has been modified to fulfill some critical duties.
Fire Prevention/Life Safety & Fire Investigation Programs
Mission – The mission of the Life Safety Bureau is to enhance community safety through the
application of the adopted Fire Codes, using the “4 E” model:
•
•
•
•
Incorporating engineered design elements into our buildings.
Educating our customers as to the method and value of maintaining these systems and
incorporating safe practices within their occupancies.
Enforcing the Code when engineering and educational methodologies are unsuccessful.
Regularly evaluating our processes and adopted Codes and Standards.
Much of the strategic plan period for the Life Safety Bureau will be focused on carrying out of the
direction given to each functional area (new construction, existing building inspections, hazmat
compliance, fire investigations) in 2010 and continuing to monitor program effectiveness and longterm impact on community safety. The current decline in new construction and the corresponding
plan reviews and inspections will be closely monitored, as it will have a direct impact on staffing
levels. Also, the first year of the strategic planning period will provide a good overview of the
quantity and quality of business inspections that are completed, providing further refinement to the
program. New methods to improve inspection staff efficiency and inspection/data quality will also
be explored, as well as the most effective method to address fire investigation workload. Staff
succession planning and management training will also be a priority.
The strategic planning period will also see the publication of two new fire codes and aggressive
efforts will be made to pursue uniform adoptions throughout the jurisdiction and region within a year
of publication. A particular emphasis will be given to encouraging the adoption and improving the
application of residential sprinkler requirements. SMFRA will also continue to encourage staff to
participate in the local, state, and national code development and legislative processes in order to
have a positive influence on future community safety regulations.
o Goal: Implement mobile inspection software in 2011. Date modified to 2013.
50% in 2010 – Toughbooks have been provided to LSB field personnel. Plan to purchase
mobile inspection software upon release by High Plains.
25% in 2011, 2012 – Still waiting on release of mobile inspection software by High
Plains. Currently utilizing work around to accomplish similar goals. Budget includes
funds to purchase mobile inspection software upon release by High Plains; expected in
2013.
o Goal: Improve interaction with the preplan program by adjusting plan submittal
requirements and occupancy information transfer by 2011.
50% in 2010 - Occupancy information transfer protocol is implemented. Life Safety
personnel update FM database as they touch it for plan reviews, inspections, etc.
However, it has been determined that requiring a code footprint with each submittal is not
39
feasible as it would force some architects to modify their internal processes significantly.
MetCom has worked with SMFRA to establish an accountability system pertaining to
stations updating the preplans in their first due areas. MetCom has also begun the task of
converting all disparate preplan formats into a single standard.
100% in 2011 - Electronic submittals provide layout of buildings; MetCom accesses
these to prepare template. New buildings and significant tenant finishes sent out
quarterly to update preplans.
o Goal: Achieve improved quality and 90% accuracy of historical and future fire and
occupancy data by 2013.
50% complete in 2010 - Review and correction of historical fire data from 2005 - 2009
has been completed. Investigators are correcting data fields as they review reports. The
LSB will be teaching two classes to Ops in the first half of 2011, a significant component
of which will include correct data entry and verification.50% complete
50% complete in 2011, 2012 - Investigators are correcting data fields as they review fire
reports, although program inconsistent in 2011-2012. False alarm reports improved in
2011-2013. Occupancy data improving each year with business inspections.
o Goal: Complete the scanning and archiving of paper files and move to 90% electronic
submittals/storage by 2012.
25% complete in 2010 - New scanner has been acquired. Initial training has been
provided to LSB staff. Procedure is awaiting a follow up in-depth class.
90% complete in 2011, 2012 - All new projects are being scanned. Plan for addressing
archives in progress. Evaluating over permitting and inspection software to accomplish
internal & customer service goals in 2013.
o Goal: Obtain P.O.S.T. certification of two fire investigation personnel by 2013.
Evaluating feasibility/need in 2013.
Public Education Program
Mission –Llife Safety Education) - Based on national and local trends, work cohesively as a team
and collaboratively with external partners to reduce risk in our community while using resources
efficiently.
Mission – (Safety Foundation) – The Adam and Dorothy Miller Lifesafety Education Center, Inc. is
a non-profit organization, also doing business as the South Metro Safety foundation, dedicated to the
support and augmentation of education for the general public in lifesafety and in fire and accident
prevention with the objective of reducing injuries, loss of lives, and property damage.
SMFRA stakeholders value the educational programs offered to the community, particularly those
focused on fire/injury prevention for children and business safety. In conjunction with the South
Metro Safety Foundation, SMFRA will continue to offer the common programs that have been
40
shown to be effective throughout the country such as child passenger safety, senior citizen fire/injury
prevention, business safety wardens, CPR, public access to defibrillation, first aid, juvenile firesetter
intervention, wildfire mitigation, and teen driving safety. Additional programs will be offered based
on specific hazards occurring within our communities or new opportunities for the prevention of
future deaths and injuries, such as residential fire sprinklers. Staffing of the Life Safety Education
unit will present a challenge to the amount and scope of programs offered, so there will also be a
focus on integrating key education activities into the duties of emergency response personnel and
other community safety programs, expanding mass media and web-based opportunities, and
continuing partnerships with regional coalitions. There will also be focused efforts to increase
collaboration between SMFRA L:ife Safety Education staff and the Safety Foundation in citizen
outreach efforts and events.
o Goal: Evaluate the vacant Life Safety Educator position to determine the appropriate time to
fill the vacancy or implement temporary alternatives by 2012.
100% in 2011 – 2 vacant educator positions have been eliminated; re-strategizing the
focus and delivery methods of programs to be more efficient with remaining staff.
o Goal: Based on call volume, demographics, risks, and appropriateness of education
opportunities, develop a program for each station to contribute to life safety education by
2014.
10% in 2010 - Beginning stages of developing risk assessment plan to identify SMFRA's
hazards and risks. This data will be used to assist station commanders to build education
plans predicated on a district's unique incident trends, demographics, and hazards/risks.
District specific plans will begin to be developed in the latter part of 2011 and completed
by the mid-part of 2012.
25% complete in 2011, 2012 - Initial risk assessment has been completed. Will complete
4 or 5 station-specific plans each year to identify target audiences and appropriate
programs. CORRP (Coordinated Occupancy Risk Reduction Program) has brought
together stations, educators, and inspectors in high-risk occupancies. Educators are
liaisons to specific stations and having discussions on appropriate programs.
o Goal: Increase opportunities for Safety Foundation collaboration with community partners
and representation at one event within each SMFRA community by 2012.
100% in 2010 - The Foundation has worked with each community in 2010 & 2011 and
will continue annually. Car seat program has also been transferred to Foundation in 2012
and has been successful in building additional partnerships to support the program.
This is an Annual Program.
Emergency Medical Services
Mission – South Metro Fire Rescue Authority is dedicated to providing excellence in emergency
pre-hospital medicine.
EMS calls account for a large portion of SMFRA’s service demand, and internal and external
stakeholders know that quality patient care needs to be an organizational priority. During this
strategic planning period, efforts will be made to expand the advanced life support capabilities
41
throughout the jurisdiction, refine dispatch protocols for medical emergencies, and improve quality
assurance and performance analysis capabilities. Also, a more defined career path within EMS that
translates into the overall career opportunities within SMFRA will be explored.
Conversion of a current part-time employee to full time may help with transport fee collection rates,
which will be evaluated over time. Also, internal and external partnerships will become increasingly
important, such as between EMS, Community Relations, Community Safety Services, and with area
hospitals (as suggested by stakeholders), not only for the delivery of services but also to improve our
prevention and mitigation efforts for high, medical-risk populations.
o Goal: Re-organize EMS Bureau staffing by one EMS Educator without increasing total
number of employees by 2011.
25% in 2010 - EMS education has been moved to the training bureau, job duties have
been re-assigned which has increased the capacity of the existing educator; will continue
to evaluate in 2011 to determine need for additional personnel.
100% in 2011 - EMS education moved back to EMS in 2011 with a total of two
educators. Second educator paid for through Centura and existing funds for adjunct
instructors.
o Goal: Provide ALS service capabilities in each fire station district by 2012.
In 2011 - ALS strategy has been changed and this goal no longer fits response plan.
Equipment is provided at each station, but staffing is not defaulted everywhere. ALS
staffing is provided in each medic unit with 4 of them being dedicated with 2 paramedics,
along with 3 engines or towers having a paramedic.
o Goal: Incorporate a BLS transport model into the EMS deployment strategies by 2012.
In 2011 - This goal has been re-examined and is not anticipated to be pursued any further.
Call volume and paramedic skill retention do not support the model.
o Goal: Evaluate the current ALS transport model to identify areas for improvements by
2012.
50% in 2010 - Recent changes will be evaluated during 2011 to identify areas for further
improvement.
100% in 2011 - See previous goals; recent changes will be reviewed in August, 2012 to
ensure we're meeting standard of cover.
Model was evaluated in 2012, resulting in priority medical dispatch, tiered response, and
advanced practice paramedic programs. See new goals below.
o Goal: Improve processes to receive customer input and measure satisfaction by 2012.
100% in 2011 – A customer survey has been developed and is delivered to approximately
15% of EMS customers annually.
o Goal: Evaluate and ensure compliance with federal HIPPA regulations in regards to all
methods of patient information handling, collection, printing, copying, viewing, transfer, and
storage to protect patient confidentiality by 2012.
42
90% in 2011, 2012 - Still need automatic time-out on computers with access to patient
information. Ensure new hire program in place.
o Goal; Accommodate EMS specific training in existing facilities with improved
functionality and technology by 2014.
10% in 2010 - Developing distance learning capabilities for EMS training during 2011.
100% in 2011, 2012 - With increased capabilities of PolyCom, mobile skills lab, and
additional educator, EMS has moved to a different delivery system that provides the
education to the field rather than a fixed facility.
o NEW Goal: Provide a tiered response to lower acuity medical calls in 2013.
o NEW Goal: Deploy Advanced Practice Paramedic to supplant engine/truck response to low
acuity calls in 2013.
Domestic Preparedness Planning and Response
Mission – Develop, implement, and manage plans that enhance and support the operational and
administrative functions of the South Metro Fire Rescue Authority in all four phases of emergency
management - mitigation, preparedness, response, and recovery.
Our stakeholders expect SMFRA’s emergency management program to be well-coordinated with
other emergency services and governmental agencies, operate in a cooperative manner, and be a
leader in emergency preparedness. To meet those expectations, work is currently in progress and
will continue through the first two years of this strategic plan to complete the Comprehensive
Emergency Management Plan. This “CEMP” provides guidance during the planning, management
and coordination of response and recovery activities to large-scale emergencies or disasters. These
planning efforts are being conducted on a regional basis to ensure SMFRA’s plans are compatible
with local city and county plans. The program has already taken a regional leadership role through
the development of a Type IV Incident Management Team which will require continued support.
Over the next 5 years, it is also hoped the program will be recognized as an accredited program
through the Emergency Management Accreditation Program (EMAP), which has already provided
the model for our program and will help to validate its philosophies, structure, and outcomes.
The department of homeland Security’s North Central Region may also be introducing a new staff
and on-scene accountability card system that may be incorporated into SMFRA’s existing card
systems in the near future and the incident command system in later years. SMFRA’s need, along
with the commitment throughout the metro area and available funding mechanisms, will be
evaluated before moving forward with this effort.
o Goal: Complete the Emergency Response Plan annexes, the Continuity of Operations Plan,
and the Risk Assessment & Mitigation Plan components of the CEMP by 2012.
25% in 2010 - Wildland and MCI Annexes are waiting for final approval by Operations.
COOP is 50% completed with most of the annexes completed. Risk Assessment &
Mitigation Plan (Local Mitigation Plan) will begin and be completed in 2011.
43
75% in 2011 - Will be connecting standard of cover with emergency response plan &
transportation annex to be completed in 2012. COOP to be completed by 2nd quarter,
2012. Risk assessment plan is completed. Emergency Field Guide completed.
75% in 2012 – COOP to be completed in 1st quarter of 2013.
o Goal: Complete the Community Recovery Plan. component of the CEMP by 2013.
o Goal: By 2012, ensure SMFRA is integrated and involved in strategic regional planning
groups, committees, and processes (e.g., NCR, USAI, MMRS), focusing on representing
SMFRA goals and needs in the regional response plans.
100% in 2010 - Emergency Manager continues to participate in regional groups and is
part of the regional exercise committee for the 2011 and 2012 full scale exercises. This is
an on-going goal.
o Goal: Develop a comprehensive Emergency Operations Center to meet the emergency
management, training, and information technology needs and coordinated with the overall
facilities plan by 2013.
Fire Operations Center update and move to Mineral is dependent on financial situation
and plans for Parkglenn facility.
50% complete in 2012 – Initial discussions completed and will be documented in a plan
in 2013 in cooperation with discussions regarding the use of Parkglenn building.
o Goal: Pursue accreditation through EMAP by 2013, either as an independent agency or in
cooperation with State accreditation.
Evaluating feasibility in 2012.
This goal has been re-examined and is not anticipated to be pursued any further. This
additional accreditation does not offer any benefits beyond the existing accreditation for
SMFRA.
Special Operations
SMFRA’s stakeholders expect a quick, professional, and highly-qualified response to all types of
emergencies. Aside from fire and EMS response, our Special Operations Bureau oversees our
response capabilities to special risks including wildfires, aircraft rescue/firefighting, technical
rescue, hazardous materials, and water rescue. Since the risks associated with these special
operations are high, but the service demands are often low, it remains a priority to seek partnerships
to share the costs of these services throughout the region and explore reimbursement opportunities
whenever possible. These skills also demand on-going and specialized training, which is currently a
challenge based on the limited space of the Joint Services Facility.
o Goal: Implement alternative funding strategies that will result in a self-supported S.W.A.T.
medic team by 2012.
25% in 2010 - Progress has been made with Douglas County Sheriff's financial support
of program.
44
100% in 2011 - Douglas County provides specific equipment, range fees, etc.
Alternatives have been investigated, but of little benefit, and have essentially reached
maximum funding opportunities. Will continue efforts into future.
o Goal: Expand through alternate funding mechanisms, water rescue and recovery capabilities
near the Reuter-Hess reservoir by providing light dive rescue equipment, storage, and
personnel by 2012. Moved to 2015.
The filling of the reservoir and the associated development of recreational uses may be
several years away. We will continue to develop response and funding strategies.
o Goal: Reduce wildfire hazards in the wildland-urban interface areas identified in the
Community Wildfire Protection Plan by implementing mitigation activities by 2013.
10% in 2010 - Completed education presentation in 9 at-risk communities (21%) and
completed CWPP in 5 communities (12%).
Still 10% in 2011 - 65 individual home assessments conducted in 2010/2011. See
wildfire mitigation program plan.
Still 10% in 2012 – As of 01/13, completed education presentation in 15 at risk
communites (45%) and completed CWPP in 7 communites (18%). 350 driveway
assessments conducted in 2012. See wildfire mitigation program plan.
o Goal: Increase Special Operations Bureau staffing by one Captain to augment the overhead
management team by 2015.
Will re-evaluate once the District Chief position is filled.
This position will not be pursued with in this strategic plan period.
o Goal: Expand training facilities and equipment to meet the needs of special operations
personnel by 2015.
o Goal: Develop cooperative agreements to provide hazmat, technical rescue, and dive
response capabilities throughout the region by 2015.
50% in 2011, 2012 - New State certification for tech rescue personnel to improve
regional cooperation; dive team already has a regional cooperation agreement; working
more with Littleton on hazmat incidents
o Goal: Improve ARFF capabilities by obtaining an aircraft firefighting training simulator by
2015.
VI
PHYSICAL RESOURCES
Physical Resources Plan
SMFRA has developed several performance measures to evaluate the service levels provided
throughout the fire district. Over the first years of this strategic planning process, staff will be
working to develop a systematic approach to determining the need for additional fire stations or
resources in a particular area. Criteria may include call volume, risks, response time performance,
land availability, future growth predictions, funding opportunities, and potential for alternative
45
service approaches. While additional fire stations may be limited during the 5-year plan, depending
on the financial outlook, opportunities to secure land in strategic areas will be pursued.
o Goal: Finalize criteria for adding, removing, or relocating fire stations and apparatus by
2014.
5% in 2011 - A committee was formed by operations in 2011 to examine operational
staffing and deployment. This includes the development of criteria when to change
staffing, units, and station location based upon accreditation performance indicators as
well as best practices in other agencies. A survey of medium and large accredited
agencies (10 or more stations) was done in 2011 and the results are being analyzed at the
beginning of 2012. A secondary, shorter survey is being developed for distribution to
medium and large non-accredited agencies in the first quarter. It is anticipated that by
mid 2012, a final report will be completed and shared for further analysis on station
distribution and unit location.
This effort has been addressed on an individual basis, such as with 32, 37 and 38.
Formalizing the criteria to be accomplished with the next SOC and accreditation cycle.
o Goal: Secure land for the expansion of station 32 by 2012.
100% in 2010 - Completed. Purchased land on adjacent lot.
o Goal: Secure land for the future construction of a fire station in the Ridgegate development
of Lone Tree by 2015.
10% in 2010 – Verbal commitment from developer. Need to determine which side of
I-25 provides best location.
o Goal: Secure land for the future construction of a fire station in the Sterling Ranch
development of Unincorporated Douglas County by 2015.
10% in 2010 - Development plans state intent to donate land for fire station.
50% in 2011 - Preliminary analysis completed in 2011. Discussions will continue with
developer in 2012.
o Goal: Secure land for the future construction of a fire station near Hess Road in Parker by
2015.
10% in 2010 – Verbal commitment from developer.
o Goal: Secure land for the future relocation of Station #44 to the area of E-470 and Peoria St.
in Unincorporated Arapahoe County by 2015.
5% in 2010 - Verbal commitment from developer.
o Goal: Develop a comprehensive facilities plan that evaluates space and functionality needs
for future construction, remodel, and maintenance projects by 2012.
10% in 2010 - Document is in progress. Meetings with stakeholders will be scheduled in
first quarter of 2011.
75% in 2011 - Document is in progress. Staff and board approval anticipated 2nd quarter,
2012.
100% in 2012 – Completed and presented to executive staff/board in 2012.
46
Fixed Facilities
Mission: The Facilities Bureau will provide the employees of South Metro Fire Rescue Authority
with safe and comfortable facilities in which to efficiently and effectively perform their duties.
SMFRA’s facilities form the foundation for all services provided by the Authority. A functional,
efficient, and effective workspace is important to ensure that each member has the ability to perform
to the highest level possible. Over the next 5 years, the focus will be on our existing facilities to
identify necessary remodeling projects (kitchen, bedroom, bathroom), maintain facilities to comply
with building and fire codes, incorporate new technologies that improve health and safety, and
incorporate energy-saving and “green” initiatives. Since several facility replacement and
refurbishment projects are delayed until funding recovers, additional strain will be put on SMFRA’s
infrastructure and potentially result in higher costs in the future.
o Goal: Evaluate contracted expenses for repairs and maintenance of facilities for possible
cost savings by performing these services in-house with additional staffing by 2013.
50% in 2010 - Some changes have been implemented. Facilities staff needs to evaluate
these changes and identify additional cost savings measures.
Still 50% in 2011 - Collecting data through Maintenance Connection for future.
o Goal: Rebuild Station 38 by 2012.
15% in 2010 - RFP sent to potential Architects. Working on IGA with Cherry Hills.
50% in 2011 - Accepting bids on project with final pricing/approval in February, 2012.
Completion expected by late 2012.
Completed in 2012.
o Goal: Rebuild Station 32 by 2014.
5% in 2010 - Land purchased next to Station 32.
Still 5% in 2011 – Design in 2012. Construction to start in 2013.
o Goal: By 2015, develop and implement energy saving plans for all facilities to reduce the
overall usage of utilities by 10 percent compared to 2009.
25% in 2011 - Experiencing a downward trend in energy usage. A comparison of low
and high energy use facilities was conducted in 2012.
o NEW Goal: Rebuild Station 31 by 2017, with design starting in 2015.
o NEW Goal: Remodel Station 35 by 2015.
Apparatus and Vehicles
SMFRA emergency response apparatus are evaluated based on detailed diagnostics to determine the
condition of the apparatus and a rotational cycle to move the apparatus from a daily response mode
to reserve status to liquidation. The planned apparatus replacements during this planning cycle has
already been significantly modified and the economic downturn may continue to necessitate the
47
revision of this plan. The result will be an aging fleet, requiring additional maintenance, and
keeping apparatus on front-line status for longer periods of time, and potentially higher costs and
more vehicles to be replaced at the same time once funds become available.
See schedule of vehicle replacements in the Capital Projects section on page 70.
Apparatus Maintenance
Mission: To serve as an integral part of a team that saves lives and protects property by
providing best in class services in the most timely, economical, and friendly way possible
as to be an asset to the Authority and our community.
The Fleet Services Bureau is currently challenged to perform repairs and preventive maintenance on
all SMFRA vehicles in a timely manner, as well as a limited number of external customers. Future
capabilities will be further challenged based on the expected fleet growth rate of all customers, the
available storage and repair space at the Joint Services Facility, and the additional fleet testing and
maintenance requirements of national standards (NFPA 1911). Previous external customers are also
expressing interest in being served, as well as new customers. This strategic planning period will be
used to explore ways to improve service and recover costs, such as increasing mobile repair
capabilities to reduce out-of-service time of apparatus.
o Goal: Conduct a detailed analysis of fleet service operations and develop a plan to
implement changes to improve service and cost effectiveness by 2012.
50% in 2010 - In 2010, completed detailed comparison report between SMFRA &
WMFPD; continue evaluation in 2011.
80% in 2011 - A revised parts department service delivery model will be started in 2nd
quarter, 2012. Also investigating alternate work schedules to further reduce costs and
improve customer service.
30% in 2012 – A revised parts department service delivery model was started in June
2012 by contracting with NAPA. Continuing to evaluate the feasibility of an enterprise
fund and offering services to more outside agencies.
Tools and Small Equipment
o Goal: Establish a quartermaster program to issue, repair, and improve accountability of
small tools, hose and nozzles by 2012.
100% in 2010 - Re-organized ops equipment program where individual coordinators now
have responsibility over specific equipment.
Filled Quartermaster position in 2012.
48
Safety Equipment
o Goal: Replace all SCBA cylinders to meet current NFPA standards by 2013.
In 2011 Assistance to Firefighters Grant application has been submitted to supplement
the cost of this goal (~$513,000).
Anticipated to be completed in 2013.
o Goal: Institute a wildland PPE replacement program in order to comply with NFPA
standards by 2014.
VI I HUMAN RESOURCES
The Human Resources Bureau will play a critical role in assisting the organization through the
merging of policies, philosophies, and culture in the coming years. Supporting the development of
competent, educated, and well-trained employees to provide high-quality services to the community
and succession planning for the organization will also be a priority, with a focus on performance
appraisal systems and training/education programs. While a significant amount of hiring is not
expected, maintaining a focus on a high-quality, diverse workforce will also be a focus. HR will
also help the organization to find the optimal workforce through the development of staffing plans to
identify hiring thresholds, cross-staffing needs, and critical position.
Human Resources Administration
o Goal: By 2013, evaluate the human resource information system needs to improve reporting
capabilities.
50% in 2010 - HR has identified the deficiencies in the current HRIS system. The next
step would be to evaluate other HRIS alternatives if the budget allowed, however this is a
fairly expensive and time extensive undertaking.
Still 50% in 2011 - Waiting for next release of FireManager to assess updated
capabilities. Additional FireManager training in 2012 to complete needs assessment.
75% in 2012 – HR participated in an all-day Fire Manager training to ensure the staff
fully understood Fire Manager capabilities. HR tested the new High Plains (Fire
Manager) following the release in January 2013 and identified several issues. IT and HR
will be conducting a Gap Analysis in order to assess whether Fire Manager still meets our
needs.
Recruitment, Selection, Retention, and Promotion
o Goal: By 2012, complete the implementation of the 2010/2011 reduction in force initiatives
to bring the organization to optimal staffing levels and prepare for the economic downturn.
90% in 2010 - Completed except for final severance payments during 2011.
Completed in 2011 - Completed except for final severance payments during 2012.
49
o Goal: By 2012, establish a new hire orientation program to improve internal training and
awareness.
10% in 2011 – Anticipated prior to new hire academy in August 2012.
Completed in 2012. HR developed a comprehensive New Employee Orientation (NEO)
program to include HR, Peer Support, Payroll, IT and EMS. The program was first
implemented in August 2012 for the new recruits. The NEO provided the new hires with
an extensive overview of some of the critical areas and functions of the organization.
Use of Human Resources
o Goal: By 2011, all employees will be utilizing the new performance appraisal system.
50% in 2010 - In 2010, all supervisor & employee training completed for journaling; will
complete appraisal training in early 2011, with all employees having an evaluation by the
end of 2011.
100% in 2011 – Completed.
Occupational Health and Safety and Risk Management
A main focus of SMFRA’s risk management program during this strategic planning period is to
establish better control over the organization’s on-the-job injury rate and time to recovery. Over the
past three years, worker’s compensation claims have been high and have resulted in an “experience
modifier” of .94, which has since grown to .96. This rating is close to average but is still indicative
of high injury rates and results in high insurance premiums. A more proactive approach will be
taken to analyze our risks and implement programs to prevent workplace injuries and reduce
recovery times when injuries occur. Efforts to reduce the modifier will not show their full impact
until 2014, since the rating is determined from a previous three-year period.
o Goal: By 2012, implement improved reporting software for reporting accidents, safety
hazards, worker’s compensation claims, and after-action reporting.
25% in 2010 - HR is working with work comp carrier to improve work comp claims
reporting process. We are evaluating an online claims reporting system.
100% in 2011 – HR worked with work comp carrier to develop a sufficient system.
o Goal: By 2012, develop a reporting system to allow for improved tracking, reporting, and
analysis of near misses. Changed to 2013.
75% in 2010 – Near miss form has been developed; waiting for workflow process in
SharePoint.
No change in 2011, 2012 still waiting for workflow process in SharePoint.
o Goal: By 2014, decrease the frequency and cost of worker’s compensation claims with a
corresponding decrease in experience modifier from the current .96 to .75.
25% in 2010 - HR took over the administration of worker's compensation in July of 2010
and has significantly streamlined the claims reporting process and administrative
procedures. As a result of decreased reporting times, better claims management, and
50
mitigating risks, the experience modifier has been reduced yielding a significant cost
savings for work comp premiums.
60% in 2011 – The experience modifier has reduced to .83.
75% in 2012 – The experience modifier has reduced to .80 but due to poor claims history
during 2012 the experience modifier will likely increase in 2014 as the mod rate lags
behind one year. HR continues to manage work comp claims aggressively in an effort to
mitigate work comp cost and maintain or improve our mod rate.
o Goal: Develop methods to control the cost of health care by 2015.
10% in 2011 – Significant cost control measures were successful for 2012 costs. Other
options will continue to be researched.
50% in 2012 – In 2013, moving to a partially, self-funded model of health care insurance.
VIII TRAINING AND COMPETENCY
Since the SMFRA merger, the Training Bureau has focused on the standardization of policies and
procedures and assurance that all personnel are performing critical tasks in a safe and consistent
manner. The training focus is now shifting to moving the organization forward, polishing skills,
teamwork, and raising the bar to implement best industry practices. Future training will also focus
on command-level strategies and communication to improve the outcome of significant emergencies.
As stressed by SMFRA’s stakeholders, there will be an increase in interaction with neighboring
agencies to improve communication, share critical information, and standardize tactics. Future
training efforts will be challenged with the competing space and equipment needs at the Joint
Services Facility. Also, as training methods begin to rely more on distance learning technologies in
order to reduce out-of-service time and the potential for uncovered areas of the district, the
associated technical support from I.T. and media staff will need to be monitored.
Training and Education Program Performance
o Goal: Increase training opportunities with neighboring fire agencies. Provide three mutual
aid drills per year with fire districts that we interact with frequently and provide periodic
weekend trainings with other Douglas and Arapahoe fire districts.
80% in 2010 - Several events held in 2010 including 3 full training cycles with
Cunningham FD. We also held our first volunteer conference. 8 different FDs
participated. Several special ops classes have also been held with mutual aid departments
100% in 2011 - Several events held in 2011; increasing participation with Littleton. The
second volunteer conference was held with 14 agencies. Water tender, wildland, and RIT
trainings held with mutual aid departments.
100% in 2012 – Three events held in 2012. Two events planned in 2013 and will add
Aurora and Castle Rock.
o Goal: Develop a command training center that’s expandable, customizable, and integrated
into the emergency operations center by 2013.
35% in 2010 - Several software programs evaluated in 2010. Planned training events in
2011 include exposure to command training center concept in 2011.
51
50% in 2011 - Focus group formed with neighboring agencies in order to create a
regional effort. Recommendations anticipated by 9/2012.
75% in 2012 – In 2013 we will be implementing the Blue Card curriculum with West
Metro, Littleton, and Castle Rock; anticipate teaching nearly 100 officers.
o Goal: Conduct a new hire firefighter academy in 2012.
Hiring process started in 2011. Academy anticipated in August 2012.
Completed in 2012. Two additional recruites to attend West Metro Academy in 2013.
Training and Education Resources
o Goal: Evaluate the capabilities of the existing Joint Services Facility and develop a plan to
increase specialized training capabilities and classroom space by 2012. Moved to 2013.
10% in 2011 - Evaluation to be conducted in 2012 with site visits of other agencies; may
bring in consultant to help establish long-range plan in 2013.
o Goal: Re-build Joint Services Facility burn building in 2014.
5% in 2010 - Site visits to recently built training centers completed, notes assembled.
Still 5% in 2011 - Will be evaluated with long-range facility plan; has been included in
budget forecasts for 2014.
IX ESSENTIAL RESOURCES
Water Supply
o Goal: Eliminate water supply technician positions and transfer duties to other Life Safety
Bureau and MetCom personnel in 2011.
100% in 2010 - Two plan reviewers have taken over liaison duties within the LSB;
MetCom tracks GIS data and hydrants out of service.
Communication Systems
The Metropolitan Area Communications Center (MetCom) was designed to become a regional
fire/EMS emergency communications center committed to customer service and improved call
handling performance. MetCom officially opened in January of 2006, and currently serves as the
communications center for SMFRA. MetCom also contracts dispatch services for West Douglas
Fire Protection District. It is the desire of MetCom to provide its services to additional fire agencies
and is aggressively seeking these opportunities. However, the political environment and financial
abilities within neighboring agencies will pose challenges to strategic expansion. Future expansion
supports SMFRA’s stakeholder expectation that the organization will continue to find ways to work
seamlessly with neighboring agencies, improve service levels, and respond to emergencies in the
most timely manner possible. MetCom is currently able to handle up to 25,000 emergency calls per
52
year with the current equipment and staffing. Should growth of MetCom increase the call load
beyond that threshold, additional dispatchers and associated equipment, as well as additional
specialized staff positions may be required.
Significant work has been completed in 2009/2010 to improve the CAD-to-CAD interface with
Littleton in order to decrease total response times within the two jurisdictions. As seen below,
significant industry upgrades will result in financial challenges to MetCom. Additionally, there are
potential significant costs to SMFRA resulting from a proposal by the Consolidated
Communications Network of Colorado to establish a “per radio” charge to support their
infrastructure. These threats present an additional impetus for SMFRA and MetCom to actively seek
opportunities for dispatch consolidation of services and regional partnerships.
An additional communication issue that will need monitoring is the movement toward a regional,
digital VHF network. Our participation will be based on funding mechanisms and the evaluation of
operational enhancements.
o Goal: Improve critical preplan and hazard information available to emergency response
crews during incidents by 2011. Moved to 2013.
50% in 2010 - MetCom is working with emergency manager to develop target hazard
response plans and the additions of hazard information into the MDT data. Additionally,
MetCom recently rolled out plume modeling software in the center allowing us to
proactively provide citizen notifications and provide additional information to the line as
they respond to an incident. On-going efforts to convert old preplan data and update on
MDT's.
90% in 2011, 2012 - MCI/wildland preplans are now attached to building/subdivision
preplans and available on MDT's. Main gas distribution lines have been added to MDT's.
Out of district preplans have been created and available in the field. Investigating tools to
view preplans separate from MDT's in 2013.
o Goal: Evaluate funding for the significant capital purchase of radio consoles by 2011.
Moved to 2014.
Still 10% in 2011, 2012 - MetCom is working with CCNC and Motorola to seek out
funding options for the upcoming radio console upgrades.
o Goal: Pursue opportunities for consolidation of dispatch services throughout the region by
2012.
10% in 2010 - MetCom continues to be active in seeking out opportunities to add
additional agencies into its operation or to potentially consolidate fire/EMS
communications regionally.
35% in 2012 - MetCom is now supporting GIS information in Littleton to establish
consistent data and improved dispatching capabilities; future expansion of this service is
anticipated in 2013. GIS and analysis services are being contracted to SMFRA and West
Metro in 2013. Incident Dispatch Teams have been regionalized with Littleton and
Douglas County communication centers. Discussions have begun with other agencies for
the potential consolidation of CAD.
53
o Goal: Institute medical priority dispatching by 2013.
10% in 2010 - MetCom has scheduled meetings with Dr. Eby and the EMS Bureau to
start discussions pertaining to the modification of response protocols and the
implementation of priority dispatch. These planning sessions will be conducted
throughout 2011 with a proposed implementation in early 2012.
50% in 2012 - Discussions have been held pertaining to the modification of response
protocols and the implementation of priority dispatch and will continue through 2013.
o Goal: Establish a basic CAD-to-CAD interface with Arapahoe and Douglas County PSAP’s
by 2014.
5% in 2010 - MetCom is sitting on an NCR committee exploring the feasibility of
developing a common CAD to CAD interface between all PSAPs in the Metro area.
Additionally, MetCom was instrumental in the development of Arapahoe County's
strategic 9-1-1 plan which has earmarked funds to start the planning process for
developing a data sharing model for all PSAPs in Arapahoe County.
50% in 2011 - A Douglas County and Parker/Lone Tree police interface will be
completed in 2012. Littleton Fire's interface is completed.
75% in 2012 – Parker/Lone Tree police was completed in 2012; Douglas County SO’s
interface will be completed in 2013 once DCSO has completed their CAD upgrade.
o Goal: Replace all radios for 700 MHz re-banding by 2017.
This is a potential significant project/cost; timeline may depend on how quickly 700
frequencies are utilized.
Administrative Support Services and Office Systems
Administrative support staff will be focusing on providing well-trained, professional assistance to
internal and external customers. This will include expanding internal training opportunities to staff
employees on office products and software, and providing cross-training opportunities to expand the
depth of knowledge and support continuity of operations. SMFRA also adopted the State of
Colorado records retention policy and will need to evaluate and implement the most effective
methods to store, track, and purge documents. In support of this effort, the organization would like
to move toward paperless solutions for board meetings, mail, etc.
o Goal: Evaluate document management system needs by 2013.
100% in 2010 - Completed. Managers have been trained to access State retention
schedule; no additional management software will be investigated.
54
X
EXTERNAL SYSTEMS RELATIONSHIPS
External Agency Relationships & Agreements
Establishing strong relationships with neighboring fire and police agencies and other emergency
service providers is important to our stakeholders and will become increasingly important during
times of economic downturn. In general, the financial stability of the organization and improved
service to the community are a priority and, therefore, SMFRA will be open to opportunities for
regional cooperation, partnerships, and consolidation of services.
o Goal: Establish an automatic aid agreement with the City of Aurora by 2011.
100% in 2010 - Completed. Signed IGA for auto aid to small areas near northeast border
close to E-470.
o Goal: Expand EMS with the City of Englewood from mutual aid to automatic aid by 2011.
Moved to 2013.
Continuing to evaluate based on increased responses to Littleton and current feasibility
study between Englewood and Littleton.
o Goal: Establish an automatic aid agreement with the City of Denver by 2015.
o Goal: Investigate collaborative staffing models with West Metro Fire for the Station 40
response area by 2015.
Preliminary analysis has been conducted, including the impact of future Sterling Ranch.
Discussions with West Metro to be held starting in 2012, pending their final changes in
management.
10% in 2012 – Preliminary discussions have been held with West Metro management and
will continue based on growth timelines.
XI OTHER S TRATEGIC FUNCTIONS
Community Relations
Mission: Community relations will build and maintain positive relationships with the authority’s
stakeholders, both internal and external, through open and progressive communication and help
other divisions achieve their communication goals.
As a new organization, internal and external communications is a high priority and on-going
challenge. To help guide those efforts, the Community Relations Bureau will be formalizing the
methods for SMFRA to interact with our communities and to more effectively communicate
internally as a large organization. The bureau’s media services will be an integral component of that
communication plan, providing continued safety resources to the community and enhancing internal
training opportunities that decrease the amount of out-of-district time for apparatus.
55
o Goal: Support the Training Bureau in providing an annual citizen’s academy to increase
knowledge, usable skills, and appreciation of services provided.
100% in 2010 - Citizens Academy: 2010, 2011, 2012. Will be conducted annually.
o Goal: Enhance video conferencing and technology-based methods to enhance internal
communication by 2013.
80% in 2010 - PolyCom system is now reliable and has been used for broadcasting
discussions to all stations; need video camera in media studio to broadcast classes.
100% in 2011 - PolyCom system is anticipated to be upgraded in 2012 to further enhance
capabilities. A polycom camera is set up in the TV studio for live broadcasting to
stations for training or other informational uses. Social media tools such as facebook,
YouTube, and vimeo have been set up to enhance internal communication as well as
consistent and timely use of the Intranet. The web site will also be re-designed to
improve internal/external communication.
75% in 2012 – PolyCom system was upgraded in 2012 to further enhance capabilities. A
polycom camera is set up in the TV studio for live broadcasting to stations for training or
other informational uses. Social media tools such as facebook, YouTube and vimeo have
been set up to enhance internal communications as well as consistent and timely use of
the Intranet. The intranet (SharePoint) will be redesigned and enhanced in 2013 to
improve internal communication.
o Goal: Based on call volume, demographics, risks, and appropriateness of community
relations opportunities, develop a program for each station to contribute to community
relations by 2012. Moved to 2014.
20% in 2010 - HOA's have been contacted and created liaison program with station
captains; information provided to captains via intranet for discussions and capturing
feedback.
25% in 2011, 2012 - Officer interaction with HOA's is continuing and future training
needs to be provided to strengthen program. This goal is tied to risk assessments at
station level to see if results provide direction on target audiences.
o NEW Goal: Redesign external web site and increase customer visits by 5% by 2013.
Information Technology
Mission: The mission of the Technology Bureau is to ensure the District has the computer, software,
and communications equipment needed to perform at its optimal level and that District staff is
trained and comfortable working with said equipment. The Technology Bureau supports all District
Bureaus, Units, and Divisions with individual computer assistance. It is also the responsibility of
the Technology Bureau to maintain hardware and connectivity of the Mobile Data Terminals in
District apparatus.
During this strategic planning period, the Information Technology Bureau will be focusing on
moving the organization to a high-performance, independent, and redundant wireless network
system. It is hoped that grant funding in 2010 will help us to enhance our core, wireless network
56
infrastructure in order to achieve this goal and increase bandwidth and system redundancy at each
facility. If grant funding is not obtained, we will still need to move forward with creating a
redundant system and licensing/improving our primary radio tower sites. Without the boost of grant
funding, this project will take at least 5 years. Also, if SMFRA discontinues the use of the
Parkglenn headquarters building, a new disaster recovery site will need to be created.
Other routine technology expenses will include the replacement of support hardware, including
VMWare servers, Storage Area Networks, and Mobile Data Terminals.
o Goal: Maintain the competency of information technology equipment through a planned
replacement policy of support hardware, including VMWare servers, storage area networks,
and mobile data terminals (See Capital Program page for the major technology replacement
plan).
100% in 2010 - No major changes to replacement plan; replacements on-schedule or
early so far.
2012 will include a more complete SAN replacement and off-site network redundancy for
business continuity. Review will be conducted annually.
See revised Table J3. Networks redundancy with the exception of the telephone
completed in 2012.
o Goal: Implement wireless and wire network communication improvement plan by 2015.
Moved up to 2012.
10% in 2010 - Unable to obtain grant for full network improvements; On 11/10 obtained
board approval to use matching funds to move forward with original plans to build out
the core redundant loop of wireless network & upgrade speed of east/west connection;
anticipated 60% completion by end of 2011.
50% in 2011 - Wireless network core redundant loop completed. Upgrading speed of
east/west connection anticipated 2nd quarter, 2012.
Completed in 2012.
o Goal: Relocate disaster recovery site from Parkglenn facility to Station 45.
30% in 2011 - Upgraded Station 45 connection speed; funds approved for 2012 upgrade
of SAN.
60% in 2012 – Telephone move pending. SAN configured and replicating; moving the
SAN to station 45 pending.
57
Policies and Procedures
The Authority operates under a policy and procedure manual, which is a dynamic document that is
modified as needed. The Authority is also guided by the Strategic Plan which is again a dynamic
document that is reviewed as part of the budget process every year and a complete rewrite is done every
five years. There is a set of Standard Operating Guidelines (SOG) and Standards of Cover (SOC) which
guides the day-to-day operations of the Operations Division. SOGs can be revised as needed. The
SOCs are reviewed annually as a part of the process to maintain the Authority’s Accreditation with the
Commission on Fire Accreditation International, Inc.
The above Policies, Procedures, and Plans specifically address the following areas:
•
•
•
•
•
•
•
•
•
Budget, Finance, and Business Operations
Personnel Policy
Emergency Services
Fire Prevention
Purchasing
Maintenance
Community Services
Training
Public Information
Critical Issues
Critical Issues that may affect the organization are either opportunities or challenges. Among those
issues identified were:
•
•
•
•
•
Changing demographics of the community we serve.
The changes in real estate values are a major concern for future revenues.
Federal, State, and Local mandates/legislation.
Succession planning as our workforce ages.
Concerns with the aging workforce.
Please see the discussion of the threats to property tax revenues and the possible solutions in the budget
letter.
The changing demographics cause mostly changes in the fire medical call types and the ability to pay for
those services that are billable i.e. Ambulance Transports. The Medicare and Medicaid non allowed
charges continue to increase. The software which is used to track call load in various areas of the
Authority is also used to project locations and timing of station construction. If the growth does not
occur, stations and staffing will not be required. The drop in real estate values for 2012 was not as bad
as expected. Across the entire Authority there was a slight increase for 2013. It is unclear whether the
increases will be included in the 2014 values as that is a reassessment year. Every two years in
Colorado, a full reassessment of properties is undertaken by the County Assessors. The values for the
2014 revenues will be the property values between July 1, 2010 and June 30, 2012.
58
Succession planning is being actively studied and evaluated. Succession planning is being addressed by
providing programs for development of employees at all levels to prepare for the next higher position
and an aggressive tuition reimbursement program is also provided.
Workers compensation and long term disability continues to rise due to our aging workforce. The
Authority is looking at ways to mitigate this increase.
Budget, Finance, and Business Operations
The Authority follows policies and procedures regarding budget, financial, and business operations in
managing and controlling those areas. The principles, concepts, and practices will serve as guidelines to
the Authority and provide a basis for ensuring its financial stability. The policies correlate with the
policy and procedure manual and the strategic plan. The Authority prides itself on being a fire service
leader by striving to attain the highest quality fire and rescue services in a very cost effective manner.
Operating Budget Policies
South Metro Fire Rescue Authority is committed to providing high quality services to the community at
an acceptable level of taxation. Specific policies that drive the budget preparation are:
The Authority will maintain high service levels in emergency services operations, which include
responses to fire and medical emergencies. These services receive the highest priority for funding. The
Authority will avoid adopting budgetary procedures that result in balancing current operational costs at
the expense of future years’ operations.
The Authority will maintain a budgetary control system to ensure compliance with the adopted budget,
especially with regard to State of Colorado Budget Law and will prepare regular reports comparing
actual revenues and expenditures to budgeted amounts. To this end, the Board, the Chief, Assistant
Chiefs, Bureau/Division managers and the Coordinators of various programs receive monthly “budgetto-actual” financial reports. The Board and the Chief receive reports for all funds and the Assistant
Chiefs, managers and coordinators receive reports for their specific area.
The Budget Process
1. The Chief Finance Officer and the accountant prepare an annual budget with input from the
various divisions, bureaus, and program coordinators by early September. The budget process is
intended to weigh all competing requests for the Authority within the expected fiscal restraints.
Budget development uses the strategic plan as a guide to determine program funding.
2. This document is reviewed by executive staff and the resulting document is presented to the
Board of Directors by October 15th per Colorado Budget Law.
3. A balanced budget is required by Colorado Budget law. A balanced budget is one where the
beginning cash balance plus current revenues is equal to or greater than current expenditures.
4. The entire budget is reviewed with the Board of Directors of all three Boards at a budget
workshop usually in conjunction with the October board meeting.
59
5. A public hearing on the budget is held by all three boards at the November meeting as per
Colorado Budget Law.
6. The Board of Directors of the two individual districts pass resolutions to set the mill levies for
the two districts and resolutions to adopt their budgets and appropriate funds which are
transferred to the Authority. This must be done so that the mill levies can be certified to the
county commissioners before December 15th as per Colorado Budget Law.
7. The Board of Directors of the Authority then passes resolutions to adopt the budget and
appropriate funds for their budget before December 31st for the following budget year.
8. The budget documents are sent to the Colorado Division of Local Government by January 31st of
the budget year. This document must include a budget message and three years of revenue and
expenditure information: one year of actual data, one year of estimated, and the budget for the
budget year as per Colorado Budget law.
9. The budget is prepared by fund and the Districts and Authority are accountable by Fund per
Colorado Budget law. Any changes to the budget that will produce spending above the budgeted
amount by fund must be made by passing a resolution and holding a public hearing. Changes
within each fund can be made at management’s discretion.
10. The budget is prepared on the modified accrual basis of accounting. Revenues are recognized
when they become measurable and available. Expenditures are recognized when the liability is
incurred. The Authority does not use encumbrances.
11. In conjunction with the budget preparation, the 5-year financial plan is updated with the
proposed budgeted numbers and reviewed with the Board of Directors. This provides the
opportunity to evaluate future revenue or expense problem areas for early intervention in order to
maintain financial stability. Any increase in operating expenses as a result of capital purchases
in the 5-year plan is included in the appropriate fund expenditures.
Budget Amendments
Expenditures may be moved among line items or divisions within a fund. However, any increase in
expenditures in a fund above the budgeted amount or transfers between funds must go through the
resolution and appropriation process.
Necessary changes are determined and a public hearing is held. The Board approves a separate
resolution and appropriations if current year budget changes are necessary. This can happen at any time
during the year but is usually done in conjunction with the annual budget process.
Basis of Budgeting and Accounting
The Governmental fund types are budgeted and accounted for on the modified accrual basis of
accounting whereby revenues are recorded in the accounting period in which they become measurable
and available and expenditures are recorded at the time liabilities are incurred, except interest expense
on lease agreements which is recorded on the accrual basis. All the funds that are budgeted for are also
included in the audited financial statements.
60
The enterprise fund is budgeted on the accrual basis of accounting. The pension trust fund is budgeted
on the accrual basis of accounting, whereby revenue is recognized when earned, and expenses are
recognized when incurred.
The basis of accounting described above is in accordance with generally accepted accounting principles.
Budget Schedule for 2013 Budget
•
July 31st
Hold New Budget Training
•
July 31st
Send Budget Templates to Budget Managers
•
August 1st-24th
Budget entry into system
•
August 25th
Assessed value data from counties
•
September 11th
Executive Review 9a-5p
•
October 15th
Deliver draft to the Board no later than this date
•
October 22nd
Board of Directors Workshop – All Boards
•
November 20th
PFPD Board Budget Hearing
•
November 26th
Authority Board Budget Hearing
•
November 26th
SMFR Board Budget Hearing
•
December 10th
Final Assessed values from counties
•
December 10th
Final Board Approval of Budget – All Boards
•
December 15th
Certified Mill Levy to Counties
The Budget Document as an Operational Guide
The budget document, as previously noted, was developed to serve as the financial plan required to carry
out the goals and objectives for the ensuing fiscal year. It is intended to provide financial guidelines for
programs and functions within the Authority. Separate summary pages are presented for these areas and
each summary page includes data for salary and benefits, supplies and expenses, and capital. Funds
included in the annual budget document are governmental, enterprise, and fiduciary trust fund types.
Included in the former are those funds, which require a tax levy, the Special Revenue Fund for each of
61
the two Districts that make up the Authority and the Cherry Hills Pension Trust Fund that has a mill levy
for members who had earned benefits under the Old Cherry Hills Village Fire Protection District Plan
before its merger with South Metro Fire Rescue. The General Fund receives the tax receipts from the
Special Revenue Funds and provides the services to the citizens of the two Districts. The Capital
Projects Fund is a governmental fund type, which does not require a tax levy. Rather, the sources of
revenues for this fund are transfers from the General Fund and interest. The Ambulance Transport Fund
and the Building Rental Fund are Enterprise Funds.
Capital expenditures within the Capital Projects Fund were proposed while keeping in mind the effect
these items would have upon operations and operating expenditures. Items budgeted in the Capital
Projects Fund are compared with the long-term capital plan where their replacement and expected lives
must be estimated. New equipment or facilities require operating costs to be included in the operating
budget and their impacts are included in the five-year financial plan.
The Budget as a Financial Plan
How funds are structured was addressed within the discussion of the budget as an operational plan. The
resources of each fund will be discussed subsequently in greater detail by fund.
FINANCIAL POLICIES
1. The records for the Authority are kept using Generally Accepted Accounting Procedures
(GAAP).
2. The Authority will maintain at a minimum 25% of the next year’s budgeted expenditures as a
cash reserve in the General Fund. This is to maintain continuity of service. If the cash
balance falls below this level, expenditures will be reduced in order to bring the balance back
into compliance.
3. The Authority will set fees for services provided by the Life Safety Bureau for plan review
and inspection fees for new construction and remodels, Fireworks stands, and displays and
temporary structures for inspection for safety issues. The fees are based on a comprehensive
study of actual costs associated with the specific work. This study is updated every three
years and reviewed annually
4. The Authority charges fees for ambulance transport services. The fees are developed by
comparison to other fire districts and departments and the costs of the services provided.
Fees are charged for base service, a cost per mile charge, and fees for various services and
supplies. These fees are reviewed annually.
5. The mill levy of the individual districts cannot be increased except by a vote of the people.
These are per the TABOR amendment to the Colorado Constitution which limits growth in
revenues on an annual basis. Both of the districts have received voter approval to be exempt
from the growth in revenue limitation.
6. A mill levy may be assessed in the current year for the previous year’s abatements. An
abatement mill levy will be assessed at the discretion of the Board to recover that lost
revenue.
62
7. The Authority will maintain an Undesignated Fund Balance that can be used for future
revenue shortfalls or necessary capital purchases that cannot be funded from current year
revenues. This Unrestricted Fund Balance is reviewed in the preparation of the Five-Year
Financial Plan.
8. Capital Purchases are items with a cost of $5,000 or more and a useful life of two (2) or more
years.
