South Metro Fire Rescue Strategic Master Plan

8/11/2019 South Metro Fire Rescue Strategic Master Plan

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Table of Contents

Executive Summary................................................................................................................. 3

Organizational Philosophies.................................................................................................. 6Master Strategic Goals............................................................................................................ 8

Organizational Goals................................................................................................................ 9I.

GOVERNANCE AND ADMINISTRATION......................................................................... 9II.

ASSESSMENT AND PLANNING..................................................................................... 10III.

GOALS AND OBJECTIVES........................................................................................... 11IV.

FINANCIAL RESOURCES.............................................................................................. 12V.

PROGRAMS.................................................................................................................... 14VI.

PHYSICAL RESOURCES............................................................................................... 21VII.

HUMAN RESOURCES................................................................................................... 23VIII.

TRAINING AND COMPETENCY..................................................................................... 24

IX.

ESSENTIAL RESOURCES............................................................................................. 25

X.

EXTERNAL SYSTEMS RELATIONSHIPS...................................................................... 27XI.

OTHER STRATEGIC FUNCTIONS................................................................................ 28Appendix A: SMFRA Map.................................................................................................... 30Appendix B: Stakeholder Input......................................................................................... 31Appendix C: Planning Cycle (Years 1-4)......................................................................... 35Appendix D: Planning Cycle (Year 5)............................................................................... 36Appendix E: Apparatus Replacement Plan................................................................... 37Appendix F: Technology Replacement Plan.................................................................. 38Appendix G: Organizational Chart................................................................................... 39


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Executive Summary

In May, 2008, Parker Fire District & South Metro Fire Rescue merged to formone organization under the name of South Metro Fire Rescue Authority

(SMFRA), proudly serving the cities of Castle Pines North, Centennial, CherryHills Village, Foxfield, Greenwood Village, LoneTree, Parker and portions ofunincorporated Arapahoe and Douglas Counties (see Appendix A). As a newfire and rescue agency, it is important for SMFRA to hear the expectations of itscommunities and establish the mission, vision, and philosophical foundation

that will guide our organization into the future. This Strategic Plan providesthat framework and will become a living document that responds to thechanging needs of our community and constantly seeks opportunities forimprovement.

SMFRA will continue the constant pursuit of excellence established by its

founding members through the process of becoming accredited through theCommission on Fire Accreditation International (CFAI) . This Strategic Planfulfills one important requirement for accreditation. The plan is aligned withthe Standard of Cover and Fire and Emergency Services Self AssessmentManual (FESSAM) documents in order to ensure that the fundamental

principle of accreditationto improve the quality of services through acontinuous self-evaluation processbecomes part of our culture. Thecategories 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 examined for more detailedobjectives and action plans.

The formation of this Strategic Plan has been a collaborative process whereinput was received from community and business stakeholders to gather inputon prioritization of services, expectations, strengths, and opportunities forimprovement. This input was provided to an internal group of employeesrepresenting all areas of the organization who utilized the information tosupport an organizational assessment. Functional areas then benefited fromthe combined efforts and reports from these groups to further evaluate theiropportunities for improvement and provide recommendations for the strategicplan. The expertise of all participants was invaluable in shaping this plan and

contributing to the future of SMFRA (see Appendix B).

This strategic plan provides our best attempt to look into the future anddetermine the direction of the organization and the many services we want toaccomplish to improve the safety of our community. The future holds many

uncertainties and there could be significant changes in direction as weprogress through the planning period. As an example, the economic outlook

will play a major role in shaping our service delivery. Even during the period


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that stakeholders were gathered for input, the impact of the economicdownturn 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 fireauthoritygovernance 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.Similarly, significant capital costs such as the station 32 rebuild were notincluded in the financial model showing the impact of the economic downturn.However, that financial model was a worst-case view, so if revenues arehigher than expected we will try to capture a unique opportunity to acquireadditional land and re-build the fire station; therefore, we have kept that goalin the strategic plan.

Significant Challenges/ThreatsSome of the major challenges and threats realized through the strategic

planning process include:

Assessed property values throughout the region, which provide a majorsource of SMFRA revenue, are expected to decline significantly in 2012,with an unknown rate of recovery.

Proposed ballot measures in the November, 2010 election (Proposition

101, Amendments 60 and 61) may result in further reductions inrevenue.

New construction, which provides revenues and dictates certain staffinglevels, has significantly declined prior to the start of this strategicplanning period and the rate of recovery is unknown.

The rising costs in both health care and workers compensation

insurance will continue to have significant impacts on revenues.Similarly, the uncertainty in future national health care models will havean unknown impact on ambulance collection rates.

The space and functionality of the Joint Services Facility, which houses

our fleet maintenance, purchasing, and training services, is beginning tobe maximized and will be challenged to meet future needs.

Fleet maintenance services are challenged to keep up with currentdemand and future service and funding strategies need to be determined.

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 yearsand a decreased ability to effectively meet current and future needs.

There is a continuing challenge to add partners and other agencies to theMetCom authority model for improved cost sharing and regionalization ofdispatch services.

Establishing effective automatic aid agreements with surroundingagencies and improving communication with other dispatch centers is acontinual challenge that threatens our ability to quickly and efficiently


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respond to emergencies, particularly along the borders of thejurisdiction.

Past, poor performance of employee pensions has resulted in the need foremployees to stay in the workforce longer, which impacts overallpromotional 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 toinstitutionalize the new culture and experience change. Effectiveinternal and external communications will continue to be a challenge aswe move forward.

Major RecommendationsBelow are recommendations developed from major themes or program goalsthat 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, continuallyevaluate, and adjust organizational direction as needed.

Determine the future governance model for the organization.

Develop a more dynamic emergency response deployment model thataccounts for the diversity of the various communities served and isadaptable to future changes.

Develop a facilities plan that prioritizes the repair and replacement of allfacilities, addresses the future needs of programs, and is flexible to takeadvantage of opportunities as they are presented.

