WINDSOR SEVERANCE FIRE RESCUE - WSFRMay 09, 2019 · • February’s Response Report: YTD 511 calls—last year at 557. Drop due to inter-facility transfers done by UCHealth—UCHealth

WINDSOR SEVERANCE FIRE RESCUE 100 N. 7th Street • Windsor, Colorado 80550 • 970.686.2626

5-9-19 Agenda – WSFR Regular Board Meeting 1

REGULAR BOARD MEETING Station #1 – 100 N 7th St – Windsor – Training Room

Thursday, May 9, 2019 / Following Pension Board Meeting

AGENDA I. CALL TO ORDER

a. Pledge of Allegiance

II. ROLL CALL

III. REGULAR BOARD MEETINGa. Public Forum:

i. Public CommentsThis portion of the meeting is provided to allow the public to present comments or concerns notlisted/related on the agenda. The public may speak on any agenda item during the meeting at theonset of the agenda item. The public comment period will be limited to three (3) minutes. Respectfulcommunication is welcomed; outbursts, interruptions, and personal attacks will not be tolerated.Interaction with the Board of Directors is inappropriate. If further discussion is needed, the topic orconcern may be placed on a future agenda.

b. Consent Agenda – Discussion/Possible Actions:The Consent Agenda is intended to allow the Board to spend its time and energy on theimportant items on a lengthy agenda. Administration recommends approval of the Consent Agenda.Anyone may request an item on this agenda to be "pulled" off the Consent Agenda and consideredseparately. Agenda items pulled from the Consent Agenda will be considered separately under PulledConsent Items. Items remaining on the Consent Agenda will be approved by Board with one vote. The ConsentAgenda consists of items of no perceived controversy and routine administrative actions.

i. April 11, 2019 Regular Meeting Minutes

c. Financial Report and Updates – Accountant Ann Sellersi. Discussion/Approval of April’s Financial Report

d. Organization Updatei. Board of Directors Report

ii. Administrative Captain Reportiii. Battalion Chief Reportiv. Fire Marshal Report

1. Update: Life Safety Specialist and Life Safety Educator/Fire Inspector

WINDSOR SEVERANCE FIRE RESCUE 100 N. 7th Street • Windsor, Colorado 80550 • 970.686.2626

5-9-19 Agenda – WSFR Regular Board Meeting 2

positions v. Operations Chief Report

1. March’s Response Report vi. Fire Chief Report

vii. Museum Report viii. Recent/Upcoming WSFR Activities and Events

1. Live Fire Demo – Residential Sprinkler 2. Community Event – Raindance 3. Johnny’s Community Run 5/18 4. Open House 6/1/19

e. Staff Items

i. Information/Update: Station 3 Landscaping ii. Information: Strategic Plan Community Survey

iii. Information: Local Board Best Practices Pamphlet iv. Information: Moving Forward with Financial Policies v. Information/Possible Action: Additional Firefighter Staffing

vi. Information: Weld County Proposed Increased Dispatch Service Fee vii. Information/Possible Action: Mill Levy Increase

f. Board Member Items

IV. ADJOURNMENT

Agenda has been approved by Director Andrew Rosen on Tuesday, May 7, 2019. WSFR’s Training Room is accessible to the handicapped. In compliance with Americans with Disabilities Act, those with special needs, such as large print or other reasonable accommodations, may request them by calling 970-686-2626. Posted by: Ruthie Knief Date: 5/7/19 Time: 8:02am

WINDSOR-SEVERANCE FIRE PROTECTION DISTRICT Regular Board Meeting

Station #1 100 7th Street, Windsor, CO 80550

April 11, 2019

I. Call to Order: Director Jim Abbott calls the April 2019 Regular Board Meeting to Order at 19:13.

II. Roll call: Director Jim Abbott, Director Michael Young, and Director Andrew Rosen all present. Director Matthew

Pearson and Director Robert Fagler present via phone. Also in attendance: Fire Chief Kris Kazian, Chief of Operations

Michael Blackwill, Fire Marshal(FM) Sandi Friedrichsen, Battalion Chief (BC) Travis Chapman, BC Darren Jaques,

Curator Dan Lowe, Ann Sellers, and Jim Hayes.

III. Regular Board Meeting:

a. Public Forum: No speakers.

b. Consent Agenda: Young motions to approve the Consent Agenda as presented. Rosen seconds. No further

discussion. All “Aye,” carried.

i. March 5, 2019 Special Meeting Minutes

ii. March 21, 2019 Regular Meeting Minutes

iii. Brush Truck Purchase Order to FedMall $9029.29 for Equipment

c. Financial Report: Ann Sellers reports

i. Discussion/Approval of March’s Financial Report

• Auditor left last week. Audit presentation will be in June.

• New spread sheet in financial report.

a. Shows March financial report, Year-to-date (YTD), and Annual. Still refining

this report—Chief Kazian states we are looking into what % of total finances

each month brings in—lessen the variances.

• Rosen motions to approve the April 2019 Financial Report, Abbott seconds. All “Aye.”

Motion carried.

d. Organization Update:

i. Board of Directors Report: None

ii. Administrative Captain Report: Chief Kazian reports on behalf of Captain Jeff Dykstra.

• Working to get out recruitment for another academy. Many applications already for the

upcoming process. Staff working hard to refine staffing model.

• Annual Compliance Report (ACR): Still waiting for return, may take 3-4 months.

iii. Battalion Chief Report: BC Chapman reports

• Training: Engineer Berryman hosted the March extrication trainings. This month and

May is the annual wildland training and Red Card certification. BC Chapman

summarized upcoming mutual aid (MA) trainings with neighboring agencies.

• Front Range Fire Consortium (FRFC) recruit update: Chapman states recruits are doing

excellent! Last week finished search and rescue. This week in hazmat. Live fire begins

next Friday.

• Incident Safety Officer class: WSFR is holding an Incident Safety Officer class in August to

get all line officers certified, several officers have already earned certification.

• Spring cleaning has begun.

• SCBA voice amplifiers: The voice amplifiers that came with new SCBA’s are on hold with

change in communication systems and blue tooth issues. We have gotten a quote from

a new vendor, and it’s much cheaper than anticipated. Hopefully able to use in front line

radios within next few months.

a. Prompts discussion over hearing protection. Rosen requests more info.

Chapman reports the WSFR Safety Committee look into this, possible for next

year’s budget.

iv. Fire Marshal Report: FM Friedrichsen reports

• Life Safety Specialist and Life Safety Educator/Fire Inspector positions

a. Interviewing 6 applicants for the two positions. Interviews are tomorrow.

• Updating all policies to 2018 IFC policies.

• Teaching at Aims for fire protection systems and origin of cause

• Discusses Plan Review Income for the first 3 months.

v. Operations Chief Report: Chief Blackwill reports:

• February’s Response Report: YTD 511 calls—last year at 557. Drop due to inter-facility

transfers done by UCHealth—UCHealth shares call numbers as per contract WSFR owns

the ambulance apparatus—YTD inter-facility transfers dropped from 123 last year to 76

this year; expected to drop more due to transfer truck stationed at new Greeley

Hospital.

a. Discussion over Response Time graphs and charts in report.

i. Blackwill discusses Baseline (times we were at when we started

accreditation) and Benchmark times (national average, shooting for

1.5 minutes). States the baseline figure was previously not accurate

due to issues with dispatch and call processing time. Issues have

been resolved, waiting for data to reflect. We will use 90th percentile

data for improvement and action. Continually working with Dispatch

to ensure accuracy with data.