9. The Capital Improvement Plan is included in the Five-Year Financial Plan under the Capital
Projects Fund. Any associated operating costs are added to the General Fund expenditures or
the appropriate fund based on placement of the asset.
10. Normal replacement or additions to capital equipment used in the Technology, Operations,
EMS, Training, or Special Operations divisions are included in the operating budget.
11. Capital items purchased in the Ambulance Transport Fund are paid for by the cash balances
and the revenues of the Ambulance Transport Fund.
12. Normal replacement of additions to the vehicle fleet will be purchased through the Capital
Projects Fund and are subject to life-cycle costing to determine the need for replacement.
13. Major remodels or new construction of structures are budgeted in the Capital Projects Fund
and are subject to review and analysis by the Facilities Manager, and the need for new fire
stations is determined by call load and response times.
14. The Authority does not budget for depreciation or the increase in the liability for
compensated absences.
Other Policies of the Authority
Purchasing Policies
The purchasing and surplus disposal process shall be based on competitive bidding whenever possible.
Purchase Requests from any Authority fund must be approved/authorized in accordance with all
Authority Policies and require the following signatures (which may be electronic or hard copy):
1.
2.
3.
4.
To $4,999: Appropriate Program Manager.
$5,000 to $9,999: Requires above signature, as well as Bureau Chief or Bureau Manager.
$10,000 to $24,999: Assistant Chief and all people above.
$25,000 and above: Requires signatures of all of the above, as well as Chief Financial Officer
and Fire Chief.
Individuals listed above may assign an approved designee to sign in their absence.
The purchasing card is the preferred method of purchasing goods and services up to the cardholder’s
single transaction limit as stated above. If the purchasing card cannot be used, goods and service may be
purchased with an invoice or purchase order through the accounts payable process.
All purchase orders shall be processed by Finance.
63
Bid/Proposal/Quotation Award Authorization
1) Requests for proposals: All awards must be approved as follows:
2) $5,000 to $24,999: a minimum of three facsimile, e-mail, or electronic bids. Award must
be approved by the Battalion Chief or other individual at that level that has responsibility
for the program or division expenditures or their designee.
3) $25,000 to $49,999: formal bid or request for proposal. Award must be approved by the
Division Head or Assistant Chief or their designee.
4) $50,000 to $99,999: formal bid or request for proposal. Award must be approved by the
Chief Financial Officer.
5) $100,000 and above: formal bid or request for proposal. Award of bids, proposals, and/or
contracts must be approved by the Board of Directors.
Unbudgeted purchases in excess of $50,000 will require Board approval.
No requirements shall be divided for the purpose of circumventing the authorization of bids and
proposals.
Purchases that exceed the amounts initially approved will require additional approval from the
appropriate level of approval (i.e. If an item was approved by the Board at $105,000 and the
amount changed to $110,000, it will have to be taken back to the Board for additional approval.
An item that was approved by the Chief at $80,000 with an amount changing to $95,000, would
require an additional approval by the Chief, etc.).
Vendor Relations
No favoritism shall be extended to any vendor.
Gifts: With regards to gifts, services, honorariums, stipends, or fees from vendors or sales
representatives, employees should reference the Standards of Conduct and Ethics.
Authority staff may, with the approval of the Authority Chief, accept paid trips to view and analyze new
products or processes the Authority may require. Such trips shall be for evaluation and testing only.
Employee Financial Interests – When an employee has an employment relationship with a vendor with
which the Authority transacts business, the employee must disclose this relationship to the Fire Chief
and the Chief Financial Officer. The employee is not to participate in any activity/decisions involving
the purchase of goods or services that are provided by the vendor, nor is the employee to discuss any
purchasing activities or decisions regarding such products with the employer/vendor. No member of the
Authority: Board of Director, Officer, or employee of a business; or any other individual or business by
virtue of a personal or corporate relationship with the Authority shall use confidential or insider
information concerning the property of the Authority or affairs of the Authority by which that person or
corporation entity possesses a confidential relationship, for the purpose of real or potential advancement
of private interest.
64
Risk Management Policies
This policy applies to all risks such as property damage, liability, and worker’s compensation. The
policy is to:
1. Protect the assets of the Authority from any loss that might significantly affect the operating
budget;
2. Take every practical measure to eliminate or prevent injury to employees; and to prevent and
minimize losses to property;
3. To insure continuity of services to our citizens;
4. To achieve these results in an efficient and economical manner.
The purpose of this section and the summary below is to outline the financial structure of the Fire
Authority. Listed are the primary funds, the respective major sources of revenue for that fund, and the
types of service provided within the fund.
General Fund
This fund accounts for the basic financial operations of the Authority that are not accounted for in other
funds.
Sources of Funds:
•
•
•
•
•
•
•
Transfers of Property Tax Revenues from the existing two Districts
Transfers of Specific Ownership Tax from the existing Districts
Fees for Plan Reviews, Inspections. and Permits
Rental of Cellular Tower Space
Reimbursements for Incidents and Various Services Provided to Others
Interest on Investments
Fees charged for Vehicle Maintenance Services provided to outside agencies
Uses of Funds:
•
•
•
•
•
•
•
•
•
•
•
Finance
Administration
Executive
Board of Directors
Human Resources
Operations
Community Safety Services
Plan Reviews and Investigations
Community Preparedness
Public Education
Grants and Safety Foundation
65
•
•
•
Vehicle Maintenance
Technology
Buildings and Grounds
The majority of the resources required to fund the operations of the General Fund is derived from
Transfers of Property Taxes and Specific Ownership Taxes from the two existing Fire Districts. Other
large sources of revenues are fees for services provided and interest on investments.
This fund accounts for the sources provided and expenditures related to major capital assets having a
useful life of more than three years and dollar value in excess of a predetermined amount.
Sources of Funds:
•
•
•
Fund Balance
Interest on Investments
Voluntary impact fees
Use of Funds:
•
Acquisition of major capital items such as vehicle, major equipment and buildings and their
equipment as outlined in the Authority’s Capital program.
Agency Trust Fund – Cherry Hills Village Pension
The Pension Trust Fund accounts for the activities related to the accumulation of funds to provide
retirement benefits for the retirees of the former Cherry Hills Village Fire Protection District firefighters.
The benefits are paid and the fund assets are managed by the Fire and Police Pension Association of
Colorado (FPPA).
Sources of Funds:
•
•
Income on invested funds
Special Property Tax for Pension Benefits
Uses of Funds:
•
•
Transfers to FPPA
Treasurer’s Fees
66
PFPD and SMFR Special Revenue Funds
The Special Revenue Funds account for the tax collections and the disbursement of those funds to the
General Fund of the Authority by the two Districts: Parker Fire Protection District and the South Metro
Fire Rescue.
Sources of Funds:
•
•
Property tax receipts from Douglas and Arapahoe counties
Specific Ownership Tax from the two districts
Uses of Funds
•
•
•
Transfers to the Authority
Operating costs of the individual boards
Treasurer’s fees paid
The Building Fund accounts for the operations of the Headquarters Building located at 9195 E. Mineral
Avenue in Centennial, Colorado. A portion of the building is rented to other governments for offices
and an Emergency Operations Center.
Source of Funds:
•
Rental receipts from the tenants
Uses of Funds:
•
•
Building and Grounds Operating Costs
Capital Improvements
The Ambulance Fund is used to account for the collection of fees and the costs of operating the
ambulance transport service provided by the Authority. Ambulance transport services are provided as
needed for medical emergencies within the Authority.
Sources of Funds:
•
•
•
Fees for Advanced Life Support
Fees for mileage
Fees for certain supplies
67
Uses of Funds:
•
•
•
•
Medical Operations
Vehicle Maintenance
Billing and Collection Services
Allowance for Doubtful Accounts
Capital Program
The Authority’s Capital Policies are stated above under Financial Policies.
We strongly believe in building and funding the primary response system to accomplish our master
strategic goal of “Reducing the frequency of and impact to the community from fires, medical
emergencies, and natural/man-made disasters”. The response system’s impact is enhanced by a well
thought out program supporting infrastructure to our primary and most important resource – our people.
Our people are our most important resource in providing service to both our internal and external
customers. We must be sure to equip them with the tools necessary to ensure their safety and success.
These tools include:
•
•
•
•
Standardized, quality fire apparatus and fire equipment;
A technologically current voice and data communications link to the dispatch provider and other
responding agencies;
Strategically placed fire stations which allow us to reach the most citizens within our targeted time
frames; and
A well developed and constantly reevaluated planning process that considers our current and
projected demographics, technological changes, and industry trends.
Because the equipment and capital infrastructure to support quality service to our citizens is expensive,
we must plan for its utilization considering cost of ownership, expected useful life, ease of use and
training, and its funding. It is the master strategic goals of “(1)Reduce the frequency of and impact to
the community from fires, medical emergencies, and natural/man-made disasters; (2)Ensure cost
effective prevention, mitigation, and emergency responses; and (3) Improve employee health, safety,
and recovery” which drives the objective of standardizing as much of our firefighting and support
equipment as possible. Standardizing fire apparatus, tools, and support equipment reduces training
costs, maintenance costs, and can reduce initial purchase costs.
The master strategic goal of “Ensuring cost effective prevention, mitigation, and emergency response
services” drives our financial planning policies. We regularly prepare long term financial forecasts
which consider funding sources, personnel, and capital infrastructure needs, among other areas. The
Authority uses this planning process for apparatus, station construction, and other capital requirements
to set aside reserve funds for these ongoing projects. Because of the costs of these items, our capital
budget could range from a few hundred thousand a year to several million dollars per year.
Accordingly, the Authority must plan for funding to ensure citizen needs are met.
68
Policy Statement
Effective financial management of available resources requires that budgetary plans for any one fiscal
year be consistent with intermediate and long-range plans. Because capital acquisitions and programs
generally require a well-developed plan covering a span of several years, a capital program and related
budget should be developed. The Authority has in place a multi-year capital replacement plan that
forecasts capital needs and related budget requirements for each projected fiscal year. Our primary
focus is to maintain the vehicle replacement schedule, identify years in which station construction
should occur, as well as perform ongoing equipment maintenance and capital replacement.
Specific budgetary and operating policies are as follows:
Apparatus Policies:
1. Standardize new vehicle purchases to the maximum extent possible.
2. Utilize a rotation system to maximize the useful life of apparatus.
3. Purchase response vehicles designed for a specific and planned use.
4. Consider future service, planning, and demographic trends.
5. Consider “life cycle costing” to determine the most effective length of ownership.
6. Perform ongoing and regular preventative maintenance on apparatus to maximize the effective and
useful life.
69
Below is the 5-year replacement schedule for Vehicles.
Unit #
SM237
SM345
SM515
SM539
SM562
Year
2001
2006
1995
2000
2006
Make
FORD
Sutphen
GMC
ALF
Chevrolet
Model
F350 Medic
100' Tower
Brush Truck
Pumper
Silverado Crew Cab
SM143
SM144
SM152
SM173
SM172
SM219
SM238
SM250
SM335
SM537
1998
1998
2000
2008
2008
1983
2001
2000
2003
2000
Chevrolet
Chevrolet
Dodge
FORD
Dodge
WHITE
FORD
IHC
E-ONE
FORD
Lumina
Lumina
Durango
F-250 Crew Cab
Durango
Road Expeditor2
F350 Medic
Type III Pumper
Pumper
Battalion 45/Reserve
SM170
SM246
SM247
SM336
SM569
2005
2006
2006
2003
2008
FORD
FORD
FORD
E-ONE
FORD
SM165
SM506
SM530
SM546
SM549
SM560
SM337
SM559
SM570
2002
2003
1996
2000
2002
2005
2003
2005
2008
Dodge
Cargo Ex
Chevrolet
Freightliner
Chevrolet
Chevrolet
E-ONE
ALF
FORD
Dakota
30' HazMat Trlr
Brush Truck
FL-60 HazMat
Trailblazer
Trailblazer
Pumper
Pumper
F450 Medic
SM143
SM144
SM152
SM173
SM172
SM231
SM248
SM249
SM526
SM567
1998
1998
2000
2008
2008
1999
2008
2008
1985
2008
Chevrolet
Chevrolet
Dodge
FORD
Dodge
FORD
FORD
FORD
Peterbilt
FORD
Lumina
Lumina
Durango
F-250 Crew Cab
Durango
F550 Brush
E450 Medic
E450 Medic
CAFS Tender
F-250 Crew Cab
Expedition
E450 Medic
F450 Medic
Pumper
F450 Medic
Scheduled
Date in
Replacement
Service
Date
01/01/2001
04/10/2008
08/22/2006
11/09/2020
02/16/1996
02/16/2016
12/28/2000
12/28/2010
06/22/2006
08/22/2013
2014 Replacement Total
05/19/1998
02/18/2020
05/19/1998
09/18/2021
04/13/2000
01/18/2012
07/14/2008
01/18/2016
04/14/2008
03/18/2015
01/01/1995
01/01/2005
01/01/2001
04/10/2007
12/08/2008
02/10/2014
07/23/2003
07/23/2015
10/16/2000
10/16/2007
01/01/2005
01/01/2015
01/17/2007
02/08/2014
01/22/2007
01/22/2014
08/27/2003
08/27/2015
07/01/2008
07/01/2015
05/29/2002
05/29/2012
12/6/2002
12/6/2022
11/14/1996
11/14/2016
01/23/2002
01/23/2017
08/15/2002
08/15/2012
07/01/2005
07/01/2012
06/01/2003
06/01/2015
08/09/2005
11/14/2015
07/01/2008
07/01/2015
05/19/1998
02/18/2020
05/19/1998
09/18/2021
04/13/2000
01/18/2012
07/14/2008
01/18/2016
04/14/2008
03/18/2015
06/12/1998
06/12/2018
05/29/2008
05/29/2018
05/29/2008
09/18/2018
12/28/1993
1/18/2012
11/01/2007
04/18/2017
70
Estimated
Replacement Cost
$
235,000.00
$
1,200,000.00
$
150,000.00
$
550,000.00
$
50,000.00
$
2,185,000.00
$
20,000.00
$
20,000.00
$
42,000.00
$
62,000.00
$
36,000.00
$
275,000.00
$
240,000.00
$
285,000.00
$
560,000.00
$
125,000.00
$1,665,000.00
$
45,000.00
$
195,000.00
$
250,000.00
$
560,000.00
$
250,000.00
$
1,300,000.00
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
36,000.00
78,000.00
150,000.00
95,000.00
42,000.00
42,000.00
560,000.00
560,000.00
250,000.00
1,813,000.00
22,000.00
22,000.00
42,000.00
52,000.00
42,000.00
150,000.00
195,000.00
195,000.00
285,000.00
45,000.00
1,050,000.00
Facility Policies:
1. Construct fire stations when necessary to meet call load.
2. Locate fire stations such that response times will meet targets as growth occurs.
3. Incorporate community rooms into fire stations to assist our communities.
4. Consider “life cycle costing” in the design of new facilities.
5. Achieve “good neighbor” relationships in the design, development, and operation of fire stations.
6. Provide regular preventative maintenance on facilities to ensure the longest useful life.
7. Consider current and future apparatus and personnel deployment when designing facilities.
Below is the 5-year facility building schedule:
Year
Facility
Age
Project
2014 Station 32
1976
Replace station utilizing land at current location
2014 TOTAL
Station 40
1994
Install concrete driveway and parking lot
Station 36
1986
Connect station to city sewer system
2015
Station 35
1986
Remodel to make station more functional
Station 31
1975
Design work for Station 31 replacement station
2015 TOTAL
Station 43
1984
Remodel functional areas of station
Station 34
2003
Stabilize retaining wall if necessary -OR2016 Station 34
2003
Replace retaining wall if necessary
Replace Station 31 utilizing land at current
Station 31
1975
location
2016 TOTAL
2017 Station 44
1986
2017 TOTAL
Station 41
1980
2018 JSF
1993
Remodel functional areas of building
Station 33
1975
Design Work for Station 33 replacement station
2018 TOTAL
Est. Cost
$1,5000,000
$1,5000,000
$185,000
$150,000
$450,000
$300,000
$1,085,000
$50,000
$175,000
$400,000
$3,750,000
$4,375,000
$60,000
$60,000
$45,000
$75,000
$325,000
$445,000
Equipment Policies:
1. Equip our firefighters with the tools and equipment necessary to maximize the margin of safety and
serviceability in an inherently dangerous job.
2. Consider safety, training ease, life cycle costing, and length of useful life when evaluating
equipment purchases.
3. Standardize equipment where possible to save training costs, increase safety, and support the mobile
workforce working throughout the fire station system.
4. Provide regular preventive maintenance and provide resources for replacement of equipment with
predictable useful lives.
71
The 5-year plan for Technology and Radio replacements are in the table below.
Item
Cisco 1760 Router
Cost*
Qty
2014
Qty
2015
3,000
Cisco 3725 Router
3,800
Cisco 3745 Router
4,000
Cisco 2811 Router
4,300
Cisco 3800 Router
4,500
Cisco 3550 Switches
3,200
Cisco 3560 Switches
5,800
Cisco 1200 Series AP's
1,000
Cisco 7935 Conf Phones
3,500
1
3,800
1
14
9
Qty
2016
5
15,000
1
3,800
1
4,500
Qty
2017
Qty
2018
4,000
60,200
18
57,600
10
10,000
6
60,000
52,200
Cisco VPN & PIX (Parkglenn)
3,000
1
3,000
Exalt 4.9 Radios (Per Hop)**
10,000
6
60,000
Leibert 30KVA UPS Batteries
2,400
1
2,400
HP Vmware Hosts (Backup Location)
9,000
4
36,000
HP Vmware SAN (Backup Location)
93,000
1
93,000
5,000
2
10,000
HP Vmware Fiber Channel Switch (Backup Location)
HP Vmware Blade System w/Servers (Mineral)
80,000
HP Vmware Blade System SAN (Mineral)
1
80,000
93,000
1
93,000
Projectors in EOC
2,000
2
4,000
Projectors in Classrooms (Parkglenn)
2,000
5
62,500
30
30,000
4
Computers (EOC)
1,000
Computers (Laptop)
2,500
5
Computers (Desktop)
1,000
30
Computers (Apple)
2,800
Computers (Tablets)
1,600
MDT's
8,000
Toughbooks
Building Security DVR System (Mineral)
Servers (General Purpose)
Cisco Phone System Servers
30,000
5
12,500
30
30,000
5
12,500
5
2
15
120,000
15
12,500
5,600
120,000
3,500
10
16,000
15
120,000
16
56,000
2
18,000
41,000
9,000
2
18,000
10,000
3
30,000
7,000
3
800MHz/700MHz Radio Replacement/Changeover
Video Conferencing Cameras
8,000
670,000
Total
670,000
21,000
1,156,200
3
Total
21,000
857,500
1,000,000
3
Total
21,000
1,056,800
670,000
3
63,000
2
Total
81,100
Total
126,000
1,464,500
* Costs are estimated for some equipment
** Don't know life expactancy of these units.
The Authority’s Capital Program identifies capital expenditures necessary to accomplish long-range
objectives and meet the needs of the area for which services are provided. The above expenditures are
included in the 5-year financial plan in Appendix page 315.
72
Capital Project Summary for the 2013 Budget
The summary of the 2013 approved capital projects is as follows. Please refer to the individual fund for
detailed Capital Descriptions, as well as the operating impact from each project.
General Fund
2013 Budget
Unscheduled capital improvements in Facilities
$ 35,000
Replacement Schedule Expenditures for Facilities
66,500
Replace Generator Station 31
48,000
Replace bedroom lockers Station 33
5,750
Replace roof Station 33
33,250
Replace 2 Furnaces & 2 AC condensers Station 35
15,656
Replace Station 40 windows
19,500
Replace well pump at Station 40
6,400
Replace bay heating Station 42
7,125
Remodel Parts room at JSF
7,500
Service bay floor epoxy at JSF
17,000
Auditorium table and chair replacement at JSF
66,500
Email archiving hardware or software
15,000
Polycom Cameras
14,000
Server Replacement
6,000
Upgrade Radio IP system in Metcom
20,000
VM Ware server replacement
100,000
First In Video Monitors Station 31-47
36,000
First In bedroom alerting Station 33
12,000
First In bedroom alerting Station 36
13,000
Westnet Mute Eye upgrade
7,000
Westnet Tritech Interface
37,500
Electronic plan review software
303,529
2 Grant Medic Units
400,000
Decommission 2 SMFRA medic unit into replacement 10,000
Grant Medic Unit into service
40,000
Prep for Quick Response
15,000
Medic Unit for Quick Response
30,000
Purchase 1 Stat Blood Analyzing system
11,000
29,200
4 Thermal Imaging Cameras
$ 1,427,410
Re-build of Station 32
Remodel existing stations
Pumper
2 staff vehicles
Truck
Brush Truck
Ambulance Fund
Refurbished Medic Unit
Physio-Control LP 15 monitors
EMS Equipment replacement
7 Prams
$2,500,000
50,000
590,000
120,000
65,000
95,000
$ 3,420,000
$ 190,000
338,178
25,000
97,000
$ 650,178
73
Debt Policies
The purpose of this policy is to establish the guidelines set for all debt obligations issued by South Metro
Fire Rescue Authority. The Authority intends to use pay-as-you-go for financing of major capital
projects, however, if necessary, due to cash flow issues in the short-term, debt may be issued. The
Authority may only issue G.O. Bonds by a vote of the registered voters in the individual Districts. The
Authority may issue Certificates of Participation or capital leases as management determines fiscally
responsible and necessary.
Colorado Law requires voter approval for any General Obligation Debt issued. Neither the Authority
nor the individual Districts have outstanding G.O. Bonds or any outstanding authorization that has not
been issued. The legal debt margin is 50% of the assessed value for the Authority or the individual
Districts.
The Authority will confine borrowing to major capital improvements or asset purchases that cannot be
funded from capital reserve funds and/or current revenues or the refunding of previously issued debt for
savings of at least four percent (4%) of the outstanding debt or for cash flow improvement. The term of
the financing will not exceed the useful life of the project or purchase.
In evaluating debt capacity, general-purpose annual debt service payments should generally not exceed
10% of General Fund revenues, and in no case should they exceed 15%.
In no event shall the outstanding debt of the Authority exceed one-half of one percent (.005%) of the
net assessed market valuation of the taxable property of the two Districts making up the Authority, as
established by the County Assessor. The debt shall be structured to have equal annual debt service
payments over the life of the debt.
Credit enhancement (letters of credit, bond insurance, etc.) may be used, but only when net debt service
on the bonds is reduced by more than the costs of the enhancement.
The Authority will generally conduct financings on a competitive basis. However, negotiated financings
may be used due to market volatility or the use of an unusual or complex financing or security structure.
Computation of Legal Debt Margin
2012 Total Assessed Value
$4,723,283,371
Debt Limit - 50% of total assessed value (1)
$2,361,641,686
Amount of debt applicable to debt limit
- 0-
Less amount available for debt service
-0-
Net amount of debt applicable to debt limit
-0-
Legal debt margin
$2,361,641,686
The Authority has no G.O. Bonds outstanding but has a total of outstanding Apparatus Leases of
$132,398.
74
Salary Administration
The Authority is a non-union organization and all employee wages are developed and reviewed by the
Human Resources Bureau, the Salary and Benefits Committee, the Fire Chief, and ultimately approved
by the Board of Directors.
Administrative Employees:
Work a seven-day work period with a 40 hour work week. Specific work schedules may vary by bureau
and/or by employee. Overtime is paid at time and one half for all overtime worked by non-exempt
employees.
Line Employees:
The Line Employees are working a 48/96 shift schedule. This means they work 48 hours and are off 96.
A 24 day period is used to determine FLSA overtime. FLSA overtime is paid with the payroll at the end
of the 24 day pay period. However, all overtime outside of their normal line work schedule is paid at
time and one half every two weeks.
“Line employees” are defined as members who work a scheduled 48 hour shift, including Battalion
Chief down through Firefighter.
Pay Schedule
Employee wages are paid on a biweekly basis. The Authority has direct deposit for all employees.
Compensation Philosophy
Market Adjustments
The Human Resources bureau conducts an annual market survey to evaluate both line and administrative
wages and to determine appropriate market adjustments. The survey data and proposed market
adjustments are reviewed by the Salary and Benefits Committee. Market adjustments are effective on
January 1st of each year.
The Authority is committed to paying the average wage of the surveyed departments, plus 2%. This
adjustment is made to age the data as the market data is gathered at the beginning of the previous year
and applies to the next year.
Not every position receives a raise every year. If the pay for a position is above the market plus the CPI,
no raise will be given to that position in any one year. Portions of the CPI can be given if the current
wage for the holder of the position is less than the market plus CPI, but the wage cannot go above the
market plus 2%, plus the CPI. This philosophy is going to be revised during 2013 to determine if there
is a better way to do salary adjustments.
The departments the Authority currently surveys for market adjustments for line personnel are as follow:
⋅
Aurora Fire Department
⋅
Colorado Springs Fire Department
⋅
Denver Fire Department
⋅
West Metro Fire
75
When surveying the market for administrative positions, the Authority evaluates public and private sector
job matches. The local government data is obtained through the Colorado Municipal League (CML)
survey. The governmental and fire agencies that are selected for each position as “adequate matches” are
based on population size and the suitability of the actual job match (i.e. level of responsibility,
organizational structure, etc.). The comparative private sector data that is used for various positions is an
average wage based on private sector companies with direct matches that participate in the Mountain
States Employer’s Council (MSEC) Front Range Survey.
Consumer Price Index (CPI)
It is up to the Authority to select the most suitable index and forecast figures to determine the annual
CPI adjustments. CPI adjustments are subject to Board of Director approval and are effective on the first
pay period in January for the subsequent year.
Pay Differentials
• Educational Differential: The Authority pays an "education differential” from 1.0% of base pay
to 4.0% of base pay based on the level of degree attained by the member both on line and in
administration.
•
Coordinator/Tech Positions: Line employees who take on additional job duties and
responsibilities in areas necessary to the operations of the Authority are paid an annual
differential of $1,000, which is added to their base pay.
•
Paramedic Differential: All employees who are paramedic qualified receive a $3,000 differential
for maintaining their paramedic training, except Battalion Chiefs and above who are paid $1,500.
***Differentials are not considered a part of “base pay” when calculating CPI, but are
considered part of base pay for all other calculations, i.e. pension, overtime rate, life insurance,
LTD, FPPA Death and Disability, etc.
Performance Evaluations
District employees are evaluated on an annual basis at a minimum. The performance evaluation for line
employees is extensive and the rating scales vary based on the duty, skills, behavior, or task that is being
evaluated. The performance evaluations for admin employees vary by position.
Salary by position – The following is a list of positions with the base salary.
Position Title
Base
Salary
Fire Chief
$152,955
Division Chief
$129,528
EMS Bureau Chief
$113,756
Special Ops Chief
$113,756
Training Chief
$113,756
76
Position Title
Base
Salary
Fire Marshal
$113,756
Battalion Chief
$113,756
Emergency Manager
$113,756
Captain
$92,741
Deputy Fire Marshall
$94,421
CSS – Plan Reviewer
$83,438
CSS – Haz Mat Specialist
$81,081
CSS – Fire Inspector
$71,735
CSS – Planning & Analysis Coordinator
$87,872
CSS – Life Safety Technician
$64,561
Lieutenant
$83,757
EMS – Educator
$83,757
Paramedic/Firefighter I
$76,619
Paramedic/Firefighter II
$69,953
Paramedic/Firefighter III
$63,320
Paramedic/Firefighter IV
$52,767
Engineer
$77,091
Firefighter I
$69,910
Firefighter II
$63,555
Firefighter III
$57,777
Firefighter IV
$48,147
Chief Finance Officer
$126,200
HR Director
$117,604
IT Director
$118,000
Fleet Bureau Chief
$113,756
Community Relations - Director
$88,650
Accountant
$63,823
Payroll Specialist
$51,796
HR Benefits Specialist
$59,154
Network & Communications Manager
$86,184
Systems & Help Desk Manager
$85,647
Database Admin & Application Specialist
$70,508
Executive Assistant
$60,833
Facilities Manager
Community Relations – Media Services
Manager
Help Desk Specialist
$79,068
77
$70,920
$57,003
Base
Salary
$54,924
Position Title
Administrative Division Assistant
Training Admin Support
$46,239
Bureau Assistant
$49,275
Quartermaster/Purchasing Agent
$48,217
Property Maintenance Technician
$55,818
Fleet Ops Supervisor
$78,169
Mechanic
$67,861
Training Coordinator
$55,879
Life Safety Educator
$68,056
Program Administrator
$83,454
Permit Coordinator
$49,374
HR Analyst
$73,245
The following table gives the full time equivalent employees by year since the Authority was formed.
390
Number of FTEs
385
380
375
370
365
360
355
350
345
340
2009
2010
2011
2012
2013
Year
A voluntary RIF (Reduction in Force) was offered in 2010 and an involuntary RIF was also
implemented in 2010. The drop in 2011 was a voluntary retirement and several terminations. The
addition in 2012 is the hiring of 12 new firefighters. The reduction in 2013 is 4 full time people and 2
part-time that were not replaced.
78
79
Beginning Cash Fund Balance
$
Actual
2011
27,319,583
Transfer from PFPD
Transfer from SMFR
DC Property Tax
AC Property Tax
Abatements
$
$
22,861,497
35,611,000
General Fund
Estimated
2012
$ 37,273,308
$
$
$
21,051,665
32,556,900
Budget
2013
24,727,461
$
Summary of Revenues and Expenditures
2013 Budget Year
Actual
Estimated
Budget
2011
2012
2013
8,719,189 $ 10,670,445 $ 19,342,779
Actual
2011
$
Estimated
Budget
2012
2013
$
-
21,369,070
32,332,519
Specific Ownership Tax & Rental
Interest Income
Permit/Plan Reviews
Station Rentals
Rental of Cell Towers
Service Fees Other Funds
Reimbursements
Sale of Assets
Miscellaneous Income
Charges for Services - Outside
Charges for Services - Inside
Other Sources
Total Revenues
$
Salaries & Benefits
Capital Outlay
Principal
Interest
Insurance & Worker's Comp
Treasurer's Fees
Transfers to Authority
Total Expenditures
$
Adjust to Cash
Transfers In/(Out)
Ending Cash Fund Balance
41,204
805,376
64,786
136,338
30,000
756,639
11,125
102,913
375,711
44,301
882,254
62,500
125,000
12,000
752,059
10,000
37,804
330,616
40,000
1,000,000
62,500
125,000
12,000
622,500
10,000
76,000
300,000
86,687
131,256
242,000
1,290,480
32,735
60,927,845
$
56,107,099
$
57,240,069
38,812,781
7,095,247
217,170
39,271,253
9,761,730
724,590
40,775,226
10,537,663
1,427,410
974,135
230,552
959,819
4,038,551
190,200
966,622
86,305
5,344
1,252,434
48,289,704
$
54,952,946
$
54,084,382
$
119,422
140,977
168,166
201,846
2,202,893
571,372
662,406
681,334
748,966
20,000
$
9,994
158,172
$
145,000
140,977
$
24,480
5,144,163
$
5,168,643
145,000
$
25,200
3,420,000
$
3,445,200
$
884,252
$
2,884,227
461,206
478,562
367,500
110,287
2,093,000
96,270
938,993
$
1,320,338
481,750
$
2,667,832
$
481,750
(307,321) $
216,395
$
838,588
(252,580)
(2,684,414)
$
37,273,310
(13,700,000)
$
24,727,461
$
27,883,148
2,000,000
$ 10,670,445
80
13,700,000
$
19,342,779
$ 16,042,579
$
Agency Fund - Cherry Hills Pension
Actual
Estimated
Budget
2011
2012
2013
$ 445,966 $
479,918 $ 461,043
Transfer from PFPD
Transfer from SMFR
DC Property Tax
AC Property Tax
Abatements
Interest Income
Permit/Plan Reviews
Station Rentals
Reimbursements
Sale of Assets
Other Sources
Total Revenues
$
Salaries & Benefits
Capital Outlay
Principal
Interest
Treasurer's Fees
Total Expenditures
$
148,087
147,910
18,658,751
3,061,594
12,051
1,044
11,000
1,000
11,000
1,000
1,443,886
23,109
213,708
$
160,087
$
159,910
176,740
176,740
185,000
3,016
2,222
2,219
$
179,756
$
178,962
$
187,219
17,386,235
2,922,486
351,603
1,250,000
9,547,489
24,349,456
2,174,485
48,716
8,532,261
21,467,397
1,331,096
1,909,431
15,000
8,658,899
21,592,091
879,732
2,000,000
60,025
169,089
1,260
6,444,338
7,000
6,900,236
52,000
6,046,125
6,967,261
$ 6,267,214
$ 23,187,340
$ 21,622,674
$ 21,910,324
$ 36,120,146
$ 33,255,185
$ 33,130,722
2,117,927
854,782
324,457
2,229,348
958,239
650,178
5,138
11,833
6,674
24,911
6,459
21,387
5,773
11,435
10,334
16,588
6,459
18,146
326,165
22,861,497
298,606
21,051,665
223,525
306,805
21,369,070
206,603
509,145
35,611,000
467,156
32,556,900
187,000
462,291
32,332,519
311,307
6,488,189
$
2,001,823
733,926
281,632
$
16,817,300
2,890,960
421,414
1,505,000
(12,000)
South Metro Fire Rescue
Actual
Estimated
Budget
2011
2012
2013
$
150,000 $
132,793 $
150,000
42,591
2,747,192
$
Parker Fire Protection District Fund
Actual
Estimated
Budget
2011
2012
2013
$
150,000 $
132,707 $
150,000
200,613
Adjust to Cash
Transfers In/(Out)
Actual
Estimated
Budget
2011
2012
2013
$ 1,203,532 $ 2,139,198
5,764,573
2,734,429
2,416,000
$
6,031,595
$ 6,253,765
$ 23,204,633
$ 21,605,381
$ 21,910,324
$ 36,137,353
$ 33,237,978
$ 33,130,722
$
2,139,198
$ 2,152,647
$
$
$
$
$
$
684,414
$
479,918
$
461,043
$
433,734
$
1,408,030
81
132,707
150,000
150,000
132,793
150,000
150,000
Transfer from PFPD
Transfer from SMFR
DC Property Tax
AC Property Tax
Abatements
Interest Income
Permit/Plan Reviews
Station Rentals
Reimbursements
Sale of Assets
Other Sources
Total Revenues
Salaries & Benefits
Capital Outlay
Principal
Interest
Treasurer's Fees
Total Expenditures
Adjust to Cash
Transfers In/(Out)
Actual
2011
36,784,738
Total All Funds
Estimated
2012
49,892,703
Budget
2013
46,970,481
22,861,497
35,611,000
28,206,240
27,611,663
3,630,422
200,760
805,376
266,632
136,338
30,000
799,230
11,125
104,173
7,482,455
183,991
21,051,665
32,556,900
25,349,561
24,506,444
1,752,510
3,425,431
189,278
882,254
2,265,393
125,000
12,000
812,084
10,000
44,804
7,912,186
242,000
21,369,070
32,332,519
26,045,134
24,662,487
1,231,335
3,261,000
186,000
1,000,000
633,872
125,000
12,000
791,589
10,000
128,000
7,095,091
1,290,480
28,206,240
27,611,663
3,630,422
200,760
805,376
4,786
136,338
799,230
11,125
104,173
7,482,455
183,991
25,349,561
24,506,444
1,752,510
3,425,431
189,278
882,254
5,500
125,000
812,084
10,000
44,804
7,912,186
242,000
26,045,134
24,662,487
1,231,335
3,261,000
186,000
1,000,000
8,500
125,000
791,589
10,000
128,000
7,095,091
1,290,480
$ 127,940,902
$ 121,137,510
$ 120,173,577
$ 69,176,559
$ 65,257,052
$ 65,834,616
41,002,255
8,323,641
656,974
41,582,928
11,161,053
6,193,210
43,202,492
12,042,385
5,497,588
41,002,255
8,031,795
656,974
41,582,928
8,889,160
6,193,210
43,202,492
11,405,013
5,497,588
1,341,635
340,839
959,819
838,326
58,472,497
2,747,192
6,131,551
286,470
966,622
767,984
53,608,565
3,144,954
86,305
5,344
1,252,434
771,315
53,701,589
2,933,910
1,341,635
340,839
959,819
838,326
2,747,192
6,131,551
286,470
966,622
767,984
3,144,954
86,305
5,344
1,252,434
771,315
2,933,910
114,683,178
123,843,337
119,493,362
55,918,835
67,962,879
65,154,401
(252,580)
$ 49,789,882
$
47,186,876
82
$ 47,650,696
Total All Funds (Netted)
Actual
Estimated
Budget
2011
2012
2013
$ 36,784,738 $ 49,892,703 $ 46,970,481
(252,580)
$ 49,789,882
$ 47,186,876
$ 47,650,696
.
GENERAL FUND
GENERAL FUND
General Fund
Fund 01
The General Fund is used to account for resources traditionally associated with government which are
not required legally or by sound financial management to be accounted for in another fund. At the
Authority, the General Fund is used to account for the revenue and expenditures associated with
providing fire protection and mitigation services to the public including support services. These services
are provided to and for the benefit of the entire community and are primarily funded through the
assessment and collection of property taxes by the two existing Districts, which are then transferred to
the Authority.
The General fund is presented in total and then followed by the individual divisions/bureaus. Within
each division or bureau there is Salaries & Benefits, Supplies & Expense, Capital, and Lease Payments,
The General Fund personnel strength is budgeted at 340.75 FTEs.
The Salary Survey was completed and salaries were adjusted based on the survey results and the
Authority’s Compensation Policy. An 8.4% increase in health insurance benefits and 7.82% Dental
insurance increases were budgeted. Worker’s Comp increased by 8.75%, as we did not have updated
data from the insurance company.
Budget Summary
Total Revenue
Actual
Estimated
Budget
2011
2012
2013
$60,927,844 $56,107,099 $57,240,068
Total Expenditures
Ending Cash Balance
$50,974,119 $68,652,946 $54,084,382
$37,273,308 $24,727,461 $27,883,147
Ending Cash Balance as a % of
Expenditures for the next year
54.3%
83
45.7%
Consolidated Budget Summary by Type of Expense
For the General Fund by Division or Bureau
Division
Finance
Administration
Executive
Community Relations
Board of Directors
Human Resources
Facilities Management
Operations
EMS
Special Operations
Training
Community Safety Services:
Community Safety Admin
Life Safety Bureau
Planning & Analysis
Emergency Preparedness:
Emergency Management
Life Safety Education
Safety Foundation
Grants
Fleet Services
Technology
Lease Payments
2013 Total
2012 Total Unaudited *
Percent Change
Salaries &
Benefits
$
462,048
252,785
284,774
232,190
10,334
463,676
178,756
30,893,158
977,481
1,212,988
1,378,929
Supplies &
Expenses
$
92,580
175,940
99,685
163,165
12,300
626,875
1,034,914
93,094
413,550
1,535,745
485,333
275,342
2,005,659
128,246
14,299
84,589
92,912
169,460
229,342
52,569
28,863
1,082,072
456,554
15,266
37,661
12,242
1,372,131
1,283,823
260,500
$ 40,775,226
$ 40,425,170
0.87%
$ 7,646,104
$ 5,739,497
-33.22%
$ 1,427,410
$ 625,273
128.29%
Capital
Other
273,684
328,181
978,750
571,372
2,320,187
56,000
29,200
2013
Budget
$
554,628
702,409
384,459
395,355
22,634
2,069,301
2,113,223
33,306,439
1,447,031
2,777,933
1,864,262
289,641
2,393,777
221,158
303,529
450,000
91,649
$ 4,235,642
$ 23,289,362
-71.78%
184,726
267,003
64,811
478,863
2,454,203
2,000,877
91,649
$ 54,084,382
$ 70,079,302
-22.82%
* Includes a transfer of $13,700,000 to Capital Projects and the payoff of the Certificate of
Participation of $4,885,000.
84
Total receipts for the General Fund for 2013 are projected to be $57.2 million. The major
portion is transfers from Parker Fire Protection District and South Metro Fire Rescue. The mill
levy amount for Parker Fire Protection District is 13.978 mills on $1,452,902,021 of assessed
valuation which will produce $20,308,721 of revenue. The mill levy amount for South Metro
Fire Rescue is 9.25 mills on $3,270,377,370 of assessed valuation which will produce
$30,250,991 of revenue. The total assessed value for the Authority increased .2% from 2012 to
2013 as compared to an (10.72%) decrease from 2011 to 2012, (0.25%) decrease from 2010 to
2011 and an increase of 8.4% from 2009 to 2010.
The next major revenue source is specific ownership tax on automobiles from the two Districts.
The rest of the revenues include interest income, fees for services, and rental of facilities. Plan
review fees have been increased from the 2012 budget as the fee schedule is being increased in
2013.
Ending Fund Balance
The Ending Fund Balance is budgeted at $27,883,147. It is the District’s policy to provide
funding for the next year’s General Fund expenditures by maintaining a cash balance of not less
than 25% of the General Fund Expenditures due to tax receipts being delayed about 3 or 4
months into the budget year. The required balance to maintain our reserves is $13,521,096.
85
General Operating Fund Revenue Budget
January 1 - December 31, 2013
Description
Beginning Fund Balance Jan. 1
Actual
2011
BUDGET
2012
Estimated
2012
Budget
2013
$
27,319,583
$
36,518,331
$
37,273,308
$
24,727,461
$
$
$
$
21,051,665
32,556,900
44,301
882,254
8,500
54,000
12,000
37,804
670,059
82,000
125,000
10,000
242,000
96,753
115,902
117,961
56,107,099
$
$
21,098,456
32,713,490
35,000
795,000
9,000
54,000
18,000
76,000
429,340
40,000
135,000
10,000
30,000
118,400
150,000
200,000
55,911,686
$
21,369,070
32,332,518
40,000
1,000,000
8,500
54,000
12,000
76,000
582,500
40,000
125,000
10,000
1,290,480
60,000
120,000
120,000
57,240,068
Estimated Revenues:
Operating Revenues:
Transfer from PFPD
Transfer from SMFR
Interest Income
Permit/Plan Review
Station Rental
Rental Income from the Ambulance Fund
Service Fees other Funds
Miscellaneous Income & Uniform
Reimbursed Outside (USAR, SWAT)
Reimbursed Workers Comp & LTD
Rental of Cellular Towers
Sale of Assets
Grant Proceeds
Tuition for classes
Fleet Outside Labor Charges
Fleet Outside Materials Charges
Total Current Year Revenues
$
22,861,497
35,611,000
41,204
805,376
10,786
54,000
30,000
102,913
705,636
51,003
136,338
11,125
131,256
89,511
157,011
129,189
60,927,844
Total Available Revenues
$
88,247,427
$
92,430,017
$
93,380,407
$
81,967,529
Ending Fund Balance Dec. 31
$
37,273,308
$
26,015,147
$
24,727,461
$
27,883,147
FOR INFORMATIONAL PURPOSES ONLY:
General Fund Mill Levy PFPD
General Fund Mill Levy SMFR
Abatement Mill Levy PFPD
Abatement Mill Levy SMFR
Assessed Value Douglas County
Assessed Value Arapahoe County
13.978
9.250
0.151
0.291
2,357,913,127
2,922,573,410
5,280,486,537
86
13.978
9.250
0.298
0.411
2,155,943,639
2,555,471,090
4,711,414,729
13.978
9.250
0.241
0.268
2,179,925,681
2,543,357,690
4,723,283,371
LID Report
Division - Project - Location: (00) Summary of Revenues
Fund: (01) General Fund
Account #
Account
4100
Interest Income
4125
2011 Actuals
2012 Budget
2012 Estimated
2013 Budget
41,204
35,000
44,302
40,000
Transfer from PFPD
22,958,162
21,098,456
21,051,665
21,369,070
4150
Transfer from SMFR
35,514,335
32,713,490
32,556,900
32,332,519
4200
Plan Review Fees
761,715
750,000
844,235
955,000
4225
Re-Inspections
41,617
43,000
35,622
43,000
4300
Search Fees
2,044
2,000
2,398
2,000
4315
Reimbursements - Other
163,450
66,340
70,787
89,500
4320
Reimbursements - USAR
4325
Reimbursements - Wildland Callout
4330
4335
4350
Building Rental
4375
Tower Site Income
4400
4410
4425
20,193
168,000
105,565
168,000
521,992
195000
493,707
325,000
Reimbursements - Worker's Compensation
40,322
20,000
80,000
20,000
Reimbursements - Long Term Disability
10,682
20,000
2,000
20,000
235
500
0
0
136,338
135,000
125,000
125,000
Station Garage Rental
54,000
54,000
54,000
54,000
Station Rental - Other
10,551
8,500
8,500
8,500
Uniform Sales
1,171
1,000
1,000
1,000
4450
Sale of Assets
11,125
10,000
10,000
10,000
4475
Flex Amounts Forfeited
16,299
4500
Grant Proceeds
30,000
242,000
1,290,480
4700
Contributions/Donations
4750
83,592
75,000
36,304
75,000
4775
Class Fees
89,511
118,400
96,753
60,000
4780
30,000
18,000
12,000
12,000
4950
External Labor Charges
157,011
150,000
115,902
120,000
4960
External Material Charges
129,189
200,000
117,961
120,000
60,927,843
55,911,686
56,107,099
57,240,069
131,256
1,850
Total Revenues
87
500
2013 Expenditures Budget
General Fund
2011
Actual
2012
Budget
2012
Estimated
2013
Budget
Fire Chief - Executive
Salaries
Benefits
Operating Expenses
220,527
55,962
70,479
220,232
57,066
101,950
222,731
57,863
111,488
224,609
60,165
99,685
Board of Directors
Salaries
Benefits
Operating Expenses
7,350
1,901
3,455
9,100
697
6,800
2,500
187
12,103
9,600
734
12,300
Community Relations
Salaries
Benefits
Operating Expenses
178,442
52,627
74,113
185,563
49,336
140,693
177,689
48,497
62,492
179,645
52,545
163,165
431,728
165,836
94,617
1,204,687
2,684,414
451,530
164,236
128,790
1,053,501
13,700,000
405,241
124,581
139,341
4,228,751
13,700,000
364,801
97,247
92,580
91,649
Salaries
Benefits
Operating Expenses
Insurance
189,832
47,184
172,417
237,841
192,532
50,493
188,400
264,000
184,582
46,280
166,589
240,000
193,141
59,644
175,940
273,684
Salaries
Benefits
Operating Expenses
Capital Expenditures
Space Rental
130,504
39,344
884,001
29,996
201,844
128,436
39,071
849,724
198,450
409,855
130,693
39,539
891,189
73,800
2,119,605
136,467
42,289
1,034,914
328,181
571,372
Human Resources
Salaries
Benefits
Operating Expenses
Worker's Comp Insurance
322,414
106,779
445,708
721,978
374,447
109,307
657,921
900,000
310,394
103,902
391,177
726,622
346,646
117,030
626,875
978,750
Salaries
Benefits
Operating Expenses
396,548
109,039
1,085,403
102,021
454,383
113,949
1,144,775
501,500
393,915
98,205
1,088,376
538,700
370,831
85,723
1,283,823
260,500
Salaries
Benefits
Operating Expenses
917,065
296,105
932,950
916,625
293,352
1,229,420
6,690
827,194
260,463
1,184,962
6,690
809,426
272,646
1,372,131
Finance and Accounting
Salaries
Benefits
Operating Expenses
Lease Payments
Transfer to Capital Projects
Administration
Technology
Fleet Services
88
2011
Actual
Community Safety Services - Administration
Salaries
Benefits
Operating Expenses
Life Safety Bureau
Salaries
Benefits
Operating Expenses
Planning and Anaylsis
Salaries
Benefits
Operating Expenses
Salaries
Benefits
Operating Expenses
2012
Budget
2012
Estimated
2013
Budget
192,228
61,209
4,009
211,123
59,693
13,258
199,632
59,084
5,169
212,436
62,906
14,299
1,501,155
487,768
29,655
1,505,321
482,925
75,360
1,400,292
486,948
87,296
1,511,256
494,403
84,589
303,529
130,470
40,336
7,148
131,388
43,979
16,005
132,252
47,049
12,097
94,524
33,722
92,912
389,716
117,077
38,411
425,130
122,498
42,456
383,180
110,923
11,672
366,368
113,863
65,169
450,000
21,849,109
7,485,590
93,778
2,127,070
24,628
23,055,539
7,507,204
172,108
2,169,106
28,638
22,138,936
7,268,605
122,854
2,175,861
29,908
22,965,161
7,928,000
93,094
2,275,187
45,000
752,610
124,626
107,355
865,532
134,672
388,445
941,453
147,006
165,882
24,620
875,178
102,303
413,550
56,000
796,333
40,096
558,963
85,153
973,887
40,665
678,073
55,550
1,167,720
39,647
551,903
62,780
1,170,767
42,221
1,535,745
29,200
929,038
246,232
139,241
972,200
216,174
717,117
18,000
1,102,377
211,695
431,765
18,000
1,151,165
227,764
485,333
50,974,119
66,414,870
68,652,946
54,084,382
Operations
Salaries
Benefits
Operating Expenses
Dispatch Service
Contribution to Volunteer Pension
Salaries
Benefits
Operating Expenses
Special Operations
Salaries
Benefits
Operating Expenses
Training
Salaries
Benefits
Operating Expenses
Total Expenses
89
Salaries
Benefits
Operating Expenses
Insurance
Dispatch Services
Contribution to Volunteer Pension
Space Rental
Lease Payments
Fire Chief - Executive
Board of Directors
Community Relations
Finance and Accounting
Administration
Human Resources
Technology
Fleet Services
Community Safety Services - Admi
Life Safety Bureau
Planning and Anaylsis
Operations
Special Operations
Training
2013
Budget
Budget Difference
2013 to 2012
Variance
% Change
30,120,780
9,150,473
5,436,355
724,590
240,000
726,622
2,175,861
29,908
2,119,605
4,228,751
13,700,000
68,652,946
30,982,021
9,793,205
7,646,104
1,427,410
273,684
978,750
2,275,187
45,000
571,372
91,649
54,084,382
-90,947
307,888
1,094,809
647,220
9,684
78,750
106,081
16,362
161,517
-961,852
-13,700,000
-12,330,488
-0.29%
3.25%
16.71%
82.96%
3.67%
8.75%
4.89%
57.13%
39.41%
-91.30%
-100.00%
-18.57%
379,248
16,597
375,592
744,556
695,425
1,215,681
2,041,675
2,214,607
2,446,087
284,074
2,063,606
191,372
590,084
32,932,595
1,388,649
1,748,175
1,923,491
51,251,514
392,082
14,790
288,678
669,163
637,451
1,135,221
1,532,095
2,119,196
2,279,309
263,885
1,974,536
191,398
505,775
31,736,164
1,278,961
1,822,050
1,763,837
48,604,590
384,459
22,634
395,355
554,628
702,409
1,541,851
2,069,301
2,000,877
2,454,203
289,641
2,393,777
221,158
545,400
33,306,442
1,447,031
2,777,933
1,864,262
52,971,361
5,211
6,037
19,763
-189,928
6,984
326,170
27,626
-213,730
8,116
5,567
330,171
29,786
-44,684
373,847
58,382
1,029,758
-59,230
1,719,847
1.37%
36.37%
5.26%
-25.51%
1.00%
26.83%
1.35%
-9.65%
0.33%
1.96%
16.00%
15.56%
-7.57%
1.14%
4.20%
58.90%
-3.08%
3.36%
409,855
1,053,501
13,700,000
66,414,870
2,119,605
4,228,751
13,700,000
68,652,946
450,000
571,372
91,649
450,000
161,517
-961,852
-13,700,000
-12,330,488
100.00%
39.41%
-91.30%
-100.00%
-18.57%
2011
Actual
2012
Budget
29,335,071
9,477,711
4,741,705
217,170
237,841
721,978
24,628
201,844
1,204,687
2,684,414
48,847,049
31,072,968
9,485,317
6,551,295
780,190
264,000
900,000
2,169,106
28,638
409,855
1,053,501
13,700,000
66,414,870
346,968
12,706
305,182
692,181
647,274
1,083,845
1,596,879
1,693,011
2,146,120
257,446
2,018,578
177,954
545,205
31,580,176
984,591
1,480,546
1,314,511
46,883,174
201,844
1,204,687
2,684,414
50,974,119
2012
Estimated
Ambulance Grant
Space Rental
Lease Payments
90
54,084,382
Executive Division
Fund 01
Bureau/Division 10
Program Description
The Executive Division is the Fire Chief and his Executive Assistant. The Fire Chief oversees the dayto-day operations of the Authority with the help of the Assistant Chiefs Operations, Administration,
Community Safety Services, and Chief Finance Officer. The Executive Assistant acts as the Secretary
to the Board of Directors in addition to assisting the Fire Chief.