Develop a community risk reduction outreach plan that integrates theprevention, mitigation, and emergency response components ofcommunity 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 seekopportunities 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 SMFRAs plan to reduce the risks in ourcommunities and protect the lives and property of our citizens and those whovisit. SMFRA is committed to collaborating with our stakeholders, providing

the most effective services in a financially-responsible manner, and continuallyevaluating our performance in the constant pursuit of excellence. We knowthat bringing together Parker Fire District and South Metro Fire Rescue was apositive move toward improving the services to the community and becomingmore financially stable. We are continuing to discover the benefits and, overthe next several years, we will continue to find ways to make it even moresuccessful.


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Organizational Philosophies

This section provides the foundation for how our organization views itself andour relationship with the community. The mission, vision and values

statements tell our community why were here, what we envision for our future,and what culture we desire for our organization. The operating imperativesprovide key priorities that drive our organization to success.

Our Mission:

To partner with our communities to provide the best protection of lives andproperty while wisely managing resources.

Our Vision:

We desire a culture that inspires competence, encourages progressive thought

and ensures that we efficiently meet the changing needs of the communities weserve.

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 bemore efficient and effective in our service.Building regional cooperation by being connected with otheragencies.

Our Values:

We are committed to the highest level of professionalism, always striving to do

what is right in a fair, honest, compassionate, courageous, and humblemanner.


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Operating Imperatives:

Quality Service:The service level incorporates national standards for fireprotection response, emergency medical response, prevention, education, andsupport activities.

Fiscal Responsibility:There must be a balance maintained between spendingand providing a strong service for the community.

Concern for the Customers: Our customers are the citizens of our District aswell as those who work or travel in it. They expect a certain level of service andwould like to have a high level of quality care during their emergency and in allservices we offer.

Concern for the Members: We should strive to create an environment that ischallenging and rewarding. The satisfaction that our members feel towards the

job they do will be reflected in how they treat internal and external customers.


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Master Strategic Goals

These master strategic goals are the over-arching aspirations that remind theorganization why were here and provide the backbone for the goals and

objectives of individual programs. All program goals found in this strategicplan should be driven by our organizational philosophies and fall within one ofthese master strategic goals.

Strategic Goal One Reduce the frequency of and impact to thecommunity from fires, medicalemergencies, and natural/man madedisasters.

Strategic Goal Two Ensure cost-effective prevention,

mitigation, and emergency responseservices.

Strategic Goal Three Maintain a customer-based focus in thedelivery of all services.

Strategic Goal Four Improve collaboration with all public

service and government agencies weimpact or serve.

Strategic Goal Five Improve employee health, safety, andrecovery.

Strategic Goal Six Pursue opportunities to examine

organizational programs, activities andpractices, compare with professional

associations or industry leaders, andcontinually improve effectiveness and

service delivery.


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Organizational Goals

Using the focus and guidance of the organizational philosophies, masterstrategic goals, and internal/external stakeholder feedback, the following

organizational goals were established for this strategic planning period. Goalsare contained within the most appropriate accreditation category and criterion,with an other strategic functions category provided at the end for programsthat were not well-represented within the accreditation model. Each categoryor criterion contains an introduction that provides an overview of the major

efforts or challenges expected in the coming years, the mission statement of themajor functional area assigned to the category when available, background forthe goals listed, and any goals that do not have a specific or measurableoutcome. More detailed goals, objectives and action plans can be found withinindividual division, bureau, and unit plans.

I.GOVERNANCE AND ADMINISTRATION

During the five-year period of this strategic plan, SMFRAs governance andadministration will be continuing to integrate the vision, mission and valuesinto the culture of the organization. There will also be significant changesin the governance structure of SMFRA. Specifically, the IGA forming the fireauthority states that the two fire districts will be merged into a single firedistrict by January 1, 2013. This merger is accompanied by a need to formnew director districts and adjust the mill levies of one or more of the originalfire 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 costsavings, such as improved deployment of apparatus and the ability to allowattrition in line and staff personnel.

Governing Body

o Goal: Provide organizational philosophies and direction through theannual review and approval of the strategic plan and standard ofcover starting in 2011.

o Goal: By June 1, 2011, either renew the current fire chief contract orconduct a competitive selection process for the fire chief position.

o Goal: Merge the South Metro Fire Rescue and Parker Fire ProtectionDistricts into a single fire protection district by January 1, 2013.


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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.

II.ASSESSMENT AND PLANNING

A critical part of SMFRAs community risk reduction efforts is to understand

the risks that are present in the community, correlate those risks to thecommunity demographics with emphasis on high-risk populations, and

focus programs to mitigate those risks. The Planning & Analysis Unit isdedicated toward those efforts and will help to guide methods to improve thecritical data used to focus organizational programs and decisions. Thiseffort will require a strong collaboration between Operations and

Community Safety Services staff and a detailed analysis of our communitysdemographics, past emergency incidents, and future trends. Opportunitiesto increase the Units staffing, partner with regional universities and otherdata-gathering organizations (e.g., DRCOG), and collaborate with theperformance evaluation efforts of MetCom will be sought to make theseefforts more successful. SMFRA will also pursue opportunities tocollaborate with other fire service agencies to share best practices andestablish uniformity in performance evaluation methods.

Documentation of Area Characteristics

o

Goal: Using the results of the 2010 census, update SMFRAsdemographic information by December 31, 2012. Obtain updated

estimates in 2015 to prepare for the standard of cover major update.

o Goal: Implement cooperative efforts that will provide the equivalent ofincreasing Planning & Analysis Unit staffing by 0.5 analysts by 2013.

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.

o Goal: Develop and implement a data and report writing improvementplan for occupancy and incident information by 2012.

o Goal: Improve risk assessment methods and link risks to communitydemographics and mitigation efforts in order to help target resourcesand programs by 2013.


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o Goal: Incorporate GIS capabilities into the ICS Planning Section forextended incidents by 2013.