1. Discussion over how Dispatch calculates response time

occurs.

b. Reliability Report: Discusses % of time an engine is in area to respond to call

within their district. Currently in the 80-90th percentile.

c. Summarizes the training hour chart.

d. Summary of Strategic Plan: Internal communication is primary goal. Hope to

have more next time.

• Bomb cyclones of March and April: Great communication between school, town, and

public occurred. Used social media for alerts. Had minimal impact on # of calls.

vi. Fire Chief Report: Chief Kazian reports

• 90 days at WSFR. Chief Kazian discusses his first 90 days on the job. Prepping for first

100 day’s report.

• Meeting tomorrow with Weld County assessor to talk about how they get their

assessments. Get a glimpse at what residential assessment will be (Gallagher piece).

• YouTube channel: WSFR launched new channel for more social media.

vii. Museum Report: Curator Lowe reports.

• ’41: Done wiring the essentials. Present at the pancake breakfast. No brakes yet, just

emergency, will be on board shortly. Just need to wire emergency lights.

• ’25: Union purchased brackets for lanterns. Approaching high school to make other

parts. Won’t cost Board money.

• 75 visitors for month of March.

• Pancake breakfast: Over $3200 in profit. 719 visitors and 49 volunteers ate. Ran out of

food and tables, good problems to have, will take this into consideration for next year.

• Tour coming up in May for 3rd graders.

• Still looking for docents to help.

viii. Recent/ Upcoming WSFR Activities and events:

• Chief Kazian summarizes: The success of the Annual Awards Banquet. The Pancake

Breakfast almost doubled last year’s visitors. Live- Fire Demo on residential sprinklers

planned at Aims on 4/22. Community Event at Raindance planned for 5/4-5/5. Johnny’s

Community run planned 5/18. Open House on 06/01. The Mayor of Windsor started a

Water Conservation Challenge that WSFR will be taking part in.

e. Staff Items:

i. Information/Possible Action: 4 day 40-hour work week:

• Chief Kazian discusses transitioning admin staff to a 4 ten-hour day configuration. States

common at other fire districts, there is no cost associated with change. States it may be

appealing to employees transitioning from shift work to day-positions due to three-day

weekend; allow for better work-life balance. The trial will begin in May and continue

through summer. Shouldn’t impact public much, as there will be firefighters at the

Station during weekends and evening. Public will be informed of new change tomorrow.

• Discussion over split shifts, and whether to take Monday’s or Friday’s off occurs.

• Consensus of Board: Support trial starting tentatively the 1st week in May.

ii. Information/ Possible Action: Station 3 landscaping/ concrete:

• Chief Jaques reports: Per past conversations, public concerns, and safety issues the

decision to move forward with Station 3 concrete and landscape renovation has been

discussed. After researching all options, we will use Barefoot Farms for landscaping.

Jaques discusses the challenges faced in getting landscape bids.

• Proposed landscape plan: Jaques summarizes the renovations include removing mulch,

and installing rock and boulders for a long term solution and easy maintenance. Plan to

re-seed all natural areas with adjustments to Sprinkler system—drip lines will be

repaired, patched, and moved. Grating issues on North side will be addressed. Add

edging to hold rock in. “Voluntary” plants to be removed, and brush and trees limbed

up. Goal is to provide long term, easy maintenance solution.

• Concrete plan: Jaques discusses the current safety concerns with the front pad due to

the concrete alignment with South door creating a dangerous curb. Landscape company

will assist with moving sprinkler lines to expand the front pad. Goal is something that

will look nice, improve safety, and provide longevity. Discussion over leak under back

pad of concrete, found the leak and repaired last year.

• Timeline: Renovations will begin in next few days, as this is optimum time to seed and

rock. Will take place in two phases, due to the busy season for landscaping, phase two

will commence in late May to complete the rock portion.

• Repairs are budgeted items.

• Purchase order for barefoot $24, 032.00

a. Abbott motions to approve the Purchase Order to Barefoot Farms for

$24,032.00 to do the landscape work at Station 3. Young seconds. No further

discussion. All “aye.” Approved.

• Purchase order for A-Concrete 9,880.00

a. Abbott motions to approve the Purchase Order to A-Concrete for $9,880.00 to

do the concrete work for Station 3. Young seconds. No further discussion. All

“Aye.” Approved.

iii. Information/ Possible Action: Engine 3 New Engine $32,140.17:

• BC Chapman reports we have been chasing a random check engine light to Engine 3.

Manufacturer and two other mechanic shops believe we are looking at a new engine

replacement, believe it is a cylinder repair—in frame rebuild or new engine. Advantage

to new engine is that everything is new, comes with 2 year or 100,000 mile warranty,

replace would take significantly less time than a rebuild (roughly 3 days vs 30 days), and

rebuild we risk finding more damage and increasing cost. Cost to replace engine is

$32,000; rebuild base cost is $23,000 not including additional damage and repairs.

Discussion over risk of repair and possibility of consistent repairs occurs.

• Price to replace is pretty consistent amongst companies, recommendation is to go with

Titan as they are local and have done good work for us before. Discussion over not using

MHC due to locality, and full bid occurs.

• Discussion over how much longer Engine 3 will last. Chief Kazian reports we try to get

10-11 years’ front line, plus however many we can get as a Reserve. Depends on

performance.

• Discussion over hiring full time mechanic, as fleet is getting large.

• Funding should come out of Contingency.

• Fagler motions to approve the Purchase Order to Titan to replace Engine 3’s motor with

an estimated total cost of $32,140.17, including core charge that will be refunded.

Seconded by Abbott. No further discussion. All “Aye,” motion carried.

iv. Information: 10 Year Budget Presentation

• Chief Kazian conducts informative presentation about WSFR 10-year financial forecast.

How WSFR can achieve the strategic goals and objectives set in the 2016-2021 Strategic

Plan, prepare for the future, and meet the demands of a growing community. The

presentation included discussion over assumptions for the future, financial forecasting,

budgeting best practices (focus on establishing separate funds to better maintain

budget).

• The presentation provided a summary and draft of the tools used to plan operational

needs, and expense costs over ten-year period—the 10-Year Capital Budget and the 10-

Year Budget Projection. Both tools should be dynamic, ongoing, and transcend any one

person. Should allow WSFR to anticipate expenses and revenues as growth occurs to

make decisions going forward. We will add a year every year to maintain a ten-year

projection.