Budget Summary
Expenditures
Salary and Benefits
Total
Actual
2011
$276,489
70,479
$346,968
Estimated
2012
$280,594
111,488
$392,082
Budget
2013
$284,774
99,685
$384,459
Actual 2011
1
1
2
Actual 2012
1
1
2
Budget 2013
1
1
2
Personnel Summary
Position
Fire Chief
Executive Assistant
Total FTE
2012 Accomplishments:
•
•
•
•
•
•
•
Continued monitoring of economy and determined a plan for a January 2016 merge of both
Districts.
Determined a goal to achieve sustainability at 9.25 mills by 2017 without degrading services as
much as possible using a combination of economic recovery, strategic attrition, and innovations.
Received the Working Minds award from the Carson J. Spencer Foundation for organizations
that support Mentally healthy workplaces
Have set up a more frequent meeting schedule with Local 2164.
Executive Team met with consultant in a two day off-site retreat and each team member met
with an executive counselor to improve effectiveness.
Sponsored Board session with facilitator/coach to improve board meeting effectiveness.
Board packets improved and implemented work sessions to discuss items that will be up for
decision the following month or two.
91
•
•
Continued working on the dashboard measures that should be completed January 2013.
Merged multiple pension plans into one as part of the last consolidation efforts.
2013 Goals:
•
•
•
•
•
•
•
Define vision of the financial challenge and potential for Authority.
Closely monitor progress on achieving goal for merger in 2016 (9.25 mill levy) meeting the
quality constraints.
Continue to communicate merger goal and involve all personnel in innovation program.
Work to improve Board communications and effectiveness with Executive Team.
Improve team interaction of the Executive Team.
Work with municipalities on better cooperation.
Look for further opportunities to provide quality services to our customers.
92
LID Report
Division - Project - Location: (10-0000) Fire Chief - Project Non Specific
Account #
Account
5000
Salaries
2011 Actuals
5400
Project/Meeting Overtime
6000
Pension Expense
6025
6050
6100
Health Insurance
6125
Vision Insurance
250
252
250
246
6150
Dental Insurance
1,031
1,031
1,025
1,112
6200
Life, Accidental Death and Dismemberment Insurance
400
477
417
547
6225
Long Term Disability
916
955
955
1,691
6300
Social Security and Medicare
3,130
3,147
3,230
3,184
6400
Employee Assistance Program
162
264
244
278
7000
General Supplies
276
300
125
240
216,780
2012 Budget
217,032
2012 Estimated
217,064
3,747
3,200
5,667
5,000
26,044
26,605
26,353
Retiree Health Savings
7,155
7,492
7,486
7,565
Deferred Compensation - Employer Contribution
3,577
3,746
4,201
4,392
13,872
13,658
13,452
14,796
7075
Postage/Shipping
7125
Books/Publications
240
51
204
500
559
LID - Books
530
480
LID - Fire Chief Magazine
50
Memberships
1,906
5,475
5,929
LID - Assoc. of Exec. and Admin. Professionals
5,600
250
LID - Castle Pines Chamber
250
LID - CSFC
1,400
LID - DCFCA
100
LID - Greenwood Chamber
200
LID - IAFC
250
LID - Lone Tree Chamber
250
LID - MDFCA
50
LID - NFPA
200
LID - Parker Chamber
150
LID - South Metro Chamber
7175
219,609
25,468
LID - Supplies
7150
2013 Budget
2,500
Certifications
90
440
90
LID - Fire Protection Specialist
90
7200
Advertising/Public Notices
87
7225
Awards and Recognition
87
300
3,617
300
249
940
715
1,090
LID - General Awards
7250
300
Uniforms
LID - Chaplain uniforms
250
LID - Chief Uniforms
750
LID - Staff Uniforms
8150
90
Legal Counsel
62,106
75,000
67,100
LID - General Counsel
50,000
LID - Special Counsel
8175
15,000
Professional Services - Other
33
10,000
24,644
LID - Consultant
17,500
7,500
LID - Team Building
8225
65,000
10,000
Seminars/Conferences
1,770
2,130
3,509
2,550
LID - Chaplain Training
250
LID - CO Leadership Conference
250
LID - Executive Asst.
500
LID - FMAC Code Conference
200
LID - IAFC - FRI
600
LID - Misc. Seminars
200
93
Account #
Account
2011 Actuals
2012 Budget
2012 Estimated
2013 Budget
LID - Missouri Valley Fire Chiefs Conference
325
LID - SDA Conference
8250
225
Travel/Lodging
1,950
5,635
4,159
4,975
LID - Colorado Leadership Conference
500
LID - EFOP Symposium
600
LID - Exec. Assistant
700
LID - FMAC
50
LID - IAFC - FRI
1,750
LID - National/State FS Involvement
875
8280
Tolls
8300
Business/Meeting Expense
500
379
1,293
1,230
1,131
1,810
LID - Chamber/Community meetings
360
LID - CSFCA
100
LID - MDFCA
150
LID - Misc. internal/external meetings
1,200
Total Expenses
$
94
346,968
$
379,248
$
392,082
$
384,458
Board of Directors
Fund 01
Bureau/Division 11
Program Description
The governing board is comprised of six members who are appointed from the Boards of Directors of
the two individual Districts. A seventh member is appointed by the members of the Board of the
Authority from residents in the Authority with an interest in serving on the Board. The Board of
Directors (Board) approves the scope and direction of the services to be provided to the citizens and
ensures that the needs of the citizens are met with available resources. The Board also hires the Fire
Chief of the Authority.
Budget Summary
Actual
2011
Expenditures
Salary and Benefits
Total
$9,251
3,455
$12,706
95
Estimated
2012
$2,687
12,103
$14,790
Budget
2013
$10,334
12,300
$22,634
LID Report
Division - Project - Location: (11-0000) Board of Directors - Project Non-specific
Account #
Account
5900
Reimbursements (Board)
2011 Actuals
7,350
2012 Budget
9,100
2012 Estimated
2,500
2013 Budget
9,600
6300
1,901
697
187
734
7000
General Supplies
7150
Memberships
380
1,238
1,250
1,262
45
50
65
1,300
LID - SDA
1,300
7200
7225
150
7250
Uniforms
350
468
1,000
LID - General
8000
Printing & Binding
8175
1,000
65
1,875
2,000
6,900
2,000
LID - Consultant/Facilitator
8225
2,000
205
1,000
30
2,000
1,500
LID - Seminars
8250
500
Travel/Lodging
7
1,500
733
3,000
85
500
2,200
3,000
8300
3,000
LID - Refreshment/Meal
3,000
Total Expenses
$
96
12,706
$
16,597
$
14,790
$
22,634
Community Relations
Fund 01
Bureau/Division 12
Program Description
The Community Relations Division serves as the Public Information Office for the Authority as well as
a resource to interface with the public through community activities. This Division provides media
support of all forms for the Authority. The Division is made up of 2 individuals, a Director and a Media
Services Manager.
Budget Summary
Actual
2011
Expenditures
Salary and Benefits
Total
Estimated
2012
$231,069
74,113
$305,182
$226,186
62,492
$288,678
Actual 2011
1
1
2
Actual 2012
1
1
2
Budget
2013
$232,190
163,165
$395,355
Personnel Summary
Position
Director
Media Services Manager
Total FTE
Budget 2013
1
1
2
•
•
•
•
•
•
•
•
•
•
•
•
Provided information to HOAs, Cities and Counties bimonthly throughout the year
Proactively sought and received media coverage for at least nine stories.
Began RFP process for building a new Web site which should be finished in 2013
Becky took a video production and editing class deepening the bureaus strength in this area.
Participated as an officer in the ESPIOC
Andy helped produce a PIO component for a regional drill called Operation Vortex
Provided donations of 13 VIP station tours to local schools and nonprofits.
Developed more than 700 followers on Facebook and Twitter
Produced an annual report
Helped Training provide an eight week citizen academy
Helped the Training Bureau create training videos
Collaborated with life safety education in creating education videos for internal use and Douglas
County Fire Rescue for Kids
97
2013 Goals:
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Redesign Newsletter to improve readership and mail quarterly
Finish Web site redesign and improve content to increase traffic by 5 percent
Participate on IMTs
Provide cities and counties with a bimonthly report
Update social media every week and grow users by 25 percent
Help with an eight week citizen academy to build relationships with citizens and educate them
about the fire department’s services.
Publish at least two articles in national fire/ems publications.
Publish articles on fire department activities in local papers at least once a month.
Produce an annual report
Produce a short, snappy, entertaining video to introduce “getting to 9.25”concept and what it
may mean to the rank and file in January 2013.
Create a Blog/Wiki innovation page on SharePoint to encourage intra-shift discussion and
awareness of the innovations suggestion form/process.
Work with IT to create a single SharePoint home page, or at least a single shared web part with
the ability to add graphics, audio and/or video. This page would be updated at least 3 times
weekly to establish it as a reliable source for timely department information.
Work with Chief and Assistant Chiefs and others to craft regular “all personnel” emails to
announce important changes and initiatives.
Work with IT to educate personnel on smart use of email. Reduce staff feeling overwhelmed by
“too much email.”
Produce twice yearly employee newsletter sent to homes beginning in first quarter of 2014,
sooner if desired and we can find the money for it. As an alternative, we can produce electronic
newsletter and send to all personnel plus alternate emails culled from fire manager and/or
voluntarily submitted by employees/significant others.
Use Polycom for Chief Chats on a regularly scheduled day.
Produce additional videos and/or podcasts as appropriate and available and post to SharePoint
and YouTube/Vimeo.
98
LID Report
Division - Project - Location: (12) Community Relations
Account #
Account
5000
Salaries
2011 Actuals
2012 Budget
2012 Estimated
2013 Budget
5400
5550
Instructors
6000
Pension Expense
6025
6050
6100
Health Insurance
6125
Vision Insurance
339
304
300
296
6150
Dental Insurance
1,625
1,444
1,435
1,557
6200
349
373
190
439
6225
773
746
746
1,345
6300
2,463
2,459
2,421
2,532
6400
7000
General Supplies
7025
Office Supplies
7075
Postage/Shipping
7100
7125
175,645
169,563
166,356
885
16,000
6,676
4,657
5,000
21,490
20,348
19,963
20,957
3,515
3,391
3,394
3,493
853
791
793
815
21,040
19,216
18,984
20,832
1,912
174,645
179
264
272
278
3,970
4,250
2,124
3,900
23,801
31,800
24,500
28,000
Equipment $500 to $4,999
600
4,000
2,190
Books/Publications
161
750
548
565
7150
Memberships
490
655
730
735
7175
Certifications
7200
7225
1,500
500
1,500
7250
Uniforms
697
1,200
300
1,200
7375
Cell, Digital, Nextel Phones
330
1,960
7800
Miscellaneous Expense
8000
Printing/Binding
23,430
33,588
23,500
32,100
8175
15,844
49,350
2,000
79,850
8225
1,180
6,100
1,000
3,500
8250
Travel/Lodging
8
500
3,200
900
8275
Mileage
114
1,100
500
1,500
8300
29
690
900
735
8350
Routine Maintenance
574
1,500
500
1,500
42
1,500
750
2,844
1,000
2,680
3,000
Total Expenses
$
99
305,182
$
375,592
$
288,678
$
395,355
LID Report
Division - Project - Location: (12-0000) Community Relations - Project Non-specific
Account #
Account
5000
Salaries
2011 Actuals
2012 Budget
5400
6000
Pension Expense
6025
6050
6100
Health Insurance
6125
Vision Insurance
339
304
300
296
6150
Dental Insurance
1,625
1,444
1,435
1,557
6200
349
373
190
439
6225
773
746
746
1,345
6300
2,463
2,459
2,421
2,532
6400
179
264
272
278
7000
General Supplies
3,496
4,250
1,870
3,400
175,645
169,563
2012 Estimated
166,356
885
16,000
6,676
20,348
19,963
20,957
3,515
3,391
3,394
3,493
853
791
793
815
21,040
19,216
18,984
20,832
2,500
LID - Software
900
Office Supplies
42
1,500
LID - Office supplies
7075
174,645
21,490
LID - General Supplies
7025
2013 Budget
1,500
Postage/Shipping
23,801
31,800
24,500
LID - Fireline postage
28,000
26,000
LID - Micellaneous Postage
2,000
7100
600
4,000
2,190
0
7125
Books/Publications
161
750
548
565
LID - software manuals/newspaper subscriptions
445
LID - Web subscriptions Vimeo etc
7150
120
Memberships
490
655
730
LID - ESPIOC 3 memberships
225
LID - NAGC
125
LID - PRSA
7175
Certifications
7200
7225
7250
Uniforms
385
750
2,844
697
1,000
1,500
500
1,500
1,200
300
1,200
LID - Uniforms Andy
600
LID - Uniforms Becky
7375
7800
600
330
1,960
2,680
LID -
2,680
3,000
LID - Contest Entry Fees/Public Service Campaigns
8000
3,000
Printing/Binding
23,430
33,588
23,500
1,500
LID - Printing Fireline
27,600
3,000
15,844
49,350
2,000
79,850
LID - Internal Job Satisfaction/Communications survey
10,000
LID - Colorado Data Mail
10,000
LID - Media Resource editing
7,650
LID - Other design services
3,000
LID - Photography
1,500
LID - Professional videography
1,500
LID - Signs for events
1,200
LID - Web site development
8225
32,100
LID - Miscellaneous
LID - Printing Reports
8175
735
45,000
1,180
100
6,100
1,000
3,500
Account #
Account
2011 Actuals
2012 Budget
2012 Estimated
2013 Budget
LID - Andy National Association of Broadcasters conference
1,500
LID - Becky training
8250
2,000
Travel/Lodging
8
500
3,200
900
114
1,100
500
1,500
29
690
327
LID - Andy NAB conference
8275
900
Mileage
LID - Mileage PIO/meetings/trainings
8300
1,500
135
LID - Attend PRSA luncheon trainings
60
LID - CIC Meeting
50
LID - host ESPIOC meeting
8350
25
Routine Maintenance
574
1,500
500
1,500
LID - Web Maintenance
1,500
Total Expenses
$
101
302,797
$
375,592
$
283,194
$
389,255
LID Report
Division - Project - Location: (12-2120) Citizen's Academy
Account #
Account
5550
Instructors
2011 Actuals
2012 Budget
2012 Estimated
1,912
2013 Budget
4,657
5,000
LID - Instructors
7000
5,000
General Supplies
473
254
500
LID - Supplies
8300
500
573
600
LID - Snacks graduation
600
Total Expenses
$
102
2,385
$
5,485
$
6,100
Finance
Fund 01
Program Description
Bureau/Division 20
The Finance Division is comprised of five full time employees providing full accounting, cash
management oversight, debt management, payroll, and budget preparation and assistance for the
Authority and all of its funds. Finance also provides accounting and tax return preparation for the South
Metro Fire Safety Foundation, the non-profit arm of the Authority which provides community
Babysitting, CPR and First Aid, and Teen and Adult Driving Classes. They also provide accounting
services for the management of the Joint Service Facility.
Budget Summary
Actual 2011
Revenue
Charges for Service
Interest Income:
General Fund
Special Revenue Funds
Capital Projects
Total
Budget 2013
$30,000
$12,000
$12,000
41,204
71,825
86,687
$229,716
44,301
3,000
140,977
$200,278
40,000
Actual 2011
Expenditures
Salary & Benefits
Supplies & Expense
Lease Payments
Total
Estimated 2012
Estimated 2012
$597,564
94,617
2,684,414
1,204,687
$4,581,282
$529,822
139,341
13,700,000
4,228,751
$18,597,914
145,000
$197,000
Budget 2013
$462,048
92,580
91,649
$646,277
Personnel Summary
Position
Chief Finance Officer
Budget Director/Deputy
Finance Officer
Accountant
Payroll Specialist
Part-time Accounting Clerk
Total FTEs
Actual 2011
1
Actual 2012
1
Budget 2013
1
2
1
1
5
2
1
1
5
1
2
1
0.75
5.75
103
Special Recognition
Parker Fire Protection District (one of the District’s forming the Authority) has received the Government
Finance Officers Association of the United States and Canada Award for the Comprehensive Annual
Financial Report (CAFR) from 1999 to 2008 and has received the Distinguished Budget Award from
2002 to 2008. The District received special recognition for our performance measures for the 2007
Budget Document. The Authority received the Distinguished Budget Award from 2009 to 2012 for the
Authority’s Budget. The Authority received the Comprehensive Annual Financial Report Award for the
2010 and 2011 Financial Reports. The CAFR and the Distinguished Budget Presentation Awards are
valid only for the year for which they are issued. It is expected that the Authority will continue to strive
for these same awards.
•
•
•
•
•
•
Completed the Authority’s Audit in a timely manner to meet outside agency deadlines and
prepared for submission to GFOA for CAFR award.
Received the GFOA CAFR Award for our 2011 Financial Report.
Transferred funds to the Capital Projects for next 5 years of Capital Projects and laddered
investments to match the program.
Paid off the Authority’s Certificates of Participation on the first call date.
Received the GFOA Budget Award for our 2012 Budget.
Began cross training individuals within the Finance Bureau.
2013 Goals:
•
•
•
•
•
Prepare a CAFR for the Authority and receive the CAFR Award from GFOA.
Prepare a Budget in the format to apply for the GFOA Budget Awards program and receive that
award.
Complete an analysis of all Finance Processes to determine the need and if there are any
efficiencies we could gain.
Complete the Accounting and Finance Policy Manual
Cross-train individuals in other finance disciplines.
Maturity Schedule
Lease Payment for the General Fund
Year
2013
2014
Interest
5,344
1,885
$7,229
Principal
86,305
46,093
$132,398
104
Total
91,649
47,978
$139,627
LID Report
Division - Project - Location: (20-0000) Finance - Project Non-specific
Account #
Account
5000
Salaries
2011 Actuals
5400
6000
Pension Expense
6025
6050
6100
Health Insurance
6125
Vision Insurance
772
874
790
597
6150
Dental Insurance
4,091
4,527
3,490
3,114
6200
6225
6300
6350
Unemployment Insurance
6400
500
792
778
695
7000
General Supplies
563
1,500
2,450
1,500
7025
Office Supplies
212
500
750
500
7100
828
7125
Books/Publications
2,650
2,650
3,500
431,583
2012 Budget
449,030
2012 Estimated
403,241
145
2,500
2,000
2,500
53,884
48,389
43,476
7,898
8,653
7,655
6,797
3,145
3,264
4,172
4,513
40,086
40,733
30,881
29,093
887
988
822
918
1,888
1,976
1,728
2,790
5,253
6,048
8,545
5,876
47,992
40,000
20,000
2,608
400
LID - BNA payroll journal
1,500
LID - Keep up to date on Payroll
250
LID - Various GFOA publications
1,350
Memberships
1,378
3,060
864
LID - American Payroll Association
60
LID - Colorado Society of CPA
295
LID - Colorado Treasury Management
295
LID - CPPC membership penison plans
750
LID - Denver Payroll Association
50
LID - GFOA
430
19
200
200
LID - Budget Notice Publications
7225
7250
Uniforms
7800
8000
Printing/Binding
8075
8125
8175
200
13
300
150
300
250
354
250
51
100
1,294
100
1,096
2,000
3,559
5,000
Bank Fees
34,323
35,000
23,201
25,000
Accounting/Auditing
48,920
42,500
42,500
44,000
1,500
35,930
57,000
1,000
LID - Budget award fee
500
LID - CAFR award fee
8225
500
2,266
3,000
3,724
LID - Attend CGFOA conference 1 person
6,000
350
LID - CPPC conference
400
LID - End of year payroll
1,000
LID - Microsoft Dynamics conference
1,000
LID - Prophix Class
2,500
LID - Unidentified training
8250
2,330
450
LID - CGFOA
7200
362,301
52,528
LID - APA publications
7150
2013 Budget
750
Travel/Lodging
412
LID - Attend CGFOA conference
1,600
258
2,600
300
LID - CPPC conference
300
LID - Prophix Class
1,000
LID - Microsoft Dynamics conference
1,000
105
Account #
Account
2011 Actuals
2012 Budget
2012 Estimated
2013 Budget
8275
Mileage
155
100
44
100
8300
273
100
543
200
9050
Lease Principle Payments
974,135
863,301
4,038,551
86,305
LID - 2004 Lease
42,023
LID - 2005 LEase
9075
44,282
Lease Interest Payments
230,552
190,200
190,200
5,344
LID - 2004 Lease
1,647
LID - 2005 Lease
9100
3,696
Other Financing Uses
2,684,414
Total Expenses
$
106
4,581,282
13,700,000
$ 15,498,057 $
13,700,000
18,597,914
$
646,277
Administration and Risk Management
Fund 01
Program Description
Bureau/Division 30
The Assistant Chief of Administration supervises the Facilities Maintenance, Human Resources,
Technology, and Fleet Services. All of the bureaus have directors or managers. A Station Capitan at
each station helps the Facilities Manager oversee the management of each station. The Administration
Assistant Chief oversees all facility new construction within the Authority with the assistance of the
Facilities Manager and oversees the property insurance for the Authority.
The Administration Division accounts for all copier rental and all office supplies for the entire Authority
that are not specific to another division or bureau. The Administrative Bureau is made up of the
Assistant Chief and an administrative assistant.
Budget Summary
Fund 01 – Administration - Division 30
Actual 2011
Estimated 2012
Budget 2013
$237,016
410,258
$647,274
$230,862
406,589
$637,451
$252,786
449,624
$702,410
Actual 2011
$139,981
Estimated 2012
$3,924,163
Expenditures
Salary and Benefits
Budget Summary
Fund 02 - Facilities – Division 31
Capital – Building*
Budget 2013
$2,550,000
*See Capital Projects Fund for details
Personnel Summary
Position
Actual 2011
Actual 2012
Budget 2013
Assistant Chief – Admin Division
1
1
1
Administrative Assistant
1
2
1
2
1
2
Total FTEs
Accreditation:
• Maintained accreditation document and goal progress.
107
Community Room Rental:
• Managed community room use for the district.
Contract:
• Completed construction of Cherry Hills Village Public Service Facility (Station 38).
• Completed tenant improvement of Immigration and Customs Enforcement space on the third
floor of the Mineral Headquarters Building.
District-Wide Mail Delivery and Communication:
• Continued to move files and documents currently on personal or shared drives to SharePoint to
increase information availability and collaboration.
Customer Service
• Provided public service information for monitors at Mineral Headquarters.
• Front desk standards maintained for daily and emergency situations.
Office Supplies, Office Equipment, Purchasing for the District:
• New lease provided for stabilization of copier cost in district.
• Lowered office supply spending in 2012.
• Reviewed alternate purchasing methods for the District.
Pension Plan:
• Single provider pension plan for South Metro Fire Rescue Authority implemented for line and
staff.
Risk Management:
• Continued to improve accident reporting software
• Through after accident meetings, provided better safety information to managers.
Staff:
•
•
•
•
Maintained Support Services SharePoint website so it is dynamic and informative.
Completed Annual Report.
Evaluated employees through use of Performance Pro.
Hired IT Director
Leadership:
• Douglas County State Fire Chiefs Association - Treasurer
• South Metro Fire Rescue Authority Safety Foundation - Board Member
• South Metro Fire Rescue Authority – Pension Trustee
• Parker Fire District – Pension Trustee
• MetCom Authority Board – Board Member
108
2013 Goals:
Accreditation:
• Maintain accreditation document and goal progress.
Community Room Rental:
• Create external web site pages to assist citizens and rental building tenants in reserving
community rooms. Provide a schedule for each location that allows citizens to view available
reservation times at SMFRA meeting rooms.
• Purchase missing equipment for rooms as needed (flags, tables, etc.)
• Survey current community room users to find out if SMFRA can improve community rooms for
citizen use.
• Set up new room rental software (Event Management Systems) to better track room and
equipment use as well as establishing a reimbursement from building tenants.
Contract:
• Complete construction of rebuild of Station 32.
District-Wide Mail Delivery and Communication:
• Convert paper forms to electronic, forms made available for use in SharePoint.
Customer Service
• Provide public service information for monitors at Mineral Headquarters.
• Establish a public information kiosk at the front desk.
• Front desk standards to be maintained for daily and emergency situations.
Office Supplies and Office Equipment:
• Put out bid for competitive pricing for office supplies and printing.
• Review copier leases and determine district copier requirements.
• Install relocated projector from Meeting Rooms 1 and 2 in Station 34.
Pension Plan:
• Continue to manage single provider pension plan for South Metro Fire Rescue Authority line and
staff.
Risk Management:
• Visual display of “last accident” on SharePoint site.
• Reduce vehicle accidents by 10%
• Improve accident reporting software
• Improve reporting of near miss.
• Provide better safety information to managers.
Staff:
• Maintain Support Services SharePoint website so it is dynamic and informative.
• Complete Annual Report.
109
•
Continue to provide employee evaluation and feedback through use of Performance Pro.
Leadership:
• Douglas County State Fire Chiefs Association - Treasurer
• South Metro Fire Rescue Authority Safety Foundation - Board Member
• South Metro Fire Rescue Authority – Pension Trustee
• MetCom Authority Board – Board Member
110
LID Report
Division - Project - Location: (30-0000) Administration - Project Non-specific
Account #
Account
5000
Salaries
5400
2011 Actuals
2012 Budget
2012 Estimated
2013 Budget
188,492
186,332
183,082
188,141
1,340
6,200
1,500
5,000
LID - Administration OT
1,500
LID - Misc.
1,500
LID - Pension
2,000
6000
Pension Expense
22,011
22,360
21,970
22,577
6025
6050
3,598
3,727
3,732
3,763
5,068
5,269
5,281
6100
Health Insurance
5,285
11,093
13,606
9,784
21,331
6125
Vision Insurance
258
304
300
296
6150
Dental Insurance
1,082
1,031
1,351
1,466
6200
390
410
55
472
6225
6300
6400
7000
General Supplies
791
820
822
1,449
2,710
2,702
2,690
2,728
183
264
5,227
296
278
8,000
500
12,000
26,200
7025
500
Office Supplies
18,186
40,000
LID - Misc
6,700
LID - Office and General Supplies
7075
19,500
Postage/Shipping
7,791
10,000
9,803
LID - Postage & Shipping
7125
Books/Publications
31
100
1,200
300
911
550
1,047
815
LID - Misc Books
7150
300
Memberships
LID - IAAI Membership
108
LID - IAFC Membership
240
LID - Institute of Fire Protection Engineers
140
LID - NAFI Membership
55
LID - NFPA Membership
165
LID - SFPE Membership
7175
107
Certifications
500
325
LID - Chief Fire Officer
25
LID - ICC Inspector
50
LID - NAFI Investigators
165
100
1,200
LID - EE Misc
1,800
Uniforms
50
250
150
LID - Admin. Chief Uniforms
1,000
Updates/Maintenance Software
1,069
2,000
2,000
LID - AutoCADD
8000
2,000
Printing/Binding
3,934
4,000
3,322
6,000
79,233
83,000
68,672
83,000
34,011
10,000
58,000
30,000
18,937
36,200
1,300
5,000
237,841
264,000
240,000
273,684
LID - Printing
8100
6,000
Copier Rental
LID - Copier
8150
83,000
Legal Counsel
LID - Legal fees for pension
8175
8200
Liability/Property Insurance
1,090
90
LID - Division Assistant Staff Wear
7300
2,250
450
LID - Operations - Thanksgiving /Christmas
7250
565
325
LID - Fire Officer III
7225
10,000
10,000
30,000
111
Account #
Account
2011 Actuals
2012 Budget
2012 Estimated
2013 Budget
LID - Claim Deductibles
37,500
LID - SMFRA Fiduciary Coverage
6,300
LID - SMFRA Property Coverage
228,884
LID - SMFRA-Joint Venture JSF
8225
1,000
350
1,400
900
2,100
LID - Training
8250
2,100
Travel/Lodging
1,600
76
3,500
LID - Travel
8275
3,500
Mileage
100
44
100
LID - Mileage
100
8280
Tolls
316
8300
770
200
550
1,000
LID - Meetings
500
LID - Support Services Staff mtgs/evals.
8350
500
Routine Maintenance
1,520
LID - MHQ Shredding monthly service
1,120
LID - MHQ Shredding additional as needed
400
Total Expenses
$
112
647,274
$
695,425
$
637,451
$
702,410
Facilities Maintenance
Fund 01
Bureau/Division 31
This Bureau provides maintenance for all facilities for the Authority. The Authority is comprised of 17
fire stations, 2 storage facilities, 2 Headquarters facilities, and a training and maintenance facility.
These facilities are scattered over a 177 square mile area. They are being managed and maintained by a
Facilities Manager and a Property Maintenance Technician.
Budget Summary
Facilities Maintenance – Division 31
Expenditures
Salary and Benefits
Capital
Rental
Personnel Summary
Position
Actual 2011
$169,848
884,001
29,996
201,844
$1,285,689
Estimated 2012
Budget 2013
$170,232
891,189
73,800
2,119,605
$3,254,826
$178,756
1,034,914
328,181
571,372
$2,113,223
Actual 2011
1
Actual 2012
1
Budget 2013
1
Property Maintenance Technician
1
1
1
Total FTEs
2
2
2
Facilities Manager
•
•
•
•
•
•
•
•
•
Continued building component replacement including Station 33 Air Handlers and JSF RTU #1.
Station 43’s Boiler correct age was identified and did not need to be replaced at this time.
The new Joint Public Safety Building (Station 38) construction completed in 2012.
Facilities Bureau has hired an architect and started the design process for Station 32 replacement.
Completed installation of the motion detection switches for lights at all SMFRA facilities.
Completed the installation of rain sensors on all fire station lawn sprinklers.
Installed timers on all BarBQ gas lines.
The Manual for Mineral has been completed. Continued to work on the Parkglenn and Joint
Services Manuals.
Opticom sensors were installed at Dry Creek and Havana, Quebec and C470, Station 42 and
Station 44. Repairs were made at numerous intersections in District 33 and District 35.
The Facilities Bureau implemented a Preventative Maintenance (PM) schedule for the more
common issues reported. The PM schedule rotates yearly by battalion.
113
2013 Goals:
•
•
•
•
•
Continue building component replacements. Replacement components for 2013 include Station 33
bedroom lockers, Station 33 Roof and Station 40 Windows.
Update the 2010 Facilities Condition Assessment and identify if component replacement is improving the
condition of SMFRA facilities.
Continue design work on the new Station 32 including establishing a Station Design Team composed of
SMFRA employees—Line and Admin. With Board approval, construction to begin in the fall of 2013.
In an effort to move from reactive maintenance to proactive maintenance, the Facilities Bureau will
design and implement a Predictive Maintenance (PdM) program. The PdM program will work
collaboratively with the PM program.
Continue to evaluate and install Opticoms at intersections identified by firefighters as being unsafe.
114
LID Report
Division - Project - Location: (31) Facilities Management
Account #
Account
5000
Salaries
5400
6000
Pension Expense
6025
2011 Actuals
2012 Budget
2012 Estimated
2013 Budget
130,504
128,436
130,302
136,467
15,657
15,412
15,636
16,376
2,560
2,569
2,655
2,729
6050
3,547
3,551
3,724
3,784
6100
Health Insurance
13,400
13,197
13,077
14,296
6125
Vision Insurance
250
252
250
246
6150
Dental Insurance
1,116
1,116
1,116
1,203
6200
250
283
363
347
6225
563
565
576
1,051
6300
1,860
1,862
1,895
1,979
6400
139
264
248
278
7000
General Supplies
86,292
85,250
83,935
96,534
7025
Office Supplies
43
400
37
400
7075
Postage/Shipping
655
250
7100
45,300
32,100
7125
Books/Publications
7150
Memberships
350
7175
Certifications
1,500
7225
7250
Uniforms
7300
7450
Utilities - Electricity
229,225
241,510
222,948
249,645
7475
Utilities - Gas
75,305
98,520
64,858
100,900
7500
Utilities - Water/Sewer
83,325
104,995
80,525
108,590
7525
Trash Service
16,274
16,025
17,598
17,625
7800
8175
8200
362
8225
429
1,000
8250
Travel/Lodging
725
1,000
100
1,000
8300
238
8325
Janitorial Services
19,274
21,000
22,470
21,000
8350
Routine Maintenance
132,331
154,949
151,710
172,170
8375
Outside Repairs and Services
194,655
201,375
193,695
219,200
8410
Space Rental
201,844
409,855
2,119,605
571,372
9600
5,815
198,450
73,800
261,681
9800
Equipment ($5,000 and over)
391
151
42,485
21,500
208
447
250
250
250
500
425
500
1,760
95
15
2,345
10,150
4,240
11,900
460
1,000
24,181
Total Expenses
$
115
1,285,690
66,500
$
1,734,236 $
3,254,826
$
2,113,223
LID Report
Division - Project - Location: (31-0000) Facilities Management - Project Non-specific
Account #
Account
5000
Salaries
5400
6000
Pension Expense
6025
2011 Actuals
2012 Budget
2012 Estimated
2013 Budget
130,504
128,436
130,302
15,657
15,412
15,636
16,376
2,560
2,569
2,655
2,729
6050
3,547
3,551
3,724
3,784
6100
Health Insurance
13,400
13,197
13,077
14,296
6125
Vision Insurance
250
252
250
246
6150
Dental Insurance
1,116
1,116
1,116
1,203
6200
250
283
363
347
6225
563
565
576
1,051
6300
1,860
1,862
1,895
1,979
6400
139
264
248
278
7000
General Supplies
16,306
2,500
6,900
5,500
391
LID - Carpet Fans
1,500
2,500
LID - Tools
7025
1,500
Office Supplies
43
400
37
LID - Office Furniture
250
Postage/Shipping
151
655
250
25,800
18,000
LID - Postage
7100
250
15,000
LID - Opticom installation
7125
Books/Publications
7150
Memberships
18,000
208
350
LID - IFMA
7175
350
Certifications
1,500
LID - Certified Facilities Manager
7225
1,500
250
250
250
500
425
500
LID - Awards and Recognition
7250
250
Uniforms
447
LID - Uniforms
7300
7800
8175
500
1,760
95
1,595
15
10,150
4,200
LID - Blue Print Copies
100
2,500
LID - Engineering Consultation
2,500
5,000
429
1,000
1,000
LID - Outside Conferences
8250
1,000
Travel/Lodging
725
1,000
100
LID - Travel
8300
8350
Routine Maintenance
1,000
1,000
238
12,390
6,000
21,800
6,600
LID - Fire Extinguisher Testing
1,250
LID - Green Initiatives
5,000
LID - Recycling Fees
8375
10,100
LID - Construction Consultation
LID - Environmental Consultation
8225
400
150
LID - Office Supplies
7075
136,467
350
26,376
LID - Bay Exhaust Adjustments
52,250
15,135
50,100
1,500
LID - Electrical Drop Adjustments
500
LID - Fire Extinguisher Repairs
2,100
116
Account #
Account
2011 Actuals
2012 Budget
2012 Estimated
2013 Budget
LID - Opticom Repairs
6,000
LID - Snow Removal
9600
40,000
180,950
72,707
101,500
LID - Emergency Repair Reserve
35,000
LID - Replacement Schedule Expenditures
9800
66,500
6,681
Total Expenses
$
117
235,325
$
437,508
$
320,224
$
375,806
LID Report
Division - Project - Location: (31-0031) Station 31
Account #
Account
7000
General Supplies
2011 Actuals
2012 Budget
3,009
2012 Estimated
3,750
2013 Budget
1,800
2,850
LID - Supplies
2,850
7100
8,966
7450
3,628
4,500
3,500
4,500
LID - Utilities- Electricity
7475
4,500
Utilities - Gas
1,181
1,710
1,100
1,750
1,529
1,500
2,500
1,500
627
625
634
700
2,708
2,955
3,100
2,355
LID - Utilities- Gas
7500
1,750
LID - Utilities- Water/Sewer
7525
1,500
Trash Service
LID - Trash Service
8350
700
Routine Maintenance
LID - Backflow Inspection
80
LID - Exterminator
500
LID - Generator PM
400
LID - HVAC PM
500
LID - Landscape Maintenance
450
LID - Sandtrap Cleaning
8375
425
3,175
5,500
4,500
5,500
LID - Outside Repairs and Services
9600
5,500
48,000
LID - Replace Generator
48,000
Total Expenses
$
118
24,823
$
20,540
$
17,134
$
67,155
LID Report
Account #
Account
7000
General Supplies
2011 Actuals
2012 Budget
4,746
2012 Estimated
5,850
2013 Budget
4,500
5,800
7100
5,800
1,276
2,350
LID - Pressure Washer
7450
2,350
8,959
8,100
8,300
8,720
LID - Utilities- Electrical (Berg)
720
7475
8,000
Utilities - Gas
2,910
3,660
2,350
3,800
3,500
LID - Utilities- Gas (Berg)
7500
300
3,043
3,400
2,600
5,090
LID - Englewood Sewer Fee
750
LID - Englewood Sewer Fee (Berg)
450
LID - Southeast Metro Storm Water Fee
400
LID - Southeast Metro Storm Water Fee Berg)
400
2,850
LID - Utilities- Water/Sewer (Berg)
7525
240
Trash Service
766
625
634
700
4,139
4,350
3,200
3,780
LID - Trash Service
8350
700
Routine Maintenance
80
LID - Exterminator
700
LID - Generator PM
500
LID - HVAC PM
550
450
LID - Landscape Maintenance (Berg)
750
300
LID - Water Filters
8375
450
2,964
8,150
7,900
6,350
5,850
LID - Outside Repairs and Services (Berg)
500
Total Expenses
$
119
28,802
$
34,135
$
29,484
$
36,590
LID Report
Account #
Account
7000
General Supplies
2011 Actuals
2012 Budget
4,073
2012 Estimated
4,750
2013 Budget
3,300
3,875
7450
3,875
7,686
7,000
6,350
7,000
2,246
2,750
1,700
2,750
2,738
3,075
3,100
3,075
7475
7,000
Utilities - Gas
LID - Utillities- Gas
7500
2,750
LID - Southeast Metro Stormwater Fee
575
7525
2,500
Trash Service
627
625
634
700
2,401
3,075
3,930
2,740
LID - Trash Service
8350
700
Routine Maintenance
80
LID - Boiler Inspection
75
LID - Exterminator
585
LID - Generator PM
500
LID - HVAC PM
550
450
300
LID - Water Filters
8375
200
3,720
6,750
7,500
6,750
9600
6,750
25,000
39,000
LID - Replace Bedroom Lockers
5,750
LID - Replace Roof
33,250
Total Expenses
$
120
23,492
$
28,025
$
51,514
$
65,890
LID Report
Account #
Account
7000
General Supplies
2011 Actuals
2012 Budget
6,322
2012 Estimated
6,100
2013 Budget
7,500
8,430
7100
7450
8,430
700
600
15,776
17,000
14,100
17,000
5,799
6,250
3,100
6,250
2,342
3,650
2,700
3,080
7475
17,000
Utilities - Gas
7500
6,250
400
LID - Utilities Water/Sewer
7525
2,680
Trash Service
627
625
634
700
LID - Trash Service
8350
700
Routine Maintenance
11,849
9,970
9,500
11,545
120
LID - Elevator Inspection
450
LID - Elevator PM
2,400
LID - Elevator Registration
250
LID - Exterminator
700
LID - Fire Alarm Inspection
325
LID - Fire Alarm Monitoring
300
LID - Fire Sprinkler Inspection
325
LID - Generator PM
700
LID - HVAC PM
550
LID - Install Window in Hose Tower
2,550
450
LID - Retaining Wall Maintenance
1,000
LID - Retaining Wall Monitoring
1,000
8375
425
6,496
7,650
6,600
7,650
7,650
Total Expenses
$
121
49,911
$
51,245
$
44,734
$
54,655
LID Report
Account #
Account
7000
General Supplies
2011 Actuals
2012 Budget
7,313
2012 Estimated
7,550
2013 Budget
8,500
9,688
7100
9,688
535
5,000
1,250
LID - Bar BQ
750
LID - Leaf Blowers
7450
500
16,028
16,500
14,250
8,995
10,250
6,058
16,500
7475
16,500
Utilities - Gas
10,250
7500
10,250
13,913
12,700
13,550
12,700
1,200
7525
11,500
Trash Service
1,198
1,200
1,230
1,200
4,182
7,510
6,300
6,775
LID - Trash Service
8350
1,200
Routine Maintenance
LID - AST Registration
40
80
LID - Exterminator
700
400
230
LID - Generator PM
600
LID - HVAC PM
550
450
425
LID - Water Filters
1,300
LID - Weight Room Adjustments
8375
2,000
21,526
7,200
28,000
15,850
LID - Drainage Repairs
7,650
9600
8,200
15,656
LID - Replace (2) Furnaces and (2) AC Condensors
15,656
Total Expenses
$
122
73,689
$
62,910
$
82,888
$
89,869
LID Report
Account #
Account
7000
General Supplies
2011 Actuals
2012 Budget
2,902
2012 Estimated
2,950
2013 Budget
3,700
3,017
7100
3,017
4,436
4,500
LID - Bar BQ
750
LID - Gear Grid
7450
3,750
5,094
5,250
4,600
5,250
1,594
1,750
1,200
1,750
1,406
1,620
825
7475
5,250
Utilities - Gas
7500
1,750
1,620
7525
1,620
Trash Service
627
625
634
700
5,019
5,275
3,200
6,075
LID - Trash Service
8350
700
Routine Maintenance
LID - AST Registration
40
80
LID - Bay Bathroom Makeover
1,500
LID - Exterminator
475
LID - Generator PM
400
LID - HVAC PM
550
450
300
LID - Septic Tank Cleaning
1,200
LID - Water Filter
8375
1,080
17,262
6,800
4,350
6,800
6,800
Total Expenses
$
123
38,340
$
24,270
$
18,509
$
29,712
LID Report
Account #
Account
7000
General Supplies
2011 Actuals
2012 Budget
884
2012 Estimated
1,250
2013 Budget
2,000
1,292
7450
1,292
3,271
3,250
2,850
3,250
2,103
2,800
1,600
2,800
2,873
3,000
1,650
3,000
627
625
634
700
2,496
3,215
2,700
2,840
LID - Utilities- Electrical
7475
3,250
Utilities - Gas
7500
2,800
7525
3,000
Trash Service
LID - Trash Service
8350
700
Routine Maintenance
80
110
LID - Exterminator
475
LID - Generator PM
400
LID - HVAC PM
550
450
325
LID - Water Filter
8375
450
2,475
3,500
2,250
3,500
3,500
Total Expenses
$
124
14,729
$
17,640
$
13,684
$
17,382
LID Report
Account #
Account
7000
General Supplies
2011 Actuals
2012 Budget
2,530
2012 Estimated
3,000
2013 Budget
5,000
4,860
4,860
7100
1,946
7450
3,676
3,000
4,760
3,532
10,000
7475
10,000
Utilities - Gas
1,771
2,000
1,500
2,750
1,863
2,275
2,400
4,250
504
575
550
575
2,004
2,930
2,200
3,165
7500
2,750
7525
4,250
Trash Service
LID - Trash Service
8350
575
Routine Maintenance
8375
80
110
LID - Exterminator
600
300
150
550
LID - Generator PM
400
LID - HVAC PM
550
250
175
1,077
5,100
1,100
5,850
5,850
Total Expenses
$
125
15,371
$
20,640
$
19,282
$
31,450
LID Report
Account #
Account
7000
General Supplies
2011 Actuals
2012 Budget
2,300
2012 Estimated
4,000
2013 Budget
3,450
4,254
7100
7450
4,254
573
750
4,700
10,718
10,750
9,550
10,750
7475
10,750
Utilities - Gas
2,657
3,750
2,550
3,750
1,999
3,150
1,850
3,150
627
625
1,375
700
4,840
5,960
8,900
4,510
7500
3,750
7525
3,150
Trash Service
LID - Trash Service
8350
700
Routine Maintenance
80
LID - Exterminator
600
350
300
300
LID - Generator PM
500
LID - HVAC PM
550
450
300
LID - Water Filter
8375
1,080
2,518
12,650
5,050
6,750
9600
6,750
6,650
Total Expenses
$
126
26,231
$
41,635
$
44,075
$
33,864
LID Report
Account #
Account
7000
General Supplies
2011 Actuals
2012 Budget
2,827
2012 Estimated
4,200
2013 Budget
3,700
3,090
3,090
7100
1,109
7450
5,964
6,125
4,800
6,125
1,950
2,250
2,000
2,250
627
625
634
700
3,946
6,750
3,100
7,050
7475
6,125
Utilities - Gas
7525
2,250
Trash Service
LID - Trash Service
8350
700
Routine Maintenance
LID - Exterminator
600
400
LID - Generator PM
500
LID - HVAC PM
550
LID - Parking Lot Maintenance
1,000
LID - Sand Trap Cleaning
300
LID - Septic Tank Pumping
1,500
LID - Water Filter Rental
1,200
LID - Water Filters
8375
1,000
12,915
6,850
16,400
5,450
9600
5,450
24,400
25,900
LID - Replace Station Windows
19,500
LID - Replace Well Pump
6,400
Total Expenses
$
127
29,338
$
26,800
$
55,034
$
50,565
LID Report
Account #
Account
7000
General Supplies
2011 Actuals
2012 Budget
8,037
2012 Estimated
5,675
2013 Budget
5,500
8,038
7100
8,038
17,160
800
750
11,750
LID - Bar BQ
7450
750
10,780
13,500
10,950
2,854
4,000
3,200
4,000
4,537
10,800
5,000
10,800
7475
11,750
Utilities - Gas
7500
4,000
LID - Parker Storm Water Fee
7525
800
LID - Parker Water Fee
4,500
5,500
Trash Service
721
625
750
700
3,412
10,821
9,600
6,540
LID - Trash Service
8350
700
Routine Maintenance
40
450
LID - Elevator PM
2,400
LID - Elevator Registration
150
LID - Exterminator
725
150
300
300
LID - Generator PM
600
LID - HVAC PM
550
450
8375
425
8,830
7,200
10,200
7,200
7,200
Total Expenses
$
128
56,332
$
52,621
$
46,000
$
49,778
LID Report
Account #
Account
7000
General Supplies
2011 Actuals
2012 Budget
3,379
2012 Estimated
4,650
2013 Budget
3,400
4,400
3,850
LID - Power Tools
550
7100
1,149
7450
8,976
10,500
8,600
10,500
7475
10,500
Utilities - Gas
2,164
2,650
1,950
2,650
5,590
5,500
5,100
5,500
722
625
750
7500
2,650
7525
5,500
Trash Service
700
LID - Trash Service
8350
700
Routine Maintenance
3,490
7,252
5,200
7,610
40
75
LID - Dorm Window Repairs
1,250
LID - Exterminator
600
LID - Field Mowing
350
120
300
300
LID - Generator PM
550
LID - HVAC PM
550
LID - Irrigation/Sod Repairs
1,150
450
375
LID - Septic Tank Cleaning
8375
9600
1,500
13,610
8,400
13,000
5,100
5,100
7,125
LID - Replace Bay Heating
7,125
Total Expenses
$
129
39,080
$
39,577
$
38,000
$
43,585
LID Report
Account #
Account
7000
General Supplies
2011 Actuals
2012 Budget
3,090
2012 Estimated
3,250
2013 Budget
3,800
3,850
7100
7450
3,850
700
7,751
8,950
7,375
8,000
2,528
3,000
2,700
3,100
2,998
2,850
2,900
2,850
4,696
5,048
3,800
3,385
7475
8,000
Utilities - Gas
7500
3,100
8350
2,850
Routine Maintenance
40
75
LID - Exterminator
700
120
300
300
LID - Generator PM
550
LID - HVAC PM
550
450
8375
300
5,932
9,475
12,700
5,850
5,850
Total Expenses
$
130
26,995
$
32,573
$
33,975
$
27,035
LID Report
Account #
Account
7000
General Supplies
2011 Actuals
2012 Budget
4,452
2012 Estimated
5,250
2013 Budget
3,750
4,476
7100
7450
4,476
700
2,500
2,100
8,990
8,000
9,000
8,250
2,924
4,000
2,600
3,100
6,366
3,950
4,700
3,950
592
625
575
700
4,554
4,740
4,400
10,665
7475
8,250
Utilities - Gas
7500
3,100
7525
3,950
Trash Service
LID - Trash Service
8350
700
Routine Maintenance
40
LID - Exterminator
700
250
300
300
LID - Generator PM
500
LID - HVAC PM
550
LID - Landscape installation
4,705
450
700
LID - Window Replacement
8375
2,170
4,044
6,300
6,500
11,150
LID - Drainage Repairs
4,850
9600
6,300
5,815
Total Expenses
$
131
38,438
$
35,365
$
33,625
$
42,291
LID Report
Account #
Account
7000
General Supplies
2011 Actuals
2012 Budget
3,438
2012 Estimated
4,900
2013 Budget
4,900
4,654
7100
7450
4,654
576
600
13,091
13,950
11,200
13,950
3,839
3,850
2,900
4,250
3,349
3,250
4,000
3,500
722
625
715
700
4,011
5,470
5,350
13,990
LID - Utilities- Electrical
7475
13,950
Utilities - Gas
7500
4,250
7525
3,500
Trash Service
LID - Trash Service
8350
700
Routine Maintenance
40
LID - Clean HVAC System
2,980
LID - Exterminator
600
120
400
300
LID - Generator PM
550
LID - HVAC PM
550
LID - Install Hot Water Recirculation Pump
1,950
450
LID - Replace Bay Lights
3,350
LID - Replace Windows
2,350
8375
350
9,199
6,750
8,300
6,750
6,750
Total Expenses
$
132
38,226
$
38,795
$
37,965
$
47,794
LID Report
Account #
Account
7000
General Supplies
7100
7450
7475
7500
2011 Actuals
2012 Budget
3,363
2012 Estimated
2013 Budget
4,675
4,700
4,850
4,850
12,316
12,000
12,100
12,000
12,000
Utilities - Gas
4,388
5,150
3,800
5,150
5,150
4,677
9,925
5,300
9,925
1,700
700
2,650
7525
Trash Service
LID - Trash Service
8350
Routine Maintenance
5,575
708
625
725
700
700
3,926
5,837
5,200
4,610
40
LID - Exterminator
700
220
300
300
LID - Generator PM
700
LID - HVAC PM
550
450
LID - Landscape Repairs
1,000
8375
350
10,143
Total Expenses
$
133
40,220 $
6,000
44,212
4,600
$
36,425 $
6,000
6,000
43,235
LID Report
Account #
Account
7000
General Supplies
2011 Actuals
2012 Budget
2012 Estimated
3,781
3,700
2,450
2013 Budget
3,860
3,860
7100
2,122
3,250
1,300
7450
9,453
10,000
7,800
10,000
7475
10,000
Utilities - Gas
2,155
2,750
2,000
2,750
776
625
800
700
3,441
5,350
4,800
16,240
7525
2,750
Trash Service
LID - Trash Service
8350
700
Routine Maintenance
40
LID - Exterminator
600
300
300
550
LID - Generator PM
650
LID - HVAC PM
550
400
350
LID - Traffic Light PM
1,000
LID - UPS PM
8375
11,500
4,396
5,850
6,300
5,850
5,850
Total Expenses
$
134
26,125
$
31,525
$
25,450
$
39,400
LID Report
Division - Project - Location: (31-9000) Mineral Headquarters
Account #
Account
7000
General Supplies
2011 Actuals
2012 Budget
739
2012 Estimated
1,750
2013 Budget
350
1,750
7100
8350
Routine Maintenance
1,750
537
7,378
9,500
4,400
8,900
LID - Partion Wall PM
400
LID - Repairs by Management Firm
8375
8,500
184
1,500
250
3,000
8410
3,000
Space Rental
201,844
Total Expenses
$
135
210,682
409,855
$
422,605
2,119,605
$
2,124,605
571,372
$
585,022
LID Report
Division - Project - Location: (31-9041) Storage Building 1
Account #
Account
7450
2011 Actuals
2012 Budget
259
2012 Estimated
400
2013 Budget
265
350
7475
350
Utilities - Gas
539
700
575
700
952
750
1,350
1,000
1,323
700
885
7500
700
8350
1,000
Routine Maintenance
700
LID - Exterminator
500
LID - HVAC PM
8375
200
310
500
790
500
500
Total Expenses
$
136
3,383
$
3,050
$
3,865
$
3,250
LID Report
Division - Project - Location: (31-9042) Storage Building 2
Account #
Account
7000
General Supplies
7450
2011 Actuals
2012 Budget
2012 Estimated
2013 Budget
27
667
450
390
450
2,238
2,000
1,475
2,000
655
850
550
1,550
7475
450
Utilities - Gas
8350
2,000
Routine Maintenance
LID - Exterminator
500
LID - Field Mowing
200
LID - HVAC PM
200
LID - Parking Lot Repairs
8375
650
48
500
220
500
500
Total Expenses
$
137
3,634
$
3,800
$
2,635
$
4,500
LID Report
Division - Project - Location: (31-9100) Joint Service Facility
Account #
Account
7000
General Supplies
2011 Actuals
2012 Budget
1,938
2012 Estimated
4,250
2013 Budget
3,900
6,500
7100
7450
6,500
700
38,605
42,500
37,850
13,032
21,750
9,100
42,500
7475
42,500
Utilities - Gas
21,750
7500
21,750
12,655
17,850
14,700
4,630
5,000
5,150
17,850
7525
17,850
Trash Service
5,500
LID - Trash Service
8175
8200
8325
Janitorial Services
5,500
750
40
362
460
13,030
14,400
15,270
14,400
16,996
14,811
15,400
17,295
LID - Janitorial
8350
14,400
Routine Maintenance
LID - Exterminator
250
115
155
250
150
LID - Floor Mat Cleaning
650
LID - Generator PM- Drill Ground
400
LID - Generator PM- Main Building
550
LID - HVAC PM
3,000
LID - Install Hands Free Faucets and Flushers
3,975
4,800
500
LID - Snow Removal
8375
2,500
15,882
19,000
20,000
36,000
LID - Drillground concrete repair
9600
27,000
4,500
LID - Warehouse Fencing
4,500
17,500
24,400
24,500
LID - Remodel Parts Room
7,500
LID - Service Bay Floor Epoxy
9800
17,000
17,500
66,500
LID - Auditorium table and chair replacement
66,500
Total Expenses
$
138
135,380
$
157,061
$
146,970
$
252,795
LID Report
Division - Project - Location: (31-9200) Parkglenn Headquarters
Account #
Account
7000
General Supplies
7100
2011 Actuals
2012 Budget
646
2012 Estimated
1,250
2013 Budget
750
1,250
1,250
5,250
LID - HVAC Controller Replacement
7450
5,250
34,672
35,000
42,300
39,000
6,791
10,500
11,400
11,550
5,590
14,750
5,900
7475
39,000
Utilities - Gas
7500
7525
11,550
14,750
1,250
6,500
7,000
Trash Service
547
500
540
550
LID - Trash Service
8175
550
1,800
LID - Maintenance by Management Firm
8325
1,800
Janitorial Services
6,244
6,600
7,200
6,600
19,046
20,080
22,400
17,250
LID - Janitorial Service
8350
6,600
Routine Maintenance
80
220
450
LID - Elevator PM
2,500
LID - Exterminator
825
175
300
300
LID - Floor Mat Cleaning
150
LID - Generator PM
800
LID - HVAC PM
1,050
5,250
LID - Partion Wall PM
400
LID - Replace Generator Hoses
550
LID - UPS PM
8375
4,200
17,280
5,000
9,700
7,250
6,500
LID - Sidewalk Repairs
750
Total Expenses
$
139
90,816
$
93,680
$
100,190
$
105,250
LID Report
Division - Project - Location: (31-9400) Driving Track
Account #
Account
7500
2011 Actuals
2012 Budget
4,905
2012 Estimated
1,000
2013 Budget
400
1,000
8350
1,000
Routine Maintenance
602
4,000
700
3,500
LID - Concrete Crack Filling
3,000
8375
500
1,945
500
850
1,500
1,500
Total Expenses
$
140
7,453
$
5,500
$
1,950
$
6,000
LID Report
Division - Project - Location: (31-9500) Elbert County Tower
Account #
Account
7450
2011 Actuals
2012 Budget
1,816
2012 Estimated
1,900
2013 Budget
1,950
2,400
LID 7475
2,400
Utilities - Gas
137
800
8350
800
Routine Maintenance
2,463
950
520
950
LID - Field Mowing
250
LID - Generator PM
450
LID - Propane Monitoring
8375
250
1,000
1,000
1,000
Total Expenses
$
141
4,417
$
3,850
$
2,470
$
5,150
LID Report
Division - Project - Location: (31-9600) Bradbury Tower
Account #
Account
7450
2011 Actuals
2012 Budget
2012 Estimated
225
2013 Budget
130
200
8350
200
Routine Maintenance
700
700
LID - Parker Use Fee
200
LID - Site Maintenance
500
Total Expenses
$
142
925
$
130
$
900
LID Report
Division - Project - Location: (31-9700) Reservoir Tower
Account #
Account
7000
General Supplies
2011 Actuals
2012 Budget
2012 Estimated
191
2013 Budget
85
250
7450
250
1,048
900
1,200
1,200
7475
1,200
Utilities - Gas
510
1,000
1,000
8350
1,000
Routine Maintenance
363
850
575
850
LID - Generator PM
500
LID - Parker Use Fee
100
LID - Propane Monitoring
8375
250
1,891
1,000
1,500
1,000
1,000
Total Expenses
$
143
4,002
$
3,750
$
3,360
$
4,300
144
Human Resources
Fund 01
Program Description
Bureau/Division 33
The mission statement for Human Resources is “to recruit and retain the best employees and provide
processes that ensure an environment characterized by integrity and fair treatment”.