Strategic Planning

o Goal: Provide an opportunity for stakeholders to participate in thenext 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 linktogether the accreditationsFire and Emergency Service Self-AssessmentManual (FESSAM), each functional areas guiding plans (e.g., unit, bureau

or division plan), performance measurement, budget cycle, accreditationannual compliance report, and annual Standard of Cover (SOC) andStrategic Plan updates. It is based on the alignment of the re-accreditationand strategic planning cycles over a 5-year period.

In years 1-4 (2011-2014), the organization implements the current yearplan, while beginning the following years planning cycle in early spring inorder to prepare the budget request and continually receive input aboutwhere the function or organization should be heading. Later in the year, asthe following years final budget becomes known, the FESSAM, SOC, and

Strategic Plan can be updated and ready to implement on January 1stof thefollowing year. This late-year focus also provides the organization and

functional managers a framework for conversations with their staff aboutcurrent-year performance and direction for the following year. See AppendixC for the year 1-4 planning cycle.

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. Themajor documents need to be completed by mid-year so that SMFRA cancontinue to be re-accredited early in the first year of the strategic plan. SeeAppendix D for the year 5 planning cycle.

As shown below, the various planning documents (B/U/D Plans refers to

bureau, unit and division plans) overlap and point to critical performanceindicators for the organization to measure. The development of a dashboardsystem will help to monitor the progress of performance and provide anindication of the overall health of the organization.


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The purpose of integrating all of these planning tools together is toinstitutionalize the philosophy of accreditation, which is to improve ourservices through a continuous process of self-evaluation. By continuallylooking forward, setting goals, measuring our progress, and adjusting our path,we can put that philosophy and our mission and vision into action. Then wecan 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 thechanging needs of our community.

IV. FINANCIAL RESOURCES

MissionThe mission of the Finance Division (comprised of Finance,

Accounting, Accounts Payable, Payroll, Fixed Assets and Purchasing) is:

TO: Provide accurate, reliable, timely, supportive and cost-effective

financial and accounting services.

IN A WAY THAT:

Successfully manages and protects the Authoritys physical andmonetary assets;

Provides reliable and timely financial information to the Authorityand the community we serve;

Maintains accurate historical records of all Authority financialactivities;

Serves citizens, employees, stations, departments and thecommunity through accurate and timely processing of accountspayable, payroll and accounting transactions;

Facilitates intra-departmental teamwork, professional growth andpersonal integrity;

Adds value to the Authority by providing financial expertise andsupport;

Ensures compliance with local, state and federal laws, policies,regulations and reporting requirements;


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SO THAT: We support the mission and priorities of the Authority byproviding the highest quality financial services.

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. SMFRAsrevenues arebased primarily on property taxes, which are re-assessed every two years.The reassessment in 2011, which will dictate revenues in 2012, is expectedto result in a major decline in revenues, with some experts predicting up to

a 20% reduction in commercial property values. The more critical unknownis how quickly property values will recover in subsequent years. Additionalvariables add even more uncertainty, such as the effects of health carereform on the cost-recovery rates for EMS transports and future state ballotinitiatives 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 inrevenues 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 efficienciesthat reduce operating expenses, exploring grant funding opportunities, andencouraging the attrition in personnel that was anticipated during theformation of the fire authority.

Financial Planning

o

Goal: Annually re-evaluate the revenue projections that provide thebasis for this strategic plan, with particular emphasis in years of re-assessment of property values.

Financial Practices

During this strategic planning period, the Finance Division will be focusingon improving the financial tracking and reporting systems so that they aremore user-friendly, allow managers to better manage their accounts, requireless paperwork, provide real-time information, and interface with thegeneral ledger. Related items include an on-line purchasing store,

enhanced inventory capabilities, and electronic invoicing and recordkeeping.Incorporating more dashboard indicators will also help the organization

know the status of overall financial health.

The Purchasing Bureau will play a key role in improving the user interfacewith their processes. Some facility improvements are needed to assist with


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this improvement, including increased security at the Joint Services Facilityand a more functional warehouse.

o Goal: Obtain the GFOA Certificate of Achievement for Excellence inFinancial Reporting for the Comprehensive Annual Financial Report

on an annual basis.

o Goal: Obtain the GFOA Distinguished Budget Presentation Award forthe Authoritys Annual Budgeton an annual basis.

o Goal: Annually pursue federal, state, and local grants to assist insupplementing the Departments operating and capital improvementbudgets.

o Goal: Develop and implement an improved system for reporting andmanaging cost centers by 2011.

o Goal: Develop and implement an on-line purchasing store thatinterfaces with the general ledger, has shopping cart functionality,allows for approval processes, and provides accurate inventory

information by 2012.

o Goal: Evaluate alternative models for the warehousing function toimprove functionality and efficiency by 2013.

Resource Allocation

o

Goal: Maintain a cash balance of not less than 25% of the generalfund expenditures.

o Goal: Complete the payment of Parker Fire Protection District lines ofcredit by 2014.

o Goal: Complete the payment of South Metro Fire Rescue DistrictCertificates of Participation by 2016.

V.PROGRAMS

Fire Suppression

During this strategic planning period, it will be important for operations tocontinually find ways to meet stakeholder expectations to provide a quick,professional response to fire emergencies. This will require the analysis andevaluation of all components of total response time. Dispatch time must be


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minimized by working seamlessly with surrounding dispatch agencies andturnout times must be minimized without adversely impacting firefighter

safety. Each station response district must be fully analyzed to identifywhere future improvements can decrease travel times. Deployment

strategies must continually evolve so that unique characteristics and

demographics of our jurisdictionand its 17 response zonesareconsidered when deploying types and numbers of resources, rather thanapplying the same model to all areas/zones. New hazards are also expectedto be added to the jurisdiction and it will be important to balance the needfor us to increase our capabilities and costs to protect those hazards versusthe developersresponsibility to provide the infrastructure and systems thathelp minimize the hazard.

o Goal: Conduct an annual analysis of apparatus deployment plan.

o Goal: Conduct a detailed analysis of each station district to find

travel time efficiencies, evaluate deployment strategies, and determinefuture needs by 2012.

o Goal: Develop alternative deployment strategies for urban, suburban,and rural population densities and specific station district demandsby 2012.

o Goal: Develop criteria for dual-company stations (i.e., multipleengines and/or trucks) by 2012.

o Goal: Reduce turnout times so that all personnel and units are

within the ranges specified in the Standard of Cover by 2013.

o Goal: Reduce dispatch time delays with neighboring agencies by2014.