• Mill increase: Kazian wraps up his presentation with a discussion over the impacts of a

mill increase and leadership projections for mill increase.

a. Kazian reports staff recommendation is to build Station 4 & 5, staff as needed

and buy all related equipment with a mill increase of 1.556.

i. Increase can be 1, 2, or 3 step.

b. Projections based on: the possible Gallagher impacts; impact to homeowners

and median residential property costs in Windsor/Severance; impact on

commercial property; and what the current mill rate for Windsor Severance

Property owners is.

c. Kazian also compares current mill rate compared to neighboring agencies,

currently WSFR is lowest.

d. Kazian requests strategic action and set forth a plan. Must be forward

thinking. Discussion ensues over how to get information out to public, and

how and when to sell a rate increase.

e. Rosen requests a work session or special meeting to further discuss mill rate

projections. Special meeting tentatively planned for 1800 on May 9th, 2019

before the Regular Board meeting to allow public attendance.

v. Information/ Update: Station 2

• Town of Severance working on getting an appraiser. The challenge is it’s a commercial

property that is in a residential area that is currently being used by government. Having

trouble finding someone to meld all parties involved. Ball is in Towns court.

vi. Information/ Update: Station 4

• FM Friedrichsen and Chief Kazian meeting with the Development Review Committee

(DRC) to talk about project and what to look for, on May 16, 2019. May need to go into

Executive session next meeting for this, but staff is not ready to take action.

f. Board Member Items: None

IV. Executive Session:

a. Decision made not to go into executive session.

V. Adjournment: Abbott moves for adjournment. All “Aye.” Meeting adjourned, 22:02.

WSFR- Long Term Finance

OutlookHow to achieve the Strategic Goals and Objectives, Prepare for the Future

and Meet the Demands of a Growing Community

2016 – 2021

WSFR Strategic Plan

Internal and External Stakeholders developed a comprehensive Strategic Plan. Great attention and focus on long range and strategic planning for WSFR.

Develop tools and training to support the creation and sharing of information describing community risk and our rescue capabilities

Meet the increasing needs of public education and community events

Provide the administration support for a growing organization and community

Have the internal resources to repair and maintain apparatus to meet expectation of mission readiness at all times

Based on Standards of Cover, evaluate current apparatus, first due assignments, deployment, and staffing levels with the objective of addressing identified gaps

Continuously review employee compensation, benefits, and organizational culture to promote a harmonious and productive work environment

Maintain, adjust, purchase, improve, or replace assets as determined

In anticipating the needs of a growing community, evaluate the projected growth against the Standards of Cover and determine need, location and timing of Station 4

Maintain agency accreditation with the Commission on Fire Accreditation International

Assumptions

The forecasting model is a dynamic tool that has built in assumptions and

triggers that will require action (or inaction) if benchmarks are or are not

met.

Assessed Valuations will be realized as estimated. Estimations were based on a

practical but conservative model using past WSFR data

Growth will continue to happen as modeled for the WSFR response area

Costs estimated for projects will be in alignment when executed

Laws and mandates do not change WSFR operations or funding dramatically

Gallagher, Oil and Gas legislation, TABOR, industry standards

Part-time, Reserve and Volunteer personnel are needed to assist with effective

WSFR operations

Financial Forecasting for the

Now and the Later

Staff and Leadership….. MANY MEETINGS

The models and projected needs have been developed with the involvement of

all levels of the organization and used historical knowledge, Standards of Cover,

current data, and future estimations to determine needs

There are many aspects of this forecasting and recommendations that are

based on forecasts and there are assumptions that must be met to see the plan

fully develop

The plan hasn’t been designed to transcend any one particular person or a

Board - the plan is the future of WSFR in the immediate and distance future

There must be flexibility in the plan as there is not a crystal ball or ability to see the

future

The plan includes considerable amount of input by all levels of the organization

and will be a road map for planning and implementation over time

Budgeting Best Practices

Staff has worked to assure that our operation is following best practices and is compliant with all legislative and legal requirements.

Establishing Funds within our Budget and Financial Model

General Fund- This is the fund by which the annual budget is funded. Revenue is realized by tax levy, budget carry over, grants, fees for permits and services

Capital Fund- This fund is a separate fund designated for making purchases which qualify as capital or are large purchases we are anticipating that may not qualify as actual Capital by Accounting principles. The General Fund will allocate a budgeted amount that will be placed in the Capital Fund annually. Purchases made from this fund will be made direct from this fund- not from the General Fund/Annual Budget

Unrestricted Fund- This fund will be established and segregated to all allow for cash flow issues early in the budget year when we do not have tax revenue coming in. The fund will allocate a Board determined percentage. Staff has allocated 25% which allows 3 months worth of expenses to be covered- things such as payroll and accounts payable

TABOR Reserve-State statute requires governmental agencies maintain a 3% holdback of qualified revenue. WSFR has earmarked this in a separate fund so that we maintain compliance

WSFR 10 Year Capital Budget

WSFR 10 Year Budget Projection

Staff worked collaboratively to develop 2 dynamic tools to help WSFR plan for

operational needs and forecast revenue/expense costs over a 10 year period

Created a document where you can add in anticipated expenses and revenues

as growth occurs to assist in planning

This is not an exact science as there are too many variables out of WSFR’s control

We captured data going back to 2012 to determine financial trends

Staff worked to review capital needs, while not completely finished, we have

included the capital and large purchases we could place on the 10 year plan

Capturing these expenses on our spreadsheet assure proper financial planning

Allows for planning of proper timing of large purchases

10 Year Capital Plan At-A-Glance



10 Year Budget Forecast

Breaks down all aspects of our revenue and includes all aspects of our

expenses

Assessed Value by all property types

Residential, Commercial, Oil and Gas, Mineral, Vacant, etc.

Other Revenue

Plan review, interest income, grants, wildland, other fees

Staffing model- current and future as well as estimating future

payroll/benefit related costs

Operating expenses for the entire organization broken down by

category/area

Formulas embedded for projected growth year over year, impacts to

Gallagher, Insurance, pension costs, etc.

10 Year Budget Projection

- Estimated Revenue Example


- Estimated Expenses Example


- Estimated Fund Balance Example

What Does It All Mean

We have developed a tool that will be able to help us navigate where we

are going

We have a tool that can tell us if we met the projected goal for all aspects

of our organization

We now have a tool that will be able to have great historical value as well

as an ability to assist in future estimations for planning

Each year, another year will be added at the end and any data for

projected years will be moderated by annual data realized

WSFR Leadership Has Developed 4

Projections

- Some With Multiple Options

Projection 1- Build Station 4 and 5, staff as needed and buy all the related equipment without raising the Mill Rate

No Mill Rate increase

Projection 2- Build Station 4 and 5, staff as needed and buy all the related equipment while raising the Mill Rate

Option 1- 3 Mill Rate increases for a total of 1.556

Option 2- 2 Mill Rate increases for a total of 1.556

Option 3- 1 Mill Rate increase for a total of 1.556

Projection 3- Build Station 4, staff as needed and buy all the related equipment while raising the Mill Rate enough for this one project

Mill Rate increase of 0.306 and would need likely to ask for another Mill increase

Projection 4- Do not build Station 4 or 5, add a second company to operate out of station 1 and purchase related equipment. No Mill Rate increase needed

No Mill Rate increase

Projection 1-

No Mill Rate Increase Build Station 4 and 5, staff accordingly, purchase the necessary equipment

