HomeMy WebLinkAboutCOUNCIL - AGENDA ITEM - 05/11/2021 - POUDRE FIRE AUTHORITY 2020 ANNUAL REPORTDATE:
STAFF:
May 11, 2021
Tom DeMint, PFA Fire Chief
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
Poudre Fire Authority 2020 Annual Report.
EXECUTIVE SUMMARY
The purpose of this item is to discuss the Poudre Fire Authority’s (PFA) overall performance in fulfilling its
responsibilities under the Intergovernmental Agreement (IGA) between its parent organizations, as well as the
implications to PFA from the COVID-19 pandemic and Cameron Peak Fire.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
PFA staff will provide information around the governance to both Council and the Poudre Valley Fire Protection
District (PVFPD) Board, including PFA’s 2020 Annual Report. Council and the PVFPD Board will have the
opportunity to review the ongoing relationship between the two entities and discuss issues of concern to the PFA,
the PVFPD, and the City due to the COVID-19 pandemic and Cameron Peak Fire.
BACKGROUND / DISCUSSION
The 2014 Amended and Restated IGA (Attachment 1), between the PVFPD and the City, establishing the PFA,
stipulates that the Authority will provide an annual report regarding the activities and accomplishments of the
Authority to its parent organizations, the City and the PVFPD. Chief DeMint’s goal in providing this report is to
discuss demands of an evolving and growing community , changing technology, service demands, as well as how
PFA embraces change. This work session with Council and PVFPD Board represents the seventh annual report
to the “parents” of the PFA. This is a particularly timely update to Council, given the COVID -19 pandemic, and
2020 Cameron Peak Fire and the effects of these events on the City, the Distri ct, and the PFA. Developing a
common understanding of the relationship between the City, the PVFPD, and PFA is beneficial for both Council
and the District Board.
Intergovernmental Agreement and PFA Governance
Since 1981, PFA has provided fire and rescue service to Fort Collins, Timnath, LaPorte, Bellvue, Horsetooth and
Redstone Canyon under an IGA between the City and the PVFPD. This agreement consolidated two fire
departments (City and District) into one Fire Authority covering 219 square miles of nor thern Larimer County and
11 square miles of western Weld County.
In 2014, the City and the PVFPD renewed the IGA to continue PFA as the fire and rescue service, reaffirmed the
governance model and clarified the financial commitments of the parties to PF A’s operations. The current IGA,
provided as an attachment hereto, includes community benefits resulting from the consolidated fire service
provided by PFA including:
• Improved quality of emergency services
• Improved response times
• Concentrated training
• Enhanced communications
• Elimination of service boundary conflicts
• Reduced taxpayer costs and duplication of overhead and equipment costs
May 11, 2021 Page 2
Revenue Allocation Formula
Funding of the PFA is provided through a Revenue Allocation Formula (RAF) inclu ded in the IGA. The purpose of
the formula is to create a funding stream for fire and rescue services, and to apportion costs in an equitable
manner between the City and the PVFPD. Over the 40 years of the existence of PFA, financial contributions, call
volume, and the assessed value of property protected by PFA have been in the range of 80 -85% City, 15-20%
District. The funding formula called for in the RAF was established to ensure that the same funding ratio would
continue into the future. The City c ontributes a fixed portion of its base sales and use tax to the Authority, plus a
percentage of property taxes (9.765 mills). The District provides 100% of its 10.665 mills of property tax to PFA,
less minor administrative costs. The District’s portion i ncludes the Tax Increment Financing from Timnath’s
Development Authority through an IGA between the Town of Timnath, the Timnath Development Authority, the
PVFPD, and PFA.
The overall cost of PFA’s operation totaled $40 million in 2020; 86% of these costs are in personnel costs, which
is typical in a highly service-oriented enterprise.
2020 Annual Report Highlights
The 2020 Annual Report will be presented in a 12-page hardcopy (Attachment 2), a 2020 Statistical Annual
Report (Attachment 3), and an electronic format (currently under development, but ready by May month -end) -
www.pfaannualreport.com <http://www.pfaannualreport.com> - together the formats form PFA’s comprehensive
report to the community about its return on the investment of tax dollars. The 2020 Annual Report theme centers
upon an unprecedented year and a focus on the impacts of COVID-19 and the Cameron Peak Fire. In addition,
the introduction by Fire Chief DeMint is another instance of exceptional change, as he hangs up his fire helmet for
the last time and PFA command transfers to incoming Fire Chief Derek Bergsten. As required in the IGA, other
components of the report include resources, actual spending to budget, metrics, services provided, types of
incidents to which PFA responded, and “wins” of 2020 such as a new Burn Prop at Training, computer-automated
dispatch enhancements, and station alerting enhancements. Annual Report highlights include:
• Emergency Medical Services (EMS) - An impressive, 600% increase, since 2017, in cardiac survival rates is
one outcome of improvements within the EMS arena. PFA is responsible for ensuring high -quality EMS
within its jurisdiction, which includes nine agencies within the greater northern Colorado area (2,200 square
miles). Clinical protocols have been updated and improved by the nine agencies; equipment and training
were standardized to improve services to the community through interoperability among agencies; new
equipment provided better clinical care through real-time monitoring of provided Cardiopulmonary
Resuscitation (CPR); and the development of a paramedic firefighter program within the Support Division is
underway.
• Response Time - The percent of time PFA fire personnel were on scene within 6 minutes 20 seconds in the
urban area for emergent calls in 2020 was 53%. Looking forward, one of the core competencies being
addressed is to continue to identify both short-term and long-term elements to improve call processing and
turn out time. These efforts will help to reduce overall response time to provide service to PFA’s customers. In
conducting a gap analysis between the stated response time goals and the actual response times, the 2020
accreditation peer team stated that PFA’s benchmark of six minutes and 20 seconds within the urban zone is
unrealistic. While it is admirable to set high standards for PFA services it was suggested that PFA staff
consider adjusting the urban zone time higher. The PFA Board agreed and adopted the urban response
benchmark of seven minutes and 20 seconds in March of 2021. If the goal had been 7:20 in 2020, PFA
would have met that goal 73.09% of the time.
• Funding - 97% of PFA’s revenue is intergovernmental or funded by PFA’s “parent organizations”. Other
funding is received from fee-based development review revenue.
• Budget to Actual - Projected 2020 underspend is 3.3% of budget ($1.4 million). Contributing to the
underspend in 2020 were many projects and personnel positions that were “frozen” during 2020 due to the
COVID-19 pandemic. Annual underspend resources are returned to PFA’s reserves for future allocation.
May 11, 2021 Page 3
PFA’s 2020 reserves are projected to be $14.7 million, or 38% of the operating revenue. Of the total
reserves, $5.5 million are assigned funds for Operations Equipment and Replacement and Supp ort
Maintenance and Replacement reserves (formerly capital projects). If those assigned reserves are removed,
the projected reserve balance changes to $8.8 million, or 22.7% of operating revenue.
• Value of Property Protected - In 2020, PFA protected more than $41.5 billion of property.
Innovations Moving Forward
• Community Growth - An overarching goal of PFA’s Strategic Plan is to continuously improve services and
seek innovative approaches to solve current and emerging problems. As growth continues, the PFA Board
has directed staff to look at regionalization of fire services with neighboring communities, which is currently
occurring through auto and mutual aid agreements, training activities, participation in the EMS contract, and
through fleet maintenance services. In the future, these discussions will continue to build an understanding of
regional needs while seeking innovative approaches to meet those needs.
• Community Risk Reduction - As the community continues to grow, and the types of calls become more
human services oriented, PFA is increasing its look toward risk reduction with programs such as the Hoarding
Task Force and the Community Service Action Team, which meet citizen needs outside of traditional fire
safety programs. These types of programs make communities safer and reduce calls for emergency
response. Some of the programs were curtailed in 2020 because of the impact of the COVID -19 pandemic
and the Authority’s ability to do education outreach, these programs will resume in 2021.
• Right-sized Response - PFA staff is continuously searching for methods that challenge past assumptions for
traditional response models to emergencies. For example, the Roving Alternative Medical (RAM) Unit that
was piloted in 2017 and implemented in 2019. The RAM Unit deploys two firefighter Emergency Medical
Technicians in a vehicle within the City’s core to address non-critical emergency calls during high-call load
hours, thereby keeping fire apparatus available for critical calls. In 2019, new softwa re was implemented that
enables PFA staff to run deployment scenarios for station location and emergency responses to further
challenge past assumptions. In 2021, a second RAM Unit may be piloted during the latter part of the year.
• Future Funding -
o Keep Fort Collins Great funding sustains PFA’s funding looking forward with a permanent tax commitment
beginning in 2021.
o The PVFPD Board placed a ballot measure on the November 2018 Larimer County Election Ballot to
address the impact of the Gallagher and TABOR amendments on the property tax revenue used to
provide fire service through PFA. The measure was passed by County voters and sustains PFA’s funding
looking forward.
o The PVFPD Board is working toward implementing impact fees in the District. I mplementation of the
impact fee should begin in second quarter 2021.
o PFA staff continues to develop its long-range financial and capital plans, including the need for additional
facilities, updating older fire stations, and apparatus replacement.
Issues of Concern to PFA, the PVFPD, and the City of Fort Collins
Due to the COVID-19 pandemic, PFA staff will be monitoring and keeping the parents of the PFA, the PVFPD and
City, apprised of the impacts of possible reductions in property, sales, and use taxe s and how that might impact
the PFA in 2021 and into the future.
Marketing of the PFA Annual Report
The goal of both the electronic and 12-page hardcopy annual report is to reach a broader range of interested
community members in an accessible and appealing manner. PFA’s Public Information Officer and
Communications Coordinator will promote segmented versions of the content from the 2020 Annual Report
through consistent posts and pieces on PFA’s social media, the Chief’s column in the Coloradoan, and PFA ’s
website. Hardcopies of the report will be distributed to all fire stations, the lobbies at Headquarters and Training,
May 11, 2021 Page 4
and at public engagement events. In addition, the report will be sent to Leadership Fort Collins, CityWorks 101,
Fort Collins Chamber of Commerce, partner agencies such as UCHealth, Larimer County Sheriff’s Office,
Loveland Fire Rescue Authority, Fort Collins Police Services, Wellington Fire Protection District, Town of Timnath,
and to elected state and federal representatives.
The 2020 Statistical Annual Report is a deeper dive into division outcomes; each program’s inputs and outputs;
performance standards comparisons with benchmark partners; City/District comparative statistics; budget review;
and PFA Board actions. The participating benchmark partners (those of comparable population, college or
university in community; non-municipal fire departments (where possible) and accredited agencies include Arvada
Fire Protection District, Colorado Springs Fire Department, Loveland Fire Rescue Authority, Gainesville Fire
Rescue (FL), Rockford Fire Department (IL).
This presentation provides an opportunity to discuss the PFA’s overall performance in fulfilling its responsibilities
under the IGA between its parent organizations, as well as the implications to PFA from the COVID-19 pandemic
and the Cameron Peak Fire. PFA staff welcomes any feedback regarding this update and the 2020 Annual
Report.
ATTACHMENTS
1. Intergovernmental Agreement (PDF)
2. 2020 Annual Report (PDF)
3. 2020 Statistical Annual Report (PDF)
4. Powerpoint Presentation (PDF)
ATTACHMENT 1
Our Mission is to protect life and property by being
prompt, skillful, and caring. Our actions are anchored
in the core values of Courage, Leadership, and Duty.
2020
An Unprecedented Year
POUDRE FIRE AUTHORITY
ANNUAL REPORT
ATTACHMENT 2
2 | PFA 2020 ANNUAL REPORT
A Note & Farewell from the
Poudre Fire Authority Chief
2020: The Year We’ll Never Forget
The pandemic and the toll it took on families, businesses, and lives, will last
long beyond 2020. We hold a spot in our hearts for the loved ones lost and lives
changed forever. Poudre Fire Authority (PFA) had an Incident Management Team
in place working to keep responders safe, so they could help keep the community
safe, almost the entire year. Firefighters wore masks in stations and followed new
protocols before, during, and after incidents.
As summer was ending, the Cameron Peak Fire broke out presenting another
resource intensive challenge. For two months, a dark cloud hung over our
community as the fire grew in size and intensity. Many were evacuated as thousands
of responders worked to contain the flames. It entered PFA’s jurisdiction in mid-
October destroying or damaging property in its path. Then the East Troublesome
Fire grew over 130,000 acres in a single day and jumped the Continental Divide.
These events tested our resources to their very core. Responders and the
community stood together, resilient and strong, through the crises. Captain Ryan
Thomas said it best when he said we live and work in a “heroic community.”
Through these trials, PFA looked to the future to move forward and plan for the
changing needs of our jurisdiction. We improved our cardiac arrest survival rates
and fire extinguishment effectiveness. PFA was accredited for a second time by the
Commission on Fire Accreditation International. This third-party evaluation focuses
on continuous improvement. All 230 members of PFA contribute to that ongoing
trajectory making it one of the top fire service organizations in North America.
We look forward to the changes at PFA, including new leadership as I hang up my
fire helmet for the last time. I am proud to have dedicated over half my life to PFA
and honored to have stood beside the men and women that comprise this great
organization. I look forward to transferring command to Fire Chief Derek Bergsten.
I know him as a compassionate, engaging, and collaborative leader. His innovation
and wealth of experience will guide PFA through the ever-changing challenges
of providing the best possible fire and emergency services to this exceptional
community.
- Tom DeMint, Fire Chief
I am proud to
have dedicated over
half my life to PFA and
honored to have stood
beside the men and
women that comprise
this great organization.