Fire Prevention/Life Safety & Fire Investigation Programs

MissionThe mission of the Life Safety Bureau is to enhance community

safety through the application of the adopted Fire Codes, using the 4 Emodel:

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 theiroccupancies.

Enforcing the Code when engineering and educational methodologiesare unsuccessful.

Regularly evaluating our processes and adopted Codes and Standards.


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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 (newconstruction, existing building inspections, hazmat compliance, fire

investigations) in 2010 and continuing to monitor program effectiveness and

long-term impact on community safety. The current decline in newconstruction and the corresponding plan reviews and inspections will beclosely monitored, as it will have a direct impact on staffing levels. Also, thefirst year of the strategic planning period will provide a good overview of thequantity and quality of business inspections that are completed, providingfurther refinement to the program. New methods to improve inspection staffefficiency and inspection/data quality will also be explored, as well as themost effective method to address fire investigation workload. Staffsuccession 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 adoptionsthroughout the jurisdiction and region within a year of publication. Aparticular emphasis will be given to encouraging the adoption andimproving the application of residential sprinkler requirements. SMFRA will

also continue to encourage staff to participate in the local, state, andnational code development and legislative processes in order to have apositive influence on future community safety regulations.

o Goal: Implement mobile inspection software in 2011.

o Goal: Improve interaction with the preplan program by adjusting

plan submittal requirements and occupancy information transfer by2011.

o Goal: Achieve improved quality and 90% accuracy of historical andfuture fire and occupancy data by 2012.

o Goal: Complete the scanning and archiving of paper files and move to90% electronic submittals/storage by 2012.

o Goal: Obtain P.O.S.T. certification of two fire investigation personnelby 2013.

Public Education Program

Mission(Life Safety Education) Based on national and local trends, work

cohesively as a team and collaboratively with external partners to reduce riskin our community while using resources efficiently.


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Mission(Safety Foundation) The Adam and Dorothy Miller LifesafetyEducation Center, Inc. is a non-profit organization, also doing business as the

South Metro Safety Foundation, dedicated to the support and augmentation ofeducation 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 thecommunity, particularly those focused on fire/injury prevention for children

and business safety. In conjunction with the South Metro SafetyFoundation, SMFRA will continue to offer the common programs that havebeen shown to be effective throughout the country such as child passengersafety, senior citizen fire/injury prevention, business safety wardens, CPR,public access to defibrillation, first aid, juvenile firesetter intervention,wildfire mitigation, babysitting, 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 andinjuries, such as residential fire sprinklers. Staffing of the Life SafetyEducation unit will present a challenge to the amount and scope ofprograms offered, so there will also be a focus on integrating key education

activities into the duties of emergency response personnel and othercommunity safety programs, expanding mass media and web-basedopportunities, and continuing partnerships with regional coalitions. Therewill also be focused efforts to increase collaboration between SMFRA lifesafety education staff and the Safety Foundation in citizen outreach efforts

and events.

o

Goal: Evaluate the vacant Life Safety Educator position to determinethe appropriate time to fill the vacancy or implement temporaryalternatives by 2012.

o Goal: Based on call volume, demographics, risks, andappropriateness of education opportunities, develop a program foreach station to contribute to life safety education by 2012.

o Goal: Increase opportunities for Safety Foundation collaboration withcommunity partners and representation at one event within eachSMFRA community by 2012.

Emergency Medical Services

MissionSouth Metro Fire Rescue Authority is dedicated to providingexcellence in emergency prehospital medicine.


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EMS calls account for a large portion of SMFRAs service demand, andinternal and external stakeholders know that quality patient care needs to

be an organizational priority. During this strategic planning period, effortswill be made to balance the need for advanced life support (ALS) capabilities

throughout the jurisdiction with the need to differentiate between

appropriate levels of advanced- and basic-care response depending on thenature of the emergency. This will be accomplished by refining dispatchprotocols and renewing an emphasis on EMT-Basic involvement in everyaspect of service. Quality assurance and performance analysis capabilitieswill be improved and a more defined career path within EMS that translatesinto the overall career opportunities within SMFRA will be explored.

Conversion of a current part-time employee to full time may help withtransport 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 deliveryof services but also to improve our prevention and mitigation efforts formedical, high-risk populations. Obtaining more feedback from customerswill also be a priority.

o Goal: Re-organize EMS Bureau staffing to increase by one EMSEducator without increasing total number of employees by 2011.

o Goal: Provide ALS service capabilities in each fire station district by2012.

o

Goal: Incorporate a BLS transport model into the EMS deploymentstrategies by 2012.

o Goal: Evaluate the current ALS transport model to identify areas forimprovement by 2012.

o Goal: Improve processes to receive customer input and measuresatisfaction by 2012.

o Goal: Evaluate and ensure compliance with federal HIPPAregulations in regards to all methods of patient information handling,

collection, printing, copying, viewing, transfer, and storage to protectpatient confidentiality by 2012.

o Goal: Accommodate EMS-specific training in existing facilities withimproved functionality and technology by 2014.


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Domestic Preparedness Planning and Response

MissionDevelop, implement and manage plans that enhance and supportthe 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 SMFRAs emergency management program to bewell-coordinated with other emergency services and governmental agencies,operate in a cooperative manner, and be a leader in emergencypreparedness. To meet those expectations, work is currently in progressand will continue through the first two years of this strategic plan tocomplete the Comprehensive Emergency Management Plan. This CEMPprovides guidance during the planning, management and coordination ofresponse and recovery activities to large-scale emergencies or disasters.