$14.9M deficit

Projection 2- Option 1

3 step Mill Rate increase (1.556 total)

Build Station 4 and 5, staff accordingly and purchase necessary equipment

Estimated balances responsible for successful operations (narrow margin)




Estimated balances responsible if we meet or exceed projections (fair margin)




Estimated balances trending towards excessive (significant margin)

Projection 3-


Will fund Station 4, personnel and related equipment

Will require an additional Mill increase when Station 5 is needed

Projection 4-

No Mill Rate increase- No Stations Do not build Station 4, double company in Station 1, buy necessary

equipment- Starting to save for Station 4

WSFR Must Take Strategic Action

and Determine Plan

The Strategic Plan talks about the need to plan for our future

Many of the critical parts of our ability to respond take planning and must be

initiated earlier than later to be successful

Forward thinking and planning are necessary for success

Training Academy is 17 weeks

Lead time on fire apparatus can be nearly 1 year for delivery once ordered

Response times are a critical component to WSFR mission

Simply putting a second company at station 1 will help with Reliability for the

district units but will not have as much impact of a station strategically located to

areas that we expect significant growth

Once WSFR staff completes Station 4 location analysis- we would

recommend purchasing property in a timely manner

Regardless of the option chosen, Station 4 will be needed

Staff Recommendation(s)

Projection 2 – Option 1 and 2 are both viable options

Option 1- 3 step Mill Rate increase- 2020 7.75 Mill, 2023 8.25 Mill, 2026 8.75 Mill

Smooths out the increase for the tax payer

It is a very tight margin and less tolerance if there is a down turn in the economy

Capital plan balance and General Fund balance are very lean year over year

Option 2- 2 step Mill Rate increase- 2020 8.0 Mill, 2024 8.75 Mill

Each increase is less than 1 Mill increase

Provides a greater tolerance if there is a market correction or future WSFR needs beyond our 10 year plan

Based on the projected Gallagher impact(s) and the Bond payment being eliminated in 2023, the tax payer will realize tax relief from any proposed Mill increase beyond 2023

Projection 2 – Options 1 and Option 2 allow WSFR to pay cash for projects- likely no need to finance or ask for a bond

So What Does the Median

Residential Property in WSFR Pay?

The median home in WSFR per Weld County Assessor is $357,000

Tax Breakdown for 2019

$357,000 x 7.2%* = 25,704

$25,704 x 7.194** = $184,914.78

$184,914.78 / 1000 = $184.91

The median home in WSFR pays $184.91

WSFR has a voter Approved Bond that is paid through 2022

$25,704 x .365*** = $9,381.96

$9,381.96 / 1000 = $9.38

The total the median WSFR residential property owner pays for tax and bond is $194.29

* Residential Assessment Rate (also known as Gallagher- set by the state)

**Mill Rate approved by WSFR voters in 2008

*** Bond Repayment rate which varies based on Assessed Value

Proposal 2 – Option 1 and 2

How Will It Impact The Homeowner Option 1- 3 Step Mill Increase

(2019 Taxes and Bond $194.29)

2020-22 Levy and Bond Due $207.14 (additional $12.85 annually)

2023-25 Levy $210.59 (additional $16.30 annually)


Total aggregate increase to the homeowner for 10 years = $203.69 or $20.37 average per year

Option 2- 2 Step Mill Increase

(2019 Taxes and Bond $194.29)

2020-22 Levy and Bond Due $213.52 (additional $19.23 annually)



All calculations use a static median home price of $357,000- market fluctuation will impact actual taxes paid to WSFR

So What Does the Median

Commercial Property in WSFR Pay?

The median commercial property in WSFR per Weld County Assessor is $551,000

Tax Breakdown for 2019

$551,000 x 29%* = $159,790

$159,790 x 7.194** = $1,149,529.26

$ 1,149,529.26 / 1000 = $1,149.52

The median commercial property in WSFR pays $1,149.52

WSFR has a voter Approved Bond that is paid through 2022

$159,790 x .365*** = $58,323.35

$9,381.96 / 1000 = $58.32

The total the median WSFR commercial property owner pays for tax and bond is $1,207.84

* Commercial multiplier (set by the state)

**Mill Rate approved by WSFR voters in 2008

*** Bond Repayment rate which varies based on Assessed Value

Proposal 2 – Option 1 and 2

How Will It Impact Commercial Property Option 1

(2019 Taxes and Bond $1,207.84)

2020-22 Levy and Bond Due $1,296.69 (additional $88.85 annually)

2023-25 Levy $1,318.27 (additional $110.43 annually)


Total aggregate increase to the commercial property for 10 years = $1,359.12 or $135.91 average per year

Option 2

(2019 Taxes and Bond $1,207.84)

2020-22 Levy and Bond Due $1,336.64 (additional $128.80 annually)



All calculations use a static commercial property price of $551,000- market fluctuation will impact actual taxes paid to WSFR

Historical WSFR Mill Rates

All Mill Rates must be Voter Approved

Approved Total Mill Rate

Initial Mill Rate 1.341 1.341

1994 1.603 2.944

2000 2.0 4.944

2008 (3 step 2.25 Mil Rate) .565 5.509

2009 .565 6.074

2010 1.12 7.194

2019 (1.556 proposed) ? ?

Neighbor Agency Mill Rates

Where Does WSFR Stack Up?

How does WSFR Mill Rate compare to other agencies?

Ault 8.109

Berthoud 13.804

Eaton 9.0

Fredrick/Firestone 11.36

Front Range 11.468

Great Brighton 11.795

Loveland Rural 8.746

Mountain View 16.247

Poudre Valley Fire 10.595

Wellington 14.999

Western Hills 10.092

Windsor Severance 7.194

Current Mill Rates for Windsor &

Severance Property Owners

Aims Junior College 6.305

Clearview Library 3.555

Northern Colorado Water 1.000

School Dist. RE4-Windsor 44.827

Weld County 15.038

Windsor Town 12.030

Windsor-Severance Fire 7.194

Windsor-Severance Fire (bond) 0.365 (until 2023)

Taxing Authority Mills

Where Do We Want To Go Staff Would Like to Have A Discussion and Prepare the Board to Make

a Decision/Give Specific Direction at the May 2019 Board Meeting

Timeline For Decisions and

Ballot Information July 29, 2019- Deadline to provide written notice to take part in coordinated election

due to Clerk and Recorder

July/early August- Board shall adopt election resolution and appoint DEO for

contact with Clerk and Recorder. Language should include participation in

coordinated election with County

August 27, 2019- Sign IGA with county for coordinated election

September 6, 2019- Board shall adopt a resolution to set the ballot language

September 16, 2019- TABOR mailing by District

September 20, 2019- Pro/Con statements due to DEO by noon

October 4, 2019- TABOR notices mailed to active registered electors

October 11, 2019- Last day to withdraw ballot issue or question by Board Resolution

November 5, 2019- ELECTION DAY

November 13, 2019- Last day for mail in ballots to be counted (Dated 11/5 or earlier)

Questions

All the information in this presentation are estimations and designed for illustration purposes. Exact taxes will be determined by the County Assessor and dependent on many factors outside WSFR’s control.