The Human Resources Bureau encompasses several programs and services designed to support the
Authority and its employees in the achievement of its mission and objectives. Human Resources
oversees all human resource programs within the Authority including salary administration, employee
benefits, recruitment and hiring, employee relations, disciplinary actions, employee recognition,
succession planning, employee development, and policy and procedures.
Budget Summary
Expenditures
Salary & Benefits
Supplies & Expenses
Workers Comp Insurance
Total
Personnel Summary
Position
Human Resources Director
Human Resources
Benefits/Specialist
Human Resources Analyst
Human Resource Technician
Total FTE
Actual 2011
$429,193
445,708
721,978
$1,596,879
Estimated 2012
$414,296
391,177
726,622
$1,532,095
Budget 2013
$463,678
626,875
978,750
$2,069,303
Actual 2011
1
Actual 2012
1
Budget 2013
1
2
2
2
.8
0.5
4.3
1
1
4
4
2012 Accomplishments
•
•
•
The HR Team received the Medal of Honor at the annual Employee Awards Banquet for our
continued efforts to provide outstanding service to SMFRA personnel and their families by
remaining inclusive, accessible and sincere during difficult financial, transitional and emotional
times. It was an incredible honor to receive this award which had historically only been issued to
line members for heroic efforts.
Successfully implemented a partially self funded medical plan which provides the organization an
opportunity to reap the benefits of our modest claims history and potentially realize a significant
premium cost savings in future years.
Successfully recruited, tested and evaluated nearly 1100 candidates resulting in the hiring of 14 new
recruit Firefighters.
145
•
•
•
•
•
•
•
•
•
Recruited, tested and hired an IT Director, HR Analyst and a Quartermaster in addition to the 14
recruits.
Managed approximately 90 work comp claims
Developed a comprehensive New Employee Orientation
Managed ~20 LTD claims
Participated in the conversion of the 401 and 457 pension plans
Redesigned the firefighter testing process to reduce the number of applications HR was reviewing
and storing, significantly reducing the amount of time HR spends on the initial testing process.
Conducted a detailed analysis of the Performance Pro competencies and the evaluation process.
This analysis resulted in a significant reduction of the number of competencies the employees and
their supervisors have to rate which streamlined the evaluation process and in turn made the
evaluation process more user friendly.
Saved the authority ~$90,000 by switching LTD carriers for 2013.
Developed and executed a comprehensive file conversion to create a universal filing system for
personnel, confidential, medical, work comp, benefits, physical and leave files.
2013 Goals
•
•
•
•
•
•
•
Roll out High Deductable Health Plan and Health Savings Account for implementation in 2014
Evaluate compensation and benefits package
Roll out new Employee Recognition Awards event
Evaluate Performance Measurement tool to assess areas for improvement and training needs
Develop HR metrics to evaluate HR functions, effectiveness, efficiencies, impact, contribution to
organization, etc.
Evaluate the human resource information system needs to improve reporting capabilities.
Monitor and evaluate effectiveness of partially self insured medical plan
146
LID Report
Division - Project - Location: (33-0000) Human Resources-Project Non-specific
Account #
Account
5000
Salaries
5400
2011 Actuals
2012 Budget
2012 Estimated
2013 Budget
306,785
313,147
275,394
309,346
15,629
61,300
35,000
37,300
LID - ERC Committee
3,500
LID - Evaluation Committee
2,000
LID - Misc Hr meetings/Committee
2,000
LID - OT for Physicals
20,000
LID - Peer support chair
500
LID - Peer Support team
1,500
LID - Performance Pro OT training
4,800
LID - Salary benefit Committee
3,000
6000
Pension Expense
36,097
37,578
33,047
37,121
6025
4,801
5,163
4,481
4,258
6050
6100
Health Insurance
6125
Vision Insurance
895
935
935
1,016
6150
Dental Insurance
4,153
4,285
4,500
5,184
6200
2,718
689
645
782
6225
1,365
1,378
1,413
2,382
6300
5,005
6,265
4,762
4,486
6400
404
660
564
556
6450
721,978
900,000
726,622
978,750
554
555
554
592
50,786
51,799
53,000
60,655
LID - Reserve for previous WE audit expense
78,750
LID - WC Deductibles
210,000
LID - WC SMFRA
7000
690,000
General Supplies
784
650
1,700
LID - New employee orinetation materials
250
LID - Supplies
7025
Office Supplies
7075
Postage/Shipping
7125
Books/Publications
600
96
228
100
408
100
330
400
1,248
1,150
700
1,175
LID - CML Survey
75
LID - CO State Fire Chief survey
300
LID - Liability posters
600
LID - Misc books and manuals
7150
850
200
Memberships
5,560
5,425
5,300
5,625
LID - Colorado PRIMAx3
200
LID - CPHRA
120
LID - IPMA National
155
LID - IPMA-HRCO
250
LID - MSEC
4,700
LID - SHRM
7200
7225
200
LID - Admin holiday luncheon
565
500
656
72,791
65,450
25,000
64,850
250
LID - Annual employee recognition
30,000
LID - Baby gear
500
LID - Education awards
1,000
LID - Employee cards
500
LID - Family support network
2,000
LID - Retiree luncheon
900
LID - Retiree recongition
5,000
LID - Service Awards
24,700
147
Account #
Account
7250
Uniforms
8000
Printing/Binding
8025
Physicals
2011 Actuals
2012 Budget
491
175,359
2012 Estimated
2013 Budget
300
300
200
189
300
200
252,875
200,000
214,125
LID - Additional required test from physicals
20,000
LID - Annual physicals
140,000
LID - DOT Physicals
1,625
LID - Fitness for duty
5,500
LID - HazMat Physicals
10,000
LID - Treadmills
30,000
LID - USAR physicals
8175
7,000
32,822
159,046
50,000
167,525
LID - Admin Leadership Development
10,000
LID - ADP background services
600
LID - Background checks non-planned hires
250
LID - Cardiac/Stoke self funded coverage
9,000
LID - Coaching/mediation
7,000
LID - Cobra adminstration
4,000
LID - Employee Pulse Survey
5,000
LID - Employment liabilty training (Sex harsement $1550)
5,000
LID - Ergometrics license
1,600
LID - Ergonomics accomodations
500
LID - Hospital copays
50,000
LID - HR consulting
2,500
LID - Misc EAP costs
15,000
LID - Open enrollment services
500
LID - Peer support group/CID
6,600
LID - Perf pro 360 module
6,000
LID - Perf pro evalution license and fees
5,900
LID - Random drug screening
21,000
LID - Reasonable suspicion/post accident drug testing
525
LID - Transports fees
16,200
LID - Zoomerang survey service
8225
350
985
14,325
374
14,325
LID - Annual legal update x2
400
LID - Center for Creative Leadership
6,000
LID - IPMA
600
LID - MSEC benefits
575
LID - Seminars for HR staff
8250
Travel/Lodging
8275
Mileage
8300
6,750
34
3,000
1,400
3,000
5,000
4,250
150
2,746
4,750
150
LID - Meetings/trainings interview
3,000
LID - Performance management recognition
8450
1,250
Tuition Assistance
151,821
150,000
100,000
150,000
LID - Tuition
150,000
Total Expenses
$
148
1,596,879
$
2,041,675 $
1,532,095
$
2,069,303
Technology
Fund 01
Bureau/Division 34
Program Description
This Bureau is responsible for the Information Technology, Communications, and radio operations of
the Authority. They provide support for the records management system (High Plains) that handles
incident reporting, Community Safety Services occupancy and inspection records, Human Resources,
and Payroll; Great Plains Dynamics the accounting system for the Authority; and Laser Fiche for
electronic imaging storage for paper documents; and other various file and support servers.
The Bureau also manages the wired and wireless data/voice networks, servers, workstations, telephone
system, and the radios. The wireless data/voice network is used to transmit notification of emergency
responses to crews in the fire stations, to connect to all fire stations, the Training and Fleet Services
Center, and the two Headquarters buildings.
The Authority’s operations are increasingly utilizing technology in all facets of our operations. One of
the Authority goals is to integrate as much of the data as possible in the most effective manner; this
involves technology to a large degree such as having the MDTs (Mobile Data Terminals) in the
apparatus to communicate with Metcom Dispatch.
Budget Summary
Expenditures
Salary & Benefits
Supplies & Expenses
Capital
Total
Actual 2011
$ 505,587
1,085,403
102,021
$1,693,011
Estimated 2012
$ 492,120
1,088,376
538,700
$2,119,196
Budget 2013
$ 456,554
1,283,823
260,500
$2,000,877
Personnel Summary
Position
Technology Bureau Director
Actual 2011
1
Actual 2012
1
Budget 2013
1
Network & Communications Manager
1
1
1
Systems & Help Desk Manager
1
1
1
Help Desk Support Specialist
1
1
1
Database Admin & Application Specialist
1
0.2
4.2
0.2
4.2
Radio Ops Tech
0.3
5.3
Total FTEs
149
•
•
•
•
•
•
•
•
•
•
•
•
•
•
All required Technology infrastructure/components placed, tested and operation for the Station
38 opening.
Completed workstations upgrade to Windows 7 and Office 2010.
Completed meeting room 1 and 2 build-out.
Upgraded bridge to support high definition and other agency connection
Added ability to record conferences and deploy the videos to end users via a web portal.
Operator and producer training continued with other bureaus so they can manage their own
conferences.
Business requirements gathering and vendor selection was began for the development of forms
for the new internet.
Completed the install of additional wireless AP’s in all stations.
Completed Fiber Channel Storage to Primary NS-120 SAN.
Completed the install of NS-120 SAN at Disaster Recovery site.
Completed Disaster Recovery Plan
All Blackberry servers and services discontinued due to deployment of the Motorola Admiral
Smartphones.
Mobile Device Management solutions research completed.
Completed the deployment of the Microsoft learning center along with other media options for
quick tutorials for end-user training.
2013 Goals:
Business Applications:
1. Citrix:
a. Conduct a proof-of-concept of Microsoft’s server virtualization solution, Hyper-V, with
a Citrix server.
2. Faster Fleet Management System
a. Deploy FASTER’s Service Center product for SMFRA and contracted outside agencies.
b. Complete the Wright Express WEX Fleet card integration with SMFRA’s FASTER
product.
3. High Plains:
a. Deploy one High Plains Fire and Medic Manager Product upgrade.
b. Conduct a gap analysis of the existing High Plains Fire and Medic Manager RMS
solution.
c. Document a Request for Information to identify fire and emergency management services
operations RMS products is the current marketplace.
4. Internet
a. Complete a migration of SMFRA’s current Internet website to the new Internet website
platform.
150
5. Polycom
a. Secure funding to replace the remaining older SD cameras.
b. Upgrade Polycom PRMM (Accordant) from version 5.1.1 to 6.0.0.
c. Secure funding to purchase Polycom’s Mobile Media Module (PRMM) server.
6. SharePoint
a. Establish a SMFRA SharePoint 2013 farm.
b. Engage a Business Analyst Consultant to gather and document user requirements for
electronic forms, workflows, reports, and dashboards.
c. Procure a Microsoft Premier Standard 0 Support Services contract.
d. SharePoint 2013 technical and end-user training.
Strategic Planning:
1. Document and operationalize an SMFRA Technology Governance framework.
2. Operationalize and assess the Technology Bureau’s 2013 and 5-year Strategic Plans.
3. Establish and test the Technology Continuity of Operations Plan (COOP).
4. Document and operationalize a Technology Bureau succession plan.
Staffing:
1. Provide justification to hire a qualified, full-time professional to fulfill a SharePoint
Administrator/SQL DBA/Software Analyst position at SMFRA.
2. Review with SMFRA’s Executive Leadership and gain their approval to hire a qualified, fulltime professional SharePoint Administrator/SQL DBA/Software Analyst position.
Technology Standards:
1. Produce and maintain an SMFRA business applications architecture document.
2. Produce and maintain an SMFRA technologies (server, storage, personal computers, and mobile)
architecture document.
3. Develop and document an SMFRA technology replacement plan for critical business
technologies.
4. Produce and maintain a Technology architecture document that summarizes the types of
technologies needed to ensure SMFRA has a suitable environment to run its business
applications architecture.
Network:
1. Produce and maintain an SMFRA Network architecture document that summarizes the current
network technologies needed to ensure a suitable environment exists to run its business
applications, hardware, and mobile technologies
2. Produce and maintain a Continuity of Operations (COOP) for SMFRA’s Network.
3. Research emerging network technologies.
4. Perform impact analysis for newly proposed network technologies.
151
Hardware:
1. Produce and maintain an SMFRA hardware architecture document that summarizes the server,
storage, and personal computer technologies needed to ensure SMFRA has a suitable
environment to run its business applications architecture.
2. Deploy a Mobile Device Management solution.
3. Produce a technology replacement plan for SMFRA’s server and storage hardware.
4. Produce a technology replacement plan for SMFRA’s personal computer hardware.
5. Produce a technology replacement plan for SMFRA’s mobile hardware.
6. Produce a Preventative Maintenance program for mobile personal computers.
7. Perform impact analysis for newly proposed server and storage technologies.
8. Perform impact analysis for newly proposed personal computer technologies.
9. Perform impact analysis for newly proposed mobile technologies.
Communications:
1. Work with SMFRA’s Public Information Officer to document and operationalize a Technology
Communications Plan.
2. Document a Technology Bureau staff member’s station visit schedule.
3. Actively participate in Officer Meetings.
Radio Operations
•
•
•
•
•
•
•
•
•
•
•
All radios and batteries were maintained, repaired or replaced as needed.
New repair system put into place with DCSO. Resulting in large savings in repair cost.
All radios re-programmed and PM done to all portable radios
West Net station alerting upgrades completed. Station timers installed.
New West Net voice put into place.
Several meetings with Sprint over cost and equipment.
West Metro Fire Added to radios. -They are on a different system.
Evaluated Sprint and Pager costs and bills.
Evaluated new radios and established time line for replacement.
All Radio, pagers and phones repaired or replaced in timely fashion.
VHF radio system up and running.
2013 Goals:
•
•
•
•
•
•
•
•
Establish type and model of new Motorola radios to be purchased.
Identify units that need to have new radios installed.
Ensure all communications equipment is repaired or replaced in a timely manner.
Review all communication bills for cost effectiveness.
Handle all day to day communication issues with radio, Sprint and pager system.
Upgrade battery system for 800 radios
Reprogram radio system as needed.
Ensure station alerting system is 100% functional
152
•
•
•
•
•
Install new interface between CAD and station alerting.
Install new station alerting voice
Install new station alerting upgrades.
Evaluate and expand VHF radio system.
Evaluate Smart phones and direct connect need.
153
LID Report
Division - Project - Location: (34) Technology
Account #
Account
5000
Salaries
5400
6000
6025
2011 Actuals
2012 Budget
2012 Estimated
2013 Budget
379,236
421,983
357,890
339,491
17,312
32,400
36,025
31,340
Pension Expense
47,605
49,798
40,888
40,739
7,318
7,737
6,053
4,087
6050
1,125
1,205
1,018
6100
Health Insurance
40,292
41,171
37,156
6125
Vision Insurance
772
774
758
597
6150
Dental Insurance
3,663
3,848
3,343
2,760
6200
784
913
835
854
6225
1,711
1,826
1,808
2,614
6300
5,396
6,017
5,702
4,923
6400
372
660
644
556
7000
General Supplies
18,739
18,700
40,300
24,200
7025
Office Supplies
159
500
213
7050
Computer Supplies
7075
Postage/Shipping
7100
7125
Books/Publications
7150
Memberships
399
7175
Certifications
150
7200
7225
7250
Uniforms
450
1,200
450
7300
278,757
300,725
288,900
283,125
7310
Maintenance Hardware
180,214
152,700
92,000
223,500
7325
Telephone
174,870
152,000
228,000
160,300
7350
Pagers
4,700
9,300
7375
7425
Wireless Connections
8175
8225
8275
Mileage
8300
8350
Routine Maintenance
8375
9800
6,452
19,000
685
415
600
160,200
176,100
181,448
500
416
500
67,465
500
1,000
921
500
500
500
500
3,774
6,300
127,377
4,000
47,218
156,000
145,300
150,000
135,949
117,700
74,426
145,500
2,785
3,000
31
500
200
500
315
500
190
500
300
1,000
68,500
15,200
64,300
102,021
154
100
1,000
92
$
24,000
95
39,974
Total Expenses
28,593
1,693,011
501,500
$
2,214,607 $
13,000
538,700
2,119,196
260,500
$
2,000,877
LID Report
Division - Project - Location: (34-0000) Technology - Project Non-specific
Account # Account
5000
Salaries
5400
2011 Actuals
2012 Budget
2012 Estimated
2013 Budget
379,236
421,983
357,890
339,491
4,673
19,900
14,625
9,000
LID - IT Estimated On Call
2,000
LID - IT OT
7,000
6000
Pension Expense
47,605
49,798
40,888
40,739
6025
7,318
7,737
6,053
4,087
6050
1,125
1,205
1,018
6100
Health Insurance
40,292
41,171
37,156
6125
Vision Insurance
772
774
758
597
6150
Dental Insurance
3,663
3,848
3,343
2,760
6200
784
913
835
854
6225
1,711
1,826
1,808
2,614
6300
5,396
6,017
5,702
4,923
6400
372
660
644
556
7000
General Supplies
6,148
1,000
7,000
5,500
LID - Access Cards - Stock
1,000
LID - Headsets
500
LID - Supplies
7025
Office Supplies
7050
Computer Supplies
4,000
159
500
6,452
213
19,000
LID - Computer Supplies and Parts
7075
Postage/Shipping
685
205
57,172
90,000
135,600
12,000
4,300
LID - PIO MacBook Pro w Apple Care plan
2,648
1,500
LID - Scheduled Computer Replacement
37,500
LID - Tablets
4,000
Books/Publications
500
416
LID - Books & Publications
Memberships
399
95
150
1,000
500
500
1,000
921
LID - Advertising
7225
500
500
500
500
Uniforms
450
1,200
LID - Shirts
7300
500
500
LID - Recognition
7250
100
100
Certifications
LID - Certificates
7200
500
500
LID - Memberships
7175
61,948
LID - Message Screen Appliance Replacement
LID - Redundant Power Supply for CCB/RH
7150
600
600
LID - Cisco AP Replacements
7125
24,000
24,000
LID - Postage & Shipping
7100
28,593
450
450
278,757
300,725
288,900
283,125
LID - Adobe
6,500
LID - Assure Software
2,000
LID - AXIS TV
1,500
LID - Budget Software
19,500
LID - Citrix
10,000
LID - DSX
2,000
LID - ESRI
5,000
155
Account # Account
2011 Actuals
2012 Budget
2012 Estimated
LID - Great Plain - Upgrades
20,000
LID - High Plains
35,000
LID - High Plains LS Mobile Licenses
27,000
LID - Info Rad
500
LID - Informacast
1,500
LID - K2
2,500
LID - LaserFiche LSAP
8,500
LID - Lenel
3,000
LID - Locution
8,000
LID - Log-Me-In
2,400
LID - Mail/Spam Filtering
4,500
LID - Maintenance Connection
5,500
LID - Microsoft
67,000
LID - Network
1,200
LID - Netwrix
3,100
LID - Radio IP
2,500
LID - RightFax
3,600
LID - Servers Alive
125
LID - Solarwinds Software Bundle
4,200
LID - Symantec
7310
15,000
LID - Track-IT
3,500
LID - VMware
18,000
164,722
152,700
92,000
LID - EOC/Board/Training Room Equipment
5,000
LID - HDVR
1,200
LID - MDT Renewal
28,000
LID - MSN En Garde
82,000
LID - Network Antenna
5,000
LID - Phone system server/software upgrade
50,000
LID - Video Conference
37,300
Telephone
174,870
152,000
228,000
3,000
LID - Analog Phone Lines Parkglenn
3,000
LID - Comcast - CATV
4,000
4,300
LID - Internet Circuits
15,000
LID - Metro Optical Ethernet Circuits
80,000
LID - T1 Circuits
25,000
LID - Voice PRI Mineral
15,000
LID - Voice PRI Parkglenn
11,000
7425
8175
71
10,407
133,662
10,000
80,700
59,000
LID - Annual Tower Inspections
106,000
6,000
LID - ARIN Annual
500
LID - Domain Name
500
LID - Great Plains Support
10,000
LID - KNS/CSI Support
10,000
LID - Outside Computer Support
10,000
LID - SSL Certificates
8225
160,300
LID - Analog Phone Lines Mineral
LID - Comcast - Internet
7375
223,500
15,000
LID - Exalt Radio
7325
2013 Budget
4,000
LID - Web Site Development - Internet
5,000
LID - Web Site Development - Intranet
60,000
2,785
3,000
13,000
LID - Management Seminars
1,500
LID - Seminars
1,500
LID - Technical Training
10,000
8275
Mileage
31
500
200
500
8300
45
500
190
500
LID - Staff Meetings
500
156
Account # Account
8350
2011 Actuals
Routine Maintenance
2012 Budget
2012 Estimated
2013 Budget
54
1,000
LID - Electronic Equipment Recycling
8375
1,000
33,877
37,500
13,200
37,800
LID - Electrical Work at Stations
18,000
LID - HP Plotter Maintenance
1,800
LID - Network Cabling at Stations
9800
18,000
17,148
298,000
470,500
155,000
LID - Email Archiving
15,000
LID - PolyCom Cameras
14,000
LID - Server Replacement
6,000
LID - Upgrade Radio IP System in MetCom
20,000
LID - VM Ware Server Replacement
100,000
Total Expenses
$
157
1,380,541
$
1,676,407 $
1,797,860
$
1,509,537
LID Report
Division - Project - Location: (34-1070) Radio Operations
Account #
Account
5400
2011 Actuals
2012 Budget
12,638
2012 Estimated
12,500
2013 Budget
21,400
22,340
LID - OT to complete projects
15,000
LID - Program 800 MHz
2,500
LID - Radio Coordinator Differential
1,000
LID - Radio Coordinator OT 8/mo.
7000
3,840
General Supplies
12,591
17,700
33,300
18,700
LID - 800 Radio Batteries x40
5,000
LID - Antennas, radio AVL GPS
1,500
LID - Battery Chargers
2,000
LID - BK VHF Battery x10
1,600
LID - Nextel Accessories
1,000
LID - Radio holders
500
LID - Radio Parts, Batteries, Microphones
7,000
LID - Replace lost/broken cell phones
7075
Postage/Shipping
7100
100
210
10,293
70,200
40,500
119,500
LID - Ops- 6 new radios
20,000
LID - Ops Radios - Mobile Replacement Quantity 20
92,500
LID - Wildland-King Mobil VHF Radios, Brush/Engine
5,000
LID - Wildland-King VHF Portable Engine/Brush
7310
7350
Pagers
2,000
15,492
3,774
6,300
4,700
9,300
LID - Ops Pager Service
9,000
LID - Replace lost pagers
7375
7425
300
127,306
4,000
36,811
156,000
135,300
150,000
LID - Data Celluar Cards
27,800
LID - Operations Cell Phone
74,200
LID - Ops MDT - Cell Service
31,000
LID - Satelite phone service
2,000
LID - Staff Cell Phone Service
8175
15,000
2,287
37,000
15,426
39,500
LID - 800 MHz Subscriptions to DC
15,000
LID - Programming charge 800 MHz radios
6,500
LID - Reprogram radios/alignment
5,000
LID - Subscription to 800 MHz service
8300
8350
Routine Maintenance
8375
13,000
270
38
300
6,096
31,000
2,000
26,500
LID - 800 MHz mobile radio repair
6,000
LID - 800 MHz radio repair
9,000
LID - First In Maintenance
5,000
LID - Misc Repair
3,500
LID - Pagers Nextels and Phones
1,000
LID - VHF-Kiing Radio Repair
9800
2,000
84,873
203,500
68,200
105,500
LID - First In Video Monitors 31-47
36,000
LID - First-In Bedroom Alerting Station 33
12,000
LID - First-In Bedroom Alerting Station 36
13,000
LID - Westnet Mute Eye Upgrade
7,000
LID - Westnet Tritech Interface
37,500
Total Expenses
$
158
312,470
$
538,200
$
321,336
$
491,340
Community Safety Services Life Safety Bureaus
Program Description
Fund 01
Bureau/Divisions 40, 42, 43, 45, 47, 48, 49
Community Safety Services is comprised of several areas including plan review, new construction
inspections, inspections of existing commercial occupancies, code enforcement, investigations, Public
Education, Emergency Management, Planning and Analysis, and Grants and support of the South Metro
Fire Safety Foundation. The Division is divided into two major areas of concern. CSS (Community
Safety Services) is made up of the Division Administrative Staff, Planning and Analysis, and the Life
Safety Bureau. The Community Preparedness Bureau is made up of Life Safety Education, Grants,
Support for the South Metro Fire Safety Foundation, and Emergency Management. The staff of the CSS
Division is comprised of 25 fulltime employees.
Plan reviews are performed by this Bureau. Submittals for review include plans for new subdivisions,
utilities, site improvement, new building, tenant finishes, sprinkler and alarm systems, applications for
temporary use, and plans for use and storage of hazardous chemicals. CSS staff also assists in
development of the fire code by serving on a committee of the International Code Council which
mandates design standards for architects, contractors, and building owners.
Fire investigations are performed by CSS members who are part of a trained Fire Investigation Team.
The Team is comprised of eight on-call employees who respond on a rotational basis. Each member of
the team is required to be first on the call list thirteen times a year for a period of one week.
The Life Safety Education Bureau of CSS is comprised of 2.25 FTE. Programs include an age-specific
curriculum for school-aged students, child car seat inspections, guest speaker engagements, career
presentations, engine demonstrations, as well as fire warden training, fire drill evaluation, and
evacuation planning services to local businesses.
The Emergency Management Bureau is comprised of an Emergency Manager who is responsible for
preparing the entire Authority for emergencies, including from business backup planning to the
operation of the Emergency Operations Center in an Operations emergency situation.
The Planning and Analysis Bureau is comprised of 1 individual. This bureau performs data analysis
used in planning location of fire stations as well as preparing dashboards for management analysis.
They also prepare the accreditation document and prepare data for recommendations on the Standards of
Cover.
Grants is comprised of a half time Program Administrator who is assigned the task of writing grant
applications on behalf of different divisions of the Authority as well as assisting in ensuring compliance
with reporting requirements of any funds procured. This individual also serves as executive director of
the South Metro Fire Safety Foundation, a non-profit body that administers and implements various
safety education classes such as CPR, Red Cross Babysitting courses, and teen and adult driving
programs.
159
Budget Summary
Revenues
Plan reviews/Permits
Expenditures
Community Safety Services – Division 40
Salary & Benefits
Supplies & Expense
Total
Actual 2011
$805,376
Estimated 2012 Budget 2013
$882,254
$1,000,000
Actual 2011
$253,437
4,009
$257,446
$258,716
$275,343
5,169
14,299
$263,885
$289,642
Actual 2011
$1,988,923
29,655
Budget Summary
Life Safety Bureau – Division 42
Total
$2,018,578
$1,887,240
$2,005,657
87,296
84,589
303,529
$1,974,536
$2,393,775
Total
Actual 2011
$170,806
7,148
$177,954
$179,301
$128,247
12,097
92,912
$191,398
$221,159
Salary & Benefits
Supplies & Expense
Capital
Budget Summary
Planning & Analysis – Division 43
Salary & Benefits
Supplies & Expense
Community Preparedness Bureau
Budget Summary
Life Safety Education Bureau – Division 45
Salary & Benefits
Supplies & Expense
Total
Actual 2011
$279,838
23,568
$303,406
160
$252,145
$229,342
6,001
37,661
$258,146
$267,003
Budget Summary
Emergency Management – Division 47
Salary & Benefits
Supplies & Expense
Total
Actual 2011
$161,553
12,862
$174,415
$153,186
$169,460
3,229
15,266
$156,415
$184,726
Budget Summary
Support the South Metro Fire Safety Foundation – Division 48
Salary & Benefits
Supplies & Expense
Total
Actual 2011
$1,197
90
$1,287
$88,771
$52,569
1,082
12,242
$89,853
$64,811
Actual 2011
$64,202
Estimated 2012
1,894
1,361
Budget Summary
Grants - Division 49
Salary & Benefits
Supplies & Expense
Capital
Budget 2013
$28,863
450,000
Total
$66,096
$1,361
$478,863
Budget Summary
Totals for CSS Division
Actual 2011
$2,919,956
79,226
Salary & Benefits
Supplies & Expense
Capital
Total
$2,999,182
161
$2,819,359
$2,889,481
116,235
256,969
753,529
$2,935,594
$3,899,979
Personnel Summary
Position
Assistant Chief
Fire Marshal
Deputy Fire Marshal
Permit Coordinator
Life Safety Technicians
CSS Fire Inspectors
Life Safety Educators
CSS – Plan Reviewers
CSS – HazMat Compliance
Emergency Operations Manager
Safety Foundation Executive Director
Grant Administrator
Planning & Analysis Coordinator
Planning & Analysis Technician
Total FTE
Actual 2011
Actual 2012
Budget 2013
1
1
2
1
1
7
3
3
4
1
1
0.5
1
1
2
1
1
1
9
2.25
3
1
1
0.5
0.25
1
0.68
25.68
1
1
2
1
1
1
10
2.25
3
1
0.68
27.18
1
0.5
0.25
1
25
Community Safety Services Administration
•
•
•
•
Assisted Fleet in establishing a uniform Knox key accountability system
The false alarm mitigation program implemented targeted programs to reduce fire sprinkler pipe
freezes
The wildfire mitigation program assisted Happy Canyon residents with slash pick up & chipping
Completed residential fire sprinkler survey of citizens and firefighters
2013 Goals:
•
•
•
Continue risk assessment to community and station levels
Expand programs to assist communities with fuel reduction in wildland interface
Develop & implement programs to reduce false alarms in residences
Grants
•
Applied for 7 grants. The following were awarded:
Safer Grant for 14 firefighters
Colorado EMTS Provider Grant 13 replacement LP 15
162
NCR Hazmat Entrylink & Diversity Console
Chemical Detector Chempro 100i
The following are still pending:
2012 Assistance Firefighter Grant for a generator
2012 Assistance Firefighter Grant for 2 Ambulances
2013 Goals:
•
•
•
•
Seek mitigation grant funding to assist in the implementation of mitigation activities that
correspond to goals outlined in the Risk Assessment and Mitigation Plan (RAMP).
Seek grant opportunities that fit SMFRA’s strategic directions and funding capabilities to assist
in reducing identified risk frequency throughout 2013.
Apply for a state and federal indirect rate for standardized reimbursement of administration grant
costs.
Implement a comprehensive budget management procedure for pre-grant planning.
Preplans
•
•
Status of objective "Develop a preplan for 100% of all complexes by December 31, 2012" - 89%
as of 3rd quarter 2012.
Status of objective "Preplans will be completed by the last day of the quarter assigned, 90% of
the time"
2013 Goals:
•
•
•
•
•
Develop a customer input survey.
Incorporate Multi Casualty Incident and Wildland preplans into program.
Participate in Coordinated Occupancy Risk Reduction Program to improve high risk occupancy
preplans.
Develop a more risk-based approach to preplans in preparation for new cycle in 2013.
Explore more technology-based applications to manage and use preplans.
Life Safety Bureau
•
•
•
•
Hosted two outreach sessions with customers. A contractor outreach to discuss submittal and
inspection processes completed in June. A second meeting to discuss retroactive fire code
requirements completed in August.
Reclassified Life Safety Technicians as Inspectors to more accurately reflect evolved duties as
inspectors in the existing builting environment.
Completed a fee study analysis with a consultant to update fee schedule for cost recovery on new
construction and permit applications. The updated study provides more precise data driven cost
recovery model.
Hosted a hazardous chemicals roundup for Douglas County.
163
•
•
•
•
•
•
Actively involved in code process at local, state, and national levels.
Improve data quality in department records management system (RMS) through Implemented
false alarm and fire incident report review programs
Completed a program analysis for investigations unit resulting in oversight of the program by an
Investigation Program Coordinator. Deployment of a qualification program task book to qualify
new investigators.
Actively involved in training and education of operations personnel through class delivery and
assistance with practical training events.
Assisted several local and county governments with adoption of more current fire codes,
primarily the 2012 International Fire Code.
Beta tested a paperless inspection program for existing buildings in the fourth quarter of 2012.
2013 Goals:
•
•
•
•
•
•
•
Acquisition and implementation of comprehensive solution to improve customer service through
online, electronic project submittal, review, and tracking.
Implementation of tablet based paperless inspection for new and existing buildings.
Integration of existing Records Management System (RMS) with innovative solutions cited
above.
Assess the options for anticipated increases in workflow, including 3rd party plan review services
for highly technical projects and increased construction activity.
Develop and implement existing building inspection cycles based on risk derived from accurate
data.
Work with cities/counties to continue adoption process of 2012 International Fire Code.
Conduct additional customer outreach programs
Planning and Analysis
•
•
•
•
•
•
•
•
•
Finalized balanced performance report (organizational dashboard)
Completed the Risk Assessment and Mitigation Plan (RAMP) with Emergency Manager,
submitted and approved by FEMA
Continued improvement process for alarm incident reporting including multiple incident
locations.
Completed numerous reviews and reports for operations improvement initiatives
Participated in Operations Deployment and Staffing Planning workgroup
Continued support of the Colorado Accreditation Consortium through the State Fire Chiefs.
Developed new city report design for each municipality served
Maintained affiliation with the Commission on Fire Accreditation International, in compliance
with all requirements
Processed 2012 National Fire Incident Reporting System (NFIRS) reports
164
2013 Goals:
•
•
•
•
Maintain a customer-based focus in the delivery of all services.
Maintain the planning processes that improve SMFRA’s preparedness and response capabilities
for all hazards.
Improve collaboration with all public service and government agencies we impact or serve.
Pursue opportunities to examine organizational programs, activities and practices, compare with
professional associations or industry leaders, and continually improve effectiveness and service
delivery.
Child Passenger Safety Seat Program
• Facilitated 24 child passenger safety seat events, and checked over 336 seats.
• Created and adopted a department Risk Assessment and Mitigation Plan (RAMP).
• Conducted callback drills as part of the COOP.
• Trained on the Mineral and JSF OEPs.
• As Exercise Director, facilitated the North Central Region’s (NCR) two-day full-scale exercise.
• Completed two (2) Community Wildfire Protection Plans (CWPPs).
• Created the It Matters Program (IMP)
o Developed and delivered three (3) Risk Matters pilot classes.
o Developed and delivered over 33 Fire Safety Matters classes
o Developed and delivered six (6) Widlfire Matters pilot classes.
o Developed and delivered one (1) Crash Matters pilot class to over 100 students.
Life Safety Foundation
• Participated in at least one local event per community.
• Continued to deliver core classes:
o Super Sitter Babysitting Class
o CPR/AED and First Aid Certification
o Crash Avoidance Teen Driving Skills
o Driver Awareness Programs for new drivers under 16
o License to Survive
Terrorism Liaison Officer Program
• Conducted training to Increase SMFRA personnel’s awareness of the TLO program.
165
2013 Goals:
Child Passenger Safety Seat Program
• Expand the safety seat program to reach two at-risk populations:
o Spanish-speaking parents
o Senior citizens
• Conduct a quarterly callback drill
• Conduct an Occupant Emergency Plan (OEP) training and drill for each facility (Mineral and
JSF)
• Coordinated Occupancy Risk Reduction Program (CORRP)
o Conduct a partial evacuation drill for one floor at each of SMFRA’s two hospitals.
Grant Program
• Implement a comprehensive budget management procedure for pre-grant planning.
Juvenile Firesetter Intervention Program (JFS)
• Implement a quarterly outcome survey program for select participants.
• Develop the Aging Matters class and present it to at least five (5) senior citizen groups.
• Expand the Wildfire Matters class to eight (8) elementary schools in SMFRA’s wildland urban
interface areas.
• Develop evacuation guidelines for two high-risk communities utilizing traffic engineering
research and culminating in an evacuation drill in 2014.
• Develop the second section of the Risk Matters class.
• Deliver the Risk Matters class to 30% of SMFRA’s elementary schools.
Life Safety Foundation
• Collaboratively transition the Child Passenger Safety Seat Program from SMFRA to the
Foundation (e.g., hiring, payroll, accounts payable, and program implementation).
Terrorism Liaison Officer (TLO) Program
• Improve SMFRA’s security information sharing by actively engaging other agencies within our
district with similar TLO programs.
• Increase the awareness of security related risks by delivering on line training.
• Increase awareness of security issues at high-risk facilities by initiating the See Something Say
Something campaign.
166
LID Report
Division - Project - Location: (40) Community Safety Services - Administration
Account #
Account
5000
Salaries
5400
6000
Pension Expense
6025
2011 Actuals
2012 Budget
2012 Estimated
2013 Budget
184,126
191,608
187,532
191,436
8,102
23,500
12,100
21,000
22,163
22,515
22,122
22,732
3,623
3,752
3,758
3,789
6050
1,949
6100
Health Insurance
23,818
23,256
23,107
25,330
6125
Vision Insurance
522
522
519
508
6150
Dental Insurance
1,967
1,966
1,954
2,120
6200
358
413
372
475
6225
797
827
827
1,459
6250
FPPA Death and Disability
3,326
3,458
3,466
3,469
6300
2,468
2,721
2,662
2,747
6400
218
264
296
278
7000
General Supplies
124
7025
Office Supplies
7125
Books/Publications
7150
310
34
100
189
100
180
299
200
200
Memberships
1,024
1,134
998
7175
Certifications
140
15
7225
462
500
482
500
7250
Uniforms
428
590
471
250
8000
Printing/Binding
8175
7,500
1,554
10,000
8225
350
650
625
650
8250
Travel/Lodging
469
235
35
600
8275
Mileage
8280
Tolls
8300
834
415
500
15
113
686
Total Expenses
$
167
257,446
250
$
286,076
290
$
263,885
250
$
289,642
LID Report
Division - Project - Location: (40-0000) Community Safety Services - Project Non-specific
Account #
Account
5000
Salaries
5400
2011 Actuals
2012 Budget
2012 Estimated
2013 Budget
183,162
189,608
185,532
189,436
866
8,500
3,400
8,500
LID - Permit Desk Coverage
1,000
LID - Wildfire Mitigation
6000
Pension Expense
6025
6050
6100
Health Insurance
6125
Vision Insurance
6150
Dental Insurance
6200
6225
6250
6300
6400
7,500
22,163
22,515
22,122
22,732
3,623
3,752
3,758
3,789
1,949
23,818
23,256
23,107
25,330
522
522
519
508
1,967
1,966
1,954
2,120
358
413
372
475
797
827
827
1,459
3,326
3,458
3,466
3,469
2,468
2,721
2,662
2,747
218
264
296
278
7000
General Supplies
124
7025
Office Supplies
310
34
100
189
100
180
299
200
200
1,024
1,134
998
LID - Misc office supplies
7125
100
Books/Publications
LID - Misc books
7150
200
Memberships
834
LID - COICC
30
LID - FMAC Class B
145
LID - FMCSFPE
15
LID - IAFC/LSS
229
LID - NFPA/IFMA
150
LID - NSEFO
50
LID - SFPE
7175
215
Certifications
140
15
415
LID - CFOD Certification
325
LID - DFS Fire Officer III
30
LID - ICC Certification Renewals
7225
60
462
500
482
500
428
590
471
250
LID - General awards/recognition
7250
8000
500
Uniforms
LID - Replacement shirts, pants, sweatshirts
250
Printing/Binding
500
LID - Surveys, handouts, community meetings
8175
8225
500
350
7,500
1,554
10,000
650
625
650
LID - ICC educational institute
150
LID - Miscellaneous
8250
500
Travel/Lodging
469
235
35
600
LID - EFO Symposium
600
8275
Mileage
8280
Tolls
113
15
8300
686
250
290
250
LID - Division meeting expenses
150
LID - Miscellaneous
100
Total Expenses
$
168
249,246
$
269,076
$
253,185
$
275,142
LID Report
Division - Project - Location: (40-2080) Preplans
Account #
Account
5000
Salaries
5400
2011 Actuals
2012 Budget
2012 Estimated
2013 Budget
964
2,000
2,000
2,000
7,237
15,000
8,700
12,500
LID - Overtime Coordinator 1
6,250
LID - Overtime Coordinator 2
6,250
Total Expenses
$
169
8,200
$
17,000
$
10,700
$
14,500
LID Report
Division - Project - Location: (42-0000) Life Safety Bureau - Project Non-specific
Account #
Account
5000
Salaries
5400
2011 Actuals
2012 Budget
2012 Estimated
1,430,811
1,390,192
1,434,955
34,620
19,350
36,000
1,000
5,037
19,800
4,500
39,300
LID - Admin overtime
5500
1,000
Overtime Inspections
LID - After hours inspections
8,000
LID - Community Event Overtime (fireworks, etc.)