These planning efforts are being conducted on a regional basis to ensureSMFRAs plans are compatible with local city and county plans. Theprogram has already taken a regional leadership role through thedevelopment of a Type IV Incident Management Team which will requirecontinued support. Over the next 5 years, it is also hoped the program will

be recognized as an accredited program through the EmergencyManagement 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 Securitys North Central Region may also be

introducing a new staff and on-scene accountability card system that maybe incorporated into SMFRAs existing card systems in the near future andthe incident command system in later years. SMFRAs need, along with thecommitment 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, theContinuity of Operations Plan, and the Risk Assessment & MitigationPlan components of the CEMP by 2011.

o Goal: Complete the Community Recovery Plan component of the

CEMP by 2012.

o Goal: By 2012, ensure SMFRA is integrated and involved in strategicregional planning groups, committees and processes (e.g., NCR, UASI,MMRS), focusing on representing SMFRA goals and needs in theregional response plans.


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o Goal: Develop a comprehensive Emergency Operations Center plan tomeet the emergency management, training, and information

technology needs and coordinated with the overall facilities plan by2012.

o

Goal: Pursue accreditation through EMAP by 2013, either as anindependent agency or in cooperation with State accreditation.

Special Operations

SMFRAs stakeholders expect a quick, professional, and highly-qualifiedresponse to all types of emergencies. Aside from fire and EMS response, ourSpecial Operations Bureau oversees our response capabilities to specialrisks including wildfires, aircraft rescue/firefighting, technical rescue,hazardous materials, and water rescue. Since the risks associated withthese special operations are high but the service demands are often low, it

remains a priority to seek partnerships to share the costs of these servicesthroughout the region and explore reimbursement opportunities wheneverpossible. These skills also demand on-going and specialized training, whichis currently a challenge based on the limited space of the Joint ServicesFacility.

o Goal: Implement alternative funding strategies that will result in aself-supported S.W.A.T. medic team by 2012.

o Goal: Expand, through alternate funding mechanisms, water rescueand recovery capabilities near the Reuter-Hess reservoir by providing

light dive rescue equipment, storage, and personnel by 2012.

o Goal: Reduce wildfire hazards in the wildland-urban interface areasidentified in the Community Wildfire Protection Plan by implementingmitigation activities by 2013.

o Goal: Increase Special Operations Bureau staffing by one Captain toaugment the overhead management team by 2015.

o Goal: Expand training facilities and equipment to meet the needs ofspecial operations personnel by 2015.

o Goal: Develop cooperative agreements to provide hazmat, technicalrescue and dive response capabilities throughout the region by 2015.

o Goal: Improve ARFF capabilities by obtaining an aircraft firefightingtraining simulator by 2015.


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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 thisstrategic planning process, staff will be working to develop a systematicapproach to determining the need for additional fire stations or resources ina particular area. Criteria may include call volume, risks, response timeperformance, land availability, future growth predictions, fundingopportunities, and potential for alternative service approaches. Whileadditional fire stations may be limited during this 5-year plan, depending onthe financial outlook, opportunities to secure land in strategic areas will bepursued.

o Goal: Finalize criteria for adding, removing, or relocating fire stations

and apparatus by 2011.

o Goal: Secure land for the expansion of Station 32 by 2012.

o Goal: Secure land for the future construction of a fire station in thecity center development of Lone Tree by 2015.

o Goal: Secure land for the future construction of a fire station in theSterling Ranch development of Unincorporated Douglas County by2015.

o

Goal: Secure land for the future construction of a fire station nearHess Road in Parker by 2015.

o Goal: Secure land for the future relocation of Station #44 to the areaof E-470 and Peoria St. in Unincorporated Arapahoe County by 2015.

o Goal: Develop a comprehensive facilities plan that evaluates spaceand functionality needs for future construction, remodel, andmaintenance projects by 2012.

Fixed Facilities

Mission: The Facilities Bureau will provide the employees of South Metro Fire

Rescue Authority with safe and comfortable facilities in which to efficientlyand effectively perform their duties.

SMFRAs facilities form the foundation for all services provided by theAuthority. A functional, efficient, and effective workspace is important to


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ensure that each member has the ability to perform to the highest levelpossible. 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

initiatives. Since several facility replacement and refurbishment projectsare delayed until funding recovers, additional strain will be put on SMFRAsinfrastructure and potentially result in larger costs in the future.

o Goal: Evaluate contracted expenses for repairs and maintenance offacilities for possible cost savings by performing these services in-house with additional staffing by 2012.

o Goal: Rebuild Station 38 by 2012.

o Goal: Rebuild Station 32 by 2014.

o Goal: By 2015, develop and implement energy saving plans for allfacilities to reduce the overall usage of utilities by 10 percentcompared to 2009.

Apparatus and Vehicles

SMFRA emergency response apparatus are evaluated based on detaileddiagnostics to determine the condition of the apparatus and a rotationalcycle to move the apparatus from a daily response mode to reserve status toliquidation. Appendix E shows the planned apparatus replacements during

this planning cycle. This plan has already been significantly modified andthe economic downturn may continue to necessitate the revision of thisplan. The result will be an aging fleet, requiring additional maintenanceand keeping apparatus on front-line status for longer periods of time, andpotentially larger costs and more vehicles to be replaced at the same timeonce funds become available.

o See Appendix E for the major apparatus replacement plan.

Apparatus Maintenance

Mission: To serve as an integral part of a team that saves lives and protectsproperty by providing best in class services in the most timely, economical,

and friendly way possible as to be an asset to the Authority and ourcommunity.