- Tom DeMint, Fire Chief
PFA 2020 ANNUAL REPORT | 3
Front Range Fire
Consortium Academy
20-1 graduation.
Who We Are
A warm welcome to our new Fire Chief, Derek Bergsten
Fire Chief Derek Bergsten is coming to PFA from the Rockford Fire Department
in Illinois. He began his firefighting career as a firefighter/EMT volunteer in
1989 in the City of Loves Park, Illinois. He was hired as a firefighter/EMT by the
Rockford Fire Department in 1994 and rose through the ranks. Chief Bergsten
has a strong history of prioritizing innovation, collaboration, and diversity.
He was named the 2020 Illinois Fire Chief of the Year by the Illinois Fire
Chief Association.
PFA is governed by a Board of Directors
The Board is comprised of two members from Fort Collins City Council, two
members from the PVFPD Board of Directors, and a fifth member selected by
the other four, historically the Fort Collins City Manager. The PFA Board of
Directors appoints the Fire Chief, who in turn manages and employs all
personnel of the Authority.
WE ARE COMPRISED OF
Poudre Fire
Authority Board
Fire Chief
Fire Prevention &
Community Risk
Reduction
OperationsSupport Administrative
Services
Fort Collins
City Council
Poudre Valley
Fire Protection
District Board
Community
Members
192
UNIFORMED POSITIONS
92% MALE 8% FEMALE
31
CIVILIAN POSITIONS
52% FEMALE 48% MALE
223
FULLTIME POSITIONS
4 | PFA 2020 ANNUAL REPORT
Life in the fire stations
began to look different and
leadership focused on how
to keep our people safe.
The Fire Service During a Pandemic
Leadership began meeting about a new virus spreading across the globe in 2020.
By March, an Incident Management Team was in place and meeting regularly. The terms “Personal Protective
Equipment (PPE), unprecedented time, and social distancing” were suddenly ubiquitous on the news and in
conversations. All PFA firefighters are certified emergency medical technicians and play an active role on medical
calls, so they needed to be prepared to care for someone potentially infected with the virus.
The team worked to establish new protocols both in the fire stations and on scene. Firefighters followed extensive
decontamination protocols, began wearing masks during their shifts, and donning a higher level of PPE on calls
involving a potential COVID-19 patient.
Firefighters Stepped Up to the Challenge
Like the rest of the world, PFA was unsure of what the future would hold,
but the mission to protect life and property remained steadfast for both
employees and the community. Leadership created contingency plans around
the potential for responders to get sick or need to quarantine. Trigger points
were determined to know exactly how many responders could be out before
the next strategy would need to be applied to ensure that service was
maintained. Thankfully, these trigger points were never reached.
In late April, firefighters gained access to high-priority COVID-19 testing in
part because of efforts by Chief DeMint and three other fire chiefs who spoke
directly to Congressman Neguse during a meeting with the fire chiefs of the
2nd Congressional District. They explained that they needed to know if a
responder had COVID-19 to maintain staffing levels and keep fire stations safe.
The congressman then led the drafting of a bipartisan letter to the Centers for
Disease Control and Prevention (CDC) which resulted in the change.
PFA 2020 ANNUAL REPORT | 5
We remained staffed at 100% and service
was uninterrupted.
At the time of this writing, PFA had a total of 11 confirmed
cases of staff with COVID-19 throughout the pandemic. Zero
would have been the best number, but we are happy the
percentage was low, our people recovered, and care to the
community was not affected.
Emergencies did not take a break for
the pandemic.
There was an increase in requests for the juvenile fire setter
program, home fires continued to ignite, and technical rescues
were needed in response to emergencies in the Poudre River
and foothills.
Meeting the Challenge
Firefighters joined first responders throughout the
community to turn canceled birthday parties into
unforgettable neighborhood parades as well as show
appreciation for our health care heroes.
A crew began the “One-a-Week Challenge” and asked all
first responders to get takeout from a local restaurant once
per week.
The Front Range Fire Consortium was reimagined, so the
flow of new responders and their careers continued.
Headquarters closed indefinitely, board members began
meeting virtually, and civilian employees started working
from home.
We joined the Poudre River Public Library District, City of
Fort Collins, and Fort Collins Police Services to launch the
virtual book reading series, “Read Along with Community
Helpers”.
Under a Declaration of Local Disaster
Emergency, PFA has successfully
requested reimbursement for
expenses associated with COVID-19.
PFA will be requesting more reimbursements during
2021 and until the Emergency Declaration expires.
TODATE PFA FUNDING RECEIVED
$75,000
FROM FEMA
$25,000
FROM CARES
6 | PFA 2020 ANNUAL REPORT
Cameron Peak Fire
The size, duration, and immense
response marked this fire as one of the
unforgettable events of 2020. Extreme
temperatures, low humidity, rugged
terrain, and strong winds, contributed
to its record-breaking growth.
CAMERON PEAK FIRE AT A GLANCE
How PFA Assisted with the Wildfire
PFA firefighters were involved from day one. They
joined a force of over 2,000 highly trained responders
from at least 46 states and Puerto Rico in the fight.
PFA’s involvement was the highest in mid-October
when the fire entered PFA’s jurisdiction. What became
known as the Otter Rd. Spot Fire threatened people,
animals, and property in Redstone Canyon. Some
rural parts of PFA’s jurisdiction had mandatory and
voluntary evacuations.
208,663
ACRES BURNED
12.2.2020
100% CONTAINED
8.13.2020
FIRE REPORTED
PFA 2020 ANNUAL REPORT | 7
109
MILES OF DOZER
AND HAND LINE
85
PFA CREW
MEMBERS*
778
APPARATUS
HOURS
Firefighters Spent Day and Night Monitoring the Fire
Firefighters worked building fire lines, protecting structures, and physically standing
guard. PFA volunteers, many whose own homes were at risk, dedicated themselves
to the protection of the area. Operations chiefs and task force leaders scouted
the area to create assignments for crews. Firefighters helped pack bags, herded
livestock, and dug lines through the night in protection of lives and property.
Presidential Disaster Declaration
In 2021 a Presidential Disaster was declared for the Cameron Peak Fire. This allows
agencies involved to request reimbursement from FEMA. PFA will be submitting
expenses for personnel and apparatus with the outcome to be reported in the 2021
Annual Report.
*Career, Volunteer, Seasonal, and Part-Time Firefighters
1,791
PERSONNEL
HOURS*
8 | PFA 2020 ANNUAL REPORT
2020 Budget and
Funding Outcomes
Funding
Critical Services
PFA, as a separate governmental
entity, receives the majority of
its revenue from a combination
of sales/use taxes and property
taxes from the City of Fort Collins.
RESERVES
$
$8.8 Million
23% OF THE
OPERATING BUDGET
EXPENDITURES
UNDERSPENT BY
$1.4 Million
3.3% OF THE BUDGET
Intergovernmental $38,992,632
Fees & Charges for Service $739,897
Licenses & Permits $179,358
Earnings on Investments $78,810
Miscellaneous Revenue $54,700
TOTAL REVENUE
$40,045,397
97% of the Revenue is Intergovernmental,
8% of the Revenue is KFCG Funding.
Salaries & Benefits $30,692,248
Other Purchased Services $2,629,636
Supplies & Equipment $2,402,382
Capital Outlay $2,179,843
Other Purchased Services $359,022
TOTAL EXPENDITURES
$38,263,131
63% of the net operating budget was
allocated to the Operations Division.
CAPITAL BUDGET
$7,983,847
Station 7 Remodel $4,509,750
Station 6 Shop $2,015,000
Apparatus Replacement $1,442,586
Burn Building $16,511
Capital spending changes every year,
based on capital project needs.
PFA 2020 ANNUAL REPORT | 9
230
SQUARE MILES
OF SERVICE AREA
IT'S ALL IN THE NUMBERS
What We Protect
STATION 1STATION 2
STATION 3
STATION 10
STATION 14
STATION 5
STATION 4
STATION 7
STATION 12
STATION 8
STATION 6
Bellvue
Horsetooth
Laporte
Timnath
Fort Collins
Wellington
WindsorMasonville
VOLUNTEER
STATION 11
VOLUNTEER
STATION 9
Wellington
WindsorMasonville
N
ADMIN.
BUILDING
TRAINING
CENTER
FIRE
STATIONS
PFA SERVICE AREA IN GRAY
TOTAL SERVICE INCIDENTS IN 2020 =21,521
1 4 , 8 7 8
2,628
1,954
1,135
442
314
170
RESCUE & EMERGENCY MEDICAL SERVICE INCIDENT
GOOD INTENT CALL
SERVICE CALL
FALSE ALARM & FALSE CALL
HAZARDOUS CONDITION (NO FIRE)
FIRE
OTHER
216,000
ESTIMATED POPULATION
OF PFA’S JURISDICTION
$41.5 Billion
VALUE OF PROPERTY
PROTECTED
10 | PFA 2020 ANNUAL REPORT
The “Wins” of 2020
This unforgettable year included significant challenges, but also many achievements.
Advancements in technology, a second accreditation by the Commission on Fire
Accreditation International, a cardiac arrest survival rate that leads the nation,
and enhancements in training resources show 2020 left positive memories too.
New Burn Prop Built at Training
After three years of planning, research, and work, the new burn building was erected.
The building is truly unique; made entirely from Conex boxes. The design makes the
new prop more versatile, long-lasting, and affordable. The original concrete burn
building was in use for over 25 years. The structure lovingly known as Bill and John’s
Rib House, in honor of two firefighters that helped establish it, continues to be used for
non-live fire training such as rescues.
Responding to Cardiac Arrests
The EMS Battalion and entire agency continues to focus on responses to medical
emergencies including cardiac arrests from a medical issue, like a heart attack. We
use data for Out of Hospital Cardiac Arrests, meaning those whose cardiac arrest
was not from a trauma, such as car accident or fall. In 2020, PFA and UCHealth
encountered 102 patients who were in cardiac arrest. Of these 102 patients, 49 were
transported to area hospitals. Ultimately 18 were released from the hospital having
survived their cardiac arrest. We describe these patients as being neurologically
intact, meaning their personalities, cognitive function, and quality of life were largely
unaffected by their illness.
Moving to the more modular
construction saved a
significant amount of money
while adding versatility.
We can use this building to
create a safer and realistic
training environment.
- Battalion Chief Brandon Garcia
PFA 2020 ANNUAL REPORT | 11
Technology Advances: Working Together
to Get There Faster
PFA joined Berthoud Fire Protection District, Estes Valley Fire
Protection District, Loveland Fire Rescue Authority, and Wellington
Fire Protection District in an Interagency Governmental Agreement
(IGA) to begin closest unit dispatching throughout Larimer County on
September 15, 2020. Closest unit dispatching involves a dispatching
system that displays to 911 dispatchers all available emergency
fire department vehicles based on GPS location, and dispatches the
nearest unit to an emergency, regardless of jurisdiction.
How Does it Work? Computer Automated
Dispatch and Station Alerting
Closest Dispatch:
The IT/GIS team worked closely with our vendor and partner agencies
to build and implement a top Computer Automated Dispatch (CAD)
platform that focuses on interoperability with partner agencies in
Larimer County, which includes fire, EMS, and police. This integration
created a response platform that focuses on getting the right
personnel and equipment to the emergency using the most efficient
methods possible.
Station Alerting:
The Purvis fire station and automated voice dispatch alerting system
was implemented to automate the process of alerting personnel by
radio communication and in station alerting. It builds upon previously
used technology, enhances communication, and is expected to
decrease overall response time. The system integrated seamlessly
with the new CAD system. Not only does the system improve
response time through technology solutions, but it is also a much
more streamlined and reliable system. There are many features and
functionality options available, and we look forward to expanding the
use of this platform to improve day-to-day operations.
PFA is always fast paced, but 2021 will be a period of exceptional change.
We will welcome a new chief, explore accreditation report recommendations, and work on capital projects.
We look forward to finding more ways to deliver the right-sized response at the right time, growing internal
communications, and restarting in-person public engagement.
FOLLOW US TO STAY CONNECTED
poudre-fire.orgDOWNLOAD THE LIFESAVING PULSEPOINT APP
The app notifies you when someone needs CPR within a quarter of a mile of your
current location. Join the more than 10,000 people that are already using it. It will
walk you through CPR, how to use an AED, and even show you the AED closest to you.
Headquarters: 102 Remington Street, Fort Collins CO 80524
Courage,
Leadership, Duty
Poudre Fire Authority
2020 Statistical Annual
Report
Serving the Northern Colorado Communities
of Bellvue, Fort Collins, LaPorte, Timnath
ATTACHMENT 3
Courage, Leadership, Duty i
SECTION PAGE
Introduction 1
Fire Prevention & Community Risk Reduction Outcomes 2
Office of the Fire Marshal 2
Fire Investigations/Prevention Support 5
Fire Protection Systems 7
Inspection Services 8
Community Risk Reductions 10
Technical Services 12
Operations Division Outcomes 14
Fire Suppression 14
Hazardous Materials Response Team 18
Technical Rescue 23
Volunteer Program 26
Wildland Program 28
Support Division Outcomes 31
Support Operations and Maintenance 31
Emergency Medical Services 33
Emergency Medical Service Performance Management 35
Fleet Services 37
Facilities Maintenance 39
Information Technology 41
Occupational Health and Safety 46
Self-Contained Breathing Apparatus Maintenance 49
Training Center Operations and Maintenance 51
Employee Training and Development 53
Recruit Fire Academy 55
Certification 57
Administration Division Outcomes 59
2020 Performance Comparisons 63
City/District Comparative Statistics 78
2020 PFA Budget Review 79
PFA Board Actions – 2020 81
PFA Statistical Report ‐ 2020
Courage, Leadership, Duty 1
Introduction
Welcome to Poudre Fire Authority’s (PFA) 2020 Statistical Report. Following are division
outcomes as well as performance standards comparisons, City/District comparative
statistics, 2020 budget review, and PFA Board actions.