WSFR Financial Report

May 2019 For the period ending 4/30/19

BANK BALANCES

Operating Debt Service CSAFE 301,866.48 Bank of Colorado 514,520.99 CSAFE CORE 6,700,266.80 Operating 319,953.70 Total 7,322,086.98 Total 514,520.99

Ambulance Maint. Museum Points West 15,607.76 Points West 23,665.68

Points West CD 56,632.22 Total 15,607.76 Total 80,297.90

-300,000

200,000

700,000

1,200,000

1,700,000

2,200,000

Taxes Earned Income Investment Income Received from Grant

2,152,101

243,745

48,371 19,240

2,729,088

161,867

23,333 16,667

Income YTD

Actual Budget

-50,000

50,000

150,000

250,000

350,000

450,000

550,000

650,000

750,000

850,000

950,000

Expense YTD

Actual Budget

BUDGET VS. ACTUAL YTD

TOTAL

Jan - Apr 19 Budget $ Over Budget % of

Budget

Ordinary Income/Expense Income 10.4010 · Tax Revenue Larimer County Tax Coll 4000.01 · Current Yr Property Taxes 547,081.71 1,166,901.81 -619,820.10 46.88%

4030.01 · Larimer County-Auto Tax 31,943.82 58,345.09 -26,401.27 54.75%

Total Larimer County Tax Coll 579,025.53 1,225,246.90 -646,221.37 47.26%

Weld County Tax Coll 4000.02 · Current Yr Property Taxes 1,443,659.35 6,630,493.88 -5,186,834.53 21.77%

4030.02 · Specific Ownership 129,416.53 331,524.69 -202,108.16 39.04%

Total Weld County Tax Coll 1,573,075.88 6,962,018.57 -5,388,942.69 22.6%

Total 10.4010 · Tax Revenue 2,152,101.41 8,187,265.47 -6,035,164.06 26.29%

Total Income 2,152,101.41 8,187,265.47 -6,035,164.06 26.29%

Gross Profit 2,152,101.41 8,187,265.47 -6,035,164.06 26.29%

Expense 10.5000 · Administration 0100.01 · Payroll Expenses - Admin 154,237.27 441,758.32 -287,521.05 34.91%

0100.06 · Payroll Expenses - Directors 2,200.00 9,600.00 -7,400.00 22.92%

0200.01 · Payroll Expenses - Medicare Co. 16,050.85 53,011.44 -36,960.59 30.28%

0200.02 · Payroll Expenses - FPPA Company 109,492.10 402,155.76 -292,663.66 27.23%

0200.04 · Employee Insurance Benefits 159,492.51 612,075.24 -452,582.73 26.06%

0300.01 · Cty. Treasurer Fees - Larimer 11,512.99 23,338.04 -11,825.05 49.33%

0300.02 · Cty. Treasurer's Fees - Weld 21,633.09 99,457.41 -77,824.32 21.75%

0310.01 · Legal Fees - Administration 1,852.45 10,000.00 -8,147.55 18.53%

0315 · Accounting & Auditing 7,300.00 9,500.00 -2,200.00 76.84%

0320 · Elections & Advertising 0.00 40,000.00 -40,000.00 0.0%

0325.01 · Training - Administrative 470.00 5,000.00 -4,530.00 9.4%

0330.01 · Hiring Expenses - Background Ck 870.00 4,000.00 -3,130.00 21.75%

0330.02 · Hiring Expenses - Drug Testing 0.00 2,000.00 -2,000.00 0.0%

0330.03 · Hiring Expenses - Physicals 0.00 20,000.00 -20,000.00 0.0%

0500.01 · Contract Services - Admin 10,647.20 50,000.00 -39,352.80 21.29%

0505.01 · Awards Banquet 5,802.02 13,000.00 -7,197.98 44.63%

0505.02 · Open House 190.44 7,500.00 -7,309.56 2.54%

0505.03 · Memorials, flowers, misc. 445.26 2,000.00 -1,554.74 22.26%

0505.04 · Special Ceremonies/Events 111.29 2,000.00 -1,888.71 5.57%

0510.01 · Printing-forms/stationery/ads 712.74 2,000.00 -1,287.26 35.64%

0515.01 · Meals -Mtgs & Special Occasions 2,279.37 5,000.00 -2,720.63 45.59%

0520.01 · Travel - Air/Car Rental 4,191.18 5,000.00 -808.82 83.82%

0520.02 · Travel - Hotel 6,268.68 5,000.00 1,268.68 125.37%

0520.03 · Travel - Meals (travel) 1,474.67 2,000.00 -525.33 73.73%

0520.04 · Travel - Auto Expense 949.60 3,000.00 -2,050.40 31.65%

0520.05 · Travel - Other Travel Expenses 0.00 200.00 -200.00 0.0%

0525.01 · District Insurance 20,755.00 85,848.00 -65,093.00 24.18%

0525.02 · Workman's Comp 38,697.46 92,951.00 -54,253.54 41.63%

0605 · Postage 379.83 300.00 79.83 126.61%

0605.01 · Postage Meter Lease 56.85 350.00 -293.15 16.24%

0605.02 · Postage Meter Supplies 0.00 2,000.00 -2,000.00 0.0%

0610.01 · Uniforms - Administration 1,932.96 500.00 1,432.96 386.59%

0615.01 · Books & Reference - Admin 27.34 2,000.00 -1,972.66 1.37%

0620.01 · Office Supplies - Admin 425.42 5,000.00 -4,574.58 8.51%

0625 · Computer Software & Equipment 13,256.28 70,000.00 -56,743.72 18.94%

0800 · Dues and Subscriptions 13,388.00 30,000.00 -16,612.00 44.63%

0805 · Bank Charges & Fees 0.00 500.00 -500.00 0.0%

Total 10.5000 · Administration 607,102.85 2,118,045.21 -1,510,942.36 28.66%

10.5100 · Operations 0100.02 · Payroll Expenses - FF/EMT 853,721.89 2,877,790.02 -2,024,068.13 29.67%