The Fleet Services Bureau is currently challenged to perform repairs andpreventive maintenance on all SMFRA vehicles in a timely manner, as well


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as a limited number of external customers. Future capabilities will befurther challenged based on the expected fleet growth rate of all customers,

the available storage and repair space at the Joint Services Facility, and theadditional 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 willbe used to explore ways to improve service and recover costs, such asincreasing mobile repair capabilities to reduce out-of-service time ofapparatus.

o Goal: Conduct a detailed analysis of fleet service operations anddevelop a plan to implement changes to improve service and costeffectiveness by 2012.

Tools and Small Equipment

o

Goal: Establish a quartermaster program to issue, repair, andimprove accountability of small tools, hose, and nozzles by 2012.

Safety Equipment

o Goal: Replace all SCBA cylinders to meet current NFPA standards by2014.

o Goal: Institute a wildland PPE replacement program in order tocomply with NFPA standards by 2014.

VII. HUMAN RESOURCES

The Human Resources Bureau will play a critical role in assisting theorganization through the merging of policies, philosophies, and culture in

the coming years. Supporting the development of competent, educated, andwell-trained employees to provide high-quality services to the communityand succession planning for the organization will also be a priority, with afocus on performance appraisal systems and training/education programs.While a significant amount of hiring is not expected, maintaining a focus ona high-quality, diverse workforce will also be a focus. HR will also help theorganization to find the optimal workforce through the development ofstaffing plans to identify hiring thresholds, cross-staffing needs, and criticalpositions.

Human Resources Administration

o Goal: By 2013, evaluate the human resource information systemneeds to improve reporting capabilities.


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Recruitment, Selection, Retention, and Promotion

o Goal: By 2012, complete the implementation of the 2010/2011reduction in force initiatives to bring the organization to optimalstaffing levels and prepare for the economic downturn.

o Goal: By 2012, establish a new-hire orientation program to improveinternal training and awareness.

Use of Human Resources

o Goal: By 2011, all employees will be utilizing the new performanceappraisal system.

Occupational Health and Safety and Risk Management

A main focus of SMFRAs risk management program during this strategicplanning period is to establish better control over the organizations on-the-job injury rate and time to recovery. Over the past three years, workerscompensation claims have been high and have resulted in an experiencemodifier of .94, which has since grown to .96. This rating is close toaverage but is still indicative of high injury rates and results in high

insurance premiums. A more proactive approach will be taken to analyzeour risks and implement programs to prevent workplace injuries and reducerecovery times when injuries occur. Efforts to reduce the modifier will notshow their full impact until 2014, since the rating is determined from aprevious three-year period.

o Goal: By 2012, implement improved reporting software for reportingaccidents, safety hazards, workers compensation claims, and after-action reporting.

o Goal: By 2012, develop a reporting system to allow for improvedtracking, reporting and analysis of near misses.

o Goal: By 2014, decrease the frequency and cost of workerscompensation claims with a corresponding decrease in experience

modifier from the current .96 to .75.

VIII.TRAINING AND COMPETENCY

Since the SMFRA merger, the Training Bureau has focused on thestandardization of policies and procedures and assurance that all personnelare performing critical tasks in a safe and consistent manner. The trainingfocus is now shifting to moving the organization forward, polishing skills,


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teamwork, and raising the bar to implement best industry practices. Futuretraining will also focus on command-level strategies and communication to

improve the outcome of significant emergencies. As stressed by SMFRAsstakeholders, 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 thecompeting space and equipment needs at the Joint Services Facility. Also,as training methods begin to rely more on distance learning technologies inorder to reduce out-of-service time and the potential for uncovered areas ofthe district, the associated technical support from I.T. and media staff willneed 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 withother Douglas and Arapahoe fire districts.

o Goal: Develop a command training center thats expandable,customizable, and integrated into the emergency operations center by

2014.

Training and Education Resources

o Goal: Evaluate the capabilities of the existing Joint Services Facilityand develop a plan to increase specialized training capabilities and

classroom space by 2012.

o Goal: Re-build Joint Services Facility burn building in 2014.

IX.

ESSENTIAL RESOURCES

Water Supply

o Goal: Eliminate water supply technician positions and transferduties to other Life Safety Bureau and MetCom personnel in 2011.

Communication Systems

The Metropolitan Area Communications Center (MetCom) was designed tobecome a regional fire/EMS emergency communications center committedto customer service and improved call handling performance. MetComofficially opened in January of 2006, and currently serves as the


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communications center for SMFRA. MetCom also contracts dispatchservices for West Douglas Fire Protection District. It is the desire of MetCom

to provide its services to additional fire agencies and is aggressively seekingthese opportunities. However, the political environment and financial

abilities within neighboring agencies will pose challenges to strategic

expansion. Future expansion supports SMFRAs stakeholder expectationthat the organization will continue to find ways to work seamlessly withneighboring agencies, improve service levels, and respond to emergencies ina timely manner. MetCom is currently able to handle up to 25,000emergency calls per year with the current equipment and staffing. Shouldgrowth of MetCom increase the call load beyond that threshold, additionaldispatchers and associated equipment, as well as additional specialized staffpositions 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 willresult in financial challenges to MetCom. Additionally, there are potentialsignificant costs to SMFRA resulting from a proposal by the ConsolidatedCommunications Network of Colorado to establish a per radio charge to

support their infrastructure. These threats present an additional impetusfor SMFRA and MetCom to actively seek opportunities for dispatchconsolidation 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 bebased on funding mechanisms and the evaluation of operational

enhancements.

o Goal: Improve critical preplan and hazard information available toemergency response crews during incidents by 2011.

o Goal: Evaluate funding for the significant capital purchase of radioconsoles by 2011.

o Goal: Pursue opportunities for consolidation of dispatch servicesthroughout the region by 2012.

o

Goal: Institute medical priority dispatching by 2012.

o Goal: Establish a basic CAD-to-CAD interface with Arapahoe andDouglas County PSAPs by 2014.


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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 onoffice products and software, and providing cross-training opportunities toexpand the depth of knowledge and support continuity of operations.SMFRA also adopted the State of Colorado records retention policy and willneed to evaluate and implement the most effective methods to store, track,and purge documents. In support of this effort, the organization would liketo move toward paperless solutions for board meetings, mail, etc.

o Goal: Evaluate document management system needs by 01/01/13.