The method used for reporting measures of progress has been evaluated, existing outputs
and outcomes have been affirmed, and outcome measures more representative of big-
picture goal accomplishment have been established. Key outcomes at a higher
organizational level are the focus; each division section herein begins with a table of
targeted outcome measures to which each program in the division contributes. Each
program within a division identifies how inputs and outputs contribute to accomplishing
strategic objectives through a more centralized approach to outcome measurement. Each
measure, whether an input, output, or outcome, was aligned with the Strategic Plan and the
Accreditation Self-Assessment Manual (SAM). Since some of the measures are new, they
have not yet been reported; N/R is used in this instance, which means Not Reportable; in
addition, some measures are Pending, which means pending new software. Staff is
working on collecting and evaluating the new performance measures for alignment with
each division’s outcomes.
The core document for Accreditation-driven continuous improvement is the SAM, which
addresses specific performance indicators that cover the breadth of PFA’s responsibilities.
This document is a tool for PFA program managers to appraise effectiveness of service
provided and plan for improvement where needed. Additionally, Senior Leaders can check
on the progress of the programs as evaluated by the program managers.
Courage, Leadership, Duty 2
Fire Prevention and Community Risk Reduction
Division Outcomes
Fire Prevention and Community Risk Reduction (FPCRR) Division Outcomes
Targeted Outcome Measures Actual
2018
Actual
2019
Actual
2020
2021
Goal
Fire‐related casualties per 100,000
population 0.477 0.750 0.0 .650
The FPCRR Division is under new leadership; outcome measures are being reevaluated and
developed.
Office of the Fire Marshal
Accreditation Criteria/Performance Indicator: Category 5A/5A.5 Community Risk
Reduction
Manager: Division Chief Jerry Howell
Year: 2020
Program Description:
Under the general direction of the Fire Chief, the Fire Prevention and Community Risk
Reduction Division Chief (Fire Marshal) is responsible to direct and coordinate the
activities of the Fire Prevention Bureau and Public Affairs and Education Office. Activities
include planning, organizing and assigning the tasks within these program areas to assure
objectives are accomplished in the short-term, and that long-range goals and plans are
developed and accomplished to meet the organization’s mission. Responsibilities include
the daily operations of the five program areas within Fire Prevention (Investigations,
Inspection Services, Technical Services, Fire Protection Systems, and Public Affairs and
Education), as well as office management. This includes direct interaction with internal
and external customers with an underlying concentration on providing the highest possible
customer service.
Program Objectives:
Serve as the liaison to boards, commissions, business leaders, community groups
and citizens on issues of fire and life safety, emergency management, planning,
mitigation and recovery.
Work closely with other divisions within PFA to develop and implement
organizational programs that fulfill the overarching Authority goals and objectives.
Evaluate current practices and operations within Fire Prevention to determine if the
highest possible level of customer service is being provided to citizens, businesses
and contractors who utilize PFA services.
Courage, Leadership, Duty 3
Work closely with the Building Services Departments at the City of Fort Collins,
Larimer County, Town of Timnath, and Colorado State.
Participate as a senior leadership team member within the organization and work
as part of that team to realize the organizational goals and objectives of the
Authority.
Evaluate the effectiveness of current inspection and testing programs, including an
extensive review of current business practices within Fire Prevention, with a long-
term goal to concentrate resources on the most at-risk populations and buildings
while still meeting mandated testing and inspection schedules.
Strategic Initiative Alignment:
1 – High Quality and Innovative Core Services
Measures of Output Progress:
Program Inputs:
Budget:
2020 Adopted 2020 Revised 2020 Actual
$618,576 $736,380 $664,386
Staffing: The FPCRR Division operated well under budget in 2020. Due to COVID-19, 2020
was a challenging year. Hiring of positions was frozen, and a conscious effort was made to
scale back spending because of the new pandemic environment creating and uncertainty
about the budget.
Did you stop doing anything because of resources (Budget and/or Time): No work or
services were stopped due to time constraints, budget, or additional regulations
implemented due to COVID-19.
Training: FPCRR staff became familiar with PFA’s RMS software MobileEyes and staff
continues to streamline processes to make them more efficient through group trainings.
All inspectors, investigators, and plan reviewers attended classes provided by the code and
standard organizations with which PFA works such as the International Code Council (ICC)
and National Fire Protection Association (NFPA).
Strategic
Initiatives
Primary Self‐
Assessment
Category/Criterion
Output
Measures
2018
Actual
2019
Actual
2020
Revised
2021
Goal
1 – High Quality
and Innovative
Core Services
5 – Governance
and
Organizational
Sustainability
Core Competency 5A.1:
The authority having
jurisdiction has an
adopted fire prevention
and building code.
% of fire
safety
complaints
followed up
on within 1
business day
95% 95% 97% 97%
Courage, Leadership, Duty 4
Previous Year Accomplishments: FPCRR staff was seamlessly able to transition to a
remote work environment. The staff was and is still able to provide quality customer
service as well as meet turnaround times for plan reviews and inspection benchmarks. The
FPCRR staff was also instrumental in the transition of the Bureau 1 and Safety Officer
position.
Outcome of the Program: Outcomes of this program include providing interventions that
increase citizen safety and reduce calls for services and responses. These interventions
include visiting citizens and connecting them with helpful social services, investigating and
resolving fire alarm and protection system malfunctions, and providing a variety of custom
created public education and social media messaging. Additionally, FPCRR provides a
comprehensive fire inspection program for buildings and hazards within the jurisdiction.
These fire inspections collect updated information that is shared with operational
personnel to assist with response to calls, as well as training purposes.
Poudre Fire Authority has a continued goal of interceding before a fire reaches the
flashover state in 85% of structure fires that occur in the jurisdiction. FPCRR plays a role in
that goal by ensuring that construction (new and remodeled) in the community meets the
appropriate adopted fire code, as well as being inspected for fire safety compliance. In
2020, there were 91 fire incidents that met the criteria of this measure and four of them
made it to flashover. PFA interceded prior to flashover 95.6% of the time in 2020. There
was one fire suppression system that extinguished a fire prior to flashover and four code
mandated and inspected fire extinguishers were used by citizens to do the same. This
means that 5.49% of the fire incidents in PFA’s jurisdiction were managed by code-related
extinguishment.
Courage, Leadership, Duty 5
Fire Investigations/Prevention Support
Accreditation Criteria/Performance Indicator: Category 5C/5C.5 Investigation, Origin
and Cause
Manager: Captain/Assistant Fire Marshal Justin Moinester
Year: 2020
Program Description:
Perform activities related to the investigation of fires to determine the origin and
cause.
Manage the investigation of fires at PFA in the areas of training, support, and
documentation.
Work with other interested parties such as law enforcement, insurance companies,
private investigators, and attorneys.
Manage the PFA Open Burning program.
Coordinate the Youth Fire Awareness Program in conjunction with the Public
Information Officer by providing the intake process into the program.
Coordinate the review, approval and inspection of fireworks, pyrotechnics and
explosives storage and use.
Program Objectives:
Investigate all fires referred by fire suppression or other parties of accidental,
natural, arson, or undetermined cause.
Work with local law enforcement, city attorney, and district attorney to bring
closure to investigations.
Maintain investigation files, reports, and documents.
Provide basic and advanced investigation training to all PFA investigators.
Approve or disapprove open burning requests within PFA jurisdiction and work
with the Larimer County Department of Health and Environment in regard to such.
Enforce the Fire Code and related division policies regarding open burning,
fireworks, explosives, and issuing permits.
Maintain confidential records systems, and investigation reports.
Work with the Youth Fire Awareness Program and with related individuals by
providing the intake process into the system.
Act as evidence custodian and technician for PFA.
Respond to queries from the public concerning general fire safety and related issues.
Review of Special Event permit applications and related coordination on the
Incident Action Plans necessary to ensure public safety.
Strategic Initiative Alignment:
1 – High Quality and Innovative Core Services
Courage, Leadership, Duty 6
Measures of Output Progress:
Program Inputs:
Budget:
2020 Adopted 2020 Actual
$194,526 $186,421
Strategic
Initiative
Primary Self‐
Assessment
Category/Criterion
Output
Measures
2018
Actual
2019
Actual
2020
Actual
2021
Goal
1 - High
Quality
and
Innovative
Core
Services
Core Competency 5C.5:
The agency conducts a
formal and documented
appraisal, at least
annually, to determine
the impacts of the fire
investigation, origin and
cause program and its
efforts to reduce fires
based on community
assessment, standards
of cover and measures
performance.
% of
incendiary
fires closed
with arrest
38% 21% 35.7% 21%
Core Competency 5D.3:
The program has
sufficient staff with
specific expertise to
meet the fire
investigation, origin and
cause program goals,
objectives and identified
community risks.
% PFA
investigators
trained
within 6
months of
incumbency
100% 100% 100% 100%
Courage, Leadership, Duty 7
Fire Protection Systems
Accreditation Criteria/Performance Indicator: Category 5A – Community Risk Reduction
Program
Manager: Assistant Fire Marshal Greg Kimble
Year: 2020
Program Description:
The Fire Protection Systems program is charged with ensuring that all fire protection
systems (fire sprinklers, commercial and residential fire alarms, hood & duct, paint spray,
clean agent, and special systems) are reviewed to meet the required codes and installation
standards.
Program Objectives:
Provide systems plan review within the allotted time.
Provide plan review using electronic submittals.
Streamline the systems plan review process by allowing the contractors to submit
plans and review PFA comments related to the project online.
Support Technical Services and Inspection Services as needed and specifically in the
areas of fire suppression and alarm systems.
Strategic Initiative Alignment:
1 – High Quality and Innovative Core Services
Measures of Output Progress:
Program Inputs:
Budget:
2020 Adopted 2020 Actual
$168,501 $143,520
Strategic
Initiative
Primary Self‐
Assessment
Category/Criterion
Output
Measures
2018
Actual
2019
Actual
2020
Actual
2021
Goal
1 – High
Quality and
Innovative
Core
Services
Core Competency 5A.3:
The program has
sufficient staff with
specific expertise to
meet the community risk
reduction goals,
objectives and identified
community risks.
% of initial
plan
reviews
completed
within 30
days of
receipt of
complete
submittal
56% 92.5% 90% 90%
Courage, Leadership, Duty 8
Inspection Services
Accreditation Criteria/Performance Indicator: Category 5A – Community Risk Reduction
Program
Manager: Captain/Assistant Fire Marshal Wayne Wiggins
Year: 2020
Program Description:
Inspection Services provides both general and suppression system inspections to
commercial and multifamily residential buildings in PFA’s jurisdiction. This program
ensures compliance with the fire code through inspections, education, and enforcement
when needed. Being a resource for the community for answers regarding the fire code is
another large part of the workload. The Bureau 1 inspector that works within this program
is an online firefighter that works as a liaison between the FP&CRR Division and
Operations. The Bureau 1 is trained to assist with sprinkler and alarm systems, fire
investigations, and inspecting and enforcing the code in assembly occupancies within PFA’s
jurisdiction. The Bureau 1 also monitors occupant loads within the drinking and dining
establishments at night. A growing number of Marijuana Occupancies (kitchens,
dispensaries, marijuana infused products, and plant husbandry) have brought a unique
amount of workload to this program. Many hours continue to be spent on reviewing
policies and procedures to keep the community safe from the hazards that come with these
businesses.
The services provided by this program are for the community as well as first responders.
Through a safe-built environment, education, and inspections, fire hazards can be
decreased. This decreases the chance of fire as well as the dollar amount of fire loss when a
fire does occur. Firefighters are educated in the fire suppression systems, which enables
them to limit dollar loss to structures and use the systems to work in a safer environment
thereby promoting a higher life safety for civilians and firefighters.
Program Objectives:
• Continue to maintain current information on each business that has been inspected.
Additional businesses being inspected will be brought up to date in the Records
Management System.
• Manage the inspection services part of Records Management System ensuring that all
information is accurate and accessible to the firefighters responding to these
businesses.
• Create a program within the Records Management System to organize and collect data
regarding all the contact forms currently used.
Develop and facilitate opportunities for training.
Continue to educate Bureau 1 inspector in suppression systems and investigation
through outside courses and conferences, making them a resource to instruct other
PFA personnel.
• Continue to work with Planning and Analysis to develop effective risk-assessment
methodologies.
Courage, Leadership, Duty 9
Strategic Initiative Alignment:
1 – High Quality and Innovative Core Services
Measures of Output Progress:
N/R = Not Reportable
Program Inputs, Budget:
2020 Adopted 2020 Actual
$587,056 $471,903
Did you stop doing anything because of resources (Budget and/or Hours):
Inspections were stopped for a few months during the COVID-19 pandemic.
Strategic
Initiative
Primary Self‐
Assessment
Category/Criterion
Output
Measure
2018
Actual
2019
Actual
2020
Revised
2021
Goal
1 – High
Quality
and
Innovative
Core
Services
Core Competency C
5A.2: The code
enforcement program
ensures compliance
with applicable fire
protection laws, local
jurisdiction, hazard
abatement, and agency
objectives as defined in
the community risk
assessment and
standards of cover.