3,500
LID - Firewatch OT
10,400
LID - Overtime
12,000
LID - School Program OT
5525
2013 Budget
1,430,329
5,400
Overtime Investigations
31,167
35,360
2,000
LID - Extended Investigations
5,000
LID - Investigation Meeting OT
1,200
LID - On Call Pay
13,500
LID - Overtime
6000
Pension Expense
6025
6050
6100
36,000
16,300
171,999
171,697
166,839
172,555
28,633
30,239
28,820
28,759
15,129
14,349
13,642
13,252
Health Insurance
199,455
192,142
202,390
199,288
6125
Vision Insurance
3,712
3,826
3,922
3,473
6150
Dental Insurance
16,728
16,579
17,434
17,026
6200
2,792
3,148
2,509
3,628
6225
6,052
6,296
6,225
11,072
6250
20,873
21,394
22,135
21,998
6300
20,875
20,747
20,695
20,850
6400
1,521
2,508
2,339
2,501
7000
General Supplies
2,364
7,000
2,000
5,300
LID - Inspector tools/equipment
900
LID - Investigator tools/equipment & consumables
2,500
LID - Operational supplies
1,400
LID - Permit counter upgrades
7025
7075
7100
500
Office Supplies
163
257
250
Postage/Shipping
250
LID - Postage/Shipping
250
2,700
2,000
LID - Inspector computer monitor for plan review (2)
3,000
Books/Publications
3,934
6,280
5,500
LID - 2009 IFC 1 seat Electronic
4,611
95
LID - 2012 IFC Electronic 5 seat-plan reviewers
266
LID - Code enforcement journals
200
LID - Investigation journals
200
LID - Library
1,500
LID - NFPA online subscription
1,500
LID - NFPA paper edition
7150
4,200
1,200
LID - LED Investigations LightBox (2)
7125
250
850
Memberships
2,784
LID - American Fire Sprinkler Association
2,765
2,500
3,590
100
LID - FMAC
600
LID - IAAI
1,200
LID - IAFC X3
325
LID - ICC
380
LID - ISFSI
125
LID - National Fire Sprinkler Association
85
LID - NFPA
450
LID - RMAFAA
50
LID - Society of Fire Protection Engineers
275
170
Account #
Account
7175
Certifications
2011 Actuals
1,505
2012 Budget
2012 Estimated
4,000
2013 Budget
2,000
5,080
LID - ICC certs for Line
1,000
LID - Investigator certifications
800
LID - Professional Certs for staff
7200
3,280
525
1,000
LID - Advertising/Public Notices
7225
1,000
1,078
114
900
LID - Employee Recognition-Awards
7250
900
Uniforms
3,166
4,590
4,500
7,178
LID - Class A (4)
2,088
LID - Staff x1
90
LID - Sworn x19
7275
5,000
Personal Protective Gear
433
2,100
3,700
LID - Investigator PPE
1,600
LID - Replacement for wear and tear
8000
2,100
Printing/Binding
1,337
1,500
500
500
LID - Professional Printing (classes/meetings)
8175
500
3,808
35,000
25,000
30,000
LID - Plan Review Assistance (reimbursed)
15,000
LID - Plan Review Workspace-Inspector relocation (Facilities)
8225
15,000
3,350
6,525
4,225
10,500
LID - ICC Educational Conf Denver
2,500
LID - Investigator training
1,700
LID - LSB staff training-technical
3,600
LID - SFPE Conf (1)
1,200
LID - Supervisory training
8250
1,500
Travel/Lodging
2,883
1,000
4,300
5,030
LID - EFO Symposium
900
LID - Parade Conference
650
LID - SFPE Lodging/per diem
1,080
LID - Travel for classes
1,500
LID - Vail Arson Conf Lodging
8275
Mileage
8280
Tolls
8300
900
12
1,518
795
1,900
2,000
2,500
LID - Extended investigation subsistence
300
LID - HHM Roundup lunch/rehab
1,000
LID - LSB Meetings
600
LID - Professional association meetings
9800
600
303,529
LID - Electronic plan review software (recovered in fees)
303,529
Total Expenses
$
171
2,018,578 $
2,063,606 $
1,974,536
$
2,393,775
LID Report
Division - Project - Location: (43) Planning and Analysis
Account #
Account
5000
Salaries
2011 Actuals
2012 Budget
2012 Estimated
6000
Pension Expense
6025
6050
6100
Health Insurance
6125
Vision Insurance
341
361
391
262
6150
Dental Insurance
1,448
1,553
1,782
1,327
6200
272
289
276
238
6225
572
578
586
728
6300
1,794
4,732
2,013
1,371
6400
187
264
313
151
7000
General Supplies
491
855
4,900
7150
Memberships
7250
Uniforms
8175
8225
8250
Travel/Lodging
8275
Mileage
8300
131,388
132,252
94,524
15,956
15,767
15,870
11,343
2,609
2,628
2,695
1,890
17,155
17,807
$
172
890
905
22,233
15,508
330
330
90
180
151
90
1,400
7,500
1,600
87,492
235
2,040
1,075
1,000
4,897
5,100
3,900
3,000
36
Total Expenses
2013 Budget
130,470
177,954
$
191,372
$
430
32
400
109
500
191,398
$
221,159
LID Report
Division - Project - Location: (43-0000) Planning and Analysis - Project Non-specific
Account #
Account
5000
Salaries
2011 Actuals
2012 Budget
2012 Estimated
2013 Budget
6000
Pension Expense
6025
6050
6100
Health Insurance
6125
Vision Insurance
341
361
391
262
6150
Dental Insurance
1,448
1,553
1,782
1,327
6200
272
289
276
238
6225
572
578
586
728
6300
1,794
4,732
2,013
1,371
6400
187
264
313
151
7000
General Supplies
491
855
4,900
7150
Memberships
330
330
130,470
131,388
132,252
94,524
15,956
15,767
15,870
11,343
2,609
2,628
2,695
1,890
17,155
17,807
890
905
22,233
15,508
430
LID - Colorado Accreditation Consortium
100
LID - NEMSMA
7250
330
Uniforms
90
180
151
90
1,400
7,500
1,600
85,792
235
2,040
1,075
LID - Staff Attire
8175
90
LID - GIS Analytical service
8225
8250
85,792
1,000
LID - Accreditation Managers Annual Conference
700
LID - Metro Planners Conference
300
Travel/Lodging
4,801
5,100
3,900
3,000
LID - Accreditation Mangers Conf
1,500
LID - Metro Planners Conf
8275
1,500
Mileage
36
32
400
LID - Misc Meetings/Travel
8300
400
109
500
LID - Colorado Consortium
500
Total Expenses
$
173
177,858
$
191,372
$
191,398
$
219,459
LID Report
Division - Project - Location: (43-1080) Accreditation
Account #
Account
8175
1,700
LID - Annual Fee
1,700
8250
2011 Actuals
Travel/Lodging
2012 Budget
2012 Estimated
2013 Budget
96
Total Expenses
$
174
96
$
1,700
LID Report
Division - Project - Location: (45-0000) Life Safety - Project Non-specific
Account #
Account
5000
Salaries
5400
2011 Actuals
2012 Budget
2012 Estimated
2013 Budget
204,295
207,798
185,462
156,944
1,294
11,040
7,000
12,888
LID - CPS Certification
1,280
LID - CPS Inspections/Presentations
5,760
LID - JFIS Certification/Training
1,032
LID - JFIS Intervention
516
LID - Life Safety Educators
4,300
5550
Instructors
6000
Pension Expense
4,870
6025
6050
6100
Health Insurance
6125
Vision Insurance
622
522
546
529
6150
Dental Insurance
2,755
2,755
2,483
2,671
6200
404
457
312
398
6225
899
914
692
1,208
6300
2,834
3,013
2,666
2,276
6400
181
396
92
307
7000
General Supplies
12,103
9,050
600
6,400
25,003
24,936
21,558
18,833
2,740
2,768
2,285
1,744
33,941
31,894
29,049
31,195
349
LID - Car Seats
300
LID - Classroom Props/Handouts
2,000
LID - JFIS - Recording Interventions
1,900
LID - Senior/Special Needs Safety Program
100
LID - Station Supplies
1,000
LID - Wildfire Mitigation Program
7075
1,100
Postage/Shipping
120
20
LID - FPM School Mailing
60
LID - Misc. Shipping
7100
7125
Books/Publications
60
4,601
3,000
179
745
LID - LATCH Manual for CPS
7150
665
LID - Mapsco Map Book
30
LID - Texts
50
Memberships
155
415
360
LID - Fire & Life Safety Educators of CO
255
135
LID - FMAC
20
LID - Safe Kids
7175
120
100
Certifications
820
1,150
50
1,730
LID - All State certifications: Fire & Life Safety Educator I, II, III
120
LID - CPS Technician-Certification
800
LID - CPS Technician-Recertification
750
LID - JFIS I
60
7225
7250
Uniforms
7275
200
7800
200
8000
Printing/Binding
870
19
120
75
120
900
1,300
690
735
1,320
200
LID - Car Seat Referral Cards
250
LID - Christmas Tree Tags
500
LID - Fire & Injury Prevention Posters
200
LID - Misc. Print Jobs
120
LID - Safety Scoop Coupons
250
175
Account #
Account
8175
2011 Actuals
2012 Budget
508
2012 Estimated
2013 Budget
500
16,225
LID - Electronic Equipment Installation
2,000
LID - SAFE (South Area Fire & Explosion)
500
LID - Software Development
11,275
LID - Trademarking
8225
2,450
1,720
2,295
1,160
3,370
LID - Backyards and Beyond Wildfire Conference
400
LID - FLSE Conference of Rockies
500
LID - ICC Code Conference
170
LID - Kidz in Motion
350
LID - LifeSavers National Conference
450
LID - Miscellaneous trainings
8250
1,500
Travel/Lodging
3,100
2,585
1,500
3,056
LID - Back Yards and Beyond Wildfire Conference
600
LID - FLSE Conference of Rockies
500
LID - JFIS Conference National
940
LID - Kidz in Motion
500
LID - Parking at Airport for Conference attendance
96
LID - Pier Diem
420
8275
Mileage
8280
Tolls
137
51
8300
173
500
280
200
430
LID - FLSEC Awards Banquet/Luncheon
150
LID - Grants meetings
100
LID - Misc. LSE Business Expenses
180
Total Expenses
$
176
303,406
$
305,678
$
258,146
$
267,003
LID Report
Division - Project - Location: (47) Emergency Manager
Account #
Account
5000
Salaries
2011 Actuals
2012 Budget
5200
Minimum Staffing/Constant Staffing
5400
6000
Pension Expense
6025
6050
6100
Health Insurance
6125
Vision Insurance
261
260
260
254
6150
Dental Insurance
1,202
1,202
1,202
1,296
6200
220
258
230
291
6225
493
516
297
902
6300
1,681
1,699
1,694
1,699
6400
90
132
281
139
7000
General Supplies
5,368
8,633
10
4,200
7075
Postage/Shipping
52
7100
7125
Books/Publications
103
284
200
284
7150
Memberships
589
644
759
769
7175
Certifications
25
200
7225
200
750
200
7250
Uniforms
410
35
7425
8000
Printing/Binding
8175
8225
8250
Travel/Lodging
8275
Mileage
8280
Tolls
8300
120,028
2012 Estimated
117,169
2013 Budget
116,394
117,169
1,056
4,057
13,800
1,500
13,800
13,713
14,060
13,784
14,060
2,241
2,343
2,341
2,343
2,241
2,343
2,341
2,343
14,270
13,988
12,862
15,164
1,000
796
1,000
200
400
2,028
3,133
600
1,000
750
525
750
690
420
585
1,070
2,318
140
165
2,060
28
200
100
9
256
Total Expenses
$
177
174,415
1,100
$
182,751
200
$
156,415
1,100
$
184,726
LID Report
Division - Project - Location: (47-0000) Emergency Manager - Project Non-specific
Account # Account
5000
Salaries
5400
6000
LID - Special Projects (e.g., EFG development and
i
i i
)
Pension
Expense i
6025
6050
6100
6125
2011 Actuals
2012 Budget
2012 Estimated
2013 Budget
119,035
117,169
115,840
117,169
222
5,000
1,500
5,000
13,713
14,060
13,784
14,060
2,241
2,343
2,341
2,343
2,241
2,343
2,341
2,343
Health Insurance
14,270
13,988
12,862
15,164
Vision Insurance
261
260
260
254
6150
Dental Insurance
1,202
1,202
1,202
1,296
6200
220
258
230
291
6225
493
516
297
902
6300
1,681
1,699
1,694
1,699
6400
90
132
281
139
7000
General Supplies
5,351
8,633
10
4,200
7075
Postage/Shipping
52
7100
5,000
1,000
1,000
LID - IMT/EOC Go Kit Re-supply (Command 3)
7125
1,000
Books/Publications
103
284
200
LID - Internet domain name renewal
12
LID - Journal of Emergency Management
197
LID - Journal of Homeland security and emergency
7150
75
Memberships
589
644
759
LID - All Hazards IMT Association Membership
45
LID - International Association of Fire Chiefs
229
LID - Int'l Assoc of Emergency Manager
170
LID - National Emergency Mgt Assosciation
200
LID - PIO-ESPIOC Membership
7175
Certifications
7225
7250
Uniforms
7425
75
25
796
200
200
200
750
410
35
2,028
564
LID - Command 3 Global star
Printing/Binding
8175
400
1,944
LID - Command 3 Direct TV
8000
200
3,133
LID - Command 3 Clear Channel
625
600
1,000
750
525
LID - Weatherbug Annual Subscription
750
750
690
420
585
1,070
LID - CEMA conference
120
LID - ESPIO Conference
400
LID - IAEM Conference
8250
769
50
LID - Colorado Emergency Management Association
8225
284
550
Travel/Lodging
1,751
140
165
LID - CEMA conference
200
LID - ESPIO Conference
500
LID - IAEM Conference
8275
Mileage
8280
Tolls
8300
2,060
1,360
28
200
100
9
221
LID - COOP drill
1,100
200
1,100
400
178
Account # Account
2011 Actuals
2012 Budget
2012 Estimated
2013 Budget
LID - EOC drill
400
LID - Misc OEM related meetings
300
Total Expenses
$
179
167,912
$
173,951 $
155,861
$
175,926
LID Report
Division - Project - Location: (47-2000) Terrorism Group
Account #
Account
5000
Salaries
2011 Actuals
5200
1,056
5400
3,835
2012 Budget
2012 Estimated
993
2013 Budget
554
8,800
8,800
LID - Company Training
5,160
LID - Coordinators OT (projects, meetings and other
3,124
LID - TLO Coordinator Outreach/Trng Delivery
7000
General Supplies
8250
Travel/Lodging
8300
516
17
567
35
Total Expenses
$
180
6,503
$
8,800
$
554
$
8,800
LID Report
Division - Project - Location: (48-0000) Safety Foundation - Project Non-specific
Account #
Account
5000
Salaries
6000
Pension Expense
6025
6050
2011 Actuals
2012 Budget
2012 Estimated
2013 Budget
1,069
75,323
72,824
42,328
128
9,039
8,739
5,079
1,506
1,478
847
1,506
1,478
847
6100
Health Insurance
3,819
2,441
2,107
6125
Vision Insurance
100
68
50
6150
Dental Insurance
351
208
193
6200
166
138
107
6225
331
323
326
6300
1,092
928
614
6400
132
146
71
7000
General Supplies
450
150
750
LID - AV Repairs/PartsReplacements
350
LID - Misc. SafetyShuttle Parts
100
LID - Range-Hoses/Locks/Sprinklers
300
7100
Equipment $500 to $4999
919
7150
Memberships
25
7175
Certifications
150
7250
Uniforms
8175
90
13
5,800
10,872
LID - Current Internet Platform updates
800
LID - Private Registration (southmetrofoundation.org)
10
LID - Private Registration (southmetrosafetyfoundation.org)
10
LID - safety-store.org
13
LID - Web Forwarding (safetyfoundation.us)
13
LID - Web Forwarding (southmetrofoundation.org)
13
LID - Web Forwarding (southmetrosafetyfoundation.org)
13
LID - Web redesign pending SMFRA Internet Platform
8275
10,000
Mileage
420
LID - mileage
8350
420
Routine Maintenance
200
200
LID - Professional Detail - Foundation Van
200
Total Expenses
$
181
1,287
$
99,990
$
89,853
$
64,811
LID Report
Division - Project - Location: (49) Grants
Account #
Account
5000
Salaries
2011 Actuals
2012 Budget
2012 Estimated
5400
7,073
6000
Pension Expense
5,477
2,789
6025
913
465
6050
913
465
6100
Health Insurance
2,572
1,157
6125
Vision Insurance
58
27
6150
Dental Insurance
203
106
6200
6225
45,973
2013 Budget
23,239
94
59
201
179
6300
635
337
6400
7000
General Supplies
90
39
396
500
7025
Office Supplies
7125
Books/Publications
80
180
7150
Memberships
75
7250
Uniforms
8175
8225
8250
8275
90
61
8
400
175
Travel/Lodging
162
500
10
Mileage
747
420
200
8280
Tolls
111
8300
8350
Routine Maintenance
8375
9700
Vehicles and Apparatus
423
42
55
100
5
180
450,000
Total Expenses
66,096
182
1,665
1,361
478,863
LID Report
Division - Project - Location: (49-0000) Grants - Project Non-specific
Account #
Account
5000
Salaries
5400
6000
Pension Expense
6025
2011 Actuals
2012 Budget
2012 Estimated
2013 Budget
45,973
23,239
862
5,477
2,789
913
465
6050
913
465
6100
Health Insurance
2,572
1,157
6125
Vision Insurance
58
27
6150
Dental Insurance
203
106
6200
94
59
6225
201
179
6300
635
337
6400
90
39
7000
General Supplies
7025
Office Supplies
7125
Books/Publications
80
7150
Memberships
75
7250
Uniforms
8175
8225
8250
8275
396
500
180
90
61
8
400
175
Travel/Lodging
162
500
10
Mileage
747
420
200
8280
Tolls
111
8300
8350
Routine Maintenance
8375
9700
450,000
LID - 2 Grant Medic units at $200,000 = Item 1A
400,000
423
55
42
100
5
180
LID - Decommission 2 SMFRA Medic Units into replacement
10,000
LID - Grant Medic units into service = Items 1A
40,000
Total Expenses
$
183
59,884
$
1,665
$
1,361
$
478,863
LID Report
Division - Project - Location: (49-2160) Multi hazard Mitigation
Account #
Account
5400
2011 Actuals
6,212
Total Expenses
6,212
184
2012 Budget
2012 Estimated
2013 Budget
0
Operations Division
Fund 01
Bureau/Division 60, 62, 64, 67
Program Description
The goal of the Emergency Operations Division is to provide fire and emergency medical services
(EMS) to the citizens of the Authority in the most efficient, cost effective, and safe manner as possible.
This Division currently has a total of 287.75 employees including the Assistant Chief of Operations,
Training Chief, Special Operations Chief, EMS Chief, 9 Battalion Chiefs that each supervises a battalion
of firefighters, two administrative Battalion Chiefs, and an Administrative Assistant. The Ambulance
Fund pays the salary of 16 firefighter/EMT, firefighter/paramedic, or EMS Supervisors. These
employees also provide firefighting and emergency medical services for the Operations Division. Fire
and emergency medical services are provided from seventeen fire stations located throughout the 177
square miles served by the Authority.
Budget Summary
Operations – Division 60
Expenditures
Salary & Benefits
Supplies & Expenses
Dispatch Center
Contribution Volunteer Pension
Total
Actual 2011
$29,334,699
93,778
2,127,070
24,628
$31,580,175
Estimated 2012
$29,407,541
122,854
2,175,861
29,908
$31,736,164
Budget 2013
$30,893,163
93,094
2,275,187
45,000
$33,306,444
Actual 2011
$877,236
107,355
Budget 2013
$977,480
413,550
56,000
$1,447,030
Budget 2013
$1,212,992
1,535,745
29,200
$2,777,937
Budget Summary
EMS – Division 62
Expenditures
Salary & Benefits
Supplies & Expenses
Capital
Total
$984,591
Estimated 2012
$1,088,459
165,882
24,620
$1,278,961
Total
Actual 2011
$836,428
558,963
85,153
$1,480,546
Estimated 2012
$1,207,367
551,903
62,780
$1,822,050
Budget Summary
Special Operations – Division 64
Expenditures
Salary & Benefits
Supplies & Expenses
Capital
185
Budget Summary
Training – Division 67
Expenditures
Salary & Benefits
Supplies & Expenses
Capital
Actual 2011
$1,175,270
139,241
Total
$1,314,511
Personnel Summary (60, 62, 64, 67 in the General Fund)
Position
Assistant Chief - Operations
Fire Operations Executive Officer
Bureau Chief – Special Operations
Bureau Chief - EMS
Bureau Chief - Training
Battalion Chief
Administrative Bureau Assistant
Administrative Bureau Support
Administrative Training Coordinator
Captain
Lieutenant
EMS – Education Supervisor
EMS Supervisor
Engineers
Firefighter I
Firefighter II
Firefighter III
Firefighter IV
Firefighter/Paramedic I
Firefighter/Paramedic II
Special Operations Coordinator PT
Training Technician Part-Time
Total FTEs
Actual 2011
1
1
1
1
1
1
10
1
1
1
23
41
1
7
58
73
6
Estimated 2012
$1,314,072
431,765
18,000
$1,763,837
Budget 2013
$1,378,928
485,333
$1,864,261
Actual 2012
1
1
1
1
1
1
10
1
1
1
24
40
1
7
58
79
Budget 2013
1
1
1
1
1
1
10
1
1
1
24
40
51
12
50
12
50
0.25
0.5
279.75
0.25
0.5
290.75
0.25
0.5
287.75
186
7
58
77
Operations
•
•
•
•
•
•
•
•
•
•
•
•
Supported an effective and efficient Operations Staffing and Deployment Plan (OS&DP) by
filling vacated ranked positions with the most competent and qualified candidates.
Purchased a used dive vehicle in June 2012 and it was put into service in December 2012.
Purchased communication equipment to resolve communications issues on emergency incidents
that involved engineers.
AVL’s were purchased and are being installed in Type 3 & 6 engines and tenders as they cycle
through for routine maintenance with Metcom.
We continued to make progress on potential partnerships with other fire departments to
regionalize Special Teams.
Updated and revised all operation mutual and automatic aid agreements with other agencies.
Maintained the annual compliance review for Accredited Agencies.
Maintained and supported communications and interaction with assigned external stakeholder
groups.
Expanded “D”shift to include 6 Paramedics and 6 Firefighters.
A hiring process was completed and we were able to hire 14 new recruits, due to a $1.5M
SAFER Grant. Twelve firefighters graduated in December 2012 and 2 more firefighters will
attend West Metro’s recruit academy in March 2013.
Supported three officers in the NFA’s EFOP
Leadership in the Operations Division continues to work collaboratively with the Executive
Team and HR towards developing and implementing a post-employment benefits program.
2013 Goals:
•
•
•
•
•
•
•
Meet all conditional requirements to maintain SAFER Grant funding for 14 new-hire firefighter
positions. This includes securing two slots in West Metro’s recruit firefighter academy in
March, 2013.
Continue to develop a succession plan within the Operations Division anticipating future
attrition.
In collaboration with CSS and Emergency Management, evaluate potential relocation of EMS &
S-OPS to Parkglenn facility
Establish a Blue Card Training Center to improve and standardize SMFRA’s Incident Command
System (ICS).
Work with Command Staff to develop a strategic plan for SMFRA’s OS&DP – including
Standard of Cover – through 2016 to meet budgetary constrictions of BOD’s decision to fully
consolidate at 9.25 mil levy. Integrate decisions into overall Strategic Plan, Self-Assessment
Document, and Standard of Cover. Through this process maximize service levels and manage
the impact to risk.
Support an effective and efficient OS&DP by filling vacated ranked positions (e.g. engineer,
paramedic, officer) with the most competent & qualified candidates.
Continue to pursue an automatic aid agreement with the Denver Fire Department.
187
•
•
•
•
•
•
•
•
•
Continue to pursue potential partnerships with other fire departments to regionalize Special
Teams.
Update and revise all operational mutual and automatic aid agreements with other agencies,
when necessary.
Maintain the annual compliance review for Accredited Agencies.
Maintain and support communication and interaction with assigned external stakeholder groups;
i.e. Greenwood Village, City of Lone Tree & Town of Parker.
Send at least one officer to the Center for Creative Leadership Training.
Continue to support three officers attending the National Fire Academy (NFA) Executive Fire
Officer Program (EFOP).
Collaborate with Littleton Fire Rescue (LFR) to expand training between our agencies to address
identified operational and safety related issues on automatic aid incidents.
Manage the new 48/96 line work schedule to minimize risk exposure due to acute sleep
deprivation; as well as identify and mitigate any resulting administrative issues affecting
efficiency and/or effectiveness of operations.
Collaborate with HR and Executive Staff to develop, fund & implement a post-employment
benefits program to address the dis-incentivizing of retirement for our more tenured line
members that has precipitated as a result of SMFRA’s defined contribution pension program;
retiree healthcare costs/eligibility; and inadequate pension funding during the majority of their
careers
Emergency Medical Services (EMS)
EMS Ambulance Fund
Bike Medic Program
EMT-B Class
EMS Education
Quick Response Car
•
•
•
•
•
•
•
Video Assisted Intubation Program fully implemented
Three Firefighters completed Paramedic School
Recertified 59 Paramedics in ACLS and 41 Paramedics in PALS
Recertified 57 EMT’s certifications and 34 Paramedics certifications
Provided 2 complete EMT Basic Classes
EMS Supervisors participated in Company Officer Academy
EMS Logistics Position created
2013 Goals:
•
•
•
Improve intubation skills by 10%
Realign medic units to fit projected call volume
Deploy Day Car Paramedic Unit
188
•
•
•
•
•
•
•
•
•
•
Develop protocols and QA/QI program for Advanced Practice Paramedic and Nurse Practitioner
Implement phase 1 and 2 of Fly Car (Advanced Practice Paramedic and Nurse Practitioner)
Implement distance learning model for 2013 EMS Training Schedule
Train and deploy Training Officer position
Provide 2 complete EMT Basic Courses
Recruit and induct 4 firefighters into Pre-paramedic Program
Develop and implement active paramedic recruitment strategy
Explore alternative Paramedic hiring practices (DRCOG)
Conduct testing and establish list for EMS Supervisor
Conduct testing and establish list for Field Instructor (as necessary)
Special Operations
•
•
•
•
•
•
•
•
Continued to update both policies and SOG’s.
Worked on team/group succession plan for the future.
Send members to continuing education classes to improve base knowledge.
Obtained a new Dive rig to replace older unit that will be moved to reserve status.
Continued to meet with group members to increase knowledge of capabilities.
Reviewed team memberships to confirm adequate members to allow the team to safely complete
their calls/tasks
Provided support and backing to the team coordinators to allow them to further grow their
teams/groups.
Provided feedback to the coordinators in a timely manner to assist with their team/group
management.
2012 Goals:
•
•
•
•
•
•
•
As new information is learned both polices and SOG’s are updated to provide the best direction
for the teams.
Continue to work on a succession plan for all teams/groups.
Replace team/group members as others decide to move on to other areas.
Provide updated equipment to allow members to have better resources to complete their tasks on
incidents.
Provide members support for their ideas, bring these ideas to the command staff for
implementation.
Keep members informed on the direction of the command staff as it pertains to any changes
needed to the teams/locations.
Support all team/group members as needed, allowing them to develop and grow for the future.
189
Special Operations - Programs
Airport Rescue Line Firefighting (ARFF)
•
•
•
•
•
•
•
•
25 people have achieved State ARFF certifications
Two stations are specialty station dedicated to ARFF with constant staffing.
Two members are certified to Advanced FAR 139
Conducted trainings on Airport grounds.
Created SharePoint ARFF page that links to JPR’s and state information. SharePoint page with
links to ARFF vehicles and specifications
Increased funding this year from Centennial.
Continued Red 2 major maintenance
Silver gear for each state certified ARFF member.
2013 Goals
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Maintain State ARFF certifications
Maintain ARFF equipment, station 35 and station 44
Provide for yearly ARFF team training
Maintain relations with Centennial airport.
DIA life fire training, Every ARFF member needs this every 3 years.
To have 40 team members trained to Colorado ARFF.
Purchase of Nitrogen (replacement for trainings).
Purchase Purple K (red one training)
Red one training with live agents x 3 shifts.
Add 4 new members per shift.
Send a couple of Engineers to ARFF Apparatus school
Purchase FOAM
Send 4 ARFF member to outside training class
Send 6 people to FAR 139 class at DIA.
Dive Team
•
•
•
•
•
Added 4 new divers to the team but lost 4 others during the year.
Apparatus has been purchased and is in the process of outfitted for line.
Certified 4 members in Surface Ice Rescue this year.
MDR signed a new MOU that better outlines our relationship and training requirements.
We had trainings taught by 12 different members this year which helped ease the burden on
our normal instructors
190
•
Have made great strides with Littleton Fire Department and their dive team and they hosted a
joint training with all members.
2013 Goals
•
•
•
•
•
•
•
Bring membership back up to thirty members due to attrition that took place in 2012.
Have team members attend more local outside training to supplement our training cache.
Continue current practices for equipment maintenance but look for a system to better
streamline the process.
Implement annual training courses given by members of the dive team to help expand their
horizons with teaching. Continue with practice and get new team members to instruct.
Obtain new sonar unit to replace our antiquated unit that technology has passed it by.
Try again, to get one member to VIP class to lower maintenance costs.
Continue growing our relationships with both Metro Dive Rescue and Littleton Fire
Department to streamline trainings and operations.
Explorer Program
•
•
•
•
•
Operated with no serious injuries, and only very minor injuries at all training events and
community events.
Delivered comprehensive, career-based trainings to the Explorer members in order to prepare
them for a future in the fire service.
Admitted new members into the program and created a positive learning environment for them to
develop their fire service skills.
Remained fiscally responsible by staying within the parameters of the approved budget for the
Explorer Program.
Proudly competed in a national Fire Exploring competition against other fire Exploring posts
from around the country.
2013 Goals
•
•
•
•
Continue to ensure that the SMFR Explorer program is being operated in a safe manner for both
the Explorer members and the line firefighters. To accomplish this goal, we will continually
have an appropriate number of SMFR line firefighters at every training, and safety will be a
constant objective at every Explorer event.
Continue to be an exemplary Explorer Post in the Denver metro area by delivering quality,
professional, career-based trainings to the Explorer members.
Continue to serve the citizens in and surrounding our district by giving their young people an
opportunity to join the SMFR Explorer program. This will be achieved by holding an Open
House and accepting new members once a year.
Move the Explorer program in a forward direction by implementing new and progressive aspects
to the program. As the new Explorer Incident Response protocol is initiated, we will evaluate
the effectiveness of the program and adjust it to ensure success.
191
•
Utilize 1 or more fundraising events per year in order to raise funds for extracurricular Explorer
activities not covered in the budget.
Fitness
•
•
•
•
•
•
•
•
•
•
•
•
•
Successful IPAT process for all firefighters tested, with practice days available prior to testing.
The fitness team provided line personnel training about fitness and wellness through fitness team
trainers and our new SMFR Fitness website that offered articles about fitness and nutrition.
Implementation of the educational resource SMFRfitness.com has been well received.
Fire stations with requests for deficiencies for standard fitness equipment filled.
5 members attended the Crossfit Level 1 Certification.
Continued further research and development of program to rehab injured employees
to get them back to work faster after an injury.
Continued education of proper lifting and moving, nutrition and wellness to keep firefighters
injury free and healthy through the use of our new trainers and more exposure to more crews
with more fitness trainers.
Successful physical fitness training for the firefighter recruit class of 2012 with additional
training on nutrition and mobility.
Assisted members on light duty or coming back from surgery with establishing a fitness program
and also assisting them with a nutrition program through the use of our fitness trainers.
Successful management of the fitness equipment inventory and periodic maintenance.
All remaining Fitness team members pre-2010 have attended the written test for the Crossfit
Level 1 trainer certificate.
T-shirt incentives for age brackets added for the IPAT to motivate additional efforts to prepare
for the IPAT.
Continued encouragement of functional fitness to SMFRA members through the use of fitness
team members, CrossfitSMAC.com and SMFRfitness.com.
2013 Goals
•
•
•
•
•
•
•
•
•
•
•
Provide training to line to include concepts for firefighter fitness and wellness.
Prepare and submit data supporting the need for a rehab and sports therapy program.
Provide onsite training programs for crews who request personalized training.
Provide easily accessible nutritional resources for all personnel, including a Whole 9 seminar.
Work with HR and the Wellness team to look at more aggressive medical screenings.
Create a program focused on the rookie firefighters to assist them with continuing their fitness
and nutritional goals and their continuing success through accountability.
Outfit the new Station 38 to appropriately accommodate both Fire and Police.
Have 2 members attend the Crossfit Level 1 Certification.
Fitness team members will attend classes including Mobility, Running and Rowing.
Continue management of the fitness equipment inventory and periodic maintenance with the use
of SMFRA members.
Continue to encourage functional fitness to SMFRA members.
192
•
Continue successful IPAT fitness testing with practice days available for line firefighters
Hazardous Materials (HazMat)
•
•
•
•
•
•
•
•
•
Hosted Hazmat IQ and Hazmat First Responder Operations grant sponsored classes
Successfully re-certified Hazmat Technicians and Operations Level personnel through the State
of Colorado
Responded to numerous neighboring agencies as their only hazardous materials response
Responded with neighboring agencies as a partner in their hazardous materials response
Held sampling training provided by Federal Bureau of Investigations and 8th Civil Support
Team
Participated in 70% of MMRS steering committee, medical work group and medical counter
measures meeting
Participated in 75% of county hazmat meetings Hosted Bi-Annual County Hazmat Training
Participated in 100% regional training exercises
Successfully completed Hazmat OPS Level training for 2012 Fire Academy
2013 Goals:
•
•
•
•
Attend DHS Chemical, Biologic, Radiologic and Nuclear Classes as available
Continue to build our relationship with and train with the Civil Support Team (CST), FBI and
other partnering entities as the opportunities arise
Respond to numerous neighboring agencies as their only hazardous materials response.
Respond with neighboring agencies as a partner in their hazardous materials response.
Honor Guard
•
•
•
•
Filled 90% of requested events.
Began overall training to state level for 4 new Honor Guard members
Produced a Basic Marching and Maneuver video and Power Point for 2012 Recruit Class
Added 2 performance ready members to the Pipes and Drums
2013 Goals:
Overall
• Fulfill event requests 90% of the time.
• Develop event and attendance tracking method for honor guard and pipes and drums.
• Review and recommend any necessary changes for “member in good standing” status.
Honor Guard
• Conduct quarterly skills training.
193
•
•
•
Send four members to the Colorado Professional Fire Fighters Honor Guard Academy in June
hosted by the Arvada Fire Department.
Send four members to the National Fallen Firefighter Memorial in Emmetsburg, MD.
Develop and assemble a Line of Duty Death kit that will be cached and ready to use.
Pipes and Drums
• Send four members to a national pipes and drums symposium or conference.
• Recruit and add new members to pipes and drums in areas of deficiency.
Incident Management Team (IMT)
2013 Goals:
•
•
•
•
•
•
•
•
Maintain and further develop partnership with Douglas County IMT.
Conduct 2 joint trainings with Douglas County IMT.
Conduct 1 large team exercise.
Recruit more law enforcement members.
Recruit more Arapahoe County Agencies.
Finalize written team SOGS
Complete Admin Kit, which is a box of supplies to take on a deployment to be self-sufficient for
any unknown time.
Continue to familiarize and integrate SMFR command staff with IMT operations and
capabilities.
Ladders
•
Continued to follow International Fire Service Training Association (IFSTA) guidelines and
National Fire Protection Association Standards (NFPA standards) for ladder maintenance and
testing.
2013 Goals:
•
Continue testing, maintenance and repairs of ladders per appropriate standards.
Maps
•
•
•
Assisted MetCom GIS to maintain and provide accurate digital map data (knox boxes, fill sites,
gate codes) for use by response apparatus, automatic and mutual aid departments responding into
our district, and CAD routing (mobile data)
Assisted MetCom and paid for special station request maps and Wildland team projects
Purchased 10 new Garmin units, registered, updated and delivered them to apparatus with
Garmin units that were not working
194
•
•
•
Updated, re-formatted all department Garmin GPS units with lifetime map updates. I did this for
every front line apparatus and staff person that has a Garmin assigned to them and will continue
to do so every year.
Provided all technical support for all department Garmin GPS units, digital maps and computer
tablets within 48 hours.
Purchased 6 iPads with Otterbox and latch cases to format, configure and deliver to the line for
demo evaluation. These iPads include a beta image to evaluate and develop version 1 that I
intend to release in 2013. I introduced the project at the 2012 August Officers meeting and
released the 6 demo units for evaluation in September of 2012, through the end of the year. The
project has evolved into the user asking for a system that may be used for responses if desired
and other users have asked to possibly be included in using it as well. (HazMat, ARFF aircraft
pre-plans, CRAP folder, Engineer check-offs, fuel usage form, the ERG, the SMFRA ERG,
SOG’s, High Plains, Sharepoint, Training, ICS tracking)
2013 Goals:
•
•
•
•
•
•
•
•
Continue to maintain and provide accurate digital map data (knox boxes, fill sites, gate codes)
for use by response apparatus, automatic and mutual aid departments responding into our district,
and CAD routing (mobile data)
Continue to keep updated all surrounding district map books digitally on the MDTs, Garmins
and iPads
Provide one computer tablet for each front line apparatus (27 more) formatted to display all
backup maps and all district preplans, eliminating all hard copy map books and preplan books
from apparatus. This will also increase back up map book and preplan accuracy. Provide the
service for the 33 units and develop the project further. Purchase an Apple server and multi-unit
Configurator to manager to image version 2. I would like to have all units purchased and set up
with the version 2 image and out on all of the apparatus by May. I plan to have released soon
after a training matrix where people can look up topics and be taught how to use the iPad more
effectively.
Provide all technical support for all department Garmin GPS units and computer tablets within
48 hours.
Buy 10 more Gamin units with lifetime maps for attrition. I am getting better than 4 years out of
most units but some of my oldest units are failing, a few have been lost or broken.
Reevaluate and replace current Garmin favorites list with updated fill site locations
Update CAD and digital maps with new updated fill site locations, properly named to mirror
Garmin favorite list.
Provide each Garmin GPS unit with lifetime map update package. This is our first line MDT
failure backup, routing to tender fill sites and a needed tool for medic to hospital transport
routing.
Nozzles
•
•
Deployed portable master stream devices to all Engine Companies.
Removed all obsolete nozzles from apparatus and storage.
195
•
Attended nozzle repair training to allow more nozzle repairs to be completed in house.
2013 Goals:
•
•
•
Keep non-traumatic nozzle repairs below 5% of total inventory.
Deploy portable master stream devices to reserve Engine Companies.
Provide nozzle labeling system to help clearly identify nozzles and their purpose
Ops Equipment (Operations)
•
•
•
•
•
As previously planned for 2012, a new tower was not placed in service.
The majority of all requests now come directly through the Sharepoint broken and missing
“loose equip.” link. These requests are put into a “2012 requests” folder. Once completed each
request is then placed into “2012 COMPLETED” folder. All of the fulfilled requests for the year
are located in this folder.
All requests continue to be expedited within a 2-5 day time frame.
The inventories have been in major rehab throughout 2012 with the implementation of an
“inventory change request” form. I have seen numerous requests come through both this request
form; if necessary, as well as in an email format when minor. These requests that require an
approval are all kept in an “APPROVED” folder and the minor changes are all kept in an
“inventory change requests” folder.
Maintained expenditures within the 2012 budgeted amount.
2013 Goals
•
•
•
•
•
Put into service a new pumper at station 41. Most of the existing equipment from Squirt 41 will
transfer over decreasing the amount needed for this line item in the budget. There will be a 5,000
dollar amount for misc. items needing replacement or purchase as this apparatus will change
function.
Continue expedient replacement of broken/missing equipment on all front line and reserve
apparatus.
Continue supervision of the reserve apparatus “changeover” procedures. Changeover time goal
of 30 min.
Continue maintenance and accuracy of all inventories.
Continue supervision of all budget items included in OPSEQPT.
Personal Protection Equipment (PPE)
•
•
•
Frontline gear cleaned twice this year
Records kept up to date
No injuries noted from worn or defective gear
196
2013 Goals:
•
•
•
•
Avoid injuries due to worn or defective gear
Cleaning of gear twice a year to NFPA standards
Keeping the crews safe and comfortable in the gear
Continued use of the inspection form to keep track of any needed replacement or repairs
Saws
•
•
•
•
No frontline unit has been without a saw for any period of time due to maintenance or repair.
No frontline unit has been without a saw blade or chain for any period of time.
A sufficient number of training saws have been maintained to meet all of the department training
needs as well as the recruit academy.
9 month trial period was used to test feasibility of new fuel and the results showed an increase in
the shelf life of the fuel as well as a reduction in maintenance issues. Based on this data, all of
the saws were converted to the non-ethanol fuel in October 2012.
2013 Goals:
•
To have well maintained fleet saws that meet the needs of the department
To maintain dedicated training saws that allow for realistic training and help extend the life of
our frontline
Self-Contained Breathing Apparatus (SCBA)
•
•
•
•
•
•
•
All flow tests were completed and members remain confident in the breathing air system
Fit testing for both N95 and SCBA masks was completed.
USAR fit test for our members as well as assisted Greenwood Village PD was completed.
Fit test machines are new and partially purchased through a state EMS grant. All flow test heads
were calibrated and we had a forced upgrade to new software on these units.
Added one more RIT pack this year for a total of 10 deployed.
All 5 compressors maintained this year and replacement compressor ordered for station 32.
Hyrdo test bottles completed.
2013 Goals:
•
•
•
Continue to maintain all SCBA’s, masks, regulators and RIT Packs in top condition as to provide
the best respiratory protection for our members
Continue to perform OSHA fit testing for all of our members
Work towards a minor relocation of SCBA compressors
197
•
•
•
•
Replace all 30 minute cylinders with 45 minute cylinders due to lifespan being reached on a vast
majority of our current cylinders.
Continue to work with Scott Safety to complete development of Blue Tooth communications
system
Continue to assist our neighboring agencies to provide Fit testing for their members.
Work with IT to complete a central database in the server system to house all test data, inventory
information and repair history.
SWAT (Special Weapons and Tactics) Medic
•
•
•
•
7 out of 8 team members have completed all current POST certification requirements. The 8th
team member needed to reschedule due to a work sponsored school conflict.
2 new team members completed a DCSO sponsored basic SWAT academy.
Team members assisted in instructing over 200 DCSO deputies in tactical medicine.
Completed and adopted individual kit inventories.
2013 Goals:
•
•
•
•
•
•
•
Determine succession planning and team member replacement/ selection process.
Organize and schedule first half of a 200 hour Reserve Deputy POST certification academy.
Provide advanced medical training under medical direction for key operators in rural
assignments.
Complete additional weapon systems training for all team members.
Complete rural operations response plan.
Participate in regional SWAT Medic competition.
Review and revise team policies and procedures and SOG.
Tech Rescue
•
•
•
•
•
•
Conducted on-duty training for 85 percent of team members attending at least 4 trainings so far
Conducted multi-jurisdictional training with SMFR Hazmat, Aurora Fire Department, and West
Metro Fire Rescue
Develop a relationship with public and private resources located within the Authority’s response
jurisdiction enabling on-duty, in-service team drills and training – Ongoing with progress made
Complete CDFS initial certification process for 50% of the team members – This is on hold with
the state
Gain more confidence and competence via monthly team training – Improving with each training
Continued to integrate TRT resources into line officer resource decision making – Presented with
each line training
198
•
•
Ensure 90% of team members attend at a minimum 4 trainings per year – Currently have 4 that
are delinquent
Participate in one multi-jurisdictional training in 2012 – Vortex and Aurora Fire Department
training
2013 Goals:
•
•
•
•
•
Ensure 90% of team members attend at a minimum 4 trainings per year
Conduct at least 2 multi-jurisdictional trainings in 2013
Continue to gain more confidence and competence via monthly team training
Host SMFR Technical Rescue Entry Level Training for up to 9 new members
Obtain State ESF-9 Type II Resource Classification
Thermal Imaging Cameras
•
•
Purchased 3 new ISG Elite XR Cameras.
Completed the upgrades of all K1000 cameras
2013 Goals:
•
To purchase 4 new ISG Elite XR cameras
Tracked Vehicle
•
•
Provided a 4 hour training on orienteering
Sent 4 members to OSHA recertification
2013 Goals:
•
Send 4 members to an OSHA recertification class.
Urban Search and Rescue (USAR)
•
Maintained 20 SMFRA members on Colorado Task Force 1(CO-TF1)
2013 Goals:
•
•
•
Continue to maintain 20 South Metro Fire Rescue Task Force positions on CO-TF1
National position certification courses will be taken by anyone entering a new Task Force position
Ensure all SMFR CO-TF1 members maintain an active deployment status 100% of the time
199
Task Force members will meet minimum TF participation requirements including:
Attend 1 all Task Force meeting
Attend 50% of specific team training / meetings / equipment cache days
Participate in Full Scale Exercise when required
Keep current on physicals and immunizations
Attend Task Force meetings as required
•
Water Supply
•
•
•
•
•
•
•
•
Revisited and implemented a new station minimum hose par and supplied stations accordingly.
Transferred and updated all hose records to an approved department spreadsheet.
Researched, tested, and purchased new high flow low level strainers.
Researched, and maintained our ISO rating.
Discovered and repaired a manufacturer’s defect with 2 ½” couplings on a 05/2009 batch of
Mercedes’ hose.
Instructed 2 classes in the 2012 recruit academy.
Worked towards unifying all tender fill site data lists, and updating MDTs, Garmins, and
creating a paper copy of the tender fill sites.
Replaced hose within the 23 hour limit 90% of the time due to the new 48 / 96 hour schedule.
2013 Goals:
•
•
•
•
•
•
•
•
•
Maintain fiscal responsibility.
Start a replacement plan for the hose (5”, 2 ½”, and 1 ¾”) that is significantly out of date, and is
a potential risk for catastrophic failure.
Initiate the replacement of hard suction hose that is starting to become brittle and non-pliable.
Try to replace OOS hose within the 24 to 48 hour period.
Maintain a reasonable reserve of hose and appliances to minimize the time an Apparatus is
deficient on defaulted equipment.
Investigate the need for a standardized quantity of hose on the apparatus, in regards to the preconnects and hose beds.
Continue to research new equipment and processes that will enable our crews to have better
success on incidents.
Update and begin to interpret the data from our hose testing records.
Research the possibility of a hose testing program that uses a machine, instead of our front line
pumpers, as asked for by Chief Brown
Wildland Operations and Callouts
•
Wldfires in the fire authority have been successfully held to the initial attack phase, with no
significant property loss
200
•
•
•
•
•
•
•
•
•
•
Operations/deployments have been conducted safely resulting in no injuries and only minor
damage to apparatus and equipment, with only one exception. BR46 (Unit #242) suffered a
transfer case failure returning home from a deployment in South Dakota.
Multiple members of the team are active participants on numerous interagency incident
management teams including Arapahoe County IMT, Douglas County IMT, and Jefferson
County IMT.
Through a cooperative use agreement with Douglas County, SMFRA has successfully
utilized/incorporated fire aviation resources (Type 2 Helicopter from Rampart Helicopters) into
our initial attack fire suppression response.
The wildland program continues to support our interagency partners at the county, state, and
federal level by maintaining agreements that allow for personnel and resource mobilization in the
event of large scale emergencies.
23 SMFRA Wildland Team members have responded to 20 interagency wildland fire incidents
in Colorado, Wyoming, South Dakota, Nevada, Utah, Idaho, and Montana. These deployments
allow team members to gain valuable experience on actual large scale emergency incidents. It
should also be noted that these responses are cost neutral for the authority (personnel expense
reimbursed), and in most cases the authority nets a positive balance for apparatus use.
In addition to these deployments, the SMFRA Wildland Fire Team responded with engines and
wildland supervisors to the Lower North Fork Fire in Jefferson County, the High Park Fire in
Larimer County, and the Waldo Canyon Fire in El Paso County. Additional mutual aid support
was provided directly to the City of Colorado Springs Fire Department during the Waldo Canyon
Fire. A total of four engines and a strike team leader were committed to the incident, one engine
directly to the fire, and three engines to the city to provide structure protection and to backfill a
city fire station.
Through these deployments, 3 members have obtained higher position
qualifications/certifications in supervisory positions. Engineer Bryan Grogan, Firefighter Craig
Spader, and Firefighter Dan Johnson became NWCG qualified in the position of Engine Boss.
Many others on the wildland team are currently trainees in advanced positions as well.
The Fire Duty Officer (FDO) Program continues to be refined and has become a model for other
metro area agencies to replicate. The program strives to have a wildland “supervisor” on call
daily to assist crews on wildland incidents by providing a qualified member to help manage
firing operations, saw operations, air operations, as well as providing the ability to fill “middle
management” positions on wildland incidents (Division Supervisor, Strike Team/Task Force
leader, Air Operations Branch Director), as well as being able to assist or fill upper management
positions on large scale incidents as requested. The FDO is also responsible for managing
interagency requests for personnel and resources on out of authority deployments.
Wildland team members have had the opportunity to attend numerous NWCG classes to further
advance training in operating chainsaws on wildland incidents, engine and squad supervision,
interagency business management, strike team/task force leader supervision, firing operations,
division/group supervision, incident leadership, and aviation management. Seven members were
able to attend the Colorado Wildland Fire and Incident Management Academy in January as
well.
SMFRA continued a prescribed fire management/training program that has become the model
for Douglas and Arapahoe Counties, and the program is part of a “pilot” program for the State of
Colorado. However, due to an executive order issued by the governor, as a result of the Lower
201
•
•
•
•
•
•
•
North Fork Fire, SMFRA suspended all prescribed fire activities for the remainder of 2012, until
new guidelines can be established and implemented by the state.
3 members of the SMFRA wildland team participated in a training exchange program with The
Nature Conservancy in Nebraska which provided further interagency experience while providing
an additional 260 hours of live fire training while mitigating 4,000 acres of land. Funding was
provided by TNC to make this project cost neutral to the authority.
22 SMFRA personnel had the opportunity to attend a large scale wildland incident management
training hosted by Douglas County OEM (assisted by SMFRA Wildland Team Supervisors).
Participants had the opportunity to train in a variety of command positions including incident
commander, division/group supervisor, and strike team/task force leader. Additionally, members
of the Arapahoe and Douglas County Incident Management Teams (Type 4) had the opportunity
to integrate into this large scale exercise being mentored by members of the Jefferson County
and Boulder County Incident Management Teams (Type 3). Members of both Metcom and
Douglas County dispatch personnel were also provided an opportunity to exercise and train on
the incident dispatch team (IDT) concept, and how it can be utilized to support large scale
incidents. Funding was provided by the Denver North Central Region training program making
the exercise cost neutral to the authority.
The wildland program continues to participate with our interagency partners in the development
of more comprehensive resource mobilization plans and communication plans to make initial
attack interagency wildland fire responses more effective.
Required annual wildland/interface fire safety refresher training was provided to all wildland
team members, and additional required refresher training was provided to all SMFRA
operational personnel, in accordance to NWCG guidelines.
The wildland program participated in the completion of the authority’s Community Wildlfire
Protection Plan (CWPP) and is participating in the implementation of the plan as well as the
development of a similar CWPP for Douglas County.
The wildland program continues to refine the emergency plan relating to wildland fire response,
as well as the continued development of pre-fire emergency plans for target hazard subdivisions.
The wildland program continues to support and maintain the authority’s wildland apparatus,
equipment, and personal protective equipment, while ensuring that the authority is meeting
established state and federal guidelines in these areas.
2013 Goals:
•
•
•
•
•
•
Continue to provide team members and other operational personnel with state of the art
equipment and apparatus to conduct wildfire operations safely and effectively
Continue to support our interagency partners at the county, state, and federal level.
Continue to develop the wildfire program and team.
Continue to develop wildfire team members towards advanced NWCG qualifications, as well as
various IMT support positions.
Continue to provide training to team members and other line operational staff to maintain current
stasis, as well as for development and safety purposes. This will include annual safety refresher
training; saw refresher training, firing operations refresher training, and air operations training.
Continue to conduct, as well as participate in practical drills/tabletops to ensure readiness.
202
•
•
•
•
•
Continue to work with Pueblo Interagency Dispatch, CSFS, Douglas County OEM, and the
newly formed Colorado State Office of Fire Prevention and Control, on the “pre-designated”
strike team/task force concept for the dispatch zone.
Continue to develop interagency communication plans.
Continue to support the prescribed fire management/training program and expand it to Arapahoe
County
Continue to develop comprehensive emergency plans for target hazard subdivisions, in
conjunction with the continued implementation of the authority’s CWPP.
Continue to support staffing goals at designated wildland team stations, and maintain adequate
specialty equipment at these stations for deployment during large scale wildland fire incidents.
Training
•
•
•
•
•
•
•
•
Responded to nearly 500 incidents to provide safety officer capability
Completed nearly 1200 re-certifications with the Colorado Division of Fire Safety.
Conducted Lieutenant’s academy and conducted engineer’s academy.