X.

EXTERNAL SYSTEMS RELATIONSHIPS

External Agency Relationships & Agreements

Establishing strong relationships with neighboring fire and police agenciesand other emergency service providers is important to our stakeholders andwill become increasingly important during times of economic downturn. Ingeneral, the financial stability of the organization and improved service to

the community are a priority and, therefore, SMFRA will be open toopportunities for regional cooperation, partnerships, and consolidation ofservices.

o Goal: Establish an automatic aid agreement with the City of Auroraby 2011.

o Goal: Expand EMS with the City of Englewood from mutual aid toautomatic aid by 2011.

o Goal: Establish an automatic aid agreement with the City of Denverby 2015.

o Goal: Investigate collaborative staffing models with West Metro Firefor the Station 40 response area by 2015.


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XI. OTHER STRATEGIC FUNCTIONS

Community Relations

Mission: Community relations will build and maintain positive relationshipswith the authoritys stakeholders, both internal and external, through openand progressive communication and help other divisions achieve theircommunication goals.

As a new organization, internal and external communications is a highpriority and on-going challenge. To help guide those efforts, the Community

Relations Bureau will be formalizing the methods for SMFRA to interact withour communities and to more effectively communicate internally as a largeorganization. The bureaus media services will be an integral component ofthat communication plan, providing continued safety resources to the

community to help them learn their role in staying safe. Also, internaltraining opportunities will be enhanced that decrease the amount of out-of-district time for apparatus.

o Goal: Support the Training Bureau in providing an annual citizensacademy to increase knowledge, usable skills, and appreciation ofservices provided.

o Goal: Enhance video conferencing and technology-based methods toenhance internal communication by 2012.

o

Goal: Based on call volume, demographics, risks, andappropriateness of community relations opportunities, develop aprogram for each station to contribute to community relations by2012.

Information Technology

Mission: The mission of the Technology Bureau is to ensure the District hasthe computer equipment, software and communications equipment needed toperform at its optimal level and that District staff is trained and comfortableworking with said equipment. The Technology Bureau supports all District

Bureaus, Units and Divisions with individual computer assistance. It is alsothe responsibility of the Technology Bureau to maintain hardware andconnectivity of the Mobile Data Terminals in District apparatus.

During this strategic planning period, the Technology Bureau will befocusing on moving the organization to a high-performance, independent,and redundant wireless network system. It is hoped that grant funding in


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Appendix A: SMFRA Map


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Appendix B: Stakeholder Input

(Including excerpts from SMFRA 2009 Stakeholder Feedback Report)

During the summer of 2009, SMFRA conducted several community input

sessions to better understand the expectations of five key constituent groups:the board of directors, business owners or managers, government officials,institutions (healthcare, corrections, education), and community interestgroups such as homeowner associations. These groups are collectively referredto as External Stakeholders. The purpose of these sessions was to helpSMFRA develop a community-driven strategic plan with a shared vision that

assures local constituents of dependable response capabilities. A direct benefitof these sessions was assurance that the services delivered met the

expectations of those attending. The full stakeholder input report is acompanion document to this Strategic Plan. Excerpts from the report arepresented here.

The specific steps of SMFRAs stakeholder input process were as follows:

1.

Define the services provided to the community.2.

Establish the communitys service priorities.3.

Establish the communitys expectations of the organization.4.

Identify any concerns the community may have about theorganization and its services.

5.

Identify those aspects of the organization and its services thecommunity views positively.

6.

Identify the Strengths of the organization.7.

Identify any Weaknesses of the organization.

8.

Identify areas of Opportunity for the organization.9.

Identify potential Threats to the organization.

10. Develop organizational and community commitment to continuingto develop their plan.

Community service expectations were gathered using a guided instrument(steps 1 and 2). This process allowed participants to prioritize the services

provided to the community. The summary results are presented below.

ALL GROUPS COMBINED

SERVICES RANKING SCORE

Emergency Medical Services 1 540

Fire Suppression 2 448

Technical Rescue 3 354

Hazardous Materials 4 305

Fire Prevention 5 294

Domestic Preparedness Planning & Response 6 256


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Public Fire/EMS Safety Education 7 201

Aviation Rescue and Firefighting 8 161

Fire Investigation 9 137

In addition to the summary scores and resultant rankings of these priorities

listed above, the next step (3) solicited expectations of the organization. The top5 expectations from each group are presented for comparison in the tablebelow.

Rank Directors Businesses Government Institutions Community

1 Quick response. Quick response Timely emergencyresponses.

Quickresponse toemergencies.

Quickresponse.

2 Well trained andhighly qualified.

Knowledge tohandleemergencysituations for

most favorableoutcome

Communicationsand transparencywith localgovernment in

incidents andissues.

Well trainedpersonnel.

To provideprotection forpeople andproperty.

3 FiscalresponsibilityMonitor financialresources toprovide theprograms to ourcommunity,resources to ourmembers, and tomeet the financialexpectations of

our constituents.

Professionalismat all times

Highly trained andeducatedemergencyresponders.

Efficient andcost effectivewithresources

Up-to-dateequipmentand facilities.

4 Cost effectivedelivery ofoutstandingservice level.

Well trained andcompetentpersonnel

Communicationswith localgovernmentregarding buildinginspection needsand requirementsfor developers.

Accuratebuilding planreviews.

Well trainedstaff.

5 ServicePredictable,reliable servicesin a quality, costeffective manner.

Proper physicaland humancapital needed toaddress needs ofthe community

Prompt world-classEMS response.

Protect ourcitizens,clients, andresidentsfrom injury

Preservationof liferegardless ofthe situation.

There are several strong, closely aligned themes presented by these groups top5 priority rankings. These themes can best be summarized by using customerexpectation statements. They expect:

Quick, timely response to emergencies with -Well trained and highly qualified employees -Using up to date technology purchased -In a cost effective, fiscally responsive manner -


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Providing programs that preserve life and property.

