SOUTH METRO FIRE RESCUE AUTHORITY

Strategic Master Plan 2011-2015

Approved by Board of Directors
June 14, 2010


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Table of Contents
Executive Summary ................................................................................................................. 3
Organizational Philosophies .................................................................................................. 6
Master Strategic Goals ............................................................................................................ 8
Organizational Goals ................................................................................................................ 9
I. GOVERNANCE AND ADMINISTRATION ......................................................................... 9
II. ASSESSMENT AND PLANNING..................................................................................... 10
III. GOALS AND OBJECTIVES ........................................................................................... 11
IV. FINANCIAL RESOURCES .............................................................................................. 12
V. PROGRAMS .................................................................................................................... 14
VI. PHYSICAL RESOURCES ............................................................................................... 21
VII. HUMAN RESOURCES ................................................................................................... 23
VIII. TRAINING AND COMPETENCY ..................................................................................... 24
IX. ESSENTIAL RESOURCES ............................................................................................. 25
X. EXTERNAL SYSTEMS RELATIONSHIPS ...................................................................... 27
XI. OTHER STRATEGIC FUNCTIONS ................................................................................ 28
Appendix A: SMFRA Map .................................................................................................... 30
Appendix B: Stakeholder Input ......................................................................................... 31
Appendix C: Planning Cycle (Years 1-4) ......................................................................... 35
Appendix D: Planning Cycle (Year 5) ............................................................................... 36
Appendix E: Apparatus Replacement Plan ................................................................... 37
Appendix F: Technology Replacement Plan .................................................................. 38
Appendix G: Organizational Chart ................................................................................... 39


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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, LoneTree, Parker and portions of
unincorporated Arapahoe and Douglas Counties (see Appendix A). As a new
fire and rescue 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.

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 examined 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 (see Appendix B).

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
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that stakeholders were gathered for input, the 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.
Similarly, significant capital costs such as the station 32 rebuild were not
included in the financial model showing the impact of the economic downturn.
However, that financial model was a worst-case view, so if revenues are
higher than expected we will try to capture a unique opportunity to acquire
additional land and re-build the fire station; therefore, we have kept that goal
in the strategic plan.

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.
Proposed ballot measures in the November, 2010 election (Proposition
101, Amendments 60 and 61) may result in further reductions in
revenue.
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 workers 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, purchasing, 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 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 years
and a decreased ability to effectively meet current and future needs.
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
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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 SMFRAs 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.

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Organizational Philosophies

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 were 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.

Our Mission:

To partner with our communities to provide the best protection of lives and
property 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 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.


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 humble
manner.

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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.


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Master Strategic Goals

These master strategic goals are the over-arching aspirations that remind the
organization why were 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.

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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
major 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, SMFRAs 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.

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

o Goal: Merge the South Metro Fire Rescue and Parker Fire Protection
Districts 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 the
community demographics with emphasis on 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 communitys
demographics, past emergency incidents, and future trends. Opportunities
to increase the Units 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 SMFRAs
demographic 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 of
increasing 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 improvement
plan for occupancy and incident information by 2012.

o Goal: Improve risk assessment methods and link risks to community
demographics and mitigation efforts in order to help target resources
and programs by 2013.
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o Goal: Incorporate GIS capabilities into the ICS Planning Section for
extended incidents by 2013.
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 accreditations Fire and Emergency Service Self-Assessment
Manual (FESSAM), each functional areas 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 years 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 years final budget becomes known, the FESSAM, SOC, and
Strategic Plan can be updated and ready to implement on January 1
st
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. See Appendix
C 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. 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. See
Appendix 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 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.

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The purpose of integrating all of 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, 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 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;

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SO THAT: We support the mission and priorities of the Authority by
providing 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. SMFRAs 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 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.
Financial Planning
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.
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. 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 interface
with their processes. Some facility improvements are needed to assist with
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this improvement, including increased security at the Joint Services Facility
and a more functional warehouse.

o Goal: Obtain the GFOA Certificate of Achievement for Excellence in
Financial Reporting for the Comprehensive Annual Financial Report
on an annual basis.

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

o Goal: Annually pursue federal, state, and local grants to assist in
supplementing the Departments operating and capital improvement
budgets.

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

o Goal: Develop and implement an on-line purchasing store that
interfaces 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 to
improve functionality and efficiency by 2013.
Resource Allocation
o Goal: Maintain a cash balance of not less than 25% of the general
fund expenditures.

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

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

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
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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 capabilities and costs to protect those hazards versus
the developers responsibility to provide the infrastructure and systems that
help 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 determine
future needs by 2012.