Held 3 seminars led by outside national level instructors at our facilities.
Provided 3 regional training opportunities for our members to interact with our neighboring
agencies. These multi-company drills included live fire training, operations in mid-rise
buildings, and catastrophic Rapid Intervention operations.
Conducted 8 multi-company evolutions to meet our ISO requirements including night operations.
Conducted promotional testing for Engineers, Lieutenants, and Captains.
Completed 17 week academy with 12 recruits graduating December 20th, 2012.
2013 Goals:
•
•
•
•
•
•
•
•
Provide on scene safety officer response to significant incident to reduce injuries to our
members.
Conduct Command officers academy starting in February
Conduct Lieutenant’s academy starting in April
Conduct engineer’s academy starting in April
Adopt the Blue Card certification system and certify all chiefs, officers, and acting officers in the
program. Develop a command training center to facilitate this certification and conduct incident
command CE once all members have completed their initial certification. Provide a regional
resource for this type of training and work on ways to improve interoperability through this
program.
Hold 3 seminars led by outside national level instructors at our facilities. We will be partnering
with West Metro Fire for one of these classes.
Provide a minimum of 2 regional training opportunities for our members to interact with our
neighboring agencies. These multi-company drills will include live rural water supply
operations and firefighter safety.
With HR, coordinate the promotional testing for Battalion Chief.
203
Summary of Authority Calls
Jurisdiction
Fires
EMS
Alarms
Others
Total
2009
In*
Out**
294
49
7,124
502
2,109
37
3,322
449
12,849
1,037
Total Combined
2010
In*
Out**
332
59
7,285
535
2,028
30
3,202
413
12,847
1,037
13,886
13,884
*In the Authority
** Outside of the Authority
204
2011
In*
Out**
297
74
7,641
1,088
2,330
71
3,479
778
13,747
2,011
15,758
2012
In*
Out**
274
78
8,254
1,877
2,170
102
3,154
1,105
13,852
3,162
17,014
Fire Stations
All fire stations are staffed 24 hours a day, 7 days a week. The crews work on the A, B, C shift rotation
on a 24 day rotation schedule. Shifts work 48 hours and are off 96 hours.
Station 31 – 5901 S. Havana St, Greenwood Village, CO
This station is located in the northeast urban portion of the Authority and houses an Engine. There is a
Captain, an Engineer, and Firefighter housed at this station. The Dive Team is headquartered in this
station.
Station 32 – 5945 S. Quebec St., Centennial, CO
This station is just off of Interstate 25 in the north portion of the Authority. This station houses the north
Battalion Chief. There is a Medic unit and a Tower in the station. There are two Firefighter/Paramedics
at this station, a Captain, an Engineer, and two Firefighters.
Station 33 – 7281 E. Dry Creek Rd., Centennial, CO
This station is located in the western section of the urban area of the Authority. There is an Engine and
a Medic unit at this station. This station is staffed by a Captain, a Lieutenant, a Firefighter/Paramedic,
an Engineer, and a Firefighter.
Station 34 – 8871 Maximus Dr., Lone Tree, CO
This station is located near the intersection of Interstate 25 and E-470, the major east/west freeway in the
southern portion of the metropolitan area. The station houses the west Battalion Chief. The station is
staffed by a Captain, two Firefighter/Paramedics, an Engineer, and three Firefighters. There is a Tower
at this station, the Communications Unit and the Sno-Cat. The Heavy Rescue Team is based out of this
station.
Station 35 – 12080 E. Briarwood Ave., Centennial, CO
This station is located just off of Arapahoe Road in the very east edge of the Authority near the
Centennial Regional Airport. This station houses a Truck, an Engine, and a Medic unit. This station is
staffed by a Captain, a Lieutenant, two Engineers, two Firefighter/Paramedics, and four Firefighters.
This station is the headquarters for the ARFF Team and houses Red 1 and 2.
Station 36 – 421 E. Castle Pines Pkwy, Castle Rock, CO
This station is located in the Castle Pines suburban area in the southern portion of the Authority. This
station houses an Engine, CAFS Tender and a Brush Truck. This station is staffed by a Captain, an
Engineer, a Firefighter/Paramedic, and a Firefighter.
205
Station 37 – 5701 S. University Blvd., Greenwood Village, CO
This station is located in the northern part of a suburban portion of the Authority. It houses a Medic
unit. It is staffed by a Firefighter and a Firefighter/Paramedic.
Station 38 – 2460 E Quincy Ave, Cherry Hills Village, CO
Station 38 is brand new in 2013; the new building will house both South Metro Fire Rescue Authority
and Cherry Hills Village Police, both organizations shared the cost of construction and will now call the
building home. This station is the northern most station in the Authority. It is located in a suburban area
with large homes with small acreages. This station houses an Engine. It is staffed by a Captain,
Lieutenant, an Engineer, and a Firefighter/Paramedic.
Station 39 – 475 Happy Canyon Rd., Castle Rock, CO
This station is the southernmost station in the Authority. It is located off of Interstate 25 in a suburban
area. This station houses an Engine, a Medic and a Brush Type 3. It is staffed by a Captain, two
Firefighter/Paramedics, an Engineer, and two Firefighters. This station is the headquarters for the
Wildland Team.
Station 40 - 10297 N. Chatfield Dr., Littleton, CO
This station is located in the far western rural portion of the Authority. The station houses an Engine, a
Brush Truck, and a Tender. It is staffed by a Captain, a Firefighter/Paramedic, an Engineer, and a
Firefighter.
Station 41 – 10795 S. Pine Drive, Parker, CO
This station is located just east of downtown Parker. This station is equipped with a Squirt, a Medic
unit, a Tender, a Heavy Rescue and trailer, and the secondary Tech Rescue Team. This station houses a
Battalion Chief, two Firefighters, a Lieutenant, two Firefighter/Paramedics, and an Engineer. The
Medic unit is advanced life support (ALS) capable. This station was remodeled in 2005.
Station 42 – 7320 S. Parker Road, Foxfield, CO
This station is located in the northern portion of the Authority. The apparatus in this station includes an
Engine, a Medic unit, a Brush Truck, and the secondary Dive Team. This station was completely
remodeled in 2000. This station is staffed by one Lieutenant, a Firefighter, two Firefighter/Paramedics
and an Engineer.
Station 43 – 8167 N. Hillcrest Way, Parker, CO
This station is located within the Pinery subdivision and was built in 1983. The apparatus at this station
includes an Engine, a Brush Truck, and the secondary Wildland Team. This station is staffed by a
Lieutenant, a Firefighter/Paramedic, and an Engineer.
206
Station 44 – 12625 E. Lincoln Avenue, Englewood, CO
This station is located in the middle of the Authority and is about 2 miles east of Interstate 25, the major
north-south freeway through the state The apparatus at this station includes an Engine, a Medic unit, a
Brush Truck, the Unimog, and the secondary ARFF Team. This station was built in 1985. This station
is staffed by a Captain, Lieutenant, two Firefighters, a Firefighter/Paramedic and two Engineers.
Station 45 – 16801 Northgate Drive, Parker, CO
This station was built in 1998 and is located between two high density subdivisions and ½ mile south of
E-470, a major east-west route around the Denver metropolitan area. In 2007 an addition was completed
for a future battalion office and quarters. The apparatus at this station includes a Tower, a Brush Truck,
a Tender, and the HAZMAT Team. This station is staffed by a Captain, Lieutenant, two Firefighters,
and an Engineer.
Station 46 – 19310 Stroh Rd, Parker, CO
This station was completed in 2006. It is located in the southeast portion of the Authority at Stroh Road
and Parker Road. The apparatus in this station includes an Engine, a Medic unit, a Decon Trailer, CAFS
Tender, a Brush Truck and the secondary HAZMAT Team. This station is staffed by one Lieutenant,
two Firefighters, a Firefighter/Paramedic, and an Engineer.
Station 47 – 11685 N. Tomahawk Rd., Parker, CO
This station was completed in 2009. It is located on the eastern edge of the Authority in a rural area. It
houses an Engine and a Brush Truck. It is staffed with a Captain, a Lieutenant, a Firefighter/Paramedic,
an Engineer, and a Firefighter.
207
LID Report
Division - Project - Location: (60) Operations
Account #
Account
5000
Salaries
2011 Actuals
2012 Budget
2012 Estimated
2013 Budget
5200
5400
5600
FLSA
5700
Holiday Pay
6000
Pension Expense
6025
6050
6100
Health Insurance
6125
Vision Insurance
58,566
57,075
56,859
57,804
6150
Dental Insurance
250,156
254,225
244,201
275,347
6200
41,312
48,001
42,811
55,387
6225
91,717
96,003
93,824
168,964
6250
296,672
307,406
303,000
314,068
6300
323,860
316,373
319,180
318,180
6325
Greenwood Village Head Tax
328
6400
20,835
36,696
35,357
38,475
6475
Pension Benefit Payments
24,628
28,638
29,908
45,000
7000
General Supplies
11,461
7025
Office Supplies
7075
Postage/Shipping
7100
7125
Books/Publications
1,858
593
1,200
883
7150
Memberships
2,855
2,639
3,312
2,993
7175
Certifications
7225
2,277
2,500
6,000
3,907
7250
Uniforms
46,817
77,154
52,000
63,711
7275
7425
8175
11,518
39,060
18,000
4,000
8180
Dispatch Services
2,127,070
2,169,106
2,175,861
2,275,187
8225
3,719
10,250
4,000
7,000
8250
Travel/Lodging
6,898
7,500
2,500
6,000
8275
Mileage
33
8280
Tolls
55
8300
8375
20,636,997
21,818,837
20,626,389
21,719,161
325,766
300,000
557,855
300,000
53,131
36,702
76,486
46,000
258,295
300,000
276,168
300,000
574,919
600,000
602,038
600,000
2,540,638
2,618,260
2,475,167
2,633,211
419,725
441,020
435,646
438,559
267,356
282,300
292,258
289,461
3,174,426
3,049,846
2,969,428
3,338,545
422
874
15,100
1,000
17
1,000
621
28,412
506
15,000
555
503
648
4,192
600
16
3,000
4,350
3,000
200
Total Expenses
$ 31,580,176
208
$ 32,932,595 $
31,736,164
$ 33,306,444
LID Report
Division - Project - Location: (60-0000) Operations - Project Non-specific
Account #
Account
5000
Salaries
5200
2011 Actuals
2012 Budget
2012 Estimated
21,818,837
20,492,379
21,045,102
325,766
300,000
557,855
300,000
53,131
36,702
76,486
LID - Minimum Staffing/Constant Staffing
5400
2013 Budget
20,636,997
300,000
LID - Officer Meeting Overtime
46,000
20,000
LID - Operations involvement in Code Development Process
5600
LID - Special Events (FF Memorials x 2 (C. Springs &
L k
d) Ai Lif M
i l MDA (i E i ) & F
FLSA
5700
Holiday Pay
6000
Pension Expense
6025
6050
6100
6125
6,000
20,000
l
258,295
300,000
276,168
574,919
600,000
602,038
600,000
2,540,638
2,618,260
2,459,087
2,552,323
419,725
441,020
435,452
437,596
267,356
282,300
292,258
289,461
Health Insurance
3,174,426
3,049,846
2,929,304
3,207,984
Vision Insurance
58,566
57,075
56,057
55,449
6150
Dental Insurance
250,156
254,225
240,475
263,741
6200
41,312
48,001
42,811
53,636
6225
91,717
96,003
93,224
163,774
6250
296,672
307,406
299,517
297,794
6300
323,860
316,373
316,600
308,406
6325
328
6400
20,835
36,696
34,311
36,530
6475
Pension Benefit Payments
24,628
28,638
29,908
45,000
7000
General Supplies
11,461
7025
Office Supplies
7075
Postage/Shipping
7100
7125
Books/Publications
422
874
15,100
1,000
17
1,858
1,000
621
28,412
15,000
593
1,200
883
LID - Harvard Business Review
116
LID - Leader to Leader
100
LID - Legal Briefings for Fire Chiefs
99
LID - Miscellaneous
7150
300,000
500
LID - The Weekly Standard
48
LID - US News & World Reports (digital)
20
Memberships
2,855
2,639
3,312
LID - Chief Fire Officer (X3)
2,993
1,125
LID - DCFC (X2)
64
LID - IAFC (X2)
408
LID - Institute for Fire Engineers (X1)
131
LID - Leadership DC Sponsor (X1)
1,000
LID - NFPA (X1)
165
LID - NSEFO (X2)
7175
Certifications
7225
100
506
2,277
LID - Badges
555
2,500
6,000
3,907
1,087
LID - Flower (memorial/Cpt. Hager, Eng. John Wood Sr., FF
G
B
9/11)
LID - Food
LID - Line Performance ($300/BC x 10)
320
250
1,000
LID - Miscellaneous (Officers, XO & AC)
100
LID - Plaques
100
LID - Promotional Recognition
750
LID - Traditional Photo Collages
150
LID - Wall of Fame (Frames & Supplies)
150
209
Account #
Account
7250
Uniforms
2011 Actuals
46,817
2012 Budget
2012 Estimated
77,154
52,000
LID - Class A Dress Uniform (X14)
50,000
LID - New Recruits (X14)
5,600
LID - Replacements (XO & AC)
800
7275
503
7425
648
600
LID - iPad Wireless Connection
600
11,518
45,568
18,000
4,000
2,127,070
2,169,106
2,175,861
2,275,187
3,719
10,250
4,000
7,000
LID - Center for Creative Leadership x 1
8180
Dispatch Services
8225
4,000
LID - FDIC (3 + Baker)
5,000
LID - NSEFO or EFO Symposium x 2 (Daley & Baker)
8250
Travel/Lodging
2,000
6,898
7,500
2,500
LID - FDIC (3 + Baker)
Mileage
8280
Tolls
8300
2,000
33
16
55
4,192
3,000
4,350
LID - Business Meetings
3,000
1,500
LID - Officer & Opertions Meetings
8375
6,000
4,000
LID - NSEFO or EFO Symposium x 2 (Baker & Daley)
8275
63,711
7,311
LID - Line
8175
2013 Budget
1,500
200
Total Expenses
$ 31,580,176
210
$ 32,939,103 $
31,533,519
$ 32,371,077
LID Report
Division - Project - Location: (60-2190) Safer Grant
Account #
Account
5000
Salaries
2011 Actuals
2012 Budget
2012 Estimated
2013 Budget
6000
Pension Expense
6025
6100
Health Insurance
6125
Vision Insurance
802
2,355
6150
Dental Insurance
3,726
11,606
6200
6225
6250
134,010
674,059
16,080
80,887
194
963
40,124
130,561
1,750
600
5,190
3,483
16,274
6300
2,580
9,774
6400
1,046
Total Expenses
$
211
202,645
1,945
$
935,364
LID Report
Division - Project - Location: (62) Emergency Medical Services
Account #
Account
5000
Salaries
5200
5400
5550
6000
2011 Actuals
2012 Budget
502,188
2012 Estimated
2013 Budget
519,499
656,937
61,326
87,160
149,983
300,801
162,190
328,740
Instructors
44,301
46,232
61,000
49,521
Pension Expense
48,783
62,220
63,156
45,811
6025
12,532
10,069
11,070
7,635
6050
7,451
8,454
6,974
7,047
6100
Health Insurance
41,949
36,922
48,526
28,593
6125
Vision Insurance
765
766
962
597
6150
Dental Insurance
3,480
2,997
3,892
2,406
6200
703
1,141
738
956
6225
1,742
2,281
2,062
2,940
6250
6300
9,028
5,535
6400
7000
General Supplies
7025
Office Supplies
376
7075
Postage/Shipping
231
7100
9,196
34,602
7,303
34,480
7125
Books/Publications
6,937
15,620
6,714
22,061
7150
Memberships
2,414
2,050
1,425
2,560
7175
Certifications
4,121
2,900
3,151
4,550
7225
427
4,700
3,323
4,700
7250
Uniforms
1,013
6,180
2,200
7550
Fuel
8000
Printing/Binding
8025
Physicals
8050
Vaccinations
5,250
3,724
6,030
8150
Legal Counsel
6,534
15,000
3,000
15,000
8175
5,291
59,907
50,000
54,767
8225
3,086
34,705
11,591
50,301
8250
Travel/Lodging
2,734
34,601
11,931
46,501
8275
Mileage
481
1,000
500
1,000
8280
Tolls
8300
8375
8425
Outside Seminar Leaders
9700
9800
56,138
409,757
1,381
6,766
7,518
122
454
924
597
659
55,652
139,298
55,013
132,252
171
167
5,170
10,400
1,001
92
1,000
1,000
567
4,203
4,000
6,430
3,710
6,078
12,200
600
16,700
13,000
360
45,000
24,620
Total Expenses
$
212
984,591
$
1,389,649 $
1,278,961
11,000
$
1,447,030
LID Report
Division - Project - Location: (62-0000) Emergency Medical Services - Project Non-specific
Account #
Account
5000
Salaries
2011 Actuals
5200
56,138
5400
92,358
501,193
2012 Budget
2012 Estimated
518,499
655,960
91,360
128,190
408,757
61,326
239,240
LID - CPR/BLS/HCP Instructor Recertifications
2,000
LID - CPR/BLS/HCP Recertifications
2,000
LID - EMS Special Projects
6,400
LID - Overtime Coverage for Officer Paramedic Program
21,600
LID - Overtime for Apparatus Review and Development
M - iOvertime for Bi-Annual FI Focused Trainings
LID
2,880
5,760
LID - Overtime for Bi-Monthly EMS Supervisor/FI Meetings
23,040
LID - Overtime for COEMS Conference Shift Coverage
8,640
LID - Overtime for EMT CE Hours for Academy Candidates
1,000
LID - Overtime for Mandatory Paramedic Meetings
70,400
LID - Overtime for Monthly Coverage EMS Supervisor
25,920
LID - Overtime for Monthly Group EMS Supervisor Meetings
12,000
LID - Overtime for Monthly Shift EMS Supervisor Meetings
8,640
LID - Overtime for Paramedic school Split 50/50 01/08
24,000
LID - Overtime for Preparamedic A/P Split 50/50 01/08
4,800
LID - Overtime for Research and Development Discussion
2,880
LID - Overtime for SMFRA EMS Instructors for EMS Company
5550
2013 Budget
17,280
Instructors
3,601
LID - CO State Primary Instructors Course
3,000
LID - CO State Skills Intructors Course
600
6000
Pension Expense
48,783
62,220
63,156
6025
12,532
10,069
11,070
7,635
6050
7,451
8,454
6,974
7,047
6100
Health Insurance
41,949
36,922
48,526
28,593
6125
Vision Insurance
765
765
962
597
6150
Dental Insurance
3,480
2,997
3,892
2,406
6200
703
1,141
738
956
6225
1,742
2,281
2,062
2,940
6250
6300
9,028
5,535
6400
7000
General Supplies
1,381
6,766
LID - ACLS Student Packets
7,518
45,811
122
454
924
597
659
51,839
101,848
53,000
117,622
300
LID - Emergency Intubation Airway Equipment Accessories x 6
S
LID - EMS Administrative Supplies
LID - EMS Company Training Supplies
6,000
1,000
3,000
LID - EMS Disposable Supplies/ Replacement and Expired
M d- EMS Library - Educators
S li 01 30% d 08 0%
LID
81,522
2,000
LID - EMS Loaner Library
1,000
LID - EMS Training Supplies
1,000
LID - Expand EMS Supply Cache
5,000
LID - Issued Equipment for Paramedic Promotion
600
LID - IV Class Supplies
LID - Oxygen Cylinders - Rental and Refill 01
08 80%
LID 20%
- PALS dStudent
Packets
2,000
Split
4,400
300
LID - Pandemic Flu Preparedness Ongoing
1,000
LID - R & D Equipment
2,500
LID - Replacement Items Specific to the EMS Bureau
2,500
LID - Replacement Physio-Control LP 12 Batteries
2,500
213
Account #
Account
2011 Actuals
2012 Budget
2012 Estimated
LID - Training CD/DVD Programs
7025
Office Supplies
7075
Postage/Shipping
7100
7125
1,000
376
171
231
9,196
167
19,602
5,000
1,600
LID - Emergency Intubation Airway Equipment Accessories x 6
S - EMS Inventory Control System Development Ongoing
LID
9,000
LID - EMS Training Mannequins
9,180
LID - IO Equipment
1,500
LID - R & D EMS Advancements/Innovations Equipment
5,000
LID - Update/Replacement EMS Portable Suction Units x 9
7,200
Books/Publications
1,000
1,790
2,600
4,950
LID - Books and Subscriptions
2,631
LID - CPR Online Recertification Course Costs/Materials
1,700
LID - PALS Online Course/Testing with On Site Skills Testing
4,950
LID - Paramedic School Textbooks (Additonal Reference) X 3
600
Memberships
600
2,414
1,050
1,050
1,000
LID - Missouri Valley EMS
500
Certifications
1,205
2,200
LID - ACLS Recertifications Cards
50
LID - CPR/BLS/HCP
2,000
LID - National Registry Recertifications Cards
1,000
LID - PALS Recertification Cards
750
427
3,500
3,323
1,200
LID - EMS Week Recognition
2,500
Uniforms
1,000
949
2,670
2,200
400
LID - Uniforms x4 People
2,000
Printing/Binding
1,000
1,000
LID - Printing Costs
8025
Physicals
8050
Vaccinations
1,000
92
1,000
5,250
3,724
6,030
6,534
15,000
3,000
15,000
5,291
56,907
50,000
54,767
LID - Purchase Vaccine for Annual Flu Shots
6,030
Legal Counsel
LID - Legal Counsel (50/50 split 01/08)
8175
15,000
LID - Conference Booth Rental x2
1,200
LID - EMS Documentation Dictation
7,000
LID - EMS Inventory Control System Ongoing
1,800
LID - Exposure/Infection Control Course Maintenance
3,000
LID - HIPAA Compliance
4,000
LID - Physiocontrol LP12 Case Change Option
3,750
LID - Service agreement with Physicontrol
8225
2,670
270
LID - EMS Educator Uniforms x2
8150
4,700
LID - Clinical Masters/PM Meeting Instructor/Outside Volunteer
I
LID
- EMSRAwardsi iand Recognition
LID - Department Attire Admin Assistant x3
8000
4,550
750
LID - CPR/BLS/HCP Instructor Cards
7250
1,660
160
LID - IChiefs
7225
15,431
LID - ACLS Online Course/Testing with On Site Skills Testing
LID - EMSAC
7175
34,480
LID - AED units - Accessories
LID - Pre-Paramedic Textbooks x 3 Students (50/50 split 01/08)
7150
2013 Budget
34,017
2,233
LID - ACLS Outside Recert
6,100
8,200
50,051
450
LID - Advanced Paramedic Practice Course
5,100
LID - COEMS EMS Seminars for FF/EMTB
2,400
LID - COEMS EMS Seminars for Paramedic/FF
2,400
LID - EKG Course
300
LID - Electronic Delivery Training - CAPTIVATE
2,000
LID - Mountain States Employers Council (MSEC) Executive
L d- New
hi Hire
C EMTB/P
ifi
P Seminars CE Training
LID
LID - Out-of-State EMS Conference - Line Members
LID - PALS Outside Recert
11,000
1,200
2,000
450
214
Account #
Account
2011 Actuals
2012 Budget
2012 Estimated
2013 Budget
LID - Paramedic School x 3 Candidates
12,000
LID - Pinnacle EMS Conference - Line Members
2,000
LID - Preparamedic School A/P Courses x 3 Candidates split
750
LID - Seminars for Chief/2 x Captains/EXO
4,000
LID - Seminars for EMS Bureau Assistants
1,500
LID - Seminars for EMS Educators x 2
2,000
LID - State EMS Instructor Courses
8250
500
Travel/Lodging
2,518
22,100
10,000
46,500
LID - Travel/Lodging/Per Diem for EMS Bureau Assistants
1,500
LID - COEMS Travel/Lodging/Per Diem for FF/EMTB
6,000
LID - COEMSTravel/Lodging/Per Diem for Paramedic/FF
6,000
LID - Out-of-State EMS Conference Travel/Lodging/Per Diem
fLIDLi- Outside
M bEMS System Analysis
5,600
5,600
LID - Pinnacle EMS Conference Travel/Lodging/Per Diem for
Li
b
LID -M
Travel/Lodging/Per
Diem for Chief/2 x Captain/EXO
5,200
11,200
LID - Travel/Lodging/Per Diem for EMS Educator x 2
8275
5,400
Mileage
481
1,000
500
1,000
LID - Mileage EMS Reimbursement
500
LID - Mileage Reimbursement for Legal Proceedings
8280
Tolls
8300
500
567
4,203
1,840
3,000
6,078
LID - ACLS Faculty Meals
384
LID - Business Expense
960
LID - Clinicial Masters Food
1,500
LID - EMS Bureau Meeting Meals
600
LID - EMS Supervisor Meeting Foods
600
LID - PALS Faculty Meals
384
LID - Paramedic Meeting Meals
8375
1,650
7,200
600
11,700
LID - Biohazard Waste Disposal
1,200
LID - Emergency and Outside Repairs
3,500
LID - Mannequin Repair Parts
7,000
8425
9800
4,000
24,620
Total Expenses
$
215
868,661
$
989,598
$
1,166,836
$
1,127,139
LID Report
Division - Project - Location: (62-1120) EMT-B Class
Account #
Account
5550
Instructors
2011 Actuals
2012 Budget
44,301
2012 Estimated
41,952
2013 Budget
49,000
42,080
LID - Admin instructors
3,200
LID - Guest Instructors
7000
480
LID - Primary instructors
11,200
LID - Secondary instructors
27,200
General Supplies
499
3,750
478
5,430
LID - Disposable Suplies
1,950
LID - Misc Supplies
1,170
LID - New Equipment
1,170
LID - Oxygen
340
LID - Vehicles for Extrication
7125
800
Books/Publications
5,147
4,120
4,114
6,630
LID - Textbooks
7175
Certifications
8225
8425
6,630
1,600
951
236
360
Total Expenses
$
216
51,547
$
49,822
$
55,139
$
54,140
LID Report
Division - Project - Location: (62-1130) Bike Medic
Account #
Account
5000
Salaries
5400
2011 Actuals
2012 Budget
2012 Estimated
2013 Budget
995
1,000
977
1,000
57,625
54,061
34,000
89,500
LID - 26 events - 35 Days
28,940
LID - IKEA Coverage 11/23/2013
1,040
LID - International Women's Golf Tournament
22,400
LID - One annual team meeting per shift
5,760
LID - OT for Bike Medic Team Administration
3,840
LID - OT for IPMBA Training Cert Class
19,200
LID - OT for Maintenance of Bikes
3,200
LID - OT for Maintenance of Trailer
1,600
LID - Ot for School Bike Safety/Rodeo Program
640
LID - Team annual certification ride
5550
2,880
Instructors
1,280
3,840
LID - OT for IPMBA Instructor
7000
3,840
General Supplies
3,167
7,100
1,315
6,200
LID - AED Medical Equipment
1,080
LID - Bike and Trailer Maintenance Supplies
3,210
LID - EMS Medical supplies
1,500
LID - O2 Clylinder Purchase
250
LID - O2 Cylinder Refill
7125
Books/Publications
7150
Memberships
160
1,000
900
375
900
LID - IPMBA Memberships
7250
900
Uniforms
3,310
2,500
LID - Uniforms
8225
2,500
370
250
LID - Bike Maintenance Class
250
Total Expenses
$
217
62,158
$
68,651
$
36,667
$
104,190
LID Report
Division - Project - Location: (62-2130) EMS Training /Education
Account #
Account
5400
5550
Instructors
7000
General Supplies
7100
2011 Actuals
2012 Budget
2012 Estimated
155,380
3,000
146
12,000
26,600
220
15,000
2,303
7125
Books/Publications
10,500
7150
Memberships
7175
Certifications
7225
7250
Uniforms
8175
8225
483
28,604
3,155
8250
Travel/Lodging
216
12,500
1,931
8300
4,590
710
8375
5,000
8425
100
1,316
2,900
1,200
64
200
3,000
13,000
Total Expenses
2,225
218
281,574
20,319
2013 Budget
LID Report
Division - Project - Location: (62-2180) Quick Response EMS Vehicle
Account #
Account
5200
2011 Actuals
83,000
General Supplies
3,000
LID - Supplies - Get Ready
8375
3,000
Fuel
10,400
LID - Quick Response Vehicle Fuel
10,400
5,000
LID - Quick Response Maintenance and Repair
9700
9800
2013 Budget
4,160
LID - Quick Response EMS Vehicle
7550
2012 Estimated
87,160
LID - Holdover OT
7000
2012 Budget
5,000
45,000
LID - Prep for Quick Response
15,000
LID - Unit Purchase
30,000
11,000
LID - Purchase I Stat Blood Analyzing System and accessories
Total Expenses
11,000
161,560
219
LID Report
Division - Project - Location: (64) Special Operations
Account #
Account
5000
Salaries
5200
5250
Wildland Callout
5275
USAR Callout
5350
Cover Wildland Callout
5375
Cover USAR Callout
5400
5550
2011 Actuals
2012 Budget
146,274
2012 Estimated
142,216
2013 Budget
150,046
143,218
46,008
69,811
100,598
94,312
178,376
100,000
301,185
180,000
27,213
168,000
80,000
224,556
120,000
3,082
117,412
168,000
12,964
281,616
352,276
254,571
Instructors
23,565
59,583
96,587
84,183
6000
Pension Expense
14,379
14,786
14,380
14,786
6025
4,700
4,929
4,886
4,929
6050
2,350
2,464
2,443
2,464
6100
Health Insurance
14,620
13,988
13,844
15,167
6125
Vision Insurance
261
261
259
254
6150
Dental Insurance
1,202
1,202
1,194
1,296
6200
229
271
241
315
6225
517
542
538
949
6300
1,792
2,091
1,761
1,787
6400
7000
General Supplies
7025
Office Supplies
7075
Postage/Shipping
7100
7125
Books/Publications
7150
Memberships
7175
Certifications
7225
7250
Uniforms
7275
54,010
7375
7425
3,133
2,437
7550
Fuel
500
100
8000
Printing/Binding
200
235
8175
4,617
17,800
2,809
24,100
8225
26,038
23,500
20,653
32,600
8250
Travel/Lodging
31,800
22,290
28,983
41,400
8275
Mileage
1,739
6,600
1,092
5,500
8300
3,779
3,800
2,429
2,800
8350
Routine Maintenance
116,515
116,350
114,153
134,440
8375
4,787
3,500
16,810
9,000
8400
Equipment Rental
8425
9800
381,054
46
132
100
278
175,450
221,358
163,997
287,521
3,203
1,700
1,728
4,274
114,002
88,772
29,611
786,465
70
1,900
25
1,600
1,140
4,640
25
950
1,207
5,890
3,100
5,390
2,118
5,450
1,055
5,300
17,538
4,100
4,469
10,730
138,270
156,915
171,920
500
500
1,074
53
Total Expenses
$
220
952
7,320
150
11,255
85,153
55,550
62,780
29,200
1,480,546
$
1,745,675 $
1,822,050
$
2,777,937
LID Report
Division - Project - Location: (64-0000) Special Operations - Project Non-specific
Account #
Account
5000
Salaries
5400
2011 Actuals
2012 Budget
2012 Estimated
2013 Budget
117,617
123,217
118,582
124,219
3,410
32,300
3,000
27,300
LID - OT Meetings
2,500
LID - Special Events
5,800
LID - Special Projects
3,000
LID - Wildland Red Flag
16,000
6000
Pension Expense
14,379
14,786
14,380
14,786
6025
4,700
4,929
4,886
4,929
6050
2,350
2,464
2,443
2,464
6100
Health Insurance
14,620
13,988
13,844
15,164
6125
Vision Insurance
261
261
259
254
6150
Dental Insurance
1,202
1,202
1,194
1,296
6200
229
271
241
315
6225
517
542
538
949
6300
1,792
2,091
1,761
1,787
6400
7000
General Supplies
46
132
100
278
763
8,500
3,520
1,000
LID - Supplies
7025
1,000
Office Supplies
500
500
LID - Misc
500
120
12
100
7075
Postage/Shipping
7100
7125
Books/Publications
7150
Memberships
7225
7250
Uniforms
7275
500
8000
Printing/Binding
200
8175
8225
4,075
1,000
1,000
8250
Travel/Lodging
1,760
2,000
2,000
8275
Mileage
8300
8350
Routine Maintenance
8375
1,738
841
300
3,240
39
500
500
500
500
1,041
500
500
500
200
167
24
Total Expenses
$
221
169,701
$
1,500
725
1,500
1,000
100
1,000
500
95
217,243
$
168,051
500
$
202,841
LID Report
Division - Project - Location: (64-1000) Technical Rescue Operations
Account #
Account
5000
Salaries
5200
2011 Actuals
2012 Budget
2012 Estimated
2013 Budget
995
1,000
1,000
1,000
11,299
4,680
7,411
8,040
3,360
LID - Backfill
4,680
LID - Backfill
5400
12,958
12,090
9,724
16,692
LID - AutoX
4,680
LID - Bailout
1,872
LID - Program mgmt
3,744
LID - TRT Leads Mtg
2,496
3,900
LID - TRT member trn
5550
17,213
Instructors
23,549
22,166
28,640
19,280
LID - 13 Day TRT School
936
LID - Commmercial RIT
1,872
LID - Confine Space
936
LID - Heavy Extrication
LID - Rope Trn
1,872
LID - Structural Collapse
1,872
1,872
LID - Trench Trn
7000
17,852
General Supplies
10,500
26,939
67,250
50,000
LID - Bailout
LID - Confine Space
4,500
LID - Line Equipt
1,000
LID - Personal Rope Bags
5,250
LID - Response Equipt
1,000
LID - Rope Rescue
1,500
LID - Structural Collapse
1,500
2,500
LID - Trench Rescue
7075
Postage/Shipping
7100
17
2,152
12,000
1,698
9,000
9,000
LID - Rope Rescue
7275
1,170
920
LID - Gloves
320
LID - Headlight
250
350
LID - Uniform
8225
1,625
1,200
2,100
3,600
1,200
LID - Advanced Extrication
2,400
LID - AutoX
621
8250
Travel/Lodging
8275
Mileage
8300
120
8350
Routine Maintenance
290
200
30
1,000
12
1,000
LID - General Repair
8375
1,000
14
1,000
LID - Facilities Rental
1,000
Total Expenses
$
222
65,140
$
67,389
$
71,097
$
137,142
LID Report
Division - Project - Location: (64-1010) Hazardous Materials Operations
Account #
Account
5000
Salaries
5200
2011 Actuals
2012 Budget
747
6,871
2012 Estimated
25,319
8,063
14,976
LID - Drill Coverage
11,700
5,850
19,932
23,291
23,881
7075
5,616
LID - Maintence
14,352
LID - Shift Trn
12,960
5,850
19,974
General Supplies
24,500
15,365
24,500
LID - Absorbent/Supplies
4,500
LID - Decon
1,000
LID - Disposable Equipt
8,000
LID - Misc Supplies
1,500
LID - Sensors/parts
8,500
LID - Training Supplies
1,000
437
Postage/Shipping
750
72
750
10,825
65,537
750
LID - Postage
7100
7125
Books/Publications
15,300
65,537
LID - New Monitors
1,000
1,000
1,000
LID - Reference Material
7225
7250
Uniforms
240
331
2,400
2,400
LID - Full Coverage
7275
38,778
LID - Admin/Mtg
LID - Trn Coverage
7000
32,526
LID - DHS Coverage
LID - Training Coverage
5400
2013 Budget
7,709
6,000
6,178
8,000
LID - PPE Replacement
8000
Printing/Binding
8225
235
774
3,000
3,000
LID - IAFC HazMat
42
8250
Travel/Lodging
8275
Mileage
8300
622
8350
Routine Maintenance
415
8375
789
356
6,350
56
2,200
6,350
LID - Conference Travel
0
2,200
2,200
LID - Mileage
455
247
1,500
1,275
8400
Equipment Rental
1,500
1,500
LID - Repairs
8425
8,000
53
3,500
7,755
7,755
LID - RAE Scv Techs
66,235
Total Expenses
223
88,060
75,010
194,296
LID Report
Division - Project - Location: (64-1020) Aircraft Rescue Operations
Account #
Account
5000
Salaries
2011 Actuals
995
5200
446
5400
2012 Budget
2012 Estimated
1,000
2013 Budget
1,000
1,000
1480
5,275
12,444
5,876
12,244
LID - Coordinator Hours
3,744
LID - OT
6,000
LID - OT
5550
Instructors
7000
General Supplies
2,500
3,500
275
3,500
LID - Instruct
3,500
4,311
3,700
20,600
LID - AFFF Foam
12,000
LID - ARFF Equipt
1,500
LID - Clearn Gard
800
LID - Foam
1,800
LID - Nitrogen
500
LID - Purple K
2,500
LID - Supplies
7150
1,500
Memberships
200
200
LID - Working Group
7225
7250
Uniforms
8225
200
150
500
4,960
4,000
4,950
19,500
LID - Attend outside training
3,000
LID - FAR at DIA
6,000
LID - Red 1
4,500
LID - Tuition
8275
6,000
Mileage
40
300
100
350
LID - Mileage
8300
350
1,015
Total Expenses
$
224
17,042
200
$
25,794
$
13,881
$
57,394
LID Report
Division - Project - Location: (64-1030) Dive/Water Rescue Operations
Account #
Account
5000
Salaries
2011 Actuals
995
2012 Budget
1,000
2012 Estimated
1,000
2013 Budget
1,000
5200
731
8,000
14,653
10,200
5400
6,345
1,500
3,475
2,000
5550
Instructors
609
6,500
17,105
17,000
LID - Backfill
10,200
LID - Line Class
9,400
LID - PSD/DRI/Team
7000
7,600
General Supplies
10,187
7,000
5,743
5,000
LID - Line Swift Water
2,000
LID - Misc Supplies
7100
3,000
10,296
5,700
9,500
LID - Sonar Unit
5,500
LID - Whites HazMat Dry
4,000
7175
Certifications
407
7225
7250
Uniforms
792
8175
500
8225
8275
8300
8350
Routine Maintenance
8375
2,000
1,500
1,000
LID - PSD
1,000
500
500
500
6
500
22
1,500
LID - Dive Rescue Inter
1,500
1,758
7,000
1,700
Mileage
500
61
100
100
5,000
3,500
3,689
250
LID - Dive Scv and Repair
3,500
1,346
Total Expenses
$
225
37,657
120
$
45,300
$
45,385
$
52,050
LID Report
Division - Project - Location: (64-1040) Wildland Operations
Account #
Account
5000
Salaries
2011 Actuals
5,877
2012 Budget
1,000
2012 Estimated
1,362
1,000
5200
9,248
12,168
19,979
22,776
LID - Front Range Sympos
4,680
LID - Prescribed Fire Exch
7,488
LID - S-234 Fire Class
3,120
LID - Wildfire Academy
3,744
LID - Wildfire College
5400
3,744
32,009
56,208
31,364
4,608
LID - FDO
4,500
LID - Prescribe Fire
6,000
LID - Program mgmt
14,976
LID - Saw Trn
8,736
LID - Single Resource
3,120
LID - Team Safety
5,148
3,744
Instructors
3,320
26,034
21,006
LID - Line Ops Safety
10,530
3,120
LID - S-234 Prescribed
3,120
LID - Safety Refresher
1,872
LID - Saw Refresher
4,680
1,152
General Supplies
14,967
11,775
12,895
1,000
LID - Deploy Gear
3,000
LID - Hose
1,500
LID - Hose Packs
2,275
LID - Misc Equipt
3,000
LID - PPE Kits
1,000
7100
7125
Books/Publications
7250
Uniforms
7275
1,000
6,574
37
107
10,410
42
9,000
5,654
LID - Line Ops PPE
6,000
85
4,000
4,000
LID - Front Range Sympo
2,000
Travel/Lodging
150
4,000
360
LID - Hotel/air Wl Trn
1,500
Mileage
123
1,000
8
283
1,000
378
83,189
126,185
97,198
LID - Mileage
8425
4,000
2,500
LID - Perdiem
8300
4,000
2,000
LID - Wildfire Acad
8275
9,000
3,000
LID - Team Member PPE
8250
12,775
LID - Appliances
LID - Trn/mtgs
8225
24,474
LID - S-212 Chain Saws
LID - Single Resource
7000
50,832
LID - Coop Mtgs
LID - WL IMT mtgs
5550
2013 Budget
500
500
150
Total Expenses
226
129,357
LID Report
Division - Project - Location: (64-1050) Wildland Callout
Account #
Account
5250
Wildland Callout
2011 Actuals
178,376
2012 Budget
100,000
2012 Estimated
301,185
180,000
5350
Cover Wildland Callout
117,412
80,000
224,556
120,000
5400
7000
General Supplies
2,880
2013 Budget
14,195
948
5,000
340
5,000
28,092
10,000
26,028
20,000
LID - Supplies
8250
Travel/Lodging
8300
5,000
LID - Lodging
20,000
167
Total Expenses
$
227
327,875
$
195,000
$
566,304
$
325,000
LID Report
Division - Project - Location: (64-1060) SWAT Team Operations
Account #
Account
5000
Salaries
5200
5400
2011 Actuals
2012 Budget
2012 Estimated
2013 Budget
995
1,000
1,000
12,505
5,500
14,524
1,000
5,520
65,934
43,520
33,680
53,280
LID - DCSO In-service instructor
1,600
LID - Marksmanship Course
4,480
LID - New Hire Academy
8,000
LID - OT training
33,600
LID - Pike National Forest Scouts
3,200
LID - South Area SWAT Academy
7000
General Supplies
7225
2,400
1,003
3,500
837
3,000
143
300
120
7250
Uniforms
982
640
241
320
7275
1,263
3,500
4,699
2,500
8175
30
10,000
10,000
8225
8250
Travel/Lodging
1,000
1,000
8275
Mileage
8425
1,000
1,000
LID - Generael Supplies
3,000
300
1,050
353
LID - Range Officer Fee
1,000
Total Expenses
$
228
84,257
$
69,960
$
55,101
$
77,920
LID Report
Division - Project - Location: (64-1090) USAR
Account #
Account
5000
Salaries
2011 Actuals
5200
4,781
5275
USAR Callout
3,082
5375
Cover USAR Callout
5400
7000
General Supplies
7100
7225
8275
Mileage
2012 Budget
995
2012 Estimated
1,000
2013 Budget
1,000
1,000
19,730
27,213
45,943
168,000
12,964
31,000
39,357
715
168,000
31,000
148
6,800
1,200
1,200
789
497
500
LID - Mileage
500
Total Expenses
$
229
63,105
$
201,200
$
100,909
$
201,700
LID Report
Division - Project - Location: (64-1110) CPAT
Account #
Account
5400
7000
General Supplies
7100
2011 Actuals
2012 Budget
2012 Estimated
693
1,900
1,200
Total Expenses
$
230
3,100
$
693
2013 Budget
LID Report
Division - Project - Location: (64-1140) Maps
Account #
Account
5000
Salaries
5400
7000
General Supplies
2011 Actuals
2012 Budget
2012 Estimated
2013 Budget
995
1,000
1,000
1,000
2,464
5,000
5,385
15,000
7,068
7,500
7,392
28,000
LID - OT
15,000
3,000
LID - Air Cards
3,000
LID - Apple Server
13,000
LID - Computer Tablets
LID - Garmin Data Updates
1,500
LID - Garmin Units
1,500
LID - ICS Program
1,000
LID - IPAD Apps
500
LID - Licenses
3,000
LID - MetCom Map
7100
1,500
Equipment $500-$4,999
1,099
Total Expenses
$
231
10,528
$
13,500
$
14,876
$
44,000
LID Report
Division - Project - Location: (64-2010) Tracked Response Operations
Account #
Account
5000
Salaries
5200
LID - Backfill
5400
LID - In house Trn
2011 Actuals
2012 Budget
2012 Estimated
2013 Budget
1,666
1,000
1,000
1,000
0
3,744
2,088
3,000
3,000
1,734
3,978
4,216
14,000
2,080
LID - OSHA
2,560
LID - OSHA Course
4,800
LID - OT
2,560
LID - Project/Mtg
1,000
LID - Staging
7000
1,000
General Supplies
LID - Equipt
599
5,500
500
LID - Tools
7250
Uniforms
LID - Uniforms
7550
Fuel
8225
8250
5,500
5,000
500
284
500
100
4,800
4,776
Travel/Lodging
LID - OSHA Course
1,140
861
8350
Routine Maintenance
3,500
8425
4,776
500
500
1,200
1,200
320
Total Expenses
$
232
8,775 $
24,482
$
13,825 $
25,200
LID Report
Division - Project - Location: (64-2020) SCBA Operations
Account #
Account
5000
Salaries
5200
2011 Actuals
2012 Budget
995
2012 Estimated
1,000
2013 Budget
1,000
1,000
2,000
2,250
LID - Backfill
5400
7000
General Supplies
2,250
20,543
28,500
23,600
28,000
16,665
27,900
50,000
21,250
LID - Tech's
28,000
LID - Airpacks
11,500
LID - Compressor
6,200
LID - R.I.T.