The top five expectations presented by each group above are a sampling ofwhat was solicited, documented and evaluated. Next, identifying concerns and

positive aspects of the organization (steps 4 and 5) was an effective means to

support further appraisal of the organizations strengths, weaknesses,opportunities and threats (steps 6-9). This is commonly referred to as aSWOT analysis and is helpful for gathering community intelligence forSMFRA about the current community environment. This analysis wasperformed by an internal stakeholder group, representing each of SMFRAsfunctional areas, and focused on extracting general themes, areas of concern,strengths, and items that came as a surprise from the external feedback.Using that information, the internal stakeholders created a SWOT list for eachof the 10 accreditation categories, which further led to the identification ofcritical issues and service gaps that would help to drive future goals and

objectives for the organization and each functional area.

Critical Issues Lack of Authority Mission Statement Lack of community information and education on

agency assessment and planning

No process to monitor and report goaland objective progress andaccomplishment

Concerns of excessive utilization of outof-gradepersonnel at any one time

Current engine company staffing levels Lack of consistent crew cohesiveness

Unit outofservice times for non-emergent functions

Lack of member buyin with paramedicdeployment (moveup process) policy

Absence of EMS Supervisors SOGs not fully developed

Inconsistent EMS QA Haz Mat apparatus inadequate for current use

Lack of secondary station for diveresponse and training

Internal communications/knowledge/relations

Lack of consistency shifttoshift,battaliontobattalion, sitetosite

The culture of I need to know among memberswithin EMS and the line

The culture of unwillingness to shareinformation

Failure to use the chain of command

Mistrust among members leftover fromthe previous administration

Accountability and ethics

Service Gaps Merger effects on the governance and

administration. Lack of Strategic Plan link to the budget

in establishing priorities

Lack of reliable data collection and historical

reference due to different data types sincemerger

No formal grant management process

Lack of job descriptions Facilities maintenance personnel

Poor technology applied in tracking financesthrough work flow processes

The question and perception of frivolousspending

Financial responsibilities of station officers notdefined

Lack of understanding of current stationlocation criteria

No understanding of use of Parkglenn Lack of adequate numbers of staffvehicles to provide some program work


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Appendix C: Planning Cycle (Years 1-4)


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Appendix E: Apparatus Replacement Plan

Unit # Year Make Model VIN Status Date in Service Age Meter MNT Cond Total

AdjustedReplacement

Date

Adjusted Replacement

Cost

SM155 2000 DODGE DAKOTA 1B7GG22N8YS726459 A 04/13/2000 5.00 4.80 1.60 0.00 11.40 06/17/2012 Liquidate

SM154 2000 DODGE DAKOTA 1B7GG22N6YS726458 A 06/01/2000 5.00 4.50 10.00 0.00 15.00 02/17/2010 Liquidate

SM209 1989 GMC Front line Rescu 1GDG7D1G6KV504826 A 03/06/1989 5.00 3.40 0.60 0.00 9.00 03/06/2009 Liquidate

SM328 1996 FREIGHTLINER FL80 1FV6JLCB6TH796270 A 11/27/2000 3.10 3.30 1.50 0.00 7.90 11/27/2015 Liquidate

SM520 1992 PIERCE AERIAL 4P1CT02G3NA000517 A 01/01/1992 4.60 5.00 10.00 0.00 15.00 02/17/2010 Liquidate

-$

SM223 1996 Chevrolet Suburban 2500 1GCGK26RXTJ369635 A 05/09/1996 4.60 4.80 5.60 0.00 15.00 02/17/2011 42,856.81$

SM228 1997 FORD E350 WC 1FDLE40F4VHB56122 A 10/22/1997 5.00 4.60 1.40 0.00 11.00 12/17/2011 192,000.00$

234,856.81$

SM238 2001 FORD F350 WC 1FDWF37F41EB50309 A 01/01/2001 5.00 4.60 0.00 0.00 9.60 03/17/2012 192,000.00$

SM504 1994 Chevrolet McCoy Mil ler Re 1GBJK34N6PE245120 A 05/24/1994 5.00 5.00 0.80 0.00 10.80 11/17/2012 Liquidate

192,000.00$

SM511 1997 JEEP CHEROKEE 1J4FJ28S4VL570351 A 04/28/1997 5.00 5.00 6.10 0.00 15.00 02/17/2013 29,827.13$


SM230 1998 FORD E350 WC 1FDXE40F6WHB23903 A 05/29/1998 5.00 4.00 3.70 0.00 12.70 02/17/2013 192,000.00$

413,827.13$

SM538 2000 Chevrolet Blazer 1GNDT13W3Y2287243 A 06/10/2000 4.90 2.00 3.60 0.00 10.50 02/17/2014 51,588.38$

SM232 1999 FORD E350 WC 1FDWF37F4XED92915 A 06/14/1999 5.00 4.30 2.60 0.00 11.90 07/17/2014 192,000.00$

243,588.38$


SM534 1999 FORD E450 WC 1FDXE40FOXHB45977 A 09/01/1999 5.00 4.90 7.50 0.00 15.00 02/17/2015 192,000.00$

384,000.00$2015 Ad justed Replacement Total

5 Year Replacement /Liquidate- Adjusted

----------Points----------

2011 Ad justed Replacement Total






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Appendix G: Organizational Chart

South Metro Fire Rescue Authority2009 Organization Chart

Citizens

Authority Board

Fire Chief

Chief Financial OfficerOperations Division Support Services Division

Director of Community Relations

Emergency

Medical Services

Operations

Special Operations

Training

Finance and Payroll

Purchasing

Facilities

Fleet

Human Resources

Technology

Risk ManagementEmergency

Management

Planning & Analysis

Special Projects &

Grants

Life Safety Education

Life Safety Bureau

CSS Division

District Boards

Documents

South Metro Fire Rescue Strategic Master Plan