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

o Goal: Develop criteria for dual-company stations (i.e., multiple
engines 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 by
2014.
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.
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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 (new
construction, 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 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.

o Goal: Improve interaction with the preplan program by adjusting
plan submittal requirements and occupancy information transfer by
2011.

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

o Goal: Complete the scanning and archiving of paper files and move to
90% electronic submittals/storage by 2012.

o Goal: Obtain P.O.S.T. certification of two fire investigation personnel
by 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 risk
in our community while using resources efficiently.

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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 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, 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 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 life
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.

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 2012.

o Goal: Increase opportunities for Safety Foundation collaboration with
community partners and representation at one event within each
SMFRA community by 2012.
Emergency Medical Services
Mission South Metro Fire Rescue Authority is dedicated to providing
excellence in emergency prehospital medicine.

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EMS calls account for a large portion of SMFRAs 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 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 the
nature of the emergency. This will be accomplished by refining dispatch
protocols and renewing an emphasis on EMT-Basic involvement in every
aspect of service. Quality assurance and performance analysis capabilities
will be improved and 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
medical, high-risk populations. Obtaining more feedback from customers
will also be a priority.

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

o Goal: Provide ALS service capabilities in each fire station district by
2012.

o Goal: Incorporate a BLS transport model into the EMS deployment
strategies by 2012.

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

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

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.

o Goal: Accommodate EMS-specific training in existing facilities with
improved functionality and technology by 2014.
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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 SMFRAs 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
SMFRAs 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 Securitys North Central Region may also be
introducing a new staff and on-scene accountability card system that may
be incorporated into SMFRAs existing card systems in the near future and
the incident command system in later years. SMFRAs 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 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 strategic
regional planning groups, committees and processes (e.g., NCR, UASI,
MMRS), focusing on representing SMFRA goals and needs in the
regional response plans.

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o Goal: Develop a comprehensive Emergency Operations Center plan to
meet the emergency management, training, and information
technology needs and coordinated with the overall facilities plan by
2012.

o Goal: Pursue accreditation through EMAP by 2013, either as an
independent agency or in cooperation with State accreditation.
Special Operations
SMFRAs 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.

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.

o Goal: Reduce wildfire hazards in the wildland-urban interface areas
identified in the Community Wildfire Protection Plan by implementing
mitigation activities by 2013.

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

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.

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

Page 21 of 39

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 service approaches. While
additional fire stations may be limited during this 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 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 the
city center development of Lone Tree by 2015.

o Goal: Secure land for the future construction of a fire station in the
Sterling Ranch development of Unincorporated Douglas County by
2015.

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

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.

o Goal: Develop a comprehensive facilities plan that evaluates space
and functionality needs for future construction, remodel, and
maintenance 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 efficiently
and effectively perform their duties.

SMFRAs facilities form the foundation for all services provided by the
Authority. A functional, efficient, and effective workspace is important to
Page 22 of 39

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
initiatives. Since several facility replacement and refurbishment projects
are delayed until funding recovers, additional strain will be put on SMFRAs
infrastructure and potentially result in larger 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 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 all
facilities to reduce the overall usage of utilities by 10 percent
compared to 2009.
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. Appendix E shows the planned apparatus replacements during
this planning cycle. This plan has already been significantly modified and
the economic downturn may continue to necessitate the 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 larger costs and more vehicles to be replaced at the same time
once 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 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
Page 23 of 39

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.
Tools and Small Equipment
o Goal: Establish a quartermaster program to issue, repair, and
improve accountability of small tools, hose, and nozzles by 2012.
Safety Equipment
o Goal: Replace all SCBA cylinders to meet current NFPA standards by
2014.

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

VII. 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
positions.
Human Resources Administration
o Goal: By 2013, evaluate the human resource information system
needs to improve reporting capabilities.
Page 24 of 39

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.

o Goal: By 2012, establish a new-hire orientation program to improve
internal training and awareness.
Use of Human Resources
o Goal: By 2011, all employees will be utilizing the new performance
appraisal system.
Occupational Health and Safety and Risk Management
A main focus of SMFRAs risk management program during this strategic
planning period is to establish better control over the organizations on-the-
job injury rate and time to recovery. Over the past three years, workers
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, workers compensation claims, and after-
action reporting.

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

o Goal: By 2014, decrease the frequency and cost of workers
compensation 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 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,
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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 SMFRAs
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.