1,800
LID - Supplies
750
LID - Tech tools
7075
1,000
Postage/Shipping
150
306
650
LID - Equipt
7100
650
38,976
31,740
651,356
LID - 45/60 Min bottles
626,956
LID - Tech Rescue packs
16,000
LID - Voice Amps
7225
8,400
300
300
LID 7275
8175
8300
8350
Routine Maintenance
300
372
2,564
1485
35
100
4,968
5,500
3,440
23,590
LID - Compressor
3,400
LID - Compressor
11,100
LID - Fit Test Machines
5,490
LID - Flow Test Machines
2,100
LID - Hydro Testing
8375
9800
1,500
918
5,006
42,753
Total Expenses
$
233
128,939
29,750
$
126,690
29,750
$
114,687
$
728,396
LID Report
Division - Project - Location: (64-2030) Honor Guard
Account #
Account
5000
Salaries
5200
5400
7000
General Supplies
2011 Actuals
2012 Budget
995
2012 Estimated
2013 Budget
1,000
1,000
1,000
8,400
5,395
10,000
8,115
4,200
2,078
5,000
139
1,000
311
1,000
LID - Backfill
10,000
LID - Supplies
7225
7250
Uniforms
1,000
120
15,073
100
2,855
4,000
LID - Doublets
8225
8250
Travel/Lodging
4,000
125
1,118
800
992
5,000
500
LID - CPFF HG Academy
2,400
LID - NFFF Memorial
2,100
LID - Pipe/Drum Conference
8350
22
Routine Maintenance
$
Total Expenses
234
25,463
500
$
16,000
30
$
12,906
500
$
26,500
LID Report
Division - Project - Location: (64-2040) Explorer Program
Account #
Account
5000
Salaries
2011 Actuals
995
5200
129
5400
2012 Budget
2012 Estimated
1,000
2013 Budget
1,000
1,000
2,850
8,137
11,661
2,095
1,872
8,735
10,569
LID - Coordinator
5550
1,872
Instructors
2,423
LID - Additional Instruct
936
LID - Primary Instruct
5,928
LID - Safety Officer
780
LID - Secondary Instruct
7000
2,925
General Supplies
-187
1,420
300
1,420
LID - New member supplies
100
LID - Training Vehicles
1,320
7150
Memberships
640
7250
Uniforms
214
1,010
1,010
LID - Class-B Shirts
400
LID - Pants
250
LID - T-Shirts
7275
8175
8300
360
695
14
63
Total Expenses
$
235
13,123
$
15,091
$
14,980
$
15,871
LID Report
Division - Project - Location: (64-2050) Fitness and Wellness Operations
Account #
Account
5000
Salaries
5200
5400
2011 Actuals
2,967
2012 Budget
2,000
2012 Estimated
2,978
16,791
19,240
15,641
9,120
LID - Line Training
4,120
6,000
9,267
General Supplies
6,762
6,700
1,000
135
LID - Bumper Plates
200
50
LID - Conditioning Rope
150
LID - Dumbell Rack
290
LID - DVD Player
75
LID - Kettlebells
276
LID - Kettlebells
325
LID - Kettlebells
250
LID - Medicine Balls
175
LID - Misc Dept Equipt
4,000
LID - Olympic bar
150
LID - Pull up Bar
175
LID - Shot Mallets
400
LID - Situp Mach
400
LID - Stereo
100
LID - TV/wall mount
325
5,659
1,200
13,725
LID - Assist bands
500
LID - Hex Dumbbell Set
2,475
LID - IPAT Dummy
2,400
LID - Lat Pull Down
1,500
LID - Power Station
1,350
LID - Stairmill
3,000
LID - Treadmill
2,500
Books/Publications
600
25
LID - Crossfit
100
Memberships
500
1,200
25
LID - Crossfit
250
Certifications
800
3,890
1,600
2,000
LID - Crossfit Level 1
500
LID - Mobility Cert
900
LID - Rowing Cert
395
595
1,975
2,500
75
LID - T-Shirts
7250
Uniforms
7275
8175
2,500
2,500
850
1,050
1,142
1,302
3,000
2,682
1,500
LID - Prof Service
8225
4,390
LID - Crossfit Level 1
LID - Running Cert
7225
750
500
LID - Crossfit
7175
600
500
LID - Fitness
7150
8,476
LID - Box Jump
LID - Climbing Rope
7125
19,240
LID - Incumbent Testing
LID - 4 Glute Ham Delev
7100
2,000
211
LID - OT
7000
2013 Budget
3,000
5,934
236
1,500
Account #
Account
2011 Actuals
2012 Budget
2012 Estimated
2013 Budget
1,500
LID - FFCC
8250
Travel/Lodging
8275
Mileage
8300
17
100
457
500
518
500
3,636
11,850
1,300
11,850
500
LID - Meetings
8350
Routine Maintenance
8,600
LID - Fitness Equipt
3,250
LID - Fitness Equipt
8375
1,083
1057
3,000
3,000
LID - Ceiling Raise/wall
8425
952
2,500
2,500
200
LID - Crossfit
1,500
LID - Events
800
LID - Instructors
$
Total Expenses
237
51,181
$
55,642
$
34,214
$
74,031
LID Report
Division - Project - Location: (64-2070) Water Supply
Account #
Account
5000
Salaries
2011 Actuals
1,917
2012 Budget
1,000
2012 Estimated
1,000
2013 Budget
1,000
5400
3,916
7,500
6,200
7,500
34,525
57,500
27,300
37,000
LID - OT
7000
7,500
General Supplies
LID - Hard Suction
2,500
LID - Misc Equipt
8,000
LID - Port-a-Tank
1,500
LID - Replacement Hose
7075
Postage/Shipping
7100
25,000
590
2,648
18,000
LID - E41
8275
18,000
Mileage
192
500
210
500
LID - Mileage
500
Total Expenses
$
238
40,550
$
66,500
$
37,948
$
64,000
LID Report
Division - Project - Location: (64-2072) Ladders
Account #
Account
5000
Salaries
5400
2011 Actuals
2012 Budget
995
1000
5,042
9,500
1,488
6,900
2012 Estimated
1,000
9,500
General Supplies
1,200
6,900
6,900
LID - Supplies/Equipt
7100
1,000
9,500
LID - Staffing Expenses
7000
2013 Budget
2,864
Total Expenses
10,389
239
1,420
17,400
3,620
17,400
LID Report
Division - Project - Location: (64-2073) Nozzles
Account #
Account
5000
Salaries
5400
2011 Actuals
2012 Budget
1,835
1000
520
4,308
6,829
3,871
2012 Estimated
2013 Budget
1,000
1,000
2,880
2,880
LID - General
7000
General Supplies
6,626
3,720
LID - Hand Tools
200
LID - Manufact tools
300
LID - Shelving
200
950
LID - TFT 1.75"
2,070
LID - TFT 2.5"
7075
546
Postage/Shipping
830
15
774
500
LID - Auto Nozzle Refurb
274
LID - New Purchases
7100
8250
Travel/Lodging
8300
8350
Routine Maintenance
8,310
12,625
7,810
1,500
307
10,000
10,000
LID - Blitzfire Nozzles
319
23
2,000
3,000
2,000
LID - Auto nozzle
1,000
LID - Deck Gun
8375
612
1,500
1,500
LID - Nozzle repair
$
Total Expenses
240
18,972
$
26,134
$
15,781
$
22,874
LID Report
Division - Project - Location: (64-2074) Ops Equipment
Account #
Account
5000
Salaries
5400
2011 Actuals
2012 Budget
2012 Estimated
2013 Budget
995
1000
1,000
1000
10,257
15,000
10,606
15,000
20,693
20,000
19,976
25,000
15,000
LID - Equipment Maint
7000
General Supplies
15,000
LID - Equipment
5,000
LID - Extinguisher Service
5,000
LID - R&D
7075
7100
17
Postage/Shipping
11,334
20,000
241
1,000
3,470
5,000
5,000
5,000
LID - New Engine
8275
Mileage
60
1,000
1,000
LID - Mileage
8350
Routine Maintenance
5,000
5,000
LID - Maintenance
8375
7,872
Total Expenses
$
241
47,009
$
62,000
$
39,514
$
52,000
LID Report
Division - Project - Location: (64-2075) PPE
Account #
Account
5000
Salaries
5400
2011 Actuals
2012 Budget
995
2012 Estimated
1,000
2013 Budget
1,000
1,000
300
200
LID - OT
7075
7275
200
Postage/Shipping
198
96
41,270
117,050
140,383
151,000
16,000
LID - Emergency Replace
35,000
LID - Misc
100,000
LID - Scheduled Replace
8350
Routine Maintenance
90,236
75,000
107,778
75,000
LID - Repairs/Cleaning
75,000
Total Expenses
$
242
132,699
$
193,350
$
249,257
$
227,200
LID Report
Division - Project - Location: (64-2076) Saws
Account #
Account
5000
Salaries
2011 Actuals
2012 Budget
995
2012 Estimated
1000
2013 Budget
1,000
1000
LID - Coordinator pay
5400
1,000
1,327
5,616
2,434
5,616
4,616
4,500
414
4,500
LID - OT
7000
5,616
General Supplies
LID - Mileage
500
LID - Replacement Chains
2,000
LID - Replacement Cut-Off Blades
1,000
LID - Replacement Parts
7100
1,000
4,000
4,307
3,360
4,347
LID - Partner K-1250 Cutoff saw
1,699
LID - Partner K-960 Cutoff saw
1,449
LID - Stihl
8175
8275
Mileage
8350
Routine Maintenance
8375
1,199
192
500
149
205
1,500
1,385
1,500
LID - Chain sharpening
500
LID - Outside repair
1,000
Total Expenses
$
243
11,279
$
17,423
$
8,798
$
16,963
LID Report
Division - Project - Location: (64-2077) Thermal Imager
Account #
Account
7000
General Supplies
2011 Actuals
2012 Budget
1,408
2012 Estimated
2,130
2013 Budget
2,931
3,130
1,380
LID - Batteries for TIC's
750
LID - Battery Chargers
1,000
LID - Retracable Lanyards
7075
1,842
Postage/Shipping
631
2,000
2,000
LID - Postage
8175
7,200
9,600
4,400
LID - Warranty for each year 4
5,200
LID - Warranty for each year 5
8350
Routine Maintenance
9,640
6,000
1,040
10,000
42,400
25,800
33,000
29,200
10,000
LID - General Maint
9800
29,200
LID - 4 TIC's
Total Expenses
$
244
55,289
$
41,130
$
37,602
$
53,930
LID Report
Division - Project - Location: (64-2100) Incident Management Team
Account #
Account
5000
Salaries
5200
Minimum Staffing
5400
2011 Actuals
2012 Budget
2012 Estimated
706
2013 Budget
3,415
4,214
7,172
25,120
17,071
25,120
25,120
LID - OT
7000
7250
1,619
General Supplies
1861
2,500
LID - Admin Kit
2,500
Uniforms
1,500
1,500
LID - Uniforms
7375
7425
8175
8225
8250
Travel/Lodging
8275
Mileage
8300
1,074
3,133
174
2,437
100
1,000
320
1,850
93
78
1,850
200
200
700
700
700
LID - Supplies
Total Expenses
$
245
10,765
$
31,103
$
30,470
$
31,870
LID Report
Division - Project - Location: (67) Training
Account #
Account
5000
Salaries
5200
5400
5550
Instructors
5555
Safety Officer
6000
2011 Actuals
2012 Budget
2012 Estimated
2013 Budget
734,489
633,792
663,721
647,335
15,106
120,208
62,852
142,912
68,769
123,000
140,465
179,928
105,139
87,880
227,529
171,990
5,535
7,320
7,810
9,000
Pension Expense
87,445
76,055
74,834
77,800
6025
14,688
14,660
14,691
14,951
6050
8,643
10,332
10,921
11,491
6100
Health Insurance
103,789
86,844
84,610
94,245
6125
Vision Insurance
1,918
1,765
1,732
1,719
6150
Dental Insurance
8,525
7,477
7,312
8,062
6200
1,447
1,394
1,334
1,635
6225
3,125
2,789
2,815
4,992
6250
5,064
4,612
2,546
2,356
6300
11,058
9,190
9,931
9,401
6400
531
1,056
969
1,112
7000
General Supplies
27,706
134,870
56,637
100,140
7025
Office Supplies
2,194
3,800
1,514
7050
Computer Supplies
7075
Postage/Shipping
7100
7125
Books/Publications
7150
Memberships
789
1,553
474
1,525
7175
Certifications
1,831
32,190
31,817
16,200
7225
4,266
5,600
3,367
5,400
7250
Uniforms
1,617
9,930
18,486
3,600
7275
599
41,100
42,057
4,000
7325
Telephone
7425
967
1,250
869
1,250
7525
Trash Service
907
2,450
1,556
1,972
7550
Fuel
1,541
2,600
8000
Printing/Binding
8175
8225
8250
Travel/Lodging
8275
Mileage
8280
Tolls
8300
8350
Routine Maintenance
8375
8400
Equipment Rental
8410
Space Rental
8425
9800
3,200
30
18,066
35
175
50
170
13,366
89,049
11,340
9,700
7,249
19,430
17,673
8,250
97
2,566
90
600
4,643
89,000
40,330
82,200
600
18,586
60,150
37,243
56,760
6,899
53,280
46,159
41,260
300
516
300
8,637
15,180
15,365
12,840
612
5,360
113
5,900
8,575
62,000
15,765
29,500
284
5,850
150
5,800
4,650
26,547
84,000
18,000
Total Expenses
$
246
1,314,511
$
1,923,491 $
84,243
74,100
18,000
1,763,837
$
1,864,261
LID Report
Division - Project - Location: (67-0000) Training - Project Non-specific
Account #
Account
5000
Salaries
5200
2011 Actuals
2012 Budget
2012 Estimated
633,792
663,721
647,335
15,106
120,208
62,852
142,912
LID - Engineer CE
31,920
LID - Fire department instructors conference Indy
1,920
LID - Fire department instructors conference Indy training staff
2,200
LID - Fire Rescue International
3,400
LID - Fire Rescue International training staff
2,432
LID - Indiana IMS class
3,840
LID - Officer CE
5400
97,200
68,769
100,100
92,465
36,000
LID - OT for captivate class
3,200
4,000
LID - Overtime for engineer training program
66,528
LID - Overtime
70,200
Instructors
105,139
48,680
227,529
LID - Adjuncts
171,990
141,750
LID - Engineer Academy Instructors
15,120
LID - Instructors
5555
179,928
LID - OT for building classes
LID - OT for Flash Class
5550
2013 Budget
734,489
15,120
Safety Officer
5,535
7,320
7,810
9,000
LID - OT incident safety officers
9,000
6000
Pension Expense
87,445
76,055
74,834
77,800
6025
14,688
14,660
14,691
14,951
6050
8,643
10,332
10,921
11,491
6100
Health Insurance
103,789
86,844
84,610
94,245
6125
Vision Insurance
1,918
1,765
1,732
1,719
6150
Dental Insurance
8,525
7,477
7,312
8,062
6200
1,447
1,394
1,334
1,635
6225
3,125
2,789
2,815
4,992
6250
5,064
4,612
2,546
2,356
6300
11,058
9,190
9,931
9,401
6400
531
1,056
969
1,112
7000
General Supplies
27,706
118,290
27,637
100,140
LID - Acquired structures for training type 4 and 5
18,100
LID - Battalion chief training
400
LID - Co2 for Fog machine
1,400
LID - Engineer Academy
1,200
LID - Extrication vehicles
13,000
LID - Line training
990
LID - LTA Manuals
1,400
LID - LTA Supplies
1,150
LID - Misc Construction materials
4,500
LID - Portable screen for blue card
200
LID - Projector for blue card
400
LID - Type 1 training construction materials
5,400
LID - Type 1 training supplies
4,500
15,200
4,500
4,700
17,500
LID - Water/Gatorade/ice for training
7025
5,600
Office Supplies
2,194
247
3,500
1,489
3,200
Account #
Account
2011 Actuals
2012 Budget
2012 Estimated
7050
3,200
Computer Supplies
30
18,066
LID - Adobe Elearning Suite x 2
3,600
LID - Blue Card Computers x 10
3,000
LID - Blue Card headsets x 10
1,500
LID - Digital combustion fire simulator
5,566
LID - Mac 17" pro x 2
3,600
LID - Misc Cat5 wiring and connection devices
500
LID - Upgraded RAM x 2
200
LID - Wireless mouse x 2
7075
100
Postage/Shipping
35
175
50
170
13,366
83,693
2,040
9,700
LID - Shipping
7100
170
LID - 2 Rescue Randy
2,800
LID - Roof Simulator inserts
6,000
LID - Saw repair
7125
900
Books/Publications
7,249
16,230
16,173
LID - Subscriptions
7,000
Memberships
789
1,553
474
LID - Membership
25
Certifications
1,831
28,190
27,817
LID - DFS Certifications
3,000
4,266
5,200
3,367
5,400
1,617
1,680
2,686
3,600
599
3,600
4,557
4,000
LID - Awards
7250
5,400
Uniforms
LID - Training Uniforms
7275
3,600
LID - PPE
7325
Telephone
7425
4,000
97
967
1,250
869
LID - Direct TV
7525
907
2,450
1,556
1,972
1,541
2,600
39,130
82,200
LID - Roll off dumpster
Fuel
8000
Printing/Binding
8175
1,972
2,566
90
600
4,643
89,000
600
LID - 1403 Burn Building/tower inspection
4,200
LID - Computer based training development
25,000
LID - eLearning consulting troubleshooting
5,000
LID - Promotional Testing
30,000
LID - Video production
8225
18,000
18,586
60,150
37,243
56,760
LID - Captivate basic/advanced course
3,400
LID - Command officer training
5,400
LID - FDIC Indy
2,400
LID - FDIC Training staff
3,200
LID - Firefighter training
1,800
LID - Flash 5 day basic/advanced course
3,990
LID - FRI training staff
3,200
LID - FRI
4,000
LID - Indiana IMS Class
2,370
LID - Officer training
8250
1,250
1,250
Trash Service
7550
16,200
13,200
LID - Other certifications
7225
1,525
1,500
LID - Private Registration (smtraining.org)
7175
8,250
1,250
LID - Training library updates
7150
2013 Budget
27,000
Travel/Lodging
6,899
53,280
46,159
41,260
LID - FDIC Indy
5,820
LID - FDIC Indy training staff
7,760
LID - FRI Training staff
3,840
LID - FRI
5,120
LID - Indiana IMS class
6,480
LID - Travel expenses for Engineer Coordinator training
1,940
248
Account #
Account
2011 Actuals
2012 Budget
2012 Estimated
2013 Budget
LID - Travel for command officers training
2,800
LID - Travel for firefighters training
2,100
LID - Travel for officer training
8275
Mileage
8280
Tolls
8300
5,400
300
516
300
13,150
13,765
12,840
150
8,637
LID - Business expense training
8,200
LID - Refreshments for class and seminars
8350
4,640
Routine Maintenance
612
5,360
113
5,900
LID - Cone replacements
520
LID - Maintenance drill ground
3,600
LID - Propane props maintenance
1,300
LID - Small tools
8375
480
8,575
59,200
12,965
29,500
LID - Hydrant repair/replacement
5,800
LID - Misc purchased services
9,200
LID - Misc repair
8400
14,500
Equipment Rental
284
5,850
5,800
LID - Misc equipment rental
4,000
LID - Port-o-let rental
8410
Space Rental
8425
1,800
4,650
26,547
49,000
49,243
74,100
LID - Mini Conference
32,000
LID - Outside COA instructors
12,700
LID - Outside ENG-A instructors
6,000
LID - Outside LTA instructors
8,400
LID - Outside seminar instructors
9800
15,000
18,000
Total Expenses
$
249
1,314,511
$
1,745,976 $
18,000
1,578,112
$
1,864,261
LID Report
Division - Project - Location: (67-1100) Academy
Account #
Account
5400
2011 Actuals
2012 Budget
22,900
5550
Instructors
39,200
7000
General Supplies
16,580
7025
Office Supplies
7100
2012 Estimated
48,000
28,000
300
25
5,356
9,300
7125
Books/Publications
3,200
1,500
7175
Certifications
4,000
4,000
7225
7250
Uniforms
7275
8175
Professional Services
8300
8375
8425
400
8,250
15,800
37,500
37,500
1,200
2,030
Total Expenses
250
2,600
2,800
2,800
35,000
35,000
177,516
185,725
2013 Budget
Fleet Services
Fund 01
Program Description
Division 70
Fleet Services provides a comprehensive fleet maintenance program designed specifically for
emergency vehicles. In addition to South Metro Fire Rescue Authority, Fleet Services extends its
services to 2 different fire departments located primarily along the front-range. Exclusive services are
provided to Cunningham Fire District and Jackson 105 Fire District. The Fleet Services Bureau is an
approved service and authorized warranty service center for seven major apparatus and ambulance
manufacturers as well as several individual component manufacturers. A comprehensive data base and
filing system stores all the life-cycle activity for each vehicle and piece of equipment including
acquisition costs, maintenance dollars, repairs, annual pump testing, aerial ladder inspections, and
liquidations. Fleet Services, also, provides warehouse receiving and delivery for uniforms, some office
supplies and operating supplies for the stations.
Budget Summary
Revenues
Outside Agencies
Actual 2011
$286,200
Estimated 2012
$233,863
Budget 2013
$240,000
Expenditures
Actual 2011
$1,213,170
932,950
Estimated 2012
$1,087,657
1,184,962
6,690
$2,279,309
Budget 2013
$1,082,067
1,372,131
Actual 2012
1
1
1
Budget 2013
1
1
1
1
1
7
11
7
11
Salaries & Benefits
Supplies & Expense
Capital
Total
Personnel Summary
Position
Fleet Services Chief
Bureau Assistant
Shop Foreman
Fleet Buyer II
Quartermaster
Purchasing-Supply Assistant
Mechanics
Total FTEs
$2,146,120
Actual 2011
1
1
1
1
1
7
12
$2,454,198
•
•
•
•
•
FASTER Software System was upgraded to the newest 6.0 version in October 2012.
New Fleet Quartermaster was hired in October 2012.
Monthly supply orders are filled within 3 to 5 days 98% of the time.
Technician Productivity Rate – 83.5%
Downtime Hours as a percent of available hours – 9.77%
251
•
•
•
•
•
•
•
•
Internal Warranty Repair Work Orders as a percent of Total Work Orders - 0.11%
Outside Agency facility usage at 18%. Note: Cunningham, Jackson 105, Metcom
Orders pulled accurately 98% of the time.
Orders delivered accurately 96% of the time.
Laid off two fleet parts personnel and implemented a NAPA IBS store at the JSF. This included
revenue to the Authority when NAPA purchased 95% of the fleet inventory as well as reduced
fleet vehicle maintenance and fuels costs.
Purchased and received five new fleet units including one Used Heavy Rescue for the Dive
Team, one Used Tender for Station 39, one new Battalion Chief car assigned to Station 34 and
two medic remounts that were not only a cost savings but improved patient care.
90 % of the fleet mechanics were wildland red card certified to allow them access to vehicles
during wildland firefighting operations.
Included refurbishing medic units in the future replacement schedule rather than replacing them.
Due to the durability of the medic bodies it proves to be much more cost efficient and reduces
delivery time.
2013 Goals:
•
•
•
•
•
•
•
•
•
•
•
Work with finance to transition all Authority vendor fuel cards for all vehicles to one Wright
Express Card.
Working with IT to implement automatic importing of fueling records for all fleet vehicles into
FASTER Fleet software
Transition to electronic filing for all vehicle and work order supporting documentation.
Implement online access to vehicle maintenance in progress for access by internal customers.
Put into operation the Battalion a week mechanical checks and repairs at each station. This also
provides the opportunity for the line personnel and fleet mechanics to interact as well as support
each other’s mission.
Complete all fleet evaluations.
Reorganize as well as secure the fleet warehouse inventory to better manage.
2013 Fleet Replacement Schedule includes four new support vehicles, one new pumper, one new
wildland truck and one medic refurbish for unit 246.
Shared parts room remodel with Douglas County Schools.
Work with Chief Turner to evaluate the validity of resuming the fleet enterprise fund as
additional revenue. In addition, this includes looking at investigating the warehouse as an
enterprise fund as well. This would be to provide services to outside departments which would
include station supplies, uniforms, boots, PPE, etc.
Research the opportunity of an apparatus buy-back program with an outside broker. Currently,
information provides for engine and aerial apparatus to be replaced every five years and allow
the Authority to recover 60-65 percent of the original purchase price.
Warehouse Goals
•
•
•
Increase ordering tempo by reviewing the organization.
Evaluate stock levels and procurement practices to improve time management.
Decrease damaged product loss by implementing better handling and storage practices.
252
•
•
•
Improve the pulling of orders and order delivery accuracy; by double checking orders better,
organizing, and labeling; to the customer’s location.
Reduce utility expenses by switching off lights when not in use and regulating the warehouse
temperature.
Reduce fuel usage by better planning delivery routes.
253
LID Report
Division - Project - Location: (70-0000) Fleet Services - Project Non-specific
Account #
Account
5000
Salaries
5200
5400
2011 Actuals
894,451
2012 Budget
2012 Estimated
811,744
794,426
14,700
15,450
15,000
6,127
16,488
LID - Projects/Training/Meeting Overtime
7,500
LID - Standby Pay
7,500
6000
Pension Expense
6025
6050
6100
Health Insurance
6125
Vision Insurance
6150
Dental Insurance
6200
1,712
6225
6300
6400
7000
General Supplies
106,165
108,231
94,556
95,331
14,942
15,943
14,906
14,171
5,666
5,640
4,153
4,257
136,981
129,925
116,613
125,743
2,404
2,104
2,150
2,058
10,435
10,631
9,247
9,906
1,984
1,603
2,010
3,734
3,968
3,545
6,117
12,992
13,078
12,163
11,519
1,074
1,848
1,527
1,528
34,700
26,000
30,178
19,875
LID - Argon/oxygen bottles lease and gas
2,000
LID - Firecut degreaser
2,000
LID - Lincoln Used Oil Receiver
375
LID - Rags and rugs
2,500
LID - Safety supplies and materials
500
LID - Shop/Warehouse Supplies
5,500
LID - Tool Allowance
7025
Office Supplies
7075
Postage/Shipping
7,000
531
2,500
1,172
2,500
1,020
300
544
536
12,200
5,339
5,450
LID - Postage Lease
7100
2013 Budget
901,925
236
LID - Bendix Disc Brake Tool Kit
3,200
LID - Genysis HD Software Kit
850
LID - One Inch Anvil Impact
800
LID - Tire Bead Seating Tool
7125
Books/Publications
7150
Memberships
7175
Certifications
7200
7225
7250
Uniforms
600
172
250
75
165
250
1,000
1,203
1,200
750
676
500
500
500
500
9,650
13,037
9,500
962
7,604
LID - Boot Allowance
1,250
LID - Chief and Staff Uniforms
750
LID - Cintas Service
7325
Telephone
7550
Fuel
7,500
250
300
270
350
335,349
427,245
361,744
555,100
LID - Fuel for fleet
7800
7825
Billable Parts Fleet Services
7850
Cost of Goods Sold - Fleet Services
8025
Physicals
555,100
8,500
510,519
590,000
7,500
586,400
602,560
27,595
45,000
300
300
LID - CDL Physicals and License Fee
8125
Accounting/Auditing
8150
Legal Counsel
8175
300
18,000
12,805
LID - Annual Mitchell Software Renewal
15,650
3,447
2,500
32,016
16,650
1,650
LID - Cummins Software Renewal
700
LID - Document Shredding
225
LID - FASTER Maintenance
10,500
LID - Oil Filter Disposal
1,250
254
Account #
Account
2011 Actuals
2012 Budget
2012 Estimated
2013 Budget
LID - Solvent Tank Services
1,725
LID - Used Coolant Disposal
8225
600
3,348
3,000
995
10,100
LID - FASTER Conference
1,500
LID - Ford Fleet Training Package
5,600
LID - Misc. Vendor/Manufacturer Training
8250
3,000
Travel/Lodging
9,154
5,000
21,765
11,500
LID - Travel for Apparatus/Vevicle Inspections
6,500
LID - Travel for Fleet Trainings and Conferences
8280
Tolls
8300
8350
Routine Maintenance
5,000
1,236
12,000
7,003
12,500
553
350
267
500
5,077
4,100
2,607
12,075
LID - Air Compressor Maintenance
2,500
LID - Annual Crane Inspection
525
LID - Annual Light Duty Lift Inspections
300
LID - Floor Cleaner Maintenance
1,250
LID - Quick Response Vehicle Maintenance and Repair
8375
8380
Sublets
9800
7,500
(8,328)
Total Expenses
$
255
2,146,120
$
10,000
6,500
100,000
81,539
6,690
6,690
2,446,087
$
2,279,309
54,935
$
2,454,198
256
.
CAPITLA PROJECTS FUND
CAPITAL PROJECTS FUND
Capital Projects
Fund 02
Fund Description
The Capital Projects Fund is currently funded by previous transfers from the General Fund, Voluntary
Impact Fees from developers, sale of certain fixed assets, and interest on investments. The purpose of
this fund is to collect funds and to pay for major capital projects of new construction or major remodels.
2013 Project Description
Building Projects
Facilities Re-Build of
Station 32
Cost
Operating Budget Impact
$2,500,000
This is a remodel of the current station 32. There
will be no change in utilities due to energy
efficiencies in a larger space.
Facilities Remodel of Existing
Stations
50,000
2013 Vehicle Replacement or Additions
Operations Pumper
Replacement Vehicle
$ 590,000
At this point in time this is design work for the rebuild of a current operating station with no effect on
budget.
This will be the replacement of a pumper. The
estimated costs to operate this vehicle will be
$13,000 per year for fuel and repairs, plus any
increase in fuel costs.
CSS –
Staffing Vehicle x2
Replacement Vehicle
$ 120,000
This will be a replacement of two staff vehicles.
It is estimated that the operational costs of these
vehicles would be $5,000 per year for fuel and
repairs, plus any increase in fuel costs.
Operations –
Training Truck
$
This will be a replacement of the current training
truck. It is estimated that the operational costs of
this vehicle would be $5,000 per year for fuel and
65,000
257
Operations Brush Truck
Replacement Vehicle
$ 95,000
This unit will be a replacement of a brush truck.
It is estimated that the operational costs of this
vehicle would be $5,000 per year for fuel and
258
Capital Projects Fund Budget
Actual
2011
DESCRIPTION
ESTIMATED REVENUES:
Beginning Fund Bal. Jan. 1st
$
8,719,189
Budget
2012
Estimated
2012
Budget
2013
$ 10,478,246
$ 10,670,445
$ 19,342,779
Interest Earned
86,687
150,000
140,977
145,000
Impact Fees
32,735
Transfer from General Fund
2,000,000
13,700,000
13,700,000
Sales of Assets
TOTAL AVAILABLE REV.
$ 10,838,611 $ 24,328,246 $ 24,511,422 $ 19,487,779
============================= =========== ============================
ESTIMATED EXPENDITURES:
Bank Fees
$
9,994 $
29,550 $
24,480 $
25,200
Land Purchases 32
Building Projects:
Remodel work 32
Remodel work existing station
Design Drawings 32
Rebuild of Station 38
Vehicles
(181)
18,805
2,500,000
50,000
121,177
500,000
3,910,000
3,924,163
18,372
1,345,000
1,220,000
Equipment
870,000
25,000
$
168,166 $ 5,809,550 $ 5,168,643 $ 3,445,200
============================= =========== =============================
Ending Fund Bal. Dec. 31st
$ 10,670,445 $ 18,518,696 $ 19,342,779 $ 16,042,579
259
LID Report
Division - Project - Location: (ALL) All Division
Fund: (02) Capital Projects
Account #
Account
8075
Bank Fees
2011 Actuals
2012 Budget
2012 Estimated
2013 Budget
9,994
29,550
24,480
25,200
139,
4,410,000
3,924,163
2,550,000
2,500,000
Other Financing Uses
9600
LID - Rebuild station 32
LID - Remodel Existing stations
9700
50,000
LID - Replace SM 332 E-One Pumper
18,372
1,370,000
1,220,000
870,000
590,000
LID - Replace SM166 2002 Dodge Dakota
60,000
LID - Replace SM167 2002 Dodge Dakota
60,000
LID - Replace SM169 2003 Ford F-150
65,000
LID - Replace SM515 1995 GMC Brush Truck
95,000
Total Expenses
$
260
$
5,809,550
$
5,168,643 $
3,445,200
.
AMBULANCE TRANSPORT FUND
AMBULANCE TRANSPORT
FUND
Fund 08
Division 62
Program Description
This Enterprise Fund of the Authority provides emergency medical and ambulance transport services for
the Authority. The employees of this fund are Firefighter/EMTs and Firefighter/Paramedics in addition
to the support staff. These firefighters perform both firefighting and emergency medical services.
Based on the number of ambulances in service (currently there are nine), a certain number of
Firefighter/EMT’s and Firefighter/Paramedics are charged to the Ambulance Transport Fund. The users
of the ambulance transport service are charged a fee made up of a base fee, mileage charge, and specific
charges for certain skills/supplies used for care of the patient. There is very close interaction between
this fund and the General Fund – Operations Division. The Bureau Chief for EMS, who manages this
Fund reports to the Assistant Chief of Operations.
Budget Summary
Revenues
Transport Fees
Other
Total
Actual 2011
$6,444,338
43,851
$6,488,189
Estimated 2012
$6,900,236
67,025
$6,967,261
Budget 2013
$6,046,125
221,089
$6,267,214
Expenditures
Salaries & Benefits
Supplies & Expense
Capital
Total
Actual 2011
$2,001,823
733,926
281,632
2,747,192
$5,764,573
Estimated 2012
$2,117,927
843,635
324,457
2,734,429
$6,020,448
Budget 2013
$2,229,348
958,239
650,178
2,416,000
$6,253,765
Actual 2011
1.38
1
3
1
Actual 2012
1.68
1
1
0.75
1
7
7
19.43
Budget 2013
1.68
1
2
Personnel Summary
Position
Administrative Bureau Assistants
EMS – Executive Officer
EMS Supervisor
EMS Education Supervisor
EMS Educator
Firefighter I
Firefighter/Paramedic I
Total FTE
6
6
18.38
•
•
Three Medics Units placed into service (two remounts)
EMS Narrative Dictation Program phase 1 completed and operational
261
1
7
5
17.68
•
EMS Supply Cache ordering and supply system automation completed
2013 Goals:
•
•
•
•
•
•
Send 2 AP Paramedics to Denver Health Hospital Authority Advanced Paramedic Program
course
Update cardiac monitors on Medic Units and ACLS Engine/Towers
Replace 7 power prams
Complete new NFPA compliant specification model for Medic Units
Place 2 Medic Units (apparatus) in service
Recruit and induct 4 firefighters into Pre-paramedic Program
262
ENTERPRISE FUND
AMBULANCE TRANSPORT FUND BUDGET
JANUARY 1 - DECEMBER 31, 2013
DESCRIPTION
Actual
2011
5,847
Number of Transports
Beginning Cash Balance:
Transfer from General Fund
ESTIMATED REVENUES:
TRANSPORT BILLINGS
MILEAGE
OTHER
Reimbursements - Other
Miscellaneous
$
TOTAL AVAILABLE REVENUES
$
684,414
BUDGET
2012
5,750
$
4,872,350
543,814
1,028,174
42,591
1,260
7,172,603
1,091,121
Estimated
2012
$
4,600,000
526,125
914,250
55,000
$
7,186,496
1,203,532
Budget
2013
5,750
$
5,254,302
581,284
1,064,650
60,025
7,000
$
8,170,793
2,139,198
4,600,000
526,125
920,000
169,089
52,000
$
8,406,412
========================================================================
ENTERPRISE FUND
AMBULANCE TRANSPORT FUND BUDGET
Actual
2011
BUDGET
2012
Estimated
2012
Budget
2013
Allowance for Uncollectibles
$
AMBULANCE TRANSPORT
Salaries
Benefits
Supplies & Expenses
Capital
2,747,192
$
1,525,884
475,939
733,926
281,632
2,416,090
$
1,722,052
535,348
1,037,812
325,981
2,734,429
$
1,640,093
477,834
843,635
324,457
2,416,000
1,718,615
510,733
958,239
650,178
TOTAL EXPENDITURES
$
5,764,573
$
6,037,283
$
6,020,448
$
6,253,765
Net Income (loss) ( Budget Basis)
$
1,408,030
$
1,149,213
$
2,150,345
$
2,152,647
Depreciation
Net Income (loss) (Accural Basis)
337,210
$
1,070,820
378,345
$
Note: Cash is actual cash not including receivables or payables.
263
770,868
378,345
$
1,772,000
378,345
$
1,774,302
LID Report
Division - Project - Location: (62-0000) Emergency Medical Services - Project Non-specific
Fund: (08) Ambulance Transport Fund
Account #
Account
5000
Salaries
2011 Actuals
5200
2012 Budget
2012 Estimated
1,503,409
1,616,292
1,577,354
633
34,560
14,400
LID - Cover for sick vac admin leave
5400
2013 Budget
1,620,855
34,560
34,560
4,190
43,200
19,597
LID - OT EMS Special projects
35,200
6,400
LID - OT for Paramedic School x 3 Candidates Split 50/50
24,000
LID - OT for Preparamedic School x 3 Split 50/50 08/01
4,800
5600
FLSA
7,394
8,000
8,742
5700
Holiday Pay
8,000
10,258
20,000
20,000
20,000
6000
Pension Expense
6025
158,664
193,955
168,567
173,111
26,663
33,662
28,769
6050
29,658
5,585
13,404
5,309
6100
Health Insurance
9,206
208,451
200,113
193,821
209,822
6125
Vision Insurance
3,647
3,618
3,634
3,523
6150
Dental Insurance
16,219
16,556
15,866
17,026
6200
2,409
3,556
2,692
3,648
6225
5,691
7,112
6,272
11,108
6250
26,928
32,068
28,790
30,072
6300
20,159
28,665
21,628
20,918
6325
6400
1,492
2,640
2,475
2,640
7000
General Supplies
204,969
220,263
215,532
227,138
30
12
LID - EMS Disposable supplies/ Replacement and Expired Meds
190,288
LID - Funding for purchase of EMS Equipment Innovations and
12,500
LID - O2 cylinder rental and refill x9 units
17,600
LID - Replacement medic units kits
1,500
LID - Replacement Vac-u-splints and mattresses
1,500
LID - Stryker Rugged Pram DeWalt Battery Replacement
7025
Office Supplies
7075
Postage/Shipping
7100
3,750
500
279
500
59
500
1,546
500
3,919
58,375
42,358
LID - Emergency Ambulance Fund Equipment Replacement
LID - Replacement Toughbook Computers X 3
7125
13,500
Books/Publications
2,300
963
LID - Books for Pre-Paramedic School x 3 Candidates Split
0/ -0Paramedic
08/01
LID
School Textbooks (Additonal Reference) X 3
7175
C
did
S li
Certifications
7225
0/ 0 08/01
600
240
200
2,901
1,214
300
Fuel
17,715
28,125
11,724
250
110
250
9,000
7,736
9,000
343,481
410,614
365,497
410,614
16,143
15,000
15,000
LID - Fuel for Medic Units
Printing/Binding
8025
Physicals
8125
Accounting/Auditing
8150
Legal Counsel
3,357
73,934
52,164
43,944
21,000
LID - EMS software development
2,500
LID - Ongoing EMS document development
5,000
LID - Service agreement with Physicontrol
15,444
12,790
19,000
7,919
LID - Paramedic school tuition x 3 Candidates Split 50/50
Mileage
750
34
264
12,750
12,000
LID - Preparamedic school A/P Course x 3 Candidates Split
8275
15,000
15,000
LID - EMS Documentation Dictation Split 75/25 08/01
8225
34,031
34,031
LID - Legal Counsel
8175
2,800
2,500
LID - Paramedic candidate recognition x 3
8000
1,200
600
LID - EMS transports recognition
7550
28,500
15,000
1,000
426
1,000
Account #
Account
2011 Actuals
2012 Budget
2012 Estimated
2013 Budget
LID - Mileage Reimbursement
500
LID - Mileage Reimbursement for Legal Proceedings
8280
Tolls
8300
500
589
2,072
2,350
1,313
2,750
LID - Ambulance licenses ACSO x16units
2,000
LID - CLIA Waiver
150
LID - EMS bureau business expense
300
LID - Special Event Recognition
8350
300
Routine Maintenance
94
104,063
LID - Repairs to medic units 50/50 split 08/01
8375
104,063
73,631
139,700
58,262
10,200
LID - Biohazard waste disposal Split 50/50 08/01
1,200
LID - Cost of ongoing HIPAA compliance Split 50/50 08/01
3,000
LID - Medic unit pram inspection
4,500
LID - Repairs to EMS equipment
8400
Equipment Rental
8410
Space Rental
1,500
7,592
633
54,000
54,000
54,000
54,000
LID - Rental of space for medic units
9200
Bad Debt Expense
9700
54,000
2,747,192
2,416,090
2,734,429
2,416,000
275,199
147,480
147,480
190,000
LID - Refurbished Medic unit Associated with Preparing into
40,000
LID - Refurbishment of Medic Unit = Item 1B
9800
150,000
6,433
178,501
176,977
460,178
LID - 2013 COEMS GRANT AWARD Purchase Physio-Control
338,178
LID - Capital EMS Equipment ($5,000 and over) Ambulance
F d- Purchase
E i
R l Patient Prams and Accessories x 7
LID
Stryker
Total Expenses
25,000
97,000
$
265
5,764,572 $
6,037,284 $
6,020,448
$
6,253,765
266
.
BUILDING RENTAL FUND
BUILDING RENTAL FUND
Fund 09
Division 31
The Building Rental Fund of the Authority manages the Headquarters Building at 9195 E. Mineral Ave.,
in Centennial. Parts of this building are rented to three other state and federal government agencies and
the MetCom communications center. This fund provides for the maintenance and operations of the
facility that are a shared expense. Rents are collected from the other parties in the building based on
square footage occupied. Any deficit in the operation is made up by the Authority.
Budget Summary
Revenue
Building Rental Income
Actual 2011
$884,250
Estimated 2012
$2,884,227
Budget 2013
$1,320,338
Expenditures
Supplies & Expense
Lease Payment
Actual 2011
$455,728
477,787
$933,515
Estimated 2012
$473,349
2,189,270
$2,662,619
Budget 2013
$481,750
Total
267
$481,750
Actual
2011
DESCRIPTION
ESTIMATED REVENUES:
Beginning Fund Bal. Jan. 1st
Donation
Rental Fees:
Misc rental fees
State of Colorado
GSA
State Fire Chiefs
Metcom
SMFRA
Budget
2012
$
-
$
20,000
211,020
379,809
1,714
69,863
201,844
Estimated
2012
Budget
2013
10,000
214,693
379,188
7,961
69,492
2,202,893
214,693
379,188
7,961
69,492
409,855
210,857
472,647
2,324
63,138
571,372
$
884,250 $ 1,081,189 $ 2,884,227 $ 1,320,338
============================= ========================================
Supplies & Equipment
Utilities
Janitorial Service
Routine Maintenance
Outside Repairs
34,392
245,621
56,339
90,718
28,659
57,000
198,300
57,000
133,200
41,700
33,484
226,082
56,288
120,872
36,623
Principal COP Payment
Interest COP Payment
367,500
110,287
383,250
96,270
2,093,000
96,270
50,250
197,300
62,100
126,900
45,200
Capital Equipment
$
933,516
============================= ===========
Ending Fund Bal. Dec. 31st
$
(49,266)
Adjust for Cash
(252,580)
Ending Cash Bal. Dec. 31st
$
(301,846)
268
$ 966,720
2,662,619
481,750
=============================
$ 114,469 $ 221,608 $ 838,588
$
114,469
$
221,608
$
838,588
LID Report
Division - Project - Location: (31-9000) Mineral Headquarters
Fund: (09) Building Rental Fund
Account #
Account
7000
General Supplies
2011 Actuals
7,408
2012 Budget
8,500
2012 Estimated
13,190
3,500
LID - Ice Melt
1,000
7,500
869
25,000
14,750
LID - HVAC RTU Compressor replacement
2,500
LID - Server Room Porta-cooler
7450
12,250
224,398
180,000
209,690
1,207
2,500
1,339
1,500
16,897
12,300
11,237
12,300
7475
1,500
LID - SEMSWA Drainage Fee
2,800
7525
9,500
Trash Service
3,119
3,500
3,816
3,500
3,469
2,500
1,044
2,500
22,645
21,000
19,250
21,000
56,339
57,000
56,288
62,100
LID - Trash Service
7550
3,500
Fuel
LID - Generator Fuel
8175
2,500
LID - Property Management Services
8325
21,000
Janitorial Services
LID - Janitorial Services
8350
180,000
180,000
Utilities - Gas
7500
12,000
LID - Ballasts/Lamps
LID - Paper Products
7100
2013 Budget
62,100
Routine Maintenance
90,718
LID - AST registration
133,200
120,872
126,900
125
240
LID - Carpet Cleaning
4,000
LID - Colorado State CFC program
75
LID - Elevator Inspection/Registration
1,350
LID - Elevator PM
10,000
LID - Exterminator
1,200
2,500
450
250
550
LID - General Maintenance Labor/Misc
25,000
LID - Generator Battery Replacement
1,200
LID - Generator PM
6,200
LID - HVAC Chemical Treatment
6,000
LID - HVAC Fan Balancing
1,200
LID - HVAC PM
10,000
9,000
LID - Landscape Tree Maintenance
4,000
LID - Landscape Winter Watering
300
LID - Painting Interior
3,000
LID - Parking Lot Crack Fill
1,800
LID - Parking Lot Striping
750
LID - Parking Lot Sweeping
1,500
LID - Partition Wall Maintenance
400
LID - Retention Pond Maintenance
4,000
LID - Security Gate Maintenance
1,020
LID - Sidewalk Concrete Maintenance
1,500
LID - Sidewalk Crack Fill
2,000
269
Account #
Account
2011 Actuals
2012 Budget
2012 Estimated
2013 Budget
LID - Snow removal
15,000
LID - UPS Chloride Treatment
4,750
LID - UPS PM
4,500
LID - Water Filter Maintenance
1,040
LID - Window Cleaning
8375
2,000
28,659
41,700
36,623
45,200
LID - Camera Replacements
7,500
LID - Camera System Repairs
2,500
LID - Card Key System Repairs
4,000
LID - Door Lock Repairs
250
LID - Electrical Repairs/Added Circuits
1,000
LID - Generator Repairs
2,500
LID - HVAC Computer Repairs
800
LID - HVAC Repairs
12,000
LID - Parking Lot Light Repairs
500
LID - Plumbing Repairs
1,000
LID - Reserve Fund- Elevator Replacement
2,000
LID - Reserve Fund- Parking Lot Replacement
2,650
LID - Reserve Fund- Roof Replacement
5,550
LID - Reserve Fund- RTU Replacement
2,450
LID - Roof Repairs
500
9050
Lease Principle Payments
367,500
383,250
9075
Lease Interest Payments
110,287
96,270
Total Expenses
$
270
933,516
$
966,720
2,093,000
96,270
$
2,662,619
$
481,750
.
CHERRY HILLS VILLAGE
PENSION TRUST
CHERRY HILLS VILLAGE PENSION TRUST
Cherry Hills Village Pension Trust
Fund 20
This Fund is used to pay benefits to the firefighters who served the Cherry Hills Village Fire District and
is funded by a mill levy assessed in the former District Boundaries.
The Pension Trust Fund is a fiduciary-type fund in which earnings from the assets are managed in a
prudent manner in order to provide future benefits.
Trust Management
These assets are administered and managed by the Fire and Police Pension Association of Colorado for
the benefit of the volunteers and their beneficiaries. The trust has an actuarial evaluation performed
every two years. An evaluation was completed in 2011 as of January 1st. The next actuarial evaluation
will be January 1, 2013.
Pension Benefit Description
The members are entitled to benefits based on their rank at retirement. Their benefit is increased based
on the percentage increase at South Metro Fire Rescue Authority in the ranks they held. There are 12
members receiving benefits.
Budget Summary
Revenues
Property Taxes and Interest
Actual 2011
$213,708
Estimated 2012
$160,087
Budget 2013
$159,910
Expenditures
Pension Contribution/Treasurers Fees
Actual 2011
$179,756
Estimated 2012
$178,962
Budget 2013
$187,219
$479,918
$461,043
$433,735
Fund Balance
271
Agency Fund Cherry Hills Village Pension Fund
Actual
2011
DESCRIPTION
ESTIMATED REVENUES:
Beginning Bal. Jan. 1st
$
Property Tax
Specific Ownership Tax
Interest Earned
$
BUDGET
2012
445,966
$
Estimated
2012
480,446
$
479,918
Budget
2013
$
461,043
200,613
148,087
148,087
147,910
12,051
11,000
11,000
11,000
1,044
700
1,000
1,000
659,674
$
640,233
$
640,005
$
620,953
Treasurer's Fees
Contributions to Pension Plan
3,016
2,222
2,222
2,219
176,740
185,000
176,740
185,000
TOTAL EXPENDITURES
$
179,756
$
187,222
$
178,962
$
187,219
Ending Bal. Dec. 31st
$
479,918
$
453,011
$
461,043
$
433,735
Assessed Value
$
505,753,080
$
423,104,310
$
422,600,460
Mill Levy
0.400
0.350
272
0.350
.
PARKER FIRE PROTECTION
DISTRICT (PFPD)
SPECIAL REVENUE FUND - PARKER FIRE PROTECTION DISTRICT
FUND 40
This Special Revenue Fund is used to collect and record the receipt of the property taxes, specific
ownership tax, the treasurer’s fees and the operating expenses of the Parker Fire Protection District
Board of Directors. The transfer of funds to the Authority General Fund is also recorded in this fund.
Parker Fire Protection District is one of the two Districts that has joined forces to form the Authority.
The intent is to fully merge the two Districts on January 1, 2016. Parker Fire’s mill levy is 13.978 mills
and South Metro Fire Rescue’s is 9.25. Fully merging would drop revenues about $5.0 million.
Budget Summary
Revenue
Property Taxes
Specific Ownership
Interest
Estimated 2012
$19,906,150
1,505,000
(12,000)
$21,399,150
Budget 2013
$20,453,721
1,250,000
Total
Actual 2011
$21,720,345
1,443,886
23,109
$23,187,340
Total
Actual 2011
$4,968
12,003
326,165
22,861,497
$23,204,633
Estimated 2012
$6,674
24,911
298,606
21,051,665
$21,381,856
Budget 2013
$6,459
21,387
306,805
21,369,070
$21,703,721
Expenditures
Board Reimbursement
Supplies & Expense
Treasurer's Fees
Transfer to Authority
273
$21,703,721
SPECIAL REVENUE FUND
DESCRIPTION
ACTUAL
2011
Beginning Cash Balance
ESTIMATED REVENUES:
Douglas County Prperty Taxes
Arapahoe County Taxes
Estimated Uncollectible
Abatements
Interest Income
BUDGET
2012
150,000
$
$
18,658,751
1,443,886
3,061,594
$
17,121,509 $ 16,817,300 $
1,250,000
1,505,000
2,919,661
2,890,961
(204,684)
(223,525)
427,262
421,414
12,000
(12,000)
17,386,235
1,250,000
2,922,486
(206,603)
351,603
$
21,675,748
21,853,721
$
23,337,340
$
132,706
Budget
2013
$
23,109
150,000
ESTIMATED
2012
$ 21,531,856
$
$
150,000
========================================================================
ACTUAL
2011
BUDGET
2012
ESTIMATED
2012
Budget
2013
FLEET SERVICES EXPENDITURES
Board Reimbursements
$
Benefits
Supplies & Expenses
Treasurer's Fees
4,800
168
12,003
326,165
22,861,497
$
7,000
536
115,800
303,956
21,098,456
$
6,200
474
24,911
298,606
21,051,665
$
6,000
459
21,387
306,805
21,369,070
TOTAL EXPENDITURES
$
23,204,633
$
21,525,748
$ 21,381,856
$
21,703,721
Net Income (loss)
$
132,707
$
150,000
$
$
150,000
Less: TIF
Net Douglas County
General Fund Mill Levy
Abatement Mill Levy
150,000
1,347,293,720
(1,184,063)
1,346,109,657
220,040,280
1,566,149,937
1,227,385,170
(2,495,431)
1,224,889,739
208,875,480
1,433,765,219
1,247,386,470
(3,557,989)
1,243,828,481
209,077,540
1,452,906,021
13.978
0.151
14.129
13.978
0.298
14.276
13.978
0.242
14.220
274
LID Report
Fund: (40) Parker Fire Protection District
Account #
Account
5900
6300
2011 Actuals
2012 Budget
2012 Estimated
2013 Budget
4,800
7,000
6,200
168
536
474
459
6450
170
175
175
7150
Memberships
300
300
300
7200
7225
8150
Legal Counsel
8175
8200
8225
400
8250
Travel/Lodging
100
8300
9000
Treasurer's Fees - Douglas County
9025
Treasurer's Fees - Arapahoe County
9300
PFPD - Transfers to the Authority
300
38
6,000
159
136
5,475
6,020
5,000
19,000
15,000
100,000
1,000
1,000
10,000
4,086
4,412
400
100
55
280,167
Total Expenses
255,029
262,763
45,998
44,729
43,577
44,042
22,861,497
21,098,456
21,051,665
21,369,070
$ 23,204,633
275
259,227
$ 21,525,748
$
21,381,856
$ 21,703,721
276
.
SOUTH METRO FIRE
RESCUE (SMFR)
SPECIAL REVENUE FUND - SOUTH METRO FIRE RESCUE
FUND 41
This Special Revenue Fund is used to collect and record the receipt of the property taxes, specific
ownership tax, the treasurer’s fees and the operating expenses of the South Metro Fire Rescue Board of
Directors. The transfer of funds to the Authority General Fund is also recorded in this fund.
South Metro Fire Rescue is one of the two Districts that has joined forces to form the Authority. The
intent is to fully merge the two Districts on January 1, 2016. Parker Fire’s mill levy is 13.978 mills and
South Metro Fire Rescue’s is 9.25. Fully merging would drop revenues about $5.million.
Budget Summary
Revenue
Property Taxes
Specific Ownership
Interest
Estimated 2012
$31,143,754
1,909,431
15,000
$33,068,185
Budget 2013
$30,819,415
2,000,000
Total
Actual 2011
$33,896,945
2,174,485
48,716
$36,120,146
Total
Actual 2011
$5,603
11,605
509,145
35,611,000
$36,137,353
Estimated 2012
$10,334
16,588
467,156
32,556,900
$33,050,978
Budget 2013
$6,459
18,146
462,291
32,332,519
$32,819,415
Expenditures
Board Reimbursement
Supplies & Expense
Treasurer's Fees
Transfer to Authority
277
$32,819,415
\
DESCRIPTION
ACTUAL
2011
ESTIMATED REVENUES:
Douglas County Prperty Taxes
Arapahoe County Taxes
Estimated Uncollectible
Abatements
Interest Income
BUDGET
2012
150,000
$
$
9,547,489
2,174,485
24,349,456
$
8,612,249 $ 8,532,261 $
2,000,000
1,909,431
21,706,009
21,467,397
(316,654)
(187,000)
1,347,114
1,331,096
13,000
15,000
8,658,899
2,000,000
21,592,092
(311,307)
879,731
$
33,511,718
32,969,415
$
36,270,146
$
132,793
Budget
2013
$
48,716
150,000
ESTIMATED
2012
$ 33,200,978
$
$
150,000
========================================================================
ACTUAL
2011
BUDGET
2012
ESTIMATED
2012
Budget
2013
FLEET SERVICES EXPENDITURES
Board Reimbursements
$
Benefits
Supplies & Expenses
Treasurer's Fees
5,450
153
11,605
509,145
35,611,000
$
6,500
497
171,000
470,231
32,713,490
$
9,600
734
16,588
467,156
32,556,900
$
6,000
459
18,146
462,291
32,332,519
TOTAL EXPENDITURES
$
36,137,353
$
33,361,718
$ 33,050,978
$
32,819,415
Net Income (loss)
$
132,793
$
150,000
$
$
150,000
General Fund Mill Levy
Abatement Mill Levy
1,011,803,470
2,702,533,130
3,714,336,600
9.250
0.291
9.541
278
931,053,900
2,346,595,610
3,277,649,510
9.250
0.411
9.661
150,000
936,097,220
2,334,280,150
3,270,377,370
9.250
0.269
9.519
LID Report
Fund: (41) South Metro Fire Rescue
Account #
Account
5900
6300
2011 Actuals
2012 Budget
2012 Estimated
2013 Budget
5,450
6,500
9,600
153
497
734
459
6450
170
175
175
7150
Memberships
300
300
300
7200
7800
8150
Legal Counsel
8175
8200
8225
600
8250
Travel/Lodging
100
8300
9000
Treasurer's Fees - Douglas County
9025
Treasurer's Fees - Arapahoe County
9325
SMFR - Transfers to the Authority
300
33
6,000
79
2,464
5,000
7,983
5,000
342
150,000
1,333
5,000
8,296
15,000
6,705
6,971
600
100
13
143,380
Total Expenses
$
279
134,924
133,500
133,419
365,765
335,307
333,656
328,872
35,611,000
32,713,490
32,556,900
32,332,519
36,137,353
$
33,361,718
$
33,050,978
$
32,819,415
280
.