Core Competency C
5A.3: The program has
sufficient staff with
specific expertise to
meet the community
risk reduction program
goals, objectives and
identified community
risks.
% of annual
inspections
completed
N/R 88% 63% 100%
%
scheduled
inspections
requiring a
follow-up
inspection
N/R 45% 36% 0%
% of
sprinkler
systems in a
sprinkled
building
activated by
fire
N/R 41% 25% 0%
Courage, Leadership, Duty 10
Community Risk Reductions
Accreditation Category/Performance Indicator: 5B –Public Education Program
Manager: Community Risk Reduction Manager ‐ Vacant
Year: 2020
Program Description:
The Office of Community Risk Reduction addresses a wide range of requests from external
and internal customers. Service is provided through the management and development of
public outreach and education activities. Internally, this work is driven by evaluating
community risk, and then designing, implementing, and delivering educational programs to
reduce customer’s risk for death, injury and property loss. The Public Education team also
processes community requests for education and interaction, including engine ride-alongs,
fire extinguisher training, PFA presence at events, and more. Education is provided by the
Community Risk Reduction Team, as well as other employees throughout the organization,
including on-line firefighters.
This office is also responsible for increasing public awareness of Poudre Fire Authority, the
agency’s services provided to the community and taxpayers’ return on their investment.
This is accomplished through a variety of means, including in-person events, messaging on
social media, and public information officers’ response to emergency incidents.
Program Objectives:
Continue to improve data tracking processes, for public education and affairs
programs, to ensure the best delivery of information to change behaviors and
reduce risk.
Provide ongoing education to on-line firefighters and staff to empower an entire
workforce of fire- and life-safety educators.
Continue to expand public education programs to reach new and diverse
populations, while identifying intersections with social service-related needs and
forging relationships with the organizations that address those needs.
Continue growing PFA’s audiences across social media platforms, website and
through other means, ensuring that messaging complements or enhances public
education and aligns with PFA’s values, mission, and vision.
Strategic Initiative Alignment:
1 – High Quality and Innovative Services
2 – Proactive Internal/External Communications
Courage, Leadership, Duty 11
Measures of Output Progress:
N/R = Not Reportable
Program Inputs:
Budget:
2020 Adopted 2020 Revised 2020 Actual
$461,760 $358,280 $207,500
Strategic
Initiatives
Primary Self‐
Assessment
Category/Criterion Output
Measures
2018
Actual
2019
Actual
2020
Actual
2021
Goal
1 – High Quality
and Innovative
Core Services
2 – Proactive
Internal/
External
Communications
5B: The public
education program
is in place and
directed toward
reducing specific
risks in a manner
consistent with the
agency’s mission
and as identified
within the
community risk
assessment and
standards of cover.
Core Competency
5B.1: The public
education program
(such as
development and
delivery) targets
specific risks,
behaviors, and
audiences identified
through incident,
demographic,
program data
analysis, community
risk assessment and
standards of cover.
Number of
people who
demonstrated
ability to use
an
extinguisher
after training
N/R 745 N/R 1,000
Rate of
follow-up on
social
referrals
N/R 20% N/R 75%
Number of
people who
have toured a
fire station
N/R 320 288 400
Number of
people who
have
practiced a
fire drill (not
including CSU
or PD)
N/R 199 N/R 250
Courage, Leadership, Duty 12
Technical Services
Accreditation Category/Performance Indicator: 5A –Community Risk Reduction
Program
Manager: Assistant Fire Marshal Sarah Carter
Year: 2020
Program Description:
To support the PFA vision of being a respected values-driven leader, Technical Services
maintains a partnered presence with the City of Fort Collins, Larimer County, Town of
Timnath, and Colorado State University Building and Planning Departments.
During the development and construction processes in these communities, Technical
Services staff evaluates the fire safety features of each project to verify compliance with the
provisions of the locally adopted fire code. Features such as fire apparatus access, exiting
provisions, egress systems, water supply, and radio amplification systems are reviewed
and inspected for compliance.
As local business continues to trend toward functions involving hazardous materials, uses
such as cannabis cultivation and extraction facilities, distilleries, and semiconductor
production facilities are reviewed and inspected for compliance with the fire code.
Additionally, the installation and removal of all fuel storage tank systems are inspected in
conjunction with local environmental and safety regulators, including the State Department
of Oil and Public Safety.
As new codes are published, the changes are reviewed by Technical Services staff to
evaluate their merit and make recommendations regarding their suitability within the
jurisdiction. This is conducted in coordination with the City of Fort Collins, Larimer
County, and the Town of Timnath, who each execute independent code adoptions.
Program Objectives:
To return tenant finish plans within 20 workdays of submittal to PFA.
To return new building plans within 30 workdays of submittal to PFA.
To conduct the final inspection required for the acquisition of the Certificate of
Occupancy within three workdays of request.
Provide development and construction guidance for the business community.
Prepare activity reports for construction plan reviews.
Prepare final inspection completion reports.
Provide fire protection and building safety information for inclusion in pre-plans
and records management.
Provide technical service collaboration with neighboring jurisdictions.
Strategic Initiative Alignment:
1 – High Quality and Innovative Core Services
Courage, Leadership, Duty 13
Measures of Output Progress:
N/R = Not Reportable; N/A* - Data is provided as a contextual reference for output
measures
Program Inputs:
Budget:
2020 Adopted 2020 Actual
$696,102 $671,647
Strategic
Initiative
Primary Self‐
Assessment
Category/Criterion Output
Measures
2018
Actual
2019
Actual
2020
Actual
2021
Goal
1 – High
Quality
and
Innovative
Services
Core Competency
5A3: The program
has sufficient staff
with specific
expertise to meet
the community risk
reduction goals,
objectives and
identified
community risks.
5A.4: A plan review
process ensures
that adopted codes
and ordinances
determine the
construction of
buildings and
infrastructure (such
as hydrants, access,
street width)
% of tenant finish
reviews completed
within 20 days of
submittal
54% 88% 92% 90%
% of new
construction plan
reviews completed
within 30 days of
submittal
14% 92% 89% 90%
% of final fire code
inspections
completed within 3
days of request
100% 100% 100% 100%
# of construction
reviews/program
FTEs
N/R 77.14% 64.16% N/A*
# of development
reviews/program
FTEs
N/R 80.98% 80.33% N/A*
# of final
inspections/program
FTEs
N/R 75.57 80% N/A*
Courage, Leadership, Duty 14
Operations Division Outcomes
Operations Division Outcomes
Strategic
Objective
Targeted Outcome
Measures
Actual
2018
Actual
2019
Actual
2020 2021 Goal
1A % of time fire interceded
upon prior to flashover 97.06% 92.31% 93.4% 98%
1A
% of time 1st arriving total
response time to moderate-
risk emergent fire incidents
in the urban response area
meets benchmark goal of
6:20
62% 63% 47%
Verify and
validate
benchmark
1A
% of time 1st arriving total
response time to moderate-
risk emergent fire incidents
in the rural response area
meets benchmark goal of
12:20
88% 67% 62%
Verify and
validate
benchmark
Fire Suppression/Operations
Accreditation Category/Performance Indicator: Category 5E/5F.3
Manager: Battalion Chief Gene Maccarini
Division Chief Rick Vander Velde
Year: 2019
Program Description:
To be a model of excellence for a modern, professional emergency service organization; to
be a professional all hazards response team; to be on the cutting edge, leading the industry
and setting standards for the fire service. Rapid response to fires and other emergencies by
highly skilled and specially equipped personnel is the major emphasis of the Operations
Division, and staff has developed the objectives to delineate the essential activities required
for successful emergency response.
Program Objectives:
Maintain a 90th percentile total response time within the Urban Response Area of
6:20 minutes or less for the first-in engine company.
Maintain a 90th percentile total response time within the Urban Response Area of
10:20 or less within the Urban Service Response area for the first-in support
company.
Emphasize sound emergency scene safety procedures to minimize firefighter
injuries.
Courage, Leadership, Duty 15
Provide adequate resources and plans to effectively handle 99% of the incidents to
which PFA responds.
Provide property conservation services to limit property damage caused by fire
suppression activities.
Intercede, control, and recover from emergency incidents as rapidly and effectively
as possible.
Provide equipment, training, and personnel to develop and maintain an effective
emergency communication system.
Maintain a company-based apparatus and equipment maintenance program to
ensure 24-hour operational readiness.
To work alongside the FP&CRR Division covering all disciplines within the
Operations Division.
Strategic Initiative Alignment:
1 – High Quality and Innovative Core Services
Measures of Output Progress:
*N/R = Not Reportable; Pending = Pending Software
Strategic
Initiative
Primary Self‐
Assessment
Category/Criterion
Output
Measure
2018
Actual
2019
Actual
2020
Actual
2021
Goal
1 – High
Quality
and
Innovative
Core
Services
Core Competency
5E.1: Given its
standards of cover
and emergency
deployment
objectives, the agency
meets its staffing,
response time,
stations, pumping
capacity, apparatus
and equipment
deployment
objectives for each
type and magnitude
of fire suppression
incidents.
Percentage
of fires
confined to
object of
origin
N/R 54.73% 56.35% >2019
90th
percentile
total
response
time of first-
arriving unit
on moderate
risk
structure
fires
Pending 9:12
10:22
All
8:52
Urban
NR
Rural
7:20
Fires kept
within 10%
of building
involvement
upon arrival
N/R N/R 90.2% 95%
Courage, Leadership, Duty 16
Program Inputs:
Budget:
2020 Adopted 2020 Revised 2020 Actual
$23,813,695 $23,945,546 $23,337,893
Fire Suppression Committee Operating Costs (Sub‐categories from the Operational
Budget)
Committee meetings: $ 3,000.00
Training Planning meetings: $ 2,000.00
Research and development: $ 2,000.00
Tools and Equipment: $ 2,000.00
Training and Education: $ 6,000.00
Total Budget $15,000.00
Staffing:
Division Chief of Operations: Non-active member to whom the Committee Chief Liaison
reports.
Committee Chief Liaison: Active member assigned by the Training Battalion Chief
Division Chief of Operations or assigned designee. This position reports directly to the
Division Chief of Operations.
Committee Chair: Operation Development Training Captain who is tasked to organize
meetings, draft committee reports, and represents the Fire Behavior Committee on the
Standards of Coverage Committee.
Operational Directive (OD) Member: Active member assigned to the committee by the
OD Committee to act as a liaison for needed changes to PFA operational directives.
Fire Investigator: Active member assigned by the Community Safety Service Division to
the committee to provide information from fire investigations relating to cause, origin, fire
dynamics, and the effectiveness of tactics used.
Committee Members: Active members ranging from five to six PFA operational employees
who are charged with reviewing and assessing fire dynamics research, its relevance to PFA
and recommending needed changes to response, tactics, equipment, training and OD’s.
Did you stop doing anything because of resources (Budget and/or Hours):
Transitioned from a centralized to decentralized approach to analysis and decision
making.
Summary of Response Activity:
Number of Incidents: 56
Courage, Leadership, Duty 17
Response Time Analysis:
Dispatch
Time
Turnout
Time
Travel
Time First
Unit
Travel
Time
Effective
Response
Force
(ERF)
Total
Response
Time First
Unit
Total
Response
Time ERF
1:49 1:59 6:21 12:31 9:49 16:37
Training:
Hosted a Physics and Fire Dynamics class instructed by James Mendoza from San
Jose Fire Department
Department wide training on Firefighter Safety and Survival and Mayday operations
Provided two acquired structure trainings
Assisted and participated in three acquired structure burns with Loveland Fire
Rescue Authority looking at effectiveness of tactics
Elevated master stream training for all Truck Driver Operators as well as Engine
Operators
Conducted department wide Company Performance Tasks (CPT’s) for basic skill
evaluation
Conducted department life fire training with a focus on Rapid Intervention Crew
training
Live fire demonstration for Local 1945 and state and local law makers
Hosted and instructed for the International Honoring Tradition and Leading Change
Conference
Conducted 11 After Action Reviews (AAR’s) of major incidents
Completed Authority hose testing
Authority-wide Fire Alarm Systems training
Federal Aviation Administration required mutual aid Aircraft Rescue and Fire
Fighting (ARFF) training with Loveland Fire Rescue
Annual task books for Driver Operators and pumping
Previous Year Accomplishments:
Rotated committee members
Completed a re-write of the committee operating document
Realigned the committee’s goals into five areas of function: Response, Equipment,
Operational Directives, Training/Research, and Quality Assurance/Quality
Improvement (QA/QI)
Assisted in making changes to PFA deployment model and SOC in conjunction with
the regional Computer Aided Dispatch changes
Courage, Leadership, Duty 18
Assisted the Operations Chief in alignment of terminology and practices for
regionalization and closest unit dispatching
Drafted and submitted Operational Directive changes identified from further study
of fire dynamics and lessons learned from AAR’s
Provided resources to requesting departments, including the Fire Department of
New York (FDNY), on fire suppression tactics and operational changes that have
been implemented
Increased the amount of instruction time in the recruit academy for fire behavior
training
Hazardous Materials Response Team
Accreditation Category/Performance Indicator: Category 5H/5H.3
Manager: Captain Matt Housley/Battalion Chief Geoff Butler
Operations Chief Rick Vander Velde
Year: 2020
Program Description:
Hazardous materials can be described as substances that, when released from the intended
container, can cause harm to persons or the environment. The Hazmat Program supports
the personnel, training and equipment necessary for response to hazardous materials
incidents within PFA’s jurisdiction and as a mutual aid partner for surrounding agencies.