0100.04 · Payroll Expenses - Operations 41,002.56 123,007.75 -82,005.19 33.33%

0100.05 · Payroll Expensses - Wildland 0.00 25,000.00 -25,000.00 0.0%

0100.07 · Payroll Expenses - Overtime Pay 45,634.55 90,000.00 -44,365.45 50.71%

0100.08 · Payroll Expenses - OT Wildland 0.00 50,000.00 -50,000.00 0.0%

0100.09 · Payroll Expenses - Add. Comp. 2,400.00 10,000.00 -7,600.00 24.0%

0100.16 · Short Notice Shift Cov Incentiv 0.00 1,200.00 -1,200.00 0.0%

0100.17 · Volunteer Incentive 6,426.09 70,000.00 -63,573.91 9.18%

0200.05 · Tuition Reimbursement 4,243.28 25,000.00 -20,756.72 16.97%

0325.03 · Training 4,607.32 80,000.00 -75,392.68 5.76%

0325.05 · Training - FF1 Academy -2,008.50 109,000.00 -111,008.50 -1.84%

0325.07 · Training - Wildland 0.00 3,000.00 -3,000.00 0.0%

0325.20 · Leaderhip Training/Retreat 0.00 1,000.00 -1,000.00 0.0%

0400.02 · Repair & Maintenance - FF/EMS 811.16 8,000.00 -7,188.84 10.14%

0400.03 · Repair & Maintenance - SCBA 26,716.00 30,000.00 -3,284.00 89.05%

0500.03 · Contract Services - Fire/EMS 0.00 750.00 -750.00 0.0%

0515.02 · Meals - Operations Rehab 0.00 500.00 -500.00 0.0%

0515.03 · Meals - Training 1,232.12 3,000.00 -1,767.88 41.07%

0515.04 · Meals - Wildland 0.00 200.00 -200.00 0.0%

0520.06 · Hotel - Wildland 0.00 400.00 -400.00 0.0%

0610.02 · Uniforms - Fire EMS Operations 10,611.46 30,000.00 -19,388.54 35.37%

0615.03 · Books & Reference - Training 104.84 2,000.00 -1,895.16 5.24%

0630.01 · Consumables/Disposable - FF/EMS 281.93 3,000.00 -2,718.07 9.4%

0630.02 · Consumables/Disposable -Train 0.00 500.00 -500.00 0.0%

0635.01 · Replacement Gear (Vol & Career) 17,572.87 100,000.00 -82,427.13 17.57%

0645.01 · Tools & Equipment - Fire EMS 33,687.14 70,000.00 -36,312.86 48.12%

Total 10.5100 · Operations 1,047,044.71 3,713,347.77 -2,666,303.06 28.2%

10.5150 · Rescue Services 0325.12 · Training - EMS/Rescue/CCR 90.00 7,000.00 -6,910.00 1.29%

0600.06 · EMS Supplies 2,227.85 15,300.00 -13,072.15 14.56%

0615.04 · Books & Reference - Rescue/EMS 0.00 500.00 -500.00 0.0%

0630.04 · Consumables/Disposable - Sp. Op 190.01 1,000.00 -809.99 19.0%

Total 10.5150 · Rescue Services 2,507.86 23,800.00 -21,292.14 10.54%

10.5200 · Prevention 0100.03 · Payroll Expenses - LS/Pub Ed 41,002.55 213,405.40 -172,402.85 19.21%

0325.02 · Training, Ed. & Seminars - LS 1,578.59 10,000.00 -8,421.41 15.79%

0600.01 · Supplies - Pub Ed 0.00 7,500.00 -7,500.00 0.0%

0600.02 · Supplies - Fire Inspection 0.00 2,000.00 -2,000.00 0.0%

0610.03 · Uniforms - Fire Prevention 0.00 500.00 -500.00 0.0%

0615.02 · Books & Reference - Prevention 75.90 1,500.00 -1,424.10 5.06%

Total 10.5200 · Prevention 42,657.04 234,905.40 -192,248.36 18.16%

10.5250 · Health & Safety 0305.02 · Physicals 6,217.00 35,000.00 -28,783.00 17.76%

0305.03 · Shots/Meds 0.00 1,875.00 -1,875.00 0.0%

0400.10 · Repair & Maintenance - H & S 0.00 400.00 -400.00 0.0%

0600.05 · Supplies - Health & Safe/Rehab 0.00 1,000.00 -1,000.00 0.0%

Total 10.5250 · Health & Safety 6,217.00 38,275.00 -32,058.00 16.24%

10.5300 · Communication 0400.04 · Repair & Maintenance - Comm 235.00 2,000.00 -1,765.00 11.75%

0500.04 · Contract Services Comm. 44,780.16 70,000.00 -25,219.84 63.97%

0645.03 · Tools & Equipment - Comm. 0.00 500.00 -500.00 0.0%

Total 10.5300 · Communication 45,015.16 72,500.00 -27,484.84 62.09%

10.5400 · Repair/Maint./Tools/Equip/Bldg 0400.01 · Repair & Maintenance - PPE 0.00 3,000.00 -3,000.00 0.0%

0400.07 · Repair & Maintenance - Building 22,565.42 150,000.00 -127,434.58 15.04%

0405.01 · Gas & Electricity-Station 1 5,130.47 18,000.00 -12,869.53 28.5%

0405.02 · Gas & Electricity-Station 2 3,733.85 12,000.00 -8,266.15 31.12%

0405.03 · Gas & Electricity - Station 3 4,426.06 14,000.00 -9,573.94 31.62%

0410.01 · Telephone & Cable - Station 1 3,553.70 9,000.00 -5,446.30 39.49%



0415.01 · Trash Service - Station 1 420.00 1,500.00 -1,080.00 28.0%

0415.02 · Trash Service - Station 2 120.00 600.00 -480.00 20.0%

0415.03 · Trash Service - Station 3 120.00 600.00 -480.00 20.0%

0420.01 · Water & Sewer - Station 1 787.72 6,000.00 -5,212.28 13.13%



0425.04 · Janitorial Supplies 1,778.63 7,000.00 -5,221.37 25.41%

0430.02 · Other (commissary, coffee, etc) 810.94 4,000.00 -3,189.06 20.27%

0500.05 · Contract Services - Sta/Grounds 648.00 18,000.00 -17,352.00 3.6%

0630.05 · Consumables/Disposable - Sta/Gd 125.86 1,000.00 -874.14 12.59%

0645.05 · Tools & Equpiment - H & S 1,483.87 1,000.00 483.87 148.39%

Total 10.5400 · Repair/Maint./Tools/Equip/Bldg 49,850.55 265,200.00 -215,349.45 18.8%

10.5450 · Fleet Maintenance 0400.05 · Repair & Maintenance - Vehicles 162.27 95,000.00 -94,837.73 0.17%

0630.03 · Consumables/Disposable - Fleet 307.87 1,000.00 -692.13 30.79%

0645.04 · Tools & Equipment - Fleet Maint 245.00 2,000.00 -1,755.00 12.25%

0650.01 · Fuel - Wildland Fire 0.00 1,000.00 -1,000.00 0.0%

0650.02 · Fuel/Pump Facility Maint-Joint 0.00 1,000.00 -1,000.00 0.0%

0650.03 · Vehicle Fuel 9,299.34 30,000.00 -20,700.66 31.0%

Total 10.5450 · Fleet Maintenance 26,168.64 130,000.00 -103,831.36 20.13%

10.5700 · Misc. Expense 0700.05 · Community Outreach 293.41 2,000.00 -1,706.59 14.67%

0705.02 · Capital Outlay - Vehicles 203,666.00 1,000,000.00 -796,334.00 20.37%

0705.03 · Capital Outlay 85,592.51 750,000.00 -664,407.49 11.41%

0710.01 · Grant--Purchased Items 0.00 100,000.00 -100,000.00 0.0%

0710.04 · Station--Decorating/Furnishing 15,378.13 15,000.00 378.13 102.52%

Total 10.5700 · Misc. Expense 304,930.05 1,867,000.00 -1,562,069.95 16.33%

Total Expense 2,131,493.86 8,463,073.38 -6,331,579.52 25.19%

Net Ordinary Income 20,607.55 -275,807.91 296,415.46 -7.47%

Other Income/Expense Other Income

10.4030 · Earned Income 4300 · Plan Review Fees 244,657.17 400,000.00 -155,342.83 61.16%