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 Facility
and 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 transfer
duties to other Life Safety Bureau and MetCom personnel in 2011.
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
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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 SMFRAs stakeholder expectation
that the organization will continue to find ways to work seamlessly with
neighboring agencies, improve service levels, and respond to emergencies in
a timely manner. MetCom is currently able to handle up to 25,000
emergency calls per 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.

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

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

o Goal: Institute medical priority dispatching by 2012.

o Goal: Establish a basic CAD-to-CAD interface with Arapahoe and
Douglas County PSAPs by 2014.
Page 27 of 39

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 01/01/13.

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.

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

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.

Page 28 of 39

XI. OTHER STRATEGIC FUNCTIONS
Community Relations
Mission: Community relations will build and maintain positive relationships
with the authoritys 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 bureaus media services will be an integral component of
that communication plan, providing continued safety resources to the
community to help them learn their role in staying safe. Also, internal
training 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 citizens
academy to increase knowledge, usable skills, and appreciation of
services provided.

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

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.
Information Technology
Mission: The mission of the Technology Bureau is to ensure the District has
the computer equipment, 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 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
Page 29 of 39

2010 will help us to enhance our core, wireless network 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. Also, as SMFRA increases the utilization of on-line training
methods, the ability to support those needs will need to be monitored.

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 Appendix F for the major technology replacement plan).

o Goal: Implement wireless and wire network communication
improvement plan by 2015.

Page 30 of 39

Appendix A: SMFRA Map



Page 31 of 39

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 interest
groups such as homeowner associations. These groups are collectively referred
to as External Stakeholders. The purpose of these sessions was to help
SMFRA develop a community-driven strategic plan with a shared vision that
assures local constituents of dependable response capabilities. A direct benefit
of these sessions was assurance that the services delivered met the
expectations of those attending. The full stakeholder input report is a
companion document to this Strategic Plan. Excerpts from the report are
presented 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 the
organization and its services.
5. Identify those aspects of the organization and its services the
community 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 continuing
to 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
Page 32 of 39

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 top
5 expectations from each group are presented for comparison in the table
below.

Rank Directors Businesses Government Institutions Community
1 Quick response. Quick response Timely emergency
responses.
Quick
response to
emergencies.
Quick
response.
2 Well trained and
highly qualified.
Knowledge to
handle
emergency
situations for
most favorable
outcome
Communications
and transparency
with local
government in
incidents and
issues.
Well trained
personnel.
To provide
protection for
people and
property.
3 Fiscal
responsibility
Monitor financial
resources to
provide the
programs to our
community,
resources to our
members, and to
meet the financial
expectations of
our constituents.
Professionalism
at all times
Highly trained and
educated
emergency
responders.
Efficient and
cost effective
with
resources
Up-to-date
equipment
and facilities.
4 Cost effective
delivery of
outstanding
service level.
Well trained and
competent
personnel
Communications
with local
government
regarding building
inspection needs
and requirements
for developers.
Accurate
building plan
reviews.
Well trained
staff.
5 Service
Predictable,
reliable services
in a quality, cost
effective manner.
Proper physical
and human
capital needed to
address needs of
the community
Prompt world-class
EMS response.
Protect our
citizens,
clients, and
residents
from injury
Preservation
of life
regardless of
the situation.

There are several strong, closely aligned themes presented by these groups top
5 priority rankings. These themes can best be summarized by using customer
expectation 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 -
Page 33 of 39

Providing programs that preserve life and property.

The top five expectations presented by each group above are a sampling of
what 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 a
SWOT analysis and is helpful for gathering community intelligence for
SMFRA about the current community environment. This analysis was
performed by an internal stakeholder group, representing each of SMFRAs
functional 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 each
of the 10 accreditation categories, which further led to the identification of
critical 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 goal
and objective progress and
accomplishment
Concerns of excessive utilization of outof-grade
personnel 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 paramedic
deployment (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 dive
response and training
Internal communications/knowledge/relations
Lack of consistency shifttoshift,
battaliontobattalion, sitetosite
The culture of I need to know among members
within EMS and the line
The culture of unwillingness to share
information
Failure to use the chain of command
Mistrust among members leftover from
the 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 since
merger
No formal grant management process
Lack of job descriptions Facilities maintenance personnel
Poor technology applied in tracking finances
through work flow processes
The question and perception of frivolous
spending
Financial responsibilities of station officers not
defined
Lack of understanding of current station
location criteria
No understanding of use of Parkglenn Lack of adequate numbers of staff
vehicles to provide some program work
Page 34 of 39

Lack of consistent and effective employee
evaluation process (360)
Lack of coherent staff training and
professional development program
Lack of prompt email and voice mail responses Lack of a mentorship program
Need to train specialists Questionable external agency
relationships
No cross training (line admin) of personnel
into units or functional areas
Verification of water supply and
maintenance of systems from all water
districts