The program objective is to minimize the adverse effects of a hazardous materials release
on life, property and the environment. The program supports training for Poudre Fire
Authority personnel consistent with the requirements of the Code of Federal Regulations
and state and local requirements as they relate to emergency response to hazardous
materials incidents.
Program Objectives:
Minimize the adverse effects of a hazardous materials release on life, property and
the environment.
Provide for eight Colorado Municipal Certification Board (CMCB) certified Hazmat
technicians per shift.
o Four Full Techs assigned to Station 10 on each shift. (Reference Hazmat
technician training document).
o Four Tech Lites minimum per shift. (Reference Hazmat technician training
document).
Ensure that training and competencies outlined in the Code of Federal Regulations
part 29 (CFR29) are met by all PFA response personnel.
Provide and maintain specialized tools and equipment necessary for hazardous
materials response.
Maintain abilities to support consortium Hazmat response.
Courage, Leadership, Duty 19
Provide Technician Level training to other staff as funding allows.
Strategic Initiative Alignment:
1 – High Quality and Innovative Core Services
Measures of Output Progress:
Program Inputs:
Budget:
2020 Adopted 2020 Actual
$89,369 $44,706
Staffing:
All PFA firefighters are required to be trained and certified to the hazardous materials
operations level by the Authority’s certifying body, the Colorado Metropolitan Certification
Board (CMCB). These personnel are the initial responders to most hazardous materials
within the Authorities boundaries. Most hazardous materials incidents are handled by the
Strategic
Initiative
Primary Self‐
Assessment
Category/Criterion
Output
Measures
2018
Actual
2019
Actual
2020
Actual
2021
Goal
1 – High
Quality
and
Innovative
Core
Services
5H.2: The agency
maintains appropriate
training, operations
policies and
documentation that
response personnel are
compliant with all
applicable hazardous
materials regulations
and laws.
5H.4: The agency
complies with all aspects
of applicable hazardous
material regulations
such as, annual refresher
training, medical
monitoring of response
personnel, annual
physical examinations as
applicable per
standards, and exposure
record retention.
Maintain a
minimum
level of
hazardous
materials
technicians
assigned to
the
Operations
Division
meeting the
CFR 29
Standard
34 34 43 30
Courage, Leadership, Duty 20
first arriving PFA unit, the PFA safety officer, and the technicians responding from Station
10.
In 2019, PFA and IAFF Local 1945 entered into a two-year contract (the contract).
Personnel who are assigned to Station 10 assign themselves based on the current bid
process as described in the contract. Within this contract is the staffing requirement that
two hazmat techs be assigned to Station 10 each day as a part of the daily minimum staffing
requirement. This 100% increase in trained personnel (from the previous year’s minimum
staffing of one hazmat tech) has made a significant, positive difference in the daily
operations at Station 10 and the service level hazmat has been able to provide to the PFA
and the community. In addition, the hazmat program has exceeded its goal of eight hazmat
technicians per shift. At the end of 2020, there were a total of 43 personnel who were
either technicians or on the path to becoming technicians within the Authority across the
three shifts and includes some 40-hour personnel.
Did you stop doing anything because of resources (Budget and/or Hours)?
The hazmat program has not asked for an increased budget in the last several years except
for the one-time funds requested for equipment replacement. As mentioned above these
were not utilized in 2019 and the money was returned to the operations budget. Both the
equipment that needs to be replaced, and the replacement equipment, have been identified
and will likely be acquired in 2021. Within the program the challenge continues to be
meeting the demands of the program from a time perspective, not a monetary perspective.
It should be noted that in 2020 the hazmat team did not utilize all its allotted funds because
of the number of classes that were cancelled due to COVID. Only one person was trained to
be a technician in 2020.
Summary of Response Activity:
Number of Incidents: 355
Response Time Analysis:
Dispatch Time Turnout Time Travel Time Total Response Time
2:05 2:18 8:45 10:16
* Number of incidents is based on incidents coded using the following NFIRS codes. This aligns with the
current SOC. 410, 411, 412, 4121, 413, 421, 422, 423, 424, 430, 431, 451, 463. The times calculated are based
on calls using these codes and where the apparatus responded emergent to the call.
Training:
In 2020 the hazmat program continued its tradition of providing high quality, relevant
training across the Authority at all levels of certification. However, the training
developed was not delivered due to changes in the requirements from the Authority
because of COVID.
The following is a synopsis of the training that was provided by and funded from
within the hazmat program:
Courage, Leadership, Duty 21
On the second Tuesday of every month, a 3-hour hazmat team meeting and training is
conducted for current hazmat technicians and those interested in joining the hazmat
team. These classes are intended to meet the continuing education requirements of
CMCB for Hazmat Technician and the actual daily response requirements of a growing
community. The team had already been utilizing a remote option for technicians to
attend training so transitioning to a fully remote option was a simple matter.
The program works diligently to keep costs low by providing two levels of hazmat
training for technicians (which increases the number of technicians at a reduced cost),
utilizing state and federally sponsored classes when possible or by teaching classes at
conferences which often provides free attendance to the remainder of the conference.
2020 PFA Hazmat Team Training Calendar
January Tuesday January 14th 0830 Tabletop scenario/hazmat
group sup/tech ref sheets
8-hour day discussion
Call review- Chem suicide
February Tuesday February 11th
0830
Wireless monitors/Con
Space/Trench/Dewatering
pump/Heater/Blower
Review on new CO2 monitor
March Tuesday March 10th 0830 Con space responsibilities
8-hour day class review
Trimethylaluminum
April Tuesday April 14th 0830 Radiological monitoring
May Tuesday May 12th 0830 PEAC Technical Reference
video
Unknown White Powder
HazmatIQ
AAR Wellington White
Powder call
June Tuesday June 9th 0830 Emerging Chemical Threats
Novichok
July Tuesday July 14th 0830 IAFF virtual hazmat
conference classes (30
hours)
August Tuesday August 11th 0830 Level A Job Sheets/Tabletop
September Tuesday September 8th
0830
Level A and B skills stations
October Tuesday October 13th 0830 Review of call with ERA
Review of Source Water Spill
Response and Notifications.
Review of confined space OD
and hazmat expectations
Courage, Leadership, Duty 22
due to work going on at
Soldier Canyon Dam.
November Tuesday November 10th
0830
Hands on Haz10 equipment
review
(5 stations)
December Tuesday December 8th
0830
Tech Ref Clipboard
QRC review using our forms
and a table top scenario
Outcome of the Program:
The outcome of the hazardous materials program described above reflects a well-trained
group of personnel responding in a layered, hazard driven response approach to hazardous
materials within the Authority’s boundaries and surrounding communities. Additionally,
PFA hazmat continues to work with other local, state and national responders up and down
the Front Range to standardize training, equipment and response capabilities within the
current framework that is available. Some examples of this include cost sharing of classes
and equipment. As the program looks to 2020, and beyond, it will continue to build on
these past successes, look for additional opportunities to succeed and build sustainability
through policy development, implementation and building a culture of excellence and
innovation.
128.5
2.5
124.85
461.5
0
50
100
150
200
250
300
350
400
450
500
Other Call Types Chemical Spill or Leak Gasoline or Other
Flammable Liquid
Spill
Motor Vehicle
Accidents
Hazmat Gallons Mitigated in 2020
Courage, Leadership, Duty 23
Technical Rescue
Accreditation Category/Performance Indicator: Category5G/5G.3 Technical Rescue
Manager: Captain Jon McKeon (Water & Rope Rescue), Steve Saling (Trench, Confined
Space, Collapse Rescue), Kevin Contreras (Extrication)/Battalion Chief Geoff
Butler, Operations Chiefs Rick Vander Velde and Brandon Garcia
Year: 2020
Program Description:
Technical rescue falls within the Operations Division under the purview of the Special
Operations Chief and is divided into five disciplines, each managed as a collateral duty by a
captain: 1) auto and machine extrication, 2) rope rescue, 3) trench/collapse/confined
space rescue, 4) water rescue, 5) large animal rescue.
The program continues to 1) identify technical rescue service levels and anticipate future
service level needs, 2) safely and effectively meet the training needs for these service levels,
3) maintain and update the equipment and apparatus required to deliver these services.
An example of PFA’s technical rescue program vision is the recent purchase of a heavy
rescue apparatus with the intent of staffing and equipping a rescue company to meet the
emerging needs of the community and region.
Program Objectives:
Provide for trained personnel to respond safely to technical rescue emergencies.
Maintain service levels related to technical rescue standards.
Facilitate regional trainings with neighboring fire departments.
100% of emergency personnel to participate in ice rescue refresher training.
100% of emergency personnel to participate in swift water refresher training.
Increase the number of swift water 2 certified rescue personnel within the river
corridor.
100% of support company, Station 4 & 7 personnel to receive rope rescue refresher
training.
100% of support company personnel to receive trench rescue refresher training.
100% of support company & hazmat personnel to receive confined space rescue
refresher training.
100% of support company personnel receive refresher training on big rig rescue.
100% of support company and extrication engine personnel to receive auto
extrication refresher training.
Provide large animal rescue refresher training for Station 12 personnel.
Continue to update technical rescue equipment, skills, training, and the Technical
Rescue Operational Plan as appropriate.
Support the Accreditation team in the collection and analysis of technical rescue
data.
Strategic Initiative Alignment:
1 – High Quality and Innovative Core Services
Courage, Leadership, Duty 24
Measures of Output Progress:
Program Inputs:
Budget:
2020 Adopted 2020 Actual
$128,523 $94,975
The Technical rescue budget was under budget due to the cancellation confined space and
auto-extrication classes due to COVID-19.
Staffing:
Technical rescue falls under Operations Division Chief and is supervised by the Special
Operations Battalion Chief (position established in February 2020). The five technical
rescue disciplines are each managed as a collateral duty by a captain serving as program
managers. Technical rescue response is handled by the on-duty crews trained the
Strategic
Initiative
Primary Self‐
Assessment
Category/Criterion
Output
Measures
2018
Actual
2019
Actual
2020
Actual
2021
Goal
1 – High
Quality
and
Innovative
Core
Services
5G.2: The agency
establishes minimum
training and
operational standards;
compliant with local,
state and national
standards, and that all
personnel who
function in the
technical rescue
program meet training
and operational
standards.
Delivery of
technical
rescue
discipline
Authority-
wide trainings
delivered in
accordance
with the
technical
rescue
operational
plan
4 5 5 5
Core Competency
5G.1: Given the
agency’s standards of
cover and emergency
deployment objectives,
the agency meets its
staffing, response
time, station,
apparatus, and
equipment
deployment objectives
for each type and level
of risk of a technical
rescue incident.
% of time
Poudre Fire
Authority
meets its
technical
rescue
effective
response
force
benchmark
performance.
Pending 86% 90% 90%
Courage, Leadership, Duty 25
respective disciplines and can be augmented by a recall of the appropriate off-duty
specialists and/or the Urban Search Rescue Task Force Members as the situation dictates..
Water Rescue: All on-line personnel are trained in still water, ice rescue, and swift water
shore operations on an annual or semi-annual basis. There are approximately eighteen
rescue swimmers on each shift. During swift water season, rescue swimmers are
concentrated along the river corridors.
Technical Rope: PFA maintains approximately eighteen personnel on each shift trained to
at least the operations level in high angle technical rescue. All personnel assigned to Station
12 are tasked with competency in large animal rescue operations.
Trench Rescue: Approximately seven personnel per shift have been trained to a minimum
of operations level for trench rescue.
Confined Space Rescue: PFA has a total of fifteen confined space rescue technicians.
Structural Collapse Rescue: PFA has approximately twenty-four personnel who participate
in the Urban Search and Rescue Task Force 1. Spread across all shifts, these personnel
serve as SMEs in structural collapse and are typically trained in several of the other
technical rescue disciplines.
Extrication: All PFA firefighters receive auto extrication training in academy. Four to ten
PFA personnel have specialized training in machine (5), big rig (10), and/or elevator (4)
extrication and serve as department SMEs and instructors. Personnel assigned to support
companies and extrication engines participate in additional training annually.
Training:
Individual companies are expected to maintain currency and document training in those
specialty skills that apply to their companies, coverage areas, or personnel. In addition to
company level training, there are numerous formal trainings attended outside of PFA and
within the department at the department and multi-company levels.
Water Rescue:
Authority-wide swift water refresher training
Authority-wide ice rescue refresher training
Proficiency swims for all rescue swimmers
Swift water rescue 1 and 2 were attended by ten firefighters assigned to the river
corridor
Technical Rope Rescue:
Annual high angle refresher day for Tower 1, Ladder 5, Engine 4, and Engine 7
Low angle rope refresher for Stations 9 and 11
Rigging for Rescue Updates and Beyond was attended by ten members of Tower 1,
Ladder 5, Engine 4, and Engine 7
Courage, Leadership, Duty 26
Trench Rescue:
Annual trench rescue refresher day for Tower 1, Ladder 5, Engine 10, and Engine 5
PFA hosted a five-day trench rescue class taught by members of the Michigan Urban
Search and Rescue Task Force.
Confined Space Rescue:
CMC confined space technician level class was rescheduled for 2021 due to COVID-
19.