4320.01 · Wildland Fire - Truck -912.50 5,000.00 -5,912.50 -18.25%

4320.02 · Wildland Fire - Fuel 0.00 1,000.00 -1,000.00 0.0%

4320.04 · Wildland Fire - Meals 0.00 200.00 -200.00 0.0%

4320.05 · Wildland - Hotel 0.00 400.00 -400.00 0.0%

4320.06 · Wildland Fire - Wages 0.00 75,000.00 -75,000.00 0.0%

4380 · Community Outreach 0.00 4,000.00 -4,000.00 0.0%

Total 10.4030 · Earned Income 243,744.67 485,600.00 -241,855.33 50.2%

10.4040 · Investment Income 4500.03 · CSAFE Interest 24,788.07 4500.04 · Interest Income 141.86 4500.07 · CSAFE CORE Interest 23,441.16 10.4040 · Investment Income - Other 0.00 70,000.00 -70,000.00 0.0%

Total 10.4040 · Investment Income 48,371.09 70,000.00 -21,628.91 69.1%

10.4090 · Other Income 4960 · Received from Grant 19,239.75 50,000.00 -30,760.25 38.48%

Total 10.4090 · Other Income 19,239.75 50,000.00 -30,760.25 38.48%

Total Other Income 311,355.51 605,600.00 -294,244.49 51.41%

Other Expense 10.9000 · Expenses 9000.01 · Volunteer Pension Tax Contribut 0.00 66,249.00 -66,249.00 0.0%

9000.02 · Contingency 0.00 263,000.00 -263,000.00 0.0%

Total 10.9000 · Expenses 0.00 329,249.00 -329,249.00 0.0%

Total Other Expense 0.00 329,249.00 -329,249.00 0.0%

Net Other Income 311,355.51 276,351.00 35,004.51 112.67% Net Income 331,963.06 543.09 331,419.97 61,124.87%

DEBT SERVICE YTD

Jan - Apr 19

Ordinary Income/Expense

Income 30.4010 · Income

Larimer County

4000.01 · Current Property Tax 842.38

4030.01 · Specific Ownership Tax 1,875.08

Total Larimer County 2,717.46

Weld County

4000.02 · Current Property Tax 73,661.49

4005.02 · Prior Year Tax 5.52

4010.02 · Interest 1.74

4015.02 · Delinquent Interest 2.46

4020.02 · Current TIF Expense 2,047.72

4030.02 · Specific Ownership Tax 4,989.79

4040.02 · Prior Year TIF Expense -52.86

4045.02 · Prior Year Abatement -13.80

4050.02 · Prior Year Abatement Interest -0.57

Total Weld County 80,641.49

Total 30.4010 · Income 83,358.95

Total Income 83,358.95

Expense 30.5000 · Fees

0300.01 · Larimer County Treasurer's Fee 16.85

0300.02 · Weld Treasurer Fee 1,103.80

Total 30.5000 · Fees 1,120.65

Total Expense 1,120.65

Net Ordinary Income 82,238.30

Other Income/Expense

Other Income

30.4040 · Investment Income

4500.01 · Interest 470.11

Total 30.4040 · Investment Income 470.11

Total Other Income 470.11

Net Other Income 470.11 Net Income 82,708.41

AMBULANCE YTD

Jan - Apr 19

Income

50.4030 · Ambulance IGA

1370 · Ambulance Maintenance Funds 4,956.06

Total 50.4030 · Ambulance IGA 4,956.06


Gross Profit 4,956.06

Expense

50.5000 · Expenses

0620 · Office Supplies 0.00

0810 · Discount for Early Payment -5.37

Total 50.5000 · Expenses -5.37

50.5450 · Vehicles - Repair & Maintenance

0445.12 · 4221 (12) - Windsor 1,208.80

0445.17 · 2924 0.00

50.5450 · Vehicles - Repair & Maintenance - Other 2,903.80

Total 50.5450 · Vehicles - Repair & Maintenance 4,112.60

Total Expense 4,107.23 Net Income 848.83

MUSUEM YTD

Jan - Apr 19

Ordinary Income/Expense

Income

11.4020 · Donations 735.00

11.4030 · Pancake Breakfast 3,511.48

11.4090 · Miscellaneous Income

4900 · Misc. Income 231.05

Total 11.4090 · Miscellaneous Income 231.05


Gross Profit 4,477.53

Expense

11.5050 · Expenses

0405 · Gas and Electricity 578.36

0500 · Contract Services 141.00

0510 · Printing and Copying 0.00

0625 · Repair & Maint - Bldg & Vehicle 2,240.96

0825 · Business Expenses 1,119.41

0960 · Pancake Breakfast 299.09

Total 11.5050 · Expenses 4,378.82

Total Expense 4,378.82

Net Ordinary Income 98.71 Net Income 98.71

WSFR Life Safety April 2019 Activity Report

Page 1

Life Safety Chief Sandra Friedrichsen

Plan Reviews

Inspections

Youth Firesetter

Intervention

Fire Investigation Reports

Waiting for TOW

#s

36

0

1

Misc:

• Development Review Committee meets every week on Thursday morning • Weekly Staff Communication Meetings • Assessment center was conducted for the two new positions in the Life Safety Division

o Job offers were extended and accepted • Continuing working on Station 4 and Station 2 items • Updating policies for the change to the 2018 IFC • Energy and Environment Symposium in Rifle • Side by Side Residential Fire Sprinkler Demonstration at Aims Community College

May 9, 2019 Board Meeting Response Report

Best practice data collection and reporting utilizes the 90th percentile as the hallmark for measuring response data. This is in contrast to using average which means 50% of the time a particular metric was achieved. WSFR, through Accreditation, has taught us it is best to discuss how to best measure your data by using 90th percentile when evaluating our data points. Baseline Data was established by utilizing extensive WSFR specific data to determine exactly what are our response metrics we experience locally. Benchmark Data has been established by national protocols and best practices which help set a target for WSFR to strive to achieve. 90th percentile data is a more accurate way of establishing how effective your services are to our community with 90% reliability.

0:001:122:243:364:486:007:128:249:36

10:4812:00

Mar YTD 2019 2018

EMS Response Times

CALL PROCESSING TIME TURNOUT TIME

1ST DUE TRAVEL URBAN 1ST DUE TRAVEL RURAL

0:00

1:12

2:24

3:36

4:48

6:00

7:12

8:24

9:36

Mar YTD 2019 2018

Motor Vehicle Accident Response Times



0:00

2:24

4:48

7:12

9:36

12:00

14:24

16:48

Mar YTD 2019 2018

Fire, Wildland, Hazmat and Technical Rescue Response Times



Unit Reliability for March

Station 1 89% Station 2 96% Station 3 94.2% Response reliability is the probability that the resources assigned to a territory will be available to respond from within that territory when an emergency occurs in that area.