AUTHORITY PERFORMANCE MEASURES AND INDICATORS
AUTHORITY PERFORMANCE
MEASURES AND INDICATORS
Authority Performance Measures and Indicators
Community Relations
•
•
•
•
Produced a quarterly newsletter to distribute key messages. 100 percent of the time.
Held a citizen academy to build relationships with key stakeholders. 100 percent of the time.
Produce a monthly public affairs and/or children’s safety program for Greenwood Village
Channel 8 and for Douglas County Channel 8. 100 percent of the time
Proactively place news stories about the Authority and/or its services four times a year. 200
percent of the time.
•
•
•
•
By 2015 a 50% improvement in community awareness and acceptance of wildfire mitigation
efforts.
2012: 41% of communities visited. A baseline survey has been completed. Individual home
assessments completed in Happy Canyon and Surrey Ridge.
By 2015 90% of all at-risk communities will have a community based CWPP, firewise
designation or mitigation plan.
Completed 18% in 2012
By 2015 90% of all at-risk communities will have improved the safety of their communities from
wildfire by mitigating hazards in the built and native environments.
Completed 5% with focus on Happy Canyon in 2012.
Emergency Medical Services (EMS)
First Unit On Scene EMS Responses:
2009 Data is the time for the 90th percentile for Turnout and Travel and 95th Percentile for Dispatch
Dispatch
Turnout
Travel
Total
Urban
0:55
1:50
5:26
7:18
Suburban 0:55
1:55
6:19
8:18
Rural
1:01
2:03
7:59
10:25
Dispatch
Turnout
Travel
Total
Urban
0:57
1:55
5:06
7:07
Suburban 0:57
1:58
6:11
8:11
Rural
1:01
2:15
8:06
10:32
281
2011 Data is the time for the 90th percentile for Turnout and Travel and the 95th percentile in
Dispatch
Dispatch
Turnout
Travel
Total
Urban
0:55
1:43
5:05
7:01
Suburban 0:54
1:47
6:11
8:12
Rural
0:58
2:01
8:12
10:35
2012 Data is the time for the 90th percentile for Turnout and Travel and the 95th percentile in
Dispatch
Dispatch
Turnout
Travel
Total
Urban
0:52
1:39
5:07
6:55
Suburban
0:52
1:43
6:03
7:51
Rural
0:53
1:50
7:32
9:35
On-Scene Time:
The on-scene time for Medical calls per Metro Protocols is 20.0 minutes. The average on scene time
will not exceed this time without proper justification.
•
•
•
•
2009 Average time on-scene is 17:12.
2012 Average time on-scene is 14.29.
.
The on-scene time for Trauma calls per Metro Protocols is 15.0 Minutes. The average on scene time
will not exceed this time without proper justification.
•
•
•
•
2012 Average time on-scene is 13.11.
Paramedic and EMT-B Specific Training:
2009 Hours of Training
9,331
8,774
10,015
9,971
Facilities
•
Work Orders received by Facilities are prioritized as Emergency, High, Normal, and Low.
•
Facilities has established response times and percentages to each Priority as follows:
282
Emergency- within 1 day 95% of the time
Highwithin 2 days 90% of the time
Normalwithin 5 days 85% of the time
Lowwithin 14 days 80% of the time
•
In 2010, Facilities responded to 533 Work orders.
Facilities met their established response times in 2010 as follows:
Emergency- 62% of the time
High53% of the time
Normal69% of the time
Low86% of the time
•
In 2011, Facilities responded to 573 work orders.
High66% of the time
Low36% of the time
Utility Usage for 2011 as compared to 2010:
Gas was reduced 2.3%.
Electricity was reduced 9.9%.
Water was reduced 7.7%.
•
In 2012, Facilities responded to 648 Work orders.
High46% of the time
Low50% of the time
Utility Usage for 2012 as compared to 2010:
Gas was reduced 13.5%.
Electricity was reduced 2.7%.
Water was reduced 4.3%.
2012 was the hottest summer on record and top 5 driest summers on record.
Customer Service Survey Results for 2012:
81% of responding Officers believe that safe and comfortable facilities are provided
so that employees can efficiently and effectively perform their duties.
75% of responding Officers are satisfied or very satisfied with the repairs provided by
Facilities Staff.
81% of responding Officers are satisfied or very satisfied with the Work order process.
283
Finance
•
•
Receive the GFOA Distinguished Budget Presentation Award on an annual basis.
Receive the GFOA Certificate of Achievement for Excellence in Financial Reporting on an
annual basis.
Finance received the GFOA Distinguished Budget Award for its 2009, 2010, 2011 and 2012 Budget
and received the GFOA Certificate of Achievement for Excellence in Financial Reporting for the
2010 and 2011 CAFR.
Fitness
•
•
Minor repair of equipment within 1 week 90% of the time.
Major repairs or replacement of equipment within 2 weeks 90% of the time.
Fleet Services
Warehouse Performance Measures:
Monthly supply orders were filled within 3 to 5 days 98% of the time in 2012.
Orders pulled accurately 100% of the time.
Orders delivered accurately 100% of the time.
Fleet Performance Measures:
Technician Productivity – 83.5%:
2009 - 87.6%
2010 - 83.5%
2011 - 82.5%
2012 – 80.3%
Downtime hours as a percent of available hours – 9.77%:
2009 - 7.55%
2010 - 5.95%
2011 - 8.02%
2012 – 8.0%
Internal Warranty Repair Work Orders as a percent of Total Work Orders - 0.11%
2009 - 0.09%
2010 - 0.12%
2011 - 0.23%
2012 - .004%
Outside Agency Facility Usage at 18%:
2009 - 10.7%
2010 - 16.0%
2011 - 15.0%
2012 - 13.0%
284
Grants
•
That all reports are completed per grantor requirements for all awarded projects 100% of the
time.
Hazardous Materials (HazMat)
•
•
•
•
Participate in the MMRS meetings at least 80% of the time.
Attend county meetings 100% of the time
Participate in County training exercises at least 75% of the time.
Participate in one-of-a-kind regional or state exercises 100% of the time.
2012 Performance Measures
Participated in 90% of the MMRS Meetings.
Attended 92% of the county meetings.
Participated in 100% of the county training exercises.
Participated in 100% of the one-of-a-kind regional or state exercises.
Human Resources
Education:
Members Receiving Degrees:
Associates Degree
Bachelors Degree
Masters Degree
Chief Fire Officer
Executive Fire Officer
Risk Management:
Worker’s Compensation:
ModRate
Number of Worker’s Comp Claims
2009
5
2
1
0
0
2010
0
6
0
0
0
2011
2
7
2
0
1
2012
1
5
2
0
1
1.02
137
0.95
143
0.85
118
0.83
96
Incident Management Team (IMT)
•
•
•
The Arapahoe County IMT participated in the Sate Vortex exercise and helped manage regional resources
during this all day event.
Arapahoe County IMT held 3 team trainings/meetings and Arapahoe County IMT member also attend several
planning meeing regarding the Vortex exercise.
Arapahoe County IMT was able to make progress in the Command Staff’s awareness of the Arapahoe County
IMT’s capabilities but work needs to continue.
Life Safety Bureau
•
•
•
•
Turnaround complete plan reviews within 5 days, 95% of the time.
Turnaround inspections in 1 day 95% of the time.
100% of High Risk occupancies inspected every year.
100% of Moderate Risk occupancies inspected every two years.
285
Indicators Completed in 2009:
o
o
o
o
Turnaround complete plan reviews within one week, 87% of the time.
Indicators Completed in 2010:
o
o
o
100% of High Risk occupancies inspected every year. 100% of Moderate Risk occupancies inspected every
two years.
Indicators completed in 2011:
o
o
o
o
Indicators completed in 2012:
o
o
o
o
Turnaround complete plan reviews within 5 days, 87.5% of the time.
# of Plan Reviews
Hours
# on Time
% on Time
# Over the Counter
% Over the Counter
Construction
Inspections
# of Inspections
Hours
Permit Fees
Dollars of Fees
Compliance
Inspections
Initial Inspection
Follow-Up Inspection
Total Inspections
2009
2010
2011
2012
2,741
3,668
2,382
87%
1,105
40%
2,994
4,213
2,795
93%
1,422
47%
3,527
4,002
3,018
86%
1,688
48%
3,662
4,141
3,206
88%
1,853
51%
4,654
6,307
4,568
6,339
5,023
4,799
4,973
3,694
$479,077 $662,223 $782,837 $916,860
4,372
2,352
6,724
286
4,927
2,566
7,493
3,612
1,407
5,019
4,307
1,241
5,548
Hours
Investigations
Fires Investigations
# of Investigations
5,130
6,288
4,776
4,204
302
113
331
98
281
305
178
267
Nozzles
•
Provide 24 hour repair/replacement time for out of service nozzles 90% of the time.
The goal was met 100% of the time in 2012.
Operations
Goal: First On Scene in Minutes at 90th Percentile for Turnout and Travel and 95th Percentile for
Dispatch:
Dispatch
Turnout
Travel
Total
Urban
1:00
1:30
5:12
7:42
Suburban 1:00
1:30
6:30
9:00
Rural
1:00
1:30
13:00
15:30
Dispatch
Turnout
Travel
Total
Urban
0:55
1:56
5:39
7.37
Suburban 0:55
2:01
6:41
8.41
Rural
1:01
2:06
8:50
11.14
Dispatch
Turnout
Travel
Total
Urban
0:57
2:01
5:15
7:22
Suburban 0:58
2:03
6:22
8:35
Rural
1:02
2:23
8:29
10:59
2011 Data is the time for the 90th percentile for Turnout and Travel and the 95th percentile in Dispatch
Dispatch
Turnout
Travel
Total
Urban
0:54
1:49
5:19
7:18
Suburban 0:55
1:56
6:32
8:33
Rural
0:58
2:07
8:10
10:41
2012 Data is the time for the 90th percentile for Turnout and Travel and the 95th percentile in Dispatch
Dispatch
Turnout
Travel
Total
Urban
0:53
1:46
5:21
7:15
Suburban 0:53
1:52
6:21
8:19
Rural
0:55
1:55
7:42
9:58
287
Total Response Time Performance
2012 Emergent Responses by Station
288
Preplans
•
Preplans will be completed by the last day of the quarter assigned 90% of the time.
2012 Performance Measure
• The preplans completion for 2012 is 94%.
Saws
•
•
Maintain a sufficient number reserve saws so that frontline units saws can be replaced
immediately 100% of the time.
Maintain a sufficient number of reserve saw blades and chains so that frontline units can have
broken chains or blades replaced immediately 100% of the time.
The Performance Measures were met 100% of the time in 2012.
Self-Contained Breathing Apparatus (SCBA)
•
Meet our 24 hour turn-around time on repairs 90% of the time.
Performance Measure Results for 2012:
The 24 hour turn-around time on repairs 90% of the time was accomplished in less than 24 hours
most of the time in 2012.
Special Operations
•
•
Special Operations teams will complete 1/3 of their training hours to renew their 3-year JPR (Job
Performance Requirements) certifications on an annual basis 100% of the time.
The Special Operations Chief will attend 90% of the team and line trainings for each discipline at
least once on an annual basis.
Performance Measure Results for 2012
• Special Operations Teams completed at least 1/3 of their training hours to renew their 3-year JPR
certifications.
• The Special Operations Chief attended 75% of the team and line trainings for each discipline at
least once on an annual basis.
Tech Rescue
•
•
•
Conduct on-duty training for 70 percent of team members every year
Ensure 90% of team members attend at a minimum 4 trainings per year
Resolve line Teach Rescue Team equipment replacement or repairs within 30 days 100% of the
time.
2012 Report on Performance Measures:
Conducted on-duty training for 70% of members .
289
90% of team members attended at least four trainings.
Resolved line Tech Rescue equipment replacement or repairs within 30 days 90% of the time.
Tracked Vehicle
•
Pre-staging works 100% of the time for ready response of the team on calls.
•
Pre-staging for ready response on calls
2010
100%
2011
100%
2012
100%
2009
2010
2011
2012
26,952
8,237
10,239
391
25,351
7,017
13,632
134
20,261
9,958
10,120
409
45,311
13,558
10,904
255
2009
2010
2011
2012
18,028
5,359
3,568
13,794
3,105
5,579
14,024
3,731
2,507
32,090
8,750
4,4751
41,272
2,634
$38.34
42,206
3,483
$28.59
35,928
2,998
$31.85
63,832
6,153
$27.63
Training
Training hours completed
By Category of Training
Fire
Special Operations
EMS
Other
Training hours completed
By Job
Firefighter
Officer
Driver/Operator
By Location
In Authority
Out of Authority
Cost per Hour of In-house Training
Urban Search and Rescue (USAR)
•
Ensure that all SMFRA CO-TF1 members maintain an active deployable status 100% of the
time.
The 2012 deployable status was 90%.
Water Supply
•
Replace out of service hose within 23 hours 100% of the time.
2012 Performance Measures:
All out of service hose was replaced within 23 hours 100% of the time.
290
Wildland Operations and Callouts
•
•
•
Will have 75% of the members complete 100% of the Advanced National Wildfire Coordinating
Group (NWCG) qualification on an annual basis.
Provide educational opportunities for 100% of the members to maintain their certifications on an
annual basis.
Have both of the Authority’s wildland stations staffed with at least two members 90% of the
time.
2012 Performance Measures:
55% of team members have completed the required advance courses of which there are six. 90%
of the members have completed all but one class.
100% of members have completed their required annual NWCG trainings, to remain in good
standing with the team.
Met the measure of having at least two members at the wildland stations every day 90% of the
time.
291
292
.
GLOSSARY
GLOSSARY
CFAI – Commission of Fire Accreditation
International, ICMA and IAFC joint venture
to provide an international accreditation
standard for Fire Service Organizations as a
method to measure excellent performance.
GLOSSARY
ALS – Advanced Life Support, Medical
Service delivered by EMT-Paramedic in the
prehospital setting. This includes the ability
to deliver emergency advanced airway
procedures, emergency medications and
treat emergency cardiac events.
Command Training Center (CTC) - a
simulation lab used to simulate emergency
incidents that allows officers and battalion
chief opportunities to operate at small and
large fires to hone their communication
skills.
Assessed Valuation - the value of a
property based on a percentage of actual
value that serves as the basis for tax
calculations.
CPI – Consumer Price Index, a
measurement of increasing prices, calculated
by the Bureau of Labor Statistics.
Battalion Chief (BC) – is responsible for
the management of all line personnel on
duty during a given shift. This position
provides emergency responses to the public
by ensuring proper selection and training of
personnel and the proper functioning of
equipment.
Duties
also
include
responsibilities for all stations on a given
shift as well as completion of special
projects and functional assignments.
Drill Grounds – the area where realistic,
hands on fire training is conducted.
Economies of Scale - a reduction in unit
cost achieved by increasing the amount of
production.
BLS – Basic Life Support, Medical Service
by an EMT-firefighter in the prehospital
setting with no advanced care.
EMS – Emergency Medical Service that
represents the combined efforts of several
professionals and agencies to provide
prehospital emergency care to the sick and
injured.
Blue Card Certification - A nationally
recognized curriculum used to certify local
Incident Commanders (company officers
and battalion chiefs) in effective methods for
organizing and communicating on day to
day emergencies.
EMS Supervisor – A designated EMT-P on
each of the three shifts in charge of Quality
Assurance and is a liaison to the EMS
Lieutenant.
CAD – Computer
notification system.
aided
EMT – Emergency Medical Technician, A
member of the EMS system who is trained
to provide prehospital medical care. EMTs
are categorized into three levels of training:
basic, intermediate and paramedic.
dispatch,
Cash Reserves - money placed in reserve
for the beginning of next year because
property tax money is not received until
March. Set at a minimum of 25% of next
year’s budgeted expenditures.
EMT-B – Emergency Medical TechnicianBasic, A member that has been trained in
basic first aid and CPR.
EMT-P – Emergency Medical TechnicianParamedic, An EMT who has completed an
extensive course of training in ALS; Skills
include IV therapy, advance pharmacology,
Certificates of Participation – Debt issued
on real property, usually through a dummy
corporation, that is similar to a lease in that
voter approval is not required to issue it.
293
property is at 29% of actual to assessed
value. In order for the ratio of commercial
to residential to remain the same, the ratio of
assessed to actual value for residential
property has decreased from 21% in 1986 to
7.96% in 2003 and has remained at that
percentage since. The Tabor Amendment
does not allow that percentage to increase.
cardiac monitoring and defibrillation, and
advance airway management.
Engine – Sometimes called a pumper, this
vehicle has a fire pump, water tank, hose
bed and ground ladders.
Enterprise Fund
- to account for
operations that are financed and operated in
a manner similar to private business
enterprises-where the intent of the governing
body is that the costs (expenses, including
depreciation) of providing goods or services
to the general public on a continuing basis
be financed or recovered primarily through
user charges.
General Obligation Bonds – a bond
supported by the property taxing authority of
a municipality or other issuer such as a
Special District.
Hazardous Materials (HazMat) – Those
chemicals or substances which constitute a
physical hazard or health hazard whether in
a usable or waste condition.
FASTER – fleet management computer
system.
HazMat IQ - system uses chemistry
information to assist responders in selecting
what personal protective equipment (PPE)
and air monitoring instruments (meters) are
needed to safely mitigate an incident.
Through the use of Smart Charts responders
leave a training session with battle‐tested
skills and a quiet confidence. The simplicity
and effectiveness of the HazMat IQ system
is experiential based, and, because all
courses are designed and taught by first
responders for first responders.
FEMA – Federal Emergency Management
Agency
Fire Code – a systematic statement of the
rules that promote a fire safe society. In this
case, the Uniform Fire Code published by
the International Fire Code Institute is the
set of documents that when adopted
regulates the component of a fire safe
community.
Fire Manger – is a comprehensive fullyintegrated fire records management system
which includes time keeping and payroll.
Heavy Rescue – rescue operation where
special equipment and training are required,
such as a building collapse.
FireWatch – A newsletter published four
times a year by South Metro Fire Rescue
Authority and South Metro Safety
Foundation.
IAFC – International Association of Fire
Chiefs, international organization of fire
service professionals dedicated to providing
leadership on issues of importance to
emergency
services
workers
and
organizations.
First Responder Emergency Medical
Services – the first medically trained person
to arrive at the scene of sudden illness or
injury.
ICMA – International City Managers
Association,
international
association
organized to offer support to managers and
mayors of municipalities.
Gallagner Amendment – an amendment to
the state constitution which sets the
ratio/relationship
between
commercial
property and residential properties across the
state of Colorado. The ratio for commercial
Inter-governmental Agreement.(IGA) an agreement between two or more
294
Modified Accrual Basis of Accounting – A
form of accrual accounting in which
expenditures are recognized when the goods
or services are received and revenues, such
as taxes, are recognized when measurable
and available to pay expenditures in the
current accounting period.
governments to work together in some
capacity.
Internal Transactions – transactions that
occur between funds.
ISO – the Insurance Services Office is the
organization that conducts surveys of a
communities’ fire response capability. The
ISO is supported by the insurance industry
to measure and publish the number grade of
the effectiveness of a community’s fire
department, fire emergency notification
system and fire suppression water system.
National Fire Protection Association
Standards (NFPA) – the body of directives,
guidelines and rules written by an
association of individuals and societies that
promote science and improve the method of
fire protection and prevention. The NFPA
standards provide detailed instructions for
design, installation, and maintenance of
safeguards against the loss of life and
property.
Joint Service Facility (JSF) – A Training
and Vehicle Maintenance facility which is a
joint venture of Parker Fire Protection
District, Douglas County Schools and the
Town of Parker.
NAPD – National
Professional Drivers.
Association
of
Line – The employees who are assigned to
the operations and EMS divisions
responding to incidents.
Officer Development – a training course to
develop company officers.
MDT – Mobile Date Terminals.
OT – Overtime
Medic Unit (Ambulance) – An Advanced
or Basic Life Support ground transport unit.
PASS – Personal Alert Safety System,
advice with an audible signal to locate a
downed fire fighter.
MetCom
–
Metropolitan
Area
Communications Center Authority, is an
emergency dispatch center started by South
Metro Fire Rescue in 2006. They dispatch
all calls for the Authority.
Preplan – see Pre-fire plan.
Pre-fire plans – a guideline that directs the
efforts of emergency crews arriving on
scene of a fire. The plan is based on field
research of the specific building and on
generally accepted good practices of the fire
service.
Metro Market Average – the average wage
to be paid to like positions in the Denver
Metro area.
Metropolitan Medical Response System –
(MMRS) a system to provide mass
decontamination services to the metropolitan
area in the event of a biological terrorist
attack or similar event.
Program – A set of expenditures and tasks
to accomplish a specific goal.
Mill Levy – the levy that is assessed per
thousand dollars of assessed value to
property to calculate property tax revenue
for the District.
Quality Assurance Audit (QA program) –
A system of internal and external reviews
and audits of all aspects of an EMS system.
Property Tax - a tax that is based on the
value of a house or other property.
295
Squirt – A piece of fire apparatus which has
a fire pump, water tank, hose bed, ground
ladders and lighter weight aerial ladder
usually less than 75 feet in length. Utilized
as an Engine mainly but has the capability of
an elevated stream.
Quint - A piece of fire apparatus which is
capable of performing 5 fireground
functions. It has a fire pump, water tank,
hose bed, ground ladders and an aerial
ladder usually longer than 75 feet in length.
Red-lined – when the current wage paid to
an employee meets or exceeds the Metro
Market Average, the wage will be frozen
(red lined) until Metro Market average
increases.
Strategic Plan – the goals and plans for the
district.
SWAT – Special Weapons and Tactics,
assists law enforcement in hazardous
situation.
Rescue – Similar to an Ambulance but
utilizes
personnel
cross-trained
as
firefighters and carries a limited amount of
firefighting equipment.
TABOR – Taxpayers bill of rights, which
was passed by the voters of Colorado to
limit the growth in government revenue to
inflation and a growth factor. Parker Fire
Protection District and South Metro Fire
Rescue held an election at which the voters
approved exemption from the revenue
limitations of the TABOR Amendment.
SCBA
–
Self-Contained
Breathing
Apparatus, compressed air tanks, backpack
and regulator worn by firefighters in smoke
filled environment.
Standards of Cover (SOC) - is a document
in which we identify the risks in our
community, establish the levels of service to
respond to those risks, and evaluate our
performance.
Tower – A piece of fire apparatus with a
ladder and platform at the top. They have a
limited amount of water and pumping
ability.
Treasurer’s Fees – fees collected by the
treasurer of the county for collecting
property tax for the district. Douglas and
Arapahoe Counties rate is 1.5%.
Standard Operating Guidelines (SOG) –
A set of guidelines used to perform
everyday operations for line personnel.
South Metro Fire Safety Foundation – A
nonprofit corporation organized by South
Metro Fire to provide training to the
community in CPR, first-aid, driving skills
for teenagers and fire safety classes for
businesses.
Uncollectibles – amount of revenue from
the Ambulance Transports assumed from
indigent
parties,
non-payment
from
Medicare and Medicaid and homeless
people.
Specific Ownership Tax – tax on license
plates for vehicles, which is allocated to the
governments within the county.
USAR – Urban Search and Rescue Team
– One of 28 task forces nationwide under the
National Department of Homeland Security.
Special District – A form of local
government in the State of Colorado
authorized under State Statute Sections 32 to
provide Fire, Health and Hospital, Parks &
Recreation or Water & Sanitation services to
a specific area.
Web Site – www.southmetro.org
Wildland Fire – a fire which occurs in an
area of grass, brush, trees, etc.
296
.
APPENDIX
APPENDIX
297
298
299
300
301
302
303
304
305
306
307
308
309
310
311
312
313
314
.
FIVE-YEAR PLAN
FIVE YEAR PLAN
South Metro Fire Rescue Authority 5-Year Planning
The Board and staff of the Authority have been doing 5-year plans for a long time. We have run
analysis with our 5-year planning model looking at what we hope is the worst case scenario and then a
better scenario that at least begins to bring the Revenue and Expenditure line together. The focus is on
the General Fund. A transfer of excess cash in the General Fund in the amount of $13,700,000 was
transferred to the Capital Projects Fund at the beginning of 2012. This will minimize the amount, if any
necessary to fund the proposed capital expenditures from the General Fund for the next 5 years.
The assumptions used in this 5-year plan are as follows:
•
•
•
•
•
•
It is assumed that property values may increase due to positive numbers for the Schiller Index. .
It is assumed to be a 3% increase in 2014, 2% in 2015, 5% in 2016 and 2018 and 4% increase in
2017. The reason for the variation is that properties are re-assessed every two years. In the off
year there is not much change, only new construction.
Wages are assumed to grow at 0.5% and 1%, Benefits at 6%, and inflation is assumed to be 1.0%
There are no transfers to the Capital Projects Fund.
The Facility program was approved by the Board in 2012. The cost over the 5 years is including
the 2013 budget is $11,375,000.
Vehicle Purchases are per the Fleet Maintenance replacement schedule and they total $3,973,000
for Capital Projects Fund and $2,140,000 in the Ambulance Fund.
Technology Capital is per the schedule provided by IT and is $3,100,000 in the Capital Projects
Fund and is $669,700 in the General Fund.
I believe the growth factors for Assessed values are reasonable with preliminary discussions with the
county assessors which was some good news. Of course anything is possible. We try to monitor our
expenditures and remain conservative with our assumptions in order to minimize the surprises.
Each year we analyze what has happened compared to our projection. We will make adjustments to our
assumptions and we can increase the expenditures for those items that need to occur but are being
postponed until the financial outlook improves or we can delay some projects until another year if
necessary. We run many different scenarios and then choose the scenario that we believe is the most
likely to occur.
315
Cash Balances (includes Capital Cash) Compared to Required Cash
Balances 2013 Budget Assessed Value Growth 3% in 2014, 2% in 2015,
5% in 2016 and 2018, and 4% in 2017
50
M
i
l
l
i
o
n
s
45
40
35
30
o 25
f
20
D
o 15
l
l
10
a
r
s 5
0
2013
2014
2015
2016
Year
Required Cash Balance
Estimated Cash Balance
316
2017
2018
General Fund Revenues Compared to Expenditures 2013 to 2018
2013 Budget Growth in Assessed Values 3% in 2014, 2% in 2015,
5% in 2016 and 2018, 4% in 2017
70.00
68.00
66.00
64.00
Millions of Dollars
62.00
60.00
+
58.00
56.00
54.00
52.00
50.00
48.00
46.00
Revenues
2013
57.29
2014
56.61
2015
57.77
2016
53.05
2017
55.06
2018
57.65
Expenditures
53.46
53.62
54.17
54.94
55.81
56.76
317
Comparison Required to Expected Cash Balance 2013 to 2018
2013 Budget General Fund Only Growth in Assessed Values 3% in 2014,
2% in 2015, 5% in 2016 and 2018, and 4% in 2017
40.00
35.00
Millions of Dollars
30.00
25.00
20.00
15.00
10.00
5.00
0.00
Required Cash Balance
2013
13.37
2014
13.4
2015
13.54
2016
13.74
2017
13.95
2018
14.19
Estimated Cash Balance
28.42
31.42
35.02
33.13
32.37
33.27
318
5-Year Financial Plan - General Fund Revenues & Summary
File: Financial Analysis for the 2013 Budget.xls
Tuesday, January 08, 2013
1% and .5% growth in Salaries, Benefits other than Pension 6%, Inflation 1%.
Description
2013
PROPETY TAX REVENUES
% Growth DC PFPD
% Growth AC PFPD
% Growth DC SMFR
% Growth AC SMFR
Mill Levy PFPD
Mill Levy SMFR
2014
2015
2016
2017
2018
3.00%
3.00%
3.00%
3.00%
2.00%
2.00%
2.00%
2.00%
5.00%
5.00%
5.00%
5.00%
4.00%
4.00%
4.00%
4.00%
5.00%
5.00%
5.00%
5.00%
13.978
9.250
13.978
9.250
9.250
9.250
9.250
9.250
9.250
9.250
1,243,828,481
17,386,235
1,281,143,335
17,907,822
1,306,766,202
18,265,978
1,372,104,512
12,691,967
1,426,988,693
13,199,645
1,498,338,127
13,859,628
Arapahoe County Assessed Value PFPD
PFPD AC Property Tax Revenue
209,077,540
2,922,486
215,349,866
3,010,160
219,656,864
3,070,364
230,639,707
2,133,417
239,865,295
2,218,754
251,858,560
2,329,692
Douglas County Assessed Value SMFR
SMFR DC Property Tax Revenue
936,097,220
8,658,899
964,180,137
8,918,666
983,463,739
9,097,040
1,032,636,926
9,551,892
1,073,942,403
9,933,967
1,127,639,524
10,430,666
2,334,280,150
21,592,091
2,404,308,555
22,239,854
2,452,394,726
22,684,651
2,575,014,462
23,818,884
2,678,015,040
24,771,639
2,811,915,792
26,010,221
Douglas County Assessed Value PFPD
PFPD DC Property Tax Revenue
Arapahoe County Assessed Value SMFR
SMFR AC Property Tax Revenue
Abatements:
PFPD Abatements
SMFR Abatements
351,603
879,731
Less: 1.5%Treasurers Fees
Less: 1% Uncollectible
769,097
517,910
773,360
519,136
788,983
519,136
715,155
519,136
744,073
519,136
781,666
519,136
50,504,038
50,784,006
51,809,913
46,961,868
48,860,797
51,329,404
3,250,000
3,347,500
3,447,925
3,551,363
3,657,904
3,767,641
Other Sources of Revenue
Permits & Plan Reviews
Miscellaneous
Other Sale of Assets
Reimbursed Expenditures
Rental Income
1,000,000
76,000
10,000
622,500
187,500
700,000
350,000
10,000
636,818
198,000
700,000
350,000
10,000
651,464
198,000
700,000
350,000
10,000
666,448
198,000
700,000
350,000
10,000
681,776
198,000
700,000
350,000
10,000
697,457
198,000
Total Property Tax Revenues Net of Fees
319
Description
Accounting Fees Other Funds
Grant Income
Fleet Outside Labor Charges
Fleet Outside Material Charges
Training Fees from Others
2013
12,000
1,290,480
120,000
120,000
60,000
3,498,480
2014
18,000
2015
18,000
2016
18,000
2017
18,000
2018
18,000
150,000
200,000
70,000
2,332,818
150,000
200,000
70,000
2,347,464
150,000
200,000
70,000
2,362,448
150,000
200,000
70,000
2,377,776
150,000
200,000
70,000
2,393,457
Total Revenues
57,252,518
56,464,323
57,605,302
52,875,679
54,896,477
57,490,502
Interest Income
40,000
149,235
165,690
169,942
163,334
163,693
Total Revenues Including Interest
57,292,518
56,613,559
57,770,992
53,045,621
55,059,811
57,654,195
24,594,988
28,423,212
31,420,166
35,021,366
33,125,375
32,371,753
Add: Total Revenues
57,252,518
56,464,323
57,605,302
52,875,679
54,896,477
57,490,502
LESS: All Expenditures
53,464,294
53,616,604
54,169,792
54,941,612
55,813,433
56,756,691
28,423,212
31,420,166
35,021,366
33,125,375
32,371,753
33,269,257
13,404,151
13,542,448
13,735,403
13,953,358
14,189,173
13,101,205
1,831,633
1,571,159
11,133,222
2,104,971
2,298,863
5,404,101
1,985,714
3,021,654
2,185,116
2,245,441
3,739,481
1,077,616
2,571,235
4,452,295
47,655,366
47,924,163
50,558,423
43,536,844
40,541,791
41,370,404
14,227,373
45,193,266
14,355,901
44,521,372
14,062,448
46,154,589
15,190,403
38,529,476
14,773,608
34,556,870
14,466,048
34,346,874
One Time Transfer to Capital Projects
Ending Cash Balance with Interest Income
Growth in SOT Tax 3.0%
Assumed Interest rate is .5%
25% Minimum Cash Balance for General Fund
13,366,073
Sale of Lima Street Property not included in these numbers.
Asssumed Inflation Rate 1.0%
Other Funds Cash Balances:
16,770,054
Ambulance Fund
1,623,512
Building Rental - Capital Replacement
838,588
Total All Fund Cash Balances
Required Cash Balance using Capital
Estimated Cash Balance using Capital
320
5-year Financial Plan - Salaries & Benefits
File: Financial Analysis for the 2013 Budget.xls
Description
2013
SALARIES
Base Wages
General Fund
Executive
Board of Directors
Community Relations
Finance
Adminisitration
Human Resources
Technology
Fleet Services
Coummunity Safety Services Administration
Life Safety Bureau
Plannning and Analysis
Emergency Manager
Safety Foundation
Grants
Operations
EMS
Special Operations
Training
Total General Fund
Ambulance Fund
Grand Total all Base Wages
OVERTIME
General Fund
Executive
Community Relations
Finance
Administration
Human Resources
Technology
Fleet Services
2014
2015
219,609
9,600
174,645
362,301
188,141
136,467
309,346
339,491
794,426
191,436
1,434,955
94,524
156,944
117,169
42,328
23,239
21,045,102
409,757
143,218
647,335
26,840,033
1,620,855
221,805
9,696
176,391
365,924
190,022
137,832
312,439
342,886
802,370
193,350
1,449,305
95,469
158,513
118,341
42,751
23,471
21,255,553
413,855
144,650
653,808
27,108,433
1,637,064
28,460,888
28,745,497 29,031,824
1.00%
0.50%
5,000
5,000
2,500
5,000
37,300
31,340
15,000
321
5,050
5,050
2,525
5,050
37,673
31,653
15,150
222,914
9,744
177,273
367,754
190,973
138,521
314,002
344,600
806,382
194,317
1,456,551
95,947
159,306
118,932
42,965
23,589
21,504,431
415,924
145,373
657,077
27,386,575
1,645,249
5,075
5,075
2,538
5,075
37,861
31,812
15,226
2016
225,143
9,842
179,046
371,431
192,882
139,906
317,142
348,046
814,446
196,260
1,471,117
96,906
160,899
120,122
43,395
23,825
21,830,957
420,083
146,827
660,363
27,768,638
1,661,701
2017
226,269
9,891
179,941
373,288
193,847
140,606
318,727
349,787
818,518
197,242
1,478,472
97,391
161,704
120,722
43,612
23,944
22,032,632
422,183
147,561
663,665
28,000,001
1,670,010
2018
228,532
9,990
181,741
377,021
195,785
142,012
321,915
353,284
826,703
199,214
1,493,257
98,364
163,321
121,930
44,048
24,183
22,252,959
426,405
149,037
670,301
28,280,001
1,686,710
29,430,339 29,670,011 29,966,711
1.00%
0.50%
1.00%
5,126
5,126
2,563
5,126
38,240
32,130
15,378
5,152
5,152
2,576
5,152
38,431
32,290
15,455
5,203
5,203
2,602
5,203
38,815
32,613
15,609
Description
Life Safety Bureau
Emergency Manager
Operations
EMS
Special Operations
Training
Total General Fund
Ambulance Fund
Grand Total all Overtime
BENEFITS
Pension
General Fund
Executive
Community Relations
Finance
Adminisitration
Human Resources
Technology
Fleet Services
Life Safety Bureau
Emergency Manager
Safety Foundation
Grants
Operations
FF Step Increase
EMS
Special Operations
Training
Total General Fund
Ambulance Fund
Grand Total All Pension
2013
21,000
76,300
12,888
13,800
1,246,000
465,421
1,027,549
503,830
3,467,928
97,760
2014
21,210
77,063
13,017
13,938
1,258,460
470,075
1,037,824
508,868
3,502,607
98,738
2015
21,316
77,448
13,082
14,008
1,264,752
472,426
1,043,014
511,413
3,520,120
99,231
2016
21,529
78,223
13,213
14,148
1,277,400
477,150
1,053,444
516,527
3,555,322
100,224
2017
21,637
78,614
13,279
14,219
1,283,787
479,536
1,058,711
519,109
3,573,098
100,725
2018
21,853
79,400
13,412
14,361
1,296,625
484,331
1,069,298
524,300
3,608,829
101,732
3,565,688
3,601,345
3,619,352
3,655,545
3,673,823
3,710,561
26,353
20,957
43,476
22,577
16,376
37,122
40,739
95,331
22,972
172,195
11,343
18,833
14,060
5,079
2,789
2,525,412
49,171
17,186
77,680
3,219,652
194,503
26,617
21,167
43,911
22,803
16,540
37,493
41,146
96,284
23,202
173,917
11,456
19,022
14,201
5,130
2,817
2,550,666
17,027
49,663
17,358
78,457
3,268,875
196,448
26,750
21,273
44,130
22,917
16,622
37,680
41,352
96,766
23,318
174,786
11,514
19,117
14,272
5,156
2,831
2,580,532
13,245
49,911
17,445
78,849
3,298,465
197,430
27,017
21,486
44,572
23,146
16,789
38,057
41,766
97,734
23,551
176,534
11,629
19,308
14,415
5,207
2,859
2,619,715
11,047
50,410
17,619
79,244
3,342,103
199,404
27,152
21,593
44,795
23,262
16,873
38,247
41,974
98,222
23,669
177,417
11,687
19,404
14,487
5,233
2,873
2,643,916
50,662
17,707
79,640
3,358,813
200,401
27,424
21,809
45,243
23,494
17,041
38,630
42,394
99,204
23,906
179,191
11,804
19,598
14,632
5,286
2,902
2,670,355
51,169
17,884
80,436
3,392,401
202,405
3,414,155
3,465,323
3,495,895
3,541,507
3,559,214
3,594,807
All Other Benefits
322
Description
2013
General Fund
Executive
Board of Directors
Community Relations
Finance
Adminisitration
Human Resources
Technology
Fleet Services
Life Safety Bureau
Emergency Manager
Safety Foundation
Grants
Operations
EMS
Special Operations
Training
Total General Fund
Ambulance Fund
Grand Total all Benefits
2014
2017
2018
35,840
697
33,482
56,996
39,292
27,468
84,706
47,683
187,948
42,596
341,158
23,723
43,118
25,897
5,472
3,004
5,685,386
59,879
29,085
158,962
6,932,391
357,878
37,990
697
35,491
60,416
41,650
29,116
89,788
50,544
199,224
45,152
361,627
25,146
45,705
27,451
5,800
3,184
6,026,509
63,472
30,830
168,500
7,348,292
379,351
40,269
697
37,621
64,041
44,149
30,863
95,175
53,577
211,178
47,861
383,325
26,655
48,447
29,098
6,148
3,375
6,388,100
67,280
32,680
178,610
7,789,148
402,112
42,686
697
39,878
67,883
46,797
32,715
100,886
56,791
223,849
50,733
406,324
28,254
51,354
30,844
6,517
3,578
6,771,386
71,317
34,641
189,326
8,256,455
426,239
45,247
697
42,271
71,956
49,605
34,677
106,939
60,199
237,279
53,777
430,704
29,949
54,435
32,694
6,908
3,793
7,177,669
75,596
36,720
200,686
8,751,801
451,813
6,925,883
7,290,269
7,727,643
8,191,260
8,682,694
9,203,614
141,890
110,378
92,060
43,244,324
43,985,092
44,910,711
45,585,742
46,475,693
42,366,614
The salary percentage change is per % at line below total base salary
Benefits except for Pension increase
Totals By Fund
General Fund
Ambulance
2016
33,811
734
31,587
53,770
37,068
25,913
79,911
44,984
177,309
40,185
321,847
22,380
40,677
24,431
5,162
2,834
5,411,766
56,490
27,439
149,964
6,588,262
337,621
Additional Wages and Benefits Station Openings
Lone Tree
Hess
Step Increases
Grand Total Salaries and Benefits
2015
6.00%
40,115,875
2,250,739
40,954,197
2,290,127
41,663,831
2,321,261
42,547,270
2,363,441
43,188,368
2,397,374
44,033,033
2,442,660
42,366,614
43,244,324
43,985,092
44,910,711
45,585,742
46,475,693
323
5-Year Financial Plan - Operating Expenditures
File: Financial Analysis for 2013 Budget.xls
Description
2013
Operating Budget - Supplies and Expense
General Fund
Executive
Board of Directors
Community Relations
Finance
Administration
Human Resources
Technology
Fleet Services
Life Safety Bureau
Planning and Analysis
Emergency Manager
Safety Foundation
Grants
Operations
EMS
Special Operations
Training
Total General Fund
Ambulance Fund
Building Fund
Grand Total All Supplies & Expense
2015
2016
2017
2018
99,685
12,030
163,166
92,581
175,940
1,034,912
476,875
1,283,823
1,372,131
14,299
84,589
92,912
37,661
15,266
12,242
93,094
413,551
1,535,745
485,332
7,495,834
958,240
481,750
100,682
12,150
164,798
93,507
177,699
1,045,261
481,644
1,296,661
1,385,852
14,442
85,435
93,841
38,038
15,419
12,364
94,025
417,687
1,551,102
490,185
7,570,792
967,822
486,568
101,689
12,272
166,446
94,442
179,476
1,055,714
486,460
1,309,628
1,399,711
14,586
86,289
94,780
38,418
15,573
12,488
94,965
421,863
1,566,613
495,087
7,646,500
977,501
491,433
102,706
12,395
168,110
95,386
181,271
1,066,271
491,325
1,322,724
1,413,708
14,732
87,152
95,727
38,802
15,729
12,613
95,915
426,082
1,582,280
500,038
7,722,965
987,276
496,348
103,733
12,518
169,791
96,340
183,084
1,076,934
496,238
1,335,951
1,427,845
14,880
88,024
96,685
39,190
15,886
12,739
96,874
430,343
1,598,102
505,038
7,800,195
997,148
501,311
104,770
12,644
171,489
97,304
184,915
1,087,703
501,200
1,349,311
1,442,123
15,028
88,904
97,651
39,582
16,045
12,866
97,843
434,646
1,614,083
510,089
7,878,197
1,007,120
506,324
8,935,824
9,025,182
9,115,434
9,206,588
9,298,654
9,391,641
328,181
260,500
303,529
56,000
29,200
309,924
381,200
264,089
183,500
264,089
21,000
264,089
63,000
264,089
21,000
29,492
50,000
29,787
30,085
50,000
30,386
50,000
30,689
977,410
650,178
720,616
235,000
527,376
240,000
315,174
695,000
407,475
390,000
365,778
390,000
1,627,588
955,616
767,376
1,010,174
797,475
755,778
Operating Budget - Capital Expenditures Outside of Capital Projects Fund
General Fund
Technology
Life Safety Bureau
EMS
Special Operations
Training
Total General Fund
Ambulance Fund
Building Fund
Grand Total All Capital Expenditures
2014
Operating Budget - Other Expenditures
324
Description
Operating Expenditures - PFPD
Operating Expenditures - SMFR
Finance Transfers to other Funds
Operations - Dispatch Services
Operations - Contributions to Volunteer Pensions
Grants - Matching Grant Expenditures
Facilities Maintenance - Mineral Rental
Human Resources - Tuition Reimbursement
Administration - Insurance
Property and Liability
2013
21,387
18,146
Total Other Operating Expenditures
Grand Total All Operating Expenditures
2016
2017
2018
2,320,691
33,000
2,367,105
33,000
2,414,447
30,000
2,462,736
30,000
2,511,990
30,000
571,372
100,000
571,372
50,000
571,372
50,000
571,372
50,000
571,372
50,000
273,684
276,421
279,185
281,977
284,797
287,645
978,750
988,538
998,423
1,008,407
1,018,491
1,028,676
2,416,000
2,467,314
2,541,333
2,617,573
2,696,100
2,776,983
7,199,526
6,790,335
6,873,417
6,973,776
7,113,496
7,256,666
17,762,938
16,771,133
16,756,227
17,190,538
17,209,624
17,404,085
13,256,770
4,024,418
481,750
12,614,429
3,670,136
486,568
12,505,961
3,758,834
491,433
12,394,342
4,299,849
496,348
12,625,065
4,083,248
501,311
12,723,658
4,174,103
506,324
17,762,938
16,771,133
16,756,227
17,190,538
17,209,624
17,404,085
NOTE: Assumptions
Inflation Factor
Totals By Fund
General Fund
Ambulance Fund
Building Fund
2015
15,000
18,000
2,275,187
45,000
450,000
571,372
150,000
HR - Worker's Comp Insurance
Ambulance Fund - Allowance for Uncollectibles
2014
15,000
18,000
1.00%
325
5-Year Financial Plan - Debt Payments
Description
2013
PFPD Leases
2000 Lease
2001 Lease
2003 Lease
2004 Lease
2005 Lease
2008 Communications Lease
2014
2015
2016
2017
2018
43,671
47,978
47,978
91,649
47,978
-
-
-
-
-
-
-
-
-
-
Grand Total All Leases & COPs
91,649
47,978
-
-
-
-
Totals By Fund
General Fund
Building Fund
91,649
-
47,978
-
-
-
-
-
91,649
47,978
-
-
-
-
Total PFPD Leases
SMFR Leases
SMFR Certificates of Participation
Total SMFR Leases & COPs
326
5-Year Plan - Capital Projects Fund
Description
2013
FACILITIES AND NEW APPARATUS
Remodel Existing Stations
2 Stations per year
Station 31 Replacement
Replace Burn Building
2014
50,000
2015
2016
335,000
450,000
300,000
3,750,000
2017
60,000
2018
120,000
335,000
1,200,000
Construction Station 77
Apparatus 77
Equipment Station 77
Construction Station 78
Apparatus 78
Equipment Station 78
Rebuild Station 32
2,500,000
1,500,000
Remodel Station 35
450,000
Rebuild Station 38
Replacement Station 33
325,000
Construction Lone Tree Station
Apparatus Lone Tree
Equipment Lone Tree
Move Station 74 North of E-470 and Peoria
Construction Buffaloberry Station
Apparatus Buffaloberry
Equipment Buffaloberry
Construction Hess Station
Apparatus Hess
Equipment Hess
HazMat Truck & Trailer
Pool Cars
Truck Crew Cab
Surburan
Dodge Durangos - 2
Dodge Dakotas - 2
173,000
65,000
50,000
40,000
62,000
44,000
97,000
45,000
78,000
120,000
327
36,000
84,000
Description
2013
Trailblazer - 2
Battalion 45/Reserve
Brush Truck
CAFS Tender
Type III Pumper
Road Expeditor2
Pumper
100" Tower
TeleSquirt
Total Facilities and Apparatus
2014
Cost of Facilities Net of Sales
Interest Income
2016
2017
84,000
2018
125,000
95,000
150,000
150,000
560,000
1,120,000
3,273,000
1,105,000
550,000
1,200,000
3,420,000
3,785,000
2,060,000
4,805,000
1,050,000
1,050,000
1,000,000
-
-
150,000
285,000
285,000
275,000
560,000
590,000
Equipment - Replace all Radios
Sale of Assets
Sell Station 38
Sell Station 36
Sell Station 44
Total Sales
2015
-
-
3,420,000
3,785,000
2,060,000
4,805,000
3,273,000
1,105,000
20,070,254
16,770,054
13,101,205
11,133,222
5,404,101
2,185,116
145,000
138,151
112,017
90,879
62,015
28,460
20,215,254
16,908,205
13,213,222
11,224,101
5,466,116
2,185,116
3,420,000
25,200
3,785,000
22,000
2,060,000
20,000
5,805,000
15,000
3,273,000
8,000
1,105,000
2,500
16,770,054
13,101,205
11,133,222
5,404,101
2,185,116
1,077,616
112,017
90,879
62,015
28,460
12,235
Impact Fees
Transfer from the General Fund
Total Cash Available
Less: Capital Expenditures
Bank Fees
Net Cash Balance
Interest Rate
138,151
0.75%
328
5-Year Plan - Ambulance Transport Fund
2013
Number of Transports per Day
Basic Transport Fee
Average No. Miles per Call
Mileage Charge
Average of Other Charges
Average Collection Rate
Total Transports per Year
Growth in Number of Transports & increase in Fees
$
$
$
800.00
5.5
15.00
159.00
60.00%
5,750
3.00%
2014
2015
2016
2017
2018
5,923
6,100
6,283
6,472
6,666
Enterprise Fund - Ambulance Transport
Beginning Cash & Investments
1,852,444
1,623,512
1,831,633
2,104,971
1,985,714
2,245,441
Revenues
Search Fees
Basic Transport Fees
Mileage
Other Charges
Less:Uncollectibles
100
4,600,000
526,125
920,000
2,416,000
100
4,738,000
488,606
941,678
2,467,314
100
4,880,140
503,264
969,928
2,541,333
100
5,026,544
518,362
999,026
2,617,573
100
5,177,341
533,913
1,028,996
2,696,100
100
5,332,661
549,931
1,059,866
2,776,983
Total Revenues
3,630,225
3,701,070
3,812,099
3,926,459
4,044,250
4,165,575
1,718,615
532,124
958,240
650,178
-
1,735,801
554,326
967,822
235,000
-
1,744,480
576,781
977,501
240,000
-
1,761,925
601,516
987,276
695,000
-
1,770,735
626,640
997,148
390,000
-
1,788,442
654,218
1,007,120
390,000
-
3,859,157
3,492,949
3,538,762
4,045,717
3,784,523
3,839,780
208,121
273,338
259,727
325,795
1,831,633
2,104,971
2,245,441
2,571,235
Expenditures
Salaries
Benefits
Other Expense
Capital Items:
Insurance
Total Expense
Net Income or Loss
Ending Cash Balance
(228,932)
1,623,512
329
(119,257)
1,985,714
5-Year Plan - Building Rental Fund
2013
2014
2015
2016
2017
2018
REVENUES:
Building Rental:
State of Colorado
GSA
State Fire Chiefs
MetCom
SMFRA
Total Building Rental
EXPENDITURES:
General Operating
210,857
472,647
2,324
63,138
571,372
1,320,338
108,417
472,647
2,324
64,378
571,372
1,219,138
108,417
472,647
2,324
64,378
571,372
1,219,138
108,417
472,647
2,324
64,378
571,372
1,219,138
108,417
472,647
2,324
64,378
571,372
1,219,138
108,417
472,647
2,324
64,378
571,372
1,219,138
481,750
486,568
491,433
496,348
501,311
506,324
Lease Payments
-
-
-
-
-
-
Total Expenditures
481,750
486,568
491,433
496,348
501,311
506,324
Net Income(Loss)
838,588
732,571
727,705
722,790
717,827
712,814
Capital Replacement Fund
838,588
1,571,159
2,298,863
3,021,654
3,739,481
4,452,295
330

South Metro Fire Rescue Authority

Transcription

Similar documents

Ballast Guard

Low Impact Development Workshop

Ad for user Orgill (KELSEYVILLE LUMBER)

Preschool Deluxe Action Train Table with Lid

Galen Kaspar College Algebra — sample problems

Blepharitis and Meibomianitis

Rolling Hardy Portable Tool Case Elite Portable Tool

Solar-Powered Oven

Lid - Rawalpindi Medical College