Annual confined space refresher day for Tower 1, Ladder 5, Engine 10, and Engine 1
Extrication:
Annual extrication refresher day for Tower 1, Ladder 5, Engine 4, Engine 6, Engine
7, and Engine 8
Volunteer Program
Accreditation Category/Performance Indicator: 5E – Fire Suppression, 5F – Emergency
Medical Services, 5G – Technical Rescue, 5K – Wildland Fire Service
Manager: Captain John Vander Vliet
Operations Chief Rick Vander Velde
Year: 2020
Program Description:
Through maintaining a cadre of trained emergency responders, the PFA Volunteer Program
strives to:
1) Provide multi-hazard emergency response in areas outside of the primary response of
career stations, namely Stations 9 and 11.
2) Enhance resilient emergency response throughout the Authority by reducing the drain
on the system into areas of 9 and 11 and by providing support to the system during
greater alarm incidents.
3) Afford an avenue for citizens and aspiring career firefighters to serve the community
while learning about the fire service and the Poudre Fire Authority.
4) Provide an additional source of service and education to citizens regarding fire service
issues.
Program Objectives:
Maintain Stations 9 and 11 response at 40% during summer staffing and 25% for
the year by:
‐ Continuing to identify times of peak call volume and target staffing accordingly.
‐ Maintaining the seasonal staffing program to address times of peak call volume.
Courage, Leadership, Duty 27
‐ Conducting outreach into the communities of Stations 9 and 11 for the recruitment
of new program members.
Improve retention of personnel to a minimum of 18 personnel to maintain response
competency and reduce costs associated with training and equipping new
personnel.
Support the retention of personnel and reliability of staffing by maintaining a
compensation plan for program members within current budget.
Strategic Initiative Alignment:
1 – High Quality and Innovative Core Services
Measures of Output Progress:
Strategic
Initiative
Primary Self‐
Assessment
Category/Criterion
Output
Measures
2018
Actual
2019
Actual
2020
Actual
2021
Goal
1 – High
Quality
and
Innovative
Core
Services
5F.1 and 5K.1 Given its
standards of cover and
emergency deployment
objectives, the agency
meets its staffing,
response time, station,
apparatus and equipment
deployment objectives
for each type and
magnitude of emergency
medical incidents and
wildland fire incidents.
% of PFA
volunteers
attending at
least 12
volunteer
specific
training
events
98.5% 92% N/R* 100%
% of Station
9 and 11
calls
responded
to by
volunteer
personnel
during
summer
staffing
36% 54% 40% 40%
% of Station
9 and 11
calls
responded
to by
volunteer
personnel
in off
season
22% 23% 26% 25%
Courage, Leadership, Duty 28
*N/R = Not Reportable – Due to COVID-19 there were limited training events in 2020.
Program Inputs:
Budget:
2020 Adopted 2020 Actual
$56,540 $65,013
Wildland Program
Accreditation Category/Performance Indicator: 5K/5K.3 Wildland Fire
Manager: Captain John Vander Vliet
Battalion Chief Geoff Butler
Operations Chief Rick Vander Velde
Year: 2020
Program Description:
Wildland and wildland-urban interface (WUI) fires constitute a significant hazard within
PFA’s jurisdiction and are the statutory responsibility of the Authority. With over 110
wildfires occurring per annum (20% of fire calls), this hazard has increased over recent
decades as illustrated by the 2012 High Park Fire that destroyed 248 homes and one
fatality. In 2020, the Cameron Peak Fire, the largest in Colorado’s recorded history,
destroyed over 400 structures and burned into PFA’s jurisdiction where it destroyed five
residences.
The Wildland Fire Program is comprised of in-district-specialty stations, and an out-of-
district team. Beginning in 2020, in-district wildland issues (e.g., annual refresher training,
apparatus standardization, equipment) will be coordinated through Stations 12 and 14.
The out-of-district team is coordinated by senior members of that group. Due to the
ubiquity and potential workforce demands of wildland fire, all uniformed personnel are
provided training in this discipline.
Program Objectives:
The goal of the Wildland Fire Program is to minimize the impact of wildland and WUI fires
by developing and maintaining public awareness, PFA suppression capabilities, and multi-
jurisdictional cooperation at levels commensurate with the identified hazards and risks.
The focus areas and associated objectives within the Wildland Fire Program include:
Operations:
Ensure a safe and effective response to wildfire incidents within PFA’s jurisdiction.
Maintain an out-of-district team to support cooperators at the national level and
enhance experience and abilities within the Authority.
Maintain a wildland fire command team that can support the safe and effective
management of expanding wildfires to termination or transition to a higher level of
command.
Courage, Leadership, Duty 29
Develop and maintain inter-agency relationships in the realm of wildland fire.
Training:
Provide initial wildland fire training to career and volunteer recruits.
Provide annual refresher training to all uniformed personnel.
Provide higher level training to out-of-district and wildland command team
members as well as those stations with higher levels of wildland fire hazard in their
areas in a cost-effective manner.
Mitigation:
Ensure public education and Authority-wide situational awareness of WUI issues
through the Wildland Outreach and Planning Initiative (WOPI) and seek grant
funding to that end.
The International Association of Firefighters “Ready, Set, Go” program is under
evaluation as the future method of public education and community risk reduction
in the PFA WUI.
Equipment:
Ensure firefighters and apparatus are adequately equipped for safe and effective
wildland fire operations in a cost-effective manner.
Apparatus:
Develop recommendations for the purchase, maintenance, and placement of
wildland fire apparatus.
Strategic Initiative Alignment:
1 – High Quality and Innovative Core Services
Measures of Output Progress:
Strategic
Initiative
Primary Self‐
Assessment
Category/Criterion
Output
Measures
2018
Actual
2019
Actual
2020
Actual
2021
Goal
1 – High
Quality and
Innovative
Core
Services
5K: The agency
operates an adequate,
effective, and efficient
program directed
toward wildland
firefighting.
Perform all
Wildand
Outreach and
Planning
Initiative
assessments
directly
requested by
homeowner
within 30 days
100% 100% N/R 100%
Courage, Leadership, Duty 30
N/R = Not Reportable
Program Inputs:
Budget:
2020 Adopted 2020 Revised 2020 Actual
$39,806 $54,684 $39,464
Staffing: Technical rescue falls under Operations Division Chief and is supervised by the
Special Operations Battalion Chief (position established in February 2020). The 40-hour
position of Wildland Fire Captain was discontinued in February of 2020. All career and
participating volunteer firefighters (some volunteers opt for EMS only) are trained to
NWCG standards as type-2 wildland firefighters (basic operations level). Six paid stations
cross-staff wildland apparatus, and the two volunteer stations also staff wildland
apparatus.
Did you stop doing anything because of resources (Budget and/or Hours): The WOPI
program remains inactive due to a lack of grant funding and the elimination of the Wildland
Fire Captain position. Some logistical and training activities are being impacted by the
absence of the Wildland Fire Captain position. The Ready, Set, Go program is being
managed by Community Risk Reduction.
Training:
Wildland training for PFA consisted of NWCG compliant wildland fire refresher training
and Wildland power saw training (S-212) for several firefighters.
Previous Year Accomplishments and Outcomes:
The year was historically active with multiple single resource and engine deployments to
the Pine Gulch Fire, the North Complex, the Cameron Peak Fire, and the East Troublesome
Fire. PFA firefighters were on the front lines of the Cameron Peak Fire for two months,
from initial attack in mid-August until it burned into Redstone Canyon in mid-October. PFA
served under the incident management teams on two-week deployments, participated in
the County’s surge task force, and stood-up PFA task forces as the fire approached and
crossed into PFA’s jurisdiction. Staff also engaged in local initial attack operations and sent
resources to assist Estes Park with the East Troublesome fire. Efforts involved the entire
PFA organization, and while five structures were lost within the jurisdiction, PFA
intervened to protect countless others and protected several lives. All of this was
1 – High
Quality and
Innovative
Core
Services
5K: The agency
operates an adequate,
effective, and efficient
program directed
toward wildland
firefighting.
Provide annual
wildland
refresher
training to all
uniformed
career
personnel and
participating
volunteers
N/R 172
career
160
career 100%
Courage, Leadership, Duty 31
accomplished amid the COVID pandemic and without any serious injury to personnel or
citizens.
Support Division Outcomes
Support Division Outcomes
Targeted Outcome Measures Actual
2018
Actual
2019
Actual
2020
2021
Goal
Neurologically intact cardiac arrest
survivors 9 18% * 20% 20%
% diversity applicants—minority
identified
No Hiring
Process 21.66% No Hiring
Process 19%
% diversity applicants —female No Hiring
Process 8.8% No Hiring
Process 10%
% diverse applicants on eligibility list—
minority
No Hiring
Process 21.15% No Hiring
Process 20%
% diverse applicants on eligibility list —
female
No Hiring
Process 11.54%
No Hiring
Process 10%
Workers’ Compensation Experience
Modifier .96 1.02 1.12 .85
Internal IT Security – Failure Rate of
PFA initiated security challenges/# of
employees
7.3% 7.78% 4.72% 5%
*Number for 2019 equals 19; future reporting to be in percentage of cardiac arrest
survivors.
Support Operations and Maintenance
Accreditation Category/Performance Indicator: 6F – Safety Equipment, 9B
Communication Systems
Manager: Battalion Chief Dustin DeBaere
Division Chief Ryan McLean
Year: 2020
Program Description:
The Support Division’s Operation & Maintenance program is for the administration,
purchase, and maintenance of PFA supplies related to the daily operations. This includes,
but is not limited to, services affecting protective clothing (bunker gear), equipment
required by recruit firefighters, tools and supplies used in emergency operations and daily
activities, radio purchase and repair, safety supplies, health services, and health equipment.
The program covers the annual compensation of the Support Division Chief and the Health
and Safety Battalion Chief.
Courage, Leadership, Duty 32
Program Objectives:
Purchase and maintain radio equipment to provide safe and reliable
communications for emergency and non-emergency incidents. Track radio numbers
and reliability for planning purposes.
Purchase and maintain required clothing and bunker gear for all uniformed
personnel. This clothing must meet National Fire Protection Association (NFPA)
standards for emergency operations.
Purchase and maintain tools and equipment for daily and emergency operations.
Provide opportunities for Research and Development to foster communication
equipment, personal protective equipment, and tools to best serve internal and
external customers.
Strategic Initiative Alignment:
4 – Financial Responsibility
Measures of Output Progress:
Program Inputs:
Budget:
2020 Adopted 2020 Actual
$1,108,849 $848,143
Strategic
Initiative
Primary Self‐
Assessment
Category/Criterion
Output
Measures
2018
Actual
2019
Actual
2020
Actual
2021
Goal
4 – Financial
Responsibility
6F.3: Safety
equipment
replacement is
scheduled, budgeted
and implemented, and
is adequate to meet
the agency’s needs.
% of
firefighters
having
NFPA
compliant
bunker
gear,
including a
reserve set
100% 100% 100% 100%
Courage, Leadership, Duty 33
Emergency Medical Services
Accreditation Category/Performance Indicator: 5F/5F.7 Emergency Medical Services
Manager: Battalion Chief Kevin Waters
Division Chief Ryan McLean
Year: 2020
Program Description:
Provide overall administration, coordination, and supervision of all aspects of PFA’s
Emergency Medical Services (EMS) system including: protocol development, distribution
and revision; design and implementation of all aspects of EMS training and certification,
quality assurance and quality improvement (QA/QI) activities; EMS equipment selection,
purchase and maintenance; manage infection control and rehab programs; contract
administrator and liaison for all agencies in the Northern Larimer County Emergency
Response Area (NLCERA).
Program Objectives:
1. Develop clinical protocols which:
Are founded on evidence-based best practices.
Standardize clinical care.
Clearly communicate expectations to medical providers in the field.
Are easily accessed by NLCERA providers.
Clearly delineate procedures and medications allowed based on certification
level.
2. Coordinate, develop and deliver EMS educational programs for NLCERA providers
which are:
Built on the foundations of EMS curriculum as established by the State of
Colorado.
Appropriately focused on each provider’s certification level.
Conducted jointly between agencies in recognition of a systems approach to
response.
Reinforce clinical expectations of applicable protocol(s).
Informed by system QA/QI processes.
3. Assure continuous quality improvement in the areas of patient care delivery and
continuity throughout the NLCERA which:
Maintains focus on providing world class EMS clinical care by methodical
analysis of all available data.
Identifies and acknowledges clinical excellence.
Performs root cause analysis where opportunities for improvements in care
are identified.
Reviews applicable protocol(s) with comparison to care documented.
Reviews clinical cases with prehospital providers and provides follow up.
4. Establish and maintain cooperative working relationships between PFA personnel
and external stakeholders.
Courage, Leadership, Duty 34
5. Assure records management to meet the needs of EMS personnel certification,
Patient Care Reports, Rehabilitation, and Infection Control issues.
Strategic Initiative Alignment:
1 – High Quality and Innovative Core Services
Measures of Output Progress:
U/D = Under Development
Program Inputs:
Budget:
2020 Adopted 2020 Actual
$558,516 $562,851
Staffing: To better meet the demands of overseeing EMS system administration, the EMS
Battalion is led by an EMS Battalion Chief and staffed with two EMS Captains, and one EMS
specialist. The uniformed positions are each 1.0 FTEs, while the EMS specialist is a half-
time hourly EMS FTE.
Training: EMS training activities are designed to ensure providers maintain EMS
credentials while reinforcing regional/system protocols. The EMS Battalion provides a
total of 12 hours of live instructor-based EMS continuing education to all paid uniformed
staff. This training is made up of both didactic as well as practical skills. PFA also has an IT
solution to provide computer-based training to augment instructor delivered content.
Training content is largely based on areas of opportunity identified in PFA’s clinical case
review process, as well as state recertification requirements.