WSFR STAFFING

Full-time: 39

Part-time: 7

Volunteers: 46

Total Staff: 92

Goal #2 – Effectively communicate the district’s mission and vision to employees, partners, and stakeholders. As part of our accreditation, we created a risk analysis of our District and published. We added an addendum to our Standard Operating Manual to describe the role of our Public Information Officer (PIO) and provide direction on how and what to communicate to the public. WSFR has hired a Life Safety Educator to educate the public on fire prevention and to promote safety. Recently our website was updated to make it user friendly for the community. We maintain communications with external stakeholders through regularly scheduled meetings which include: Weld County Fire Chiefs Association, Weld County Emergency Medical and Trauma Services Advisory Board, Colorado State Fire Chiefs Association, Regional Operations Chiefs Meeting, Windsor and Severance Joint Board Meetings, Windsor and Severance Community Leaders Meeting, and various other professional and community service organizations. A Customer Satisfaction postcard was created, but there has been minimal, if any response. We will be researching other opportunities to receive feedback from citizens.

May 9, 2019 Board Meeting Response Report

0

50

100

150

200

250

Station 1 Station 2 Station 3

Calls by Station for March 2019

19-Mar

Monthly Reports Windsor Severance Fire Museum

WSFR Board Meeting May 9, 2019 March Results Attendance Year to date 2019 1,154 Attendance Year to date 2018 (Museum, or Events off site)

942

Items Cataloged Year to date 2019 34 Checking $23,979.17 CD $56,632.22 Total $80,611.39 Donations Submitted (Include into checking)

$509.00

1941 Howe International Fire Engine; Siren is repaired and installed. Three spot lights, and two warning lights are left to complete. Brakes are working and no leaks have been found. The brake booster is all that is left to be installed.

1925 REO Speed Wagon / Julius Pearce Chemical Hose Wagon; Still running strong

We had 67 people visit the museum in April

We had our Pancake Breakfast in April. We had 719 visitors come for breakfast and fed 40 volunteers from WSFR as well. We made $3,511.48 profit.

Future Events:

May 1, 2, 2019: Public Display at Raindance Development will join WSFR with 1925 and 1941.

May 10, 2019: Skyview 3rd graders coming for a presentation on how the Fire Department has affected the growth of Windsor.

June 1, 2019: Fire Department and Museum Open House.

Respectfully submitted May 1, 2019 by Dan Lowe Curator

Windsor Severance Fire Rescue Board Agenda Communication

Submitted by: _Kris Kazian______ Date: _April 26, 2019______

Agenda Item: Additional FF Staffing Needs Agenda Item #: e.v

Board Meeting Date: May 9, 2019 Division Section:

Action Requested: [ ] Resolution [X] Motion [ ] Information [ ] Other (Explain)

Staff Recommendation: [X] Approval [ ] Denial [ ] None Forwarded

Project / item relates to WSFR Strategic Plan or Accreditation Yes __X_ No____

ISSUE: WSFR operational staff count is behind where our staffing needs to be. We would like to add additional staffing to meet current needs and anticipated future needs. BACKGROUND: Through the Strategic Plan, WSFR has identified the need to establish a staffing model that will provide effective emergency response for our growing fire district. The process for bringing a career member to the organization and getting them ready to be assigned to a shift typically requires successful completion of the Front Range Fire Consortium (FRFC) and adds 4-5 months of extensive training. WSFR leadership has met and developed a short- and long-term plan respective to staffing needs and the timeline for our success includes hiring additional career personnel ahead of previously planned schedules. FINANCIAL PERSPECTIVE: Currently WSFR has budgeted for multiple positions that were budgeted for an entire year. While we have hired 2 of them (Life Safety Specialist and Life Safety Education), which will be starting in May, we have not yet filled the Training Captain position but hope to potentially have a person in place by mid to late June. Additionally, we have a budgeted dollar amount for part time firefighters that will not be realized this year. When we plug in the cost for adding another 5 firefighters to attend the FRFC 19-2, we estimate to have between $135,000 - $150,000 balance in the overall salary/benefits line items. This balance includes the adding of the additional expense of sending them to the FRFC Academy. There will be additional costs to the hiring which were not factored in to the overall savings, but we estimate that to have a very minor impact on the remaining balance referenced above. PROS & CONS: Pro- The ability to get necessary additions to our staffing will create a more effective response capability. We will be able to space out the necessary hiring of personnel which will temper the number of “new” guys at any one given time. The budget, through realized savings, will be able to absorb this in the current budget without having to utilize any contingent funds. Con- This is not a budgeted item.

INTERNAL PROCESS PERSPECTIVE: As part of the planning for the growth WSFR has seen as well as anticipating, the future building and opening of station 4 requires us to get the process moving. These hires will assist WSFR in being prepared for the opening of the station. It will also allow us to spread out the new hires to “phase in” the probationary personnel. It will also likely pay dividends down the road when they consider retirement, as those dates are staggered, so will their retirements which has down stream impacts on the organization likely beyond most of our tenure but a consideration and benefit. The organization will be able to meter the new personnel into the system which will allow a good and calculated influx of new personnel. The reality is, we will have many new emergency personnel under the WSFR patch and we want to also make sure the staffing allows for a good balance of experienced personnel to mentor and monitor the new recruits. The intention is to open Station 4 by Spring of 2021, and in advance of that happening, we need to get the 12 total firefighters we will need to open that station. Looking forward, we will be planning to have another additional 5 firefighters in the FY2020 budget. We will likely place 2 in FRFC 20-1 and 3 in FRFC in 20-2. Going into FY2021, we will need to add an additional 3 firefighters to complete the station 4 staffing needs. It is our desire to get this process started now, so that we can begin to make the proper notification and begin the hiring process, per WSFR protocol Through all of the staffing additions being considered, we still have a strong need and expectation from our Reserve and Part-Time personnel to augment staffing. There are no plans to stop either of these programs. Staff is talking about developing an effective and sustainable program to best meet our organizational needs. BOARD ATTORNEY APPROVAL: FIRE CHIEF RECOMMENDATION: Upon completion of my first few months, it has become clear to me that WSFR is a little behind the staffing curve. While we just put 7 people through FRFC 19-1 academy, we are still considerably short the necessary personnel to get us up to current needs, let alone begin to get us ready for Station 4. The staffing being requested will be functional for WSFR even if Station 4 was not to be initiated. The staffing plan has been developed with help and interest of all aspects of the organization, and it appears there is consensus on the current plan. I have worked through the plan and rationale and agree this is the right plan. Given the ability to accomplish this in the FRFC 19-2 Academy, I strongly suggest we engage with this process. FINANCE SECTION APPROVAL: Accountant Sellers has reviewed the impacts to the budget and created the necessary spreadsheets to assure the funding is in place to achieve this request. MOTION(S): I move to approve the allocation of necessary funding for the hiring of 5 additional career firefighter in FY2019 as recommended. ATTACHMENTS:

Documents

WINDSOR SEVERANCE FIRE RESCUE - WSFRMay 09, 2019 · • February’s Response Report: YTD 511 calls—last year at 557. Drop due to inter-facility transfers done by UCHealth—UCHealth