The final portion of the stakeholder input process included an on-line survey to
neighboring fire service, law enforcement, and emergency management
agencies. Details of this survey and the entire stakeholder input process can
be found in the full report South Metro Fire Rescue Authority 2009
Stakeholder Feedback Report. Overall, each functional area will ensure that
the themes obtained and relationships formed through the stakeholder input
process are incorporated into their self assessment, vision for the future, and
actions taken.
Page 35 of 39

Appendix C: Planning Cycle (Years 1-4)

Page 36 of 39

Appendix D: Planning Cycle (Year 5)

Page 37 of 39

Appendix E: Apparatus Replacement Plan

Unit # Year Make Model VIN Status Date in Service Age Meter MNT Cond Total
Adjusted
Replacement
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 Frontline 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 Miller 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 $
SM236 2001 FORD F350 WC 1FDWF37F61EB79519 A 01/01/2001 5.00 3.70 0.00 0.00 8.70 01/17/2013 192,000.00 $
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 $
SM237 2001 FORD F350 WC 1FDWF37F81EB79523 A 01/01/2001 5.00 4.00 0.00 0.00 9.00 11/17/2015 192,000.00 $
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 Adjusted Replacement Total
5 Year Replacement /Liquidate- Adjusted
----------Points----------
2011 Adjusted Replacement Total
2012 Adjusted Replacement Total
2013 Adjusted Replacement Total
2014 Adjusted Replacement Total
2010 Adjusted Replacement Total

Page 38 of 39

Appendix F: Technology Replacement Plan


Technology Capital Costs - 5 Year Projection
Item Cost* Qty 2011 Qty 2012 Qty 2013 Qty 2014 Qty 2015
Cisco 1760 Router 3,000 5 15,000 - - - -
Cisco 3725 Router 3,800 - 1 3,800 - - -
Cisco Router 3745 4,000 - - 1 4,000 - -
Cisco 3550 Switches 3,200 18 57,600 - - - -
Cisco 1200 Series AP's 1,000 7 7,000 - - - -
Cisco 7935 Conf Phones 3,500 3 10,500 - - - -
Cisco VPN & PIX (Parkglenn) 3,000 - 1 3,000 - - -
Exalt 4.9 Radios (Per Hop)** 10,000 - 5 50,000 5 50,000 - -
Leibert 30KVA UPS Batteries 2,400 1 2,400 - - - -
HP Vmware Hosts (Parkglenn) 9,000 4 36,000 - - - -
HP Vmware SAN (Parkglenn) 50,000 - 1 50,000 - - -
HP Vmware Fiber Channel Switch (Parkglenn) 2,500 - 2 5,000 - - -
HP Vmware Blade System w/Servers (Mineral) 80,000 - - - 1 80,000 -
HP Vmware Blade System SAN (Mineral) 100,000 - - - 1 100,000 -
Projectors in EOC 2,000 - - 2 4,000 - -
Projectors in Classrooms (Parkglenn) 2,000 - - - 4 8,000 -
Computers (EOC) 1,000 - 14 14,000 - - -
Computers (Laptop) 2,500 5 12,500 5 5 12,500 5 12,500 5 12,500
Computers (Desktop) 1,000 30 30,000 30 30,000 30 30,000 30 30,000 30 30,000
MDT's 8,000 - - 15 120,000 15 120,000 15 120,000
Toughbooks 3,500 - 16 56,000 16 56,000 - -
Building Security DVR System (Mineral) 41,000 1 41,000 - - - -
Servers (General Purpose) 9,000 - 2 18,000 2 18,000 2 18,000 -
Cisco Phone System Servers 10,000 - - - 3 30,000 -
Radio Stuff ???? -
Video Conferencing 7,000 6 42,000
Total 254,000 Total 229,800 Total 294,500 Total 398,500 Total 162,500
* Costs are estimated. Waiting for Quotes.
** Don't know life expactancy of these units.
Page 39 of 39

Appendix G: Organizational Chart






South Metro Fire Rescue Authority
2009 Organization Chart
Citizens
Authority Board
Fire Chief
Chief Financial Officer Operations Division Support Services Division
Director of Community Relations
Emergency
Medical Services
Operations
Special Operations
Training
Finance and Payroll
Purchasing
Facilities
Fleet
Human Resources
Technology
Ri sk Management
Emergency
Management
Planning & Analysi s
Special Projects &
Grants
Life Safety Education
Life Safety Bureau
CSS Division
District Boards