Additionally, the EMS Battalion has augmented the training delivered to newly graduated
firefighters from the fire academy. All newly hired PFA firefighters go through 40 hours of
EMS education, to include IV credentialing, prior to line duty.
Strategic
Initiative
Primary Self‐Assessment
Category/Criterion
Output
Measures
2018
Actual
2019
Actual
2020
Actual
2021
Goal
1 – High
Quality and
Innovative
Core
Services
Core Competency 5F.2 The
agency has standing
orders/protocols in place to
direct EMS response
activities to meet the stated
level of EMS response.
5F.6 The agency has a
quality improvement/
quality assurance program
(QI/QA) in place to improve
system performance and
patient outcomes.
CPR
Compression
Fraction
U/D 88% 90%
Appropriate
Depth of
Compressions
U/D 27% 40%
Appropriate
Rate of
Compressions
U/D 64% 75%
Courage, Leadership, Duty 35
Outcome of the Program:
The EMS program is based on the acquisition and analysis of data. This information is used
to drive training, policy, response, and resource deployment. PFA staff works with partner
agencies to integrate training, ensure equipment interoperability, validate protocols as
defined by PFA’s Medical Director, performs QA/QI, and measures response to calls for
help. This methodical systems-minded approach has made headway in cardiac arrest
survivability. In 2018, nine patients survived out of hospital cardiac arrest neurologically
intact. In 2019, 18 patients survived neurologically intact – two of those survivors were
former PFA members. In 2020, 18 patients survived out of hospital cardiac arrest
neurologically intact.
Emergency Medical Services Performance Management
Accreditation Category/Performance Indicator: 5F – Emergency Medical Services
Manager: EMS Contract Coordinator Bill Salmon
Division Chief Ryan McLean
Year: 2020
Program Description:
This program provides the funding and staffing required to manage the administrative
aspects of the EMS contract between PFA and the designated pre-hospital transport
provider. The contract provides for Advanced Life Support (ALS) transport provision in the
Northern Larimer County Emergency Response Area (NLCERA). PFA administers the
contract on behalf of the member agencies of the NLCERA. The contract is established to
identify a sole source of pre-hospital transport provision with a primary purpose of
achieving continuous improvement and a focus on outcome oriented, patient centered, pre-
hospital emergency care for citizens in the NLCERA. The program ensures and verifies
compliance with contract parameters, facilitates dialogue between member agencies and
the contract provider, and identifies potential areas of improvement.
Program Objectives:
Manage the administrative aspects of PFA’s EMS contract with the designated pre-
hospital transport provider for the NLCERA.
Assist in facilitating on-going communication between member agencies of the
NLCERA.
Coordinate required compliance reporting by the designated pre-hospital transport
provider.
Facilitate the verification of provision of the required items within the EMS contract
by the designated pre-hospital transport provider and provide recommendations on
resolution of issues requiring the payment of liquidated damages.
Provide a resource for PFA personnel to ensure accurate communications and
conflict resolution with the designated pre-hospital transport provider.
Courage, Leadership, Duty 36
Coordinate the necessary data analysis and interpretation of the response
performance of the designated pre-hospital transport provider in accordance with
established contract requirements.
Strategic Initiative Alignment:
1 – High Quality and Innovative Core Services
Measures of Output Progress:
Program Inputs:
Budget:
2020 Adopted 2020 Actual
$81,013 $80,541
Strategic
Initiative
Primary Self‐
Assessment
Category/Criterion
Output
Measures
2018
Actual
2019
Actual
2020
Actual
2021
Goal
Reduce the
frequency
and
severity of
emergency
incidents
Core Competency 5F.7:
The agency conducts a
formal and documented
appraisal, at least
annually, to determine
the effectiveness of the
EMS program and its
impact on meeting the
agency’s goals and
objectives. This should
include an evaluation of
the agencies standard
operating procedures,
protocols and
equipment.
Respond to
inquiries
from NLCERA
member
agencies and
the transport
provider
within 1
business day
from
submittal
100% 100% 100% 100%
Provide
monthly
response
performance
reports to the
transport
provider by
the 5th of the
month
100% 100% 100% 100%
Courage, Leadership, Duty 37
Fleet Services
Accreditation Category/Performance Indicator: 6D Apparatus Maintenance
Manager: Fleet Maintenance Supervisor Brad Smith
Division Chief Ryan McLean
Year: 2020
Program Description:
This program provides for operation of the PFA mechanic shop with Emergency Vehicle
Technician personnel to assure that all PFA apparatus/equipment is properly maintained.
Program Objectives:
Assure the maintenance and upkeep of all fire apparatus and vehicles necessary to
operate the Fire Authority.
Maintain a high level of expertise through on-going training for equipment
maintenance personnel.
Assure that all vehicles meet state and federal standards.
Minimize downtime of apparatus due to repair or routine maintenance.
Maintain sufficient reserve apparatus to assure reliable backup apparatus for timely
emergency response.
Maintain portable firefighting equipment.
Install emergency warning devices, radios, telephones and mobile data terminals.
Strategic Initiative Alignment:
4 – Financial Responsibility
Courage, Leadership, Duty 38
Measures of Output Progress:
N/R = Not Reportable
Program Inputs:
Budget:
2020 Adopted 2020 Actual
$1,018,176 $895,476
Strategic
Initiative
Primary Self-Assessment
Category/Criterion
Output
Measures
2018
Actual
2019
Actual
2020
Actual
2021
Goal
4 – Financial
Responsibility
Core Competency 6D.1:
An apparatus maintenance
program is established.
Apparatus maintenance is
conducted in accordance
with the manufacturer's
recommendations and
federal and/or state/
provincial regulations.
Attention is given to the
safety, health, and security
aspects of equipment
operation and maintenance.
Diesel
Fleet -
Ratio of
service
hours
compared
to total
miles
driven
N/R 84.32 79.36 65.5
Diesel
Fleet -
Ratio of
annual
downtime
in days
compared
to total
miles
driven
N/R 288.2 290.3 295
Diesel -
Miles per
gallon
N/R 8.65 7.26 9.65
Courage, Leadership, Duty 39
Facilities Maintenance
Accreditation Category/Performance Indicator: 4B – Financial Practices, 6B – Fixed
Facilities
Manager: Battalion Chief Dustin DeBaere
Division Chief Ryan McLean
Year: 2020
Program Description:
Provide for ongoing maintenance and utility services for PFA facilities.
Facility maintenance has been funded with the budget amount set to handle most minor
repair and preventive maintenance costs that occur during the year. Major costs such as a
remodel have required the use of reserve funds or funding from another source.
The International Facility Management Association recommends an ongoing maintenance
funding of 4% of replacement cost. Maintenance costs are considered minor repairs up to
major repairs such as a new roof. Operating costs, such as utilities and snow removal are
not factored in. If PFA were to fund at this level, a major shift in funding would be required.
Using Station 1, for example, with an estimated replacement cost of $1.8 million, a 3%
maintenance fund for the station would require $55,000. To achieve 3% maintenance
reserve for all PFA facilities, $450,000 would be needed.
Program Objectives:
To provide quality facilities which meet the needs of the public and PFA personnel.
To provide utility services in the most economically feasible and environmentally
sound manner.
To maintain and provide utility service for 13 fire stations, one administrative office,
and one maintenance shop.
Conduct survey of all PFA facilities to identify current or future major repair needs.
Develop plan for setting priorities and a timeline on when repairs will be needed.
Identify long-term funding needs to serve as a planning tool for future budgets.
Evaluate opportunities for energy efficiency measures.
Strategic Initiative Alignment:
4 – Financial Responsibility
Courage, Leadership, Duty 40
Measures of Output Progress:
N/R = Not Reportable; *maintenance/preventative services accomplished with additional
staffing.
Program Inputs:
Budget:
2020 Adopted 2020 Revised 2020 Actual
$491,712 $508,085 $568,711
Strategic
Initiative
Primary Self‐
Assessment
Category/Criterion
Output
Measures
2018
Actual
2019
Actual
2020
Actual
2021
Goal
4 – Financial
Responsibility
4B.3: Any projected
operating deficit
(expenditures
exceeding revenues
in a budget year) is
explained, and a plan
developed to rectify
the deficit.
Core Competency
6B.3: Physical
facilities are
adequate and
properly distributed
in accordance with
stated service level
and standards of
cover.
Core Competency
6B.3: Facilities
comply with federal,
state/provincial and
local codes and
regulations at the
time of construction,
required upgrades
for safety are
identified, and where
resources allow,
addressed.
Average
staffed
station
Energy Use
Index (add
annual use in
kilowatts and
annual use of
natural gas in
cubic feet and
divide by
building’s sq.
ft., then
divide by
number of
staffed fire
stations). A
lower score
denotes less
energy use.
66 N/R N/R 65
Total
Maintenance
and Repair
Cost in
$/Total
Square Foot
Area of
Facilities
Maintained
N/R .86 3.46* .90
Courage, Leadership, Duty 41
Information Technology
Accreditation Category/Performance Indicator: Category 2 – Assessment and Planning,
9C – Administrative Support and Office Systems
Manager: IT Manager Eric Nelson
Division Chief Ryan McLean
Year: 2020
Program Description:
Provide technical expertise (LAN, WLAN, WWAN, Video Teleconference and computer
support) to develop, coordinate, implement and maintain complex and varied information
systems. Provide application development and Geographic Information System (GIS)
services including application development for data collection and analysis as well as
software programs that provide interfaces between service areas throughout the
organization. Provide response mapping and routing, including maintenance of map layers
displaying building/residential locations, hydrants, urban interface information and other
pertinent facts dealing with special hazards.
Program Objectives:
Improve overall system performance of PCs, laptops, servers, tablets, smartphones,
and peripheral devices.
Continue to improve the design of PFA’s Information Technology (IT) Infrastructure.
Plan, implement, and improve long-term disaster recovery practices.
Continue to develop and enhance the Internet website for PFA.
Build upon external agency collaboration when similar objectives are required.
Ensure adequate training for end-users.
Support and enhance the Emergency Operations Center classroom and the
command post vehicle for disaster situations/responses.
Be a contributing member of the Combined Regional Information Systems Project
team.
Enhance and provide new technologies for end users.
Expand use of the server systems for Intranet content.
Continue to update and enhance policies delivered to computers and end-users.
Develop a knowledge base on the Intranet to better utilize technology.
Develop applications that enhance data collection and analysis as required by the
organization.
Develop custom application programming interfaces that interface various software
programs with one another.
Identify opportunities for a reduction of reliance on customized software services.
Improve emergency response effectiveness by providing hard copy 100 block map
book, area response wall maps, and emergency field map updates.
Improve emergency response effectiveness by providing electronic accessibility to
response data 100% of the time.
Courage, Leadership, Duty 42
Upon receipt, ensure that emergency response personnel have updated hazard
information for identified locations.
Work with other GIS groups to promote consistency in GIS data.
Solicit input from end users to meet the changing and emerging needs of the PFA.
Strategic Initiative Alignment:
1 – High Quality and Innovative Core Services and 4 – Financial Responsibility
Measures of Output Progress:
Strategic
Initiatives
Primary Self‐
Assessment
Category/Criterion
Output
Measures
2018
Actual
2019
Actual
2020
Actual
2021
Goal
1 – High
Quality and
Innovative
Core Services
4 – Financial
Responsibility
9C.3: Technological
resources (e.g.,
telecommunications
equipment,
computer systems,
general business
software, etc.) and
the information
management system
are appropriate to
support the needs of
the agency. Access is
available to
technical support
personnel with
expertise in the
systems deployed
by the agency.
Documentation and
analysis of data are
accessible to the
agency.
% Satisfaction
rating as
assessed on IT
end-user
survey
79% 82% 86% 90%
% up-time for
Fire Records
Management
System
99.5% 99.9% 99.5% 100%
% up-time for
IT
infrastructure
99% 99% 99% 99%
Number of
suspected
malware
incidents/year
4 0 0 0
% of helpdesk
problems
resolved
90% 98% 97% 99%
% of
submitted
map changes
distributed in
hard copy
within 6
months from
date of receipt
100% 100% 100% 100%
% of
submitted
changes
entered into
GIS database
within 7 days
100% 100% 100% 100%
Courage, Leadership, Duty 43
Program Inputs:
Budget:
2020 Adopted 2020 Actual
$1,088,983 $1,253,884
If over/under budget, then please explain why:
We spent beyond our approved budget due to unforeseen costs involved with major
projects and improvements directly enhancing functions of the PFA.
Staffing:
Staffing for PFA’s IT/GIS team remained the same in 2020 in comparison to 2019. This is a
group of dedicated individuals that exemplify the PFA VMV.
Did you stop doing anything because of resources (Budget and/or Hours): We did
adapt to the challenges presented to us by the COVID-19 pandemic. While that did
unexpectedly increase our workload, we were able to support an organization that had
many of our personnel move to remote work locations. Despite the added work to
accommodate these changes, there was little to no change in our organization’s
productivity while at the same time holding unexpected costs to a minimum. While we did
not stop doing anything due to resource constraints, we were able to adapt and improvise
to meet the increased workload while at the same time complete many major projects in
2020.
Training:
Rather than attend in person training events and conferences to better our team member
abilities as we have done in previous years, 2020 training for the most part was conducted
online. Our team participated in a variety of online technical training events to continue
our education despite the adversities caused by the pandemic. Two key training events
were held. The first included learning best practices for our Office 365 rollout from our
implementation partner and using those best practices to implement the platform and
drive adoption of Office 365 in our organization. The second event that will help shape our
future was attending an online training course for System Center Service Manager (SCSM).
SCSM provides an integrated platform for automating and enhancing our level of service
for our customers. SCSM builds upon the Information Technology Infrastructure Library
(ITIL) framework which is widely adopted as best practice procedures and methodology by
industry experts in information technology. This technology and framework provide
processes for handling incident and problem resolution, change management/control, and
asset management.
Previous Year Accomplishments:
Listed below is a summary of projects the IT/GIS team accomplished in 2020. As in
previous year summaries, many of these projects will continue to be improved upon and
adopted well into 2021. 2020 was challenging, but a very productive year for our team.
Many technology improvements were implemented in 2020 such as a new CAD and Station
Courage, Leadership, Duty 44
Alerting system and changes such as this occur very infrequently (on average, these
changes occur once every 10 to 15 years). Again, 2020 was a big step forward in many
areas and we look forward to enhancing and improving this new technology moving
forward into 2021. We accomplished the following key items in 2020:
CAD
The PFA IT/GIS team worked closely with our vendor and partner agencies to build
and implement a top CAD platform (Central Square CAD Enterprise) that focuses on
interoperability with partner agencies in Larimer county which includes fire, EMS,
and police. This integration presents the PFA and the citizens we serve a reliable
response platform that focuses on getting the right personnel and equipment to the
emergency using the most efficient methods possible.
Station Alerting
The Purvis fire station and automated voice dispatch alerting system was
implemented to automate the process of alerting fire and rescue personnel by radio
communication and in station alerting. Building upon previously used technology,
the Purvis solution will enhance communications and decrease overall response time
for first responders. There are many features and functionality available to us and
we look forward to expanding the use of this platform to improve day-to-day
operations. The Purvis system integrated seamlessly with our new CAD system. Not
only does the system improve response time through technology solutions, but it is
also a much more streamlined and reliable system in comparison to the Zetron
solution we were using prior to Purvis.
First Due
Coming to the PFA in the 1st quarter of 2021 will be the First Due platform. Much of
the preliminary work to make this happen took place throughout 2020. This
streamlined and easy to use platform will assist our agency in a variety of areas
ranging from delivering pre-incident plans, data used during incident response, and
sharing building plans along with inspection data.
Office 365
A long-term goal came to realization in 2020 and that was the implementation of
Microsoft Office 365. There were many steps performed by IT personnel to make
this happen and much of that had to do with the migration of our existing domain to
a new domain infrastructure which alone is a major accomplishment. Upon
completion of the domain migration, we have begun educating all personnel on how
to best begin using the tools available to us. Overall, this collaboration platform
allows PFA members to work from anywhere, offers us the highest levels of security,
and allows us to build upon a continuously improving platform to help drive the PFA
forward.
New Intranet
Office 365 allows us to build a communication hub built upon SharePoint
technologies that can be used by all PFA personnel. This has been a long-term goal
of our IT team and department overall. Preliminary and important steps such as
consulting with internal personnel and external entities were completed in 2020
with a goal to have an improved and highly functional Intranet in place towards the
end of the 2nd quarter of 2021.
Disaster Recovery & Security
Courage, Leadership, Duty 45
We continued to enhance our secondary data center so that it can be a critical
resource available to us in disaster recovery/system outage scenarios. This work
includes beneficial changes made to our hardware, software, and network
infrastructure. Along with improving our DR profile, we improved overall security
by providing tools to aid our users such as self-service password reset capability.
Additional user education regarding security was delivered and a variety of
platform enhancements were performed with security improvements in mind.
Improved Connectivity
Sierra Wireless MG-90 mobile hotspot rollouts were completed for our frontline
apparatus along with the use of NetMotion VPN software. The utilization of both
technologies ensures consistent connectivity for our field personnel which can now
utilize multiple cell providers ensuring their connectivity most of the time.
Audio/Visual Upgrades
A longtime pain point for all PFA members has been the connectivity options in our
community rooms and classrooms across all the PFA. In 2020, we improved
systems to accommodate a variety of modern and legacy technologies in our
commonly used community/meeting rooms and training center classrooms.
Realizing the benefit that everyone has already experienced in these locations, we
agreed to enhance our Admin board room as well and that task as part of this
overall project is scheduled to be completed in the first quarter of 2021.
Wireless improvements / Wi-Fi network expansion
Another area of improvement to help meet the requests of our users and ensure the
correct level of security from an IT standpoint was accomplished in 2020. Two new
wireless networks were created to meet the demands of BYOD (Bring Your Own
Device) and IoT (Internet of Things). BYOD devices are simply items like personal
FF laptops/smartphones/tablets and IoT devices are items like televisions offering
additional capabilities to connect to the Internet for content retrieval and playback.
Having these new connection options available to our personnel improves service
delivery while at the same time improves our overall security and compliance.
Developing and improving business workflows
Along with the development of our new Intranet, we look to improve our business
workflows that are critical to the day-to-day operations of the PFA. Some examples
of items we are looking to improve are items such as staffing capabilities using SMS
in our platform known as TeleStaff. Other enhancements include the creation,
posting, and sharing of items such as AARs (After Action Reviews) by multiple
personnel. Beyond that, we look to improve form delivery in 2021 with our new
Intranet to aid communication and to streamline processes for all involved.
GIS
PFA GIS in conjunction with IT and members of PFA’s partner agencies
accomplished the following in 2020:
iPad electronic mapping enhancements
Enhancements to the Deccan platform used by the Planning and Analysis team
Expert map creation to meet the needs such of response personnel to respond to
incidents such as the wildland fires that ravaged our district this past year
Courage, Leadership, Duty 46
Being a critical resource supporting the GIS function for not only for PFA, but
also for our partner agencies in Larimer county
Detailed map production providing excellent decision-making tools for both
short- and long-term planning needs
Development of a new visual dashboard for use by PFA personnel which will
help day-to-day and will help the data tell PFA’s story visually long-term
The items listed above were a high-level overview of the IT/GIS function in 2020 and we in
IT and GIS are excited to work with all personnel and partner agencies to deliver the best
technologies in 2021.
Outcome of the Program:
All the items listed above contributed to the betterment of the PFA and citizens served. The
IT Team looks forward to an improved 2021 built upon the work completed in 2020.
Occupational Health & Safety Program
Accreditation Category/Performance Indicator: 7F – Occupational Health and Safety
and Risk Management, 7G – Wellness/Fitness Programs
Manager: Battalion Chief Dustin DeBaere
Division Chief Ryan McLean
Year: 2020
Program Description:
Identify risks to employee health and safety. Provide programs and support to reduce the
risk of injury and increase health and fitness levels of all PFA personnel. Health programs
include both physical health (fitness, strength, suitability, and durability) and mental
health. Utilizing Peer Fitness Trainers for physical health and fitness education, as well as
evaluation and support to increase overall fitness. Fire stations are equipped with a variety
of exercise equipment funded through this program. Mental health has been an often-
ignored problem in the fire service. Behavioral fitness involves thoughts, feelings, and
behavior. PFA has recently created a Peer Support Team to help personnel with a peer-
based, confidential resource for assistance or referral to a mental health specialist. The
team works under the license of a clinical supervisor to assure proper actions and care.
Safety is enhanced using the Safety Officer. The Safety Officer assists with incident scene
safety, injury reviews, vehicle accident investigations, and any safety-related concerns.
This program also provides oversight of work-related injuries, workers’ compensation
care, modified duty personnel, and the release of personnel back to duty from both on- or
off-duty injuries.
Program Objectives:
Courage, Leadership, Duty 47
Provide annual fitness evaluations and individual prescription fitness programs for
all PFA personnel.
Under the supervision of medical professionals, provide physical examinations to
determine employee fitness levels and potential health problems.
Provide health programs which address fitness, nutrition, employee assistance, and
stress reduction.
Continue to monitor national standards and regulations to assure compliance of the
PFA Occupational Health and Safety Program.
Seek new and innovative programs, methods, and equipment to assist in filling
PFA’s responsibility to provide for the health and safety of all its members.
Strategic Initiative Alignment:
1 – High Quality and Innovative Core Services, 3 – Workforce Development/Culture
4 – Financial Responsibility
Measures of Output Progress:
Courage, Leadership, Duty 48
Program Inputs:
Budget:
2020 Adopted 2020 Actual
$139,141 $155,607
Strategic Initiative
Primary Self‐
Assessment
Category/Criterion Output
Measures
2018
Actual
2019
Actual
2020
Actual
2021
Goal
1 – High Quality and
Innovative Core
Services
3 – Workforce
Development/Culture
4 – Financial
Responsibility
7F.7: A process is in
place to investigate
and document
accidents, injuries,
and legal actions,
etc., which is
supported by the
agency's
information
management
system.
Cost:
Includes a
reserve;
estimate to
cover costs
until a
claim is
closed
$324,208 $500,489 $435,161 $500,000
Lost time:
Work-
related
modified
duty plus
injury
leave
hours –
shown as
days
missed
284 279 250
Recordable
Accident
Frequency:
(# of
injuries x
200,000/
number of
worked
hrs)
5.8 3.8 5.0
Courage, Leadership, Duty 49
Warehouse
Accreditation Category/Performance Indicator: 6B – Fixed Facilities, 6E – Tools,
Supplies and Small Equipment, 6F – Safety Equipment
Manager: Battalion Chief Dustin DeBaere
Division Chief Ryan McLean
Year: 2020
Program Description:
The PFA warehouse is responsible for the inventory, purchasing, procurement, and
distribution of supplies to PFA personnel and facilities.
The program continually looks for ways to provide cost-effective supplies and equipment
and maximize the use of these resources. For example, changes in NFPA requirements for
bunker gear have resulted in supply of gear greater than ten years old. This “grinder” gear
is given identifying markings and is used for recruit basic training. Rated gear is always
used for any live fire training. Both varieties of gear are stored in the warehouse.
Introductory firefighters are provided with new bunker gear upon completion of the
training academy. This practice results in substantial savings over past practice of issuing
new gear to introductory firefighters who wore it heavily in the training academy.
The quartermaster system for wearing apparel provides wearing apparel for uniformed
positions and is distributed through the warehouse.
Program Objectives:
Identify vendors/suppliers to provide needed supplies to the warehouse for
distribution to PFA personnel and facilities.
Utilize bulk purchasing to increase cost-effectiveness.
Distribute supplies on an “as needed” basis.
Cache supplies for emergent situations.
Track supply consumption for budget planning purposes.
Repair serviceable equipment and protective equipment.
Strategic Initiative Alignment:
4 – Financial Responsibility
Courage, Leadership, Duty 50
Measures of Output Progress:
Program Inputs:
Budget:
2020 Adopted 2020 Actual
$83,500 $83,501
Self‐Contained Breathing Apparatus (SCBA) Maintenance
Accreditation Category/Performance Indicator: 6F – Safety Equipment
Manager: Battalion Chief Brandon Garcia
Division Chief Ryan McLean
Year: 2020
Program Description:
Provides readiness for the Authority self-contained breathing apparatus (SCBA), breathing
air compressors and testing equipment. The program manages, administers, and ensures a
respiratory protection program based on recognized practices, standards, and federal law.
Program Objectives:
Assure all SCBA meet state, federal, and industry standards; implement complete
replacement of SCBA equipment.
Provide adequate air supply and SCBA to effectively protect personnel on large-
scale incidents.
Provide respiratory protection to intercede, control, and recover from emergencies
as rapidly and effectively as possible.
Meet training requirements mandated by respiratory program standards and best
practices.
Provide support to Training Division with equipment, maintenance, and instruction.
Minimize downtime due to repair or preventative maintenance.
Forecast and plan program needs to maintain readiness, improve capability,
personnel protection, and currency with technology and standards.
Strategic
Initiative
Primary Self‐
Assessment
Category/
Criterion
Output
Measures
2018
Actual
2019
Actual
2020
Actual
2021
Goal
4 – Financial
Responsibility
6E.4: An
inventory control
and maintenance
tracking system is
in place and is
current.
Quartermaster
Supplied Costs/#
of Personnel
Served
$183.75 $279.42 $136.24 $230
Courage, Leadership, Duty 51
Strategic Initiative Alignment:
1 – High Quality and Innovative Core Services
4 – Financial Responsibility
Measures of Output Progress:
Program Inputs:
Budget:
2020 Adopted 2020 Actual
$117,531 $113,635
Training Center Operations and Maintenance
Accreditation Category/Performance Indicator: 8C = Training and Education Resources
Manager: Battalion Chief Brandon Garcia
Division Chief Ryan McLean
Year: 2020
Program Description:
This program is for administration and maintenance of the PFA Training Center located at
3400 West Vine Drive. This includes, but is not limited to, services affecting the
maintenance of buildings, landscaping, training props, classroom computers and video
equipment, clerical support for programs, custodial contracts, office supplies and
equipment, telephones, and scheduling internal and external use of the facilities.
Program Objectives:
Keep all facilities, props and equipment at the PFA Training Center in safe and
reliable operating condition.
Provide a process for scheduling external and internal use of the training facility.
Strategic
Initiative
Primary Self‐
Assessment
Category/Criterion
Output
Measures
2018
Actual
2019
Actual
2020
Actual
2021
Goal
1 – High
Quality and
Innovative
Core Services
4 – Financial
Responsibility
6F.5: A safety
equipment inventory
control and
maintenance tracking
system is in place and
current.
# of Service
Requests/#
of SCBA
Airpacks
.56 .41 .29 .40
Non-
warranty
repair
cost/SCBA
unit
0 0 0 0
Courage, Leadership, Duty 52
Maintain respectful and caring relationship with neighboring residents.
Finalize MOU with the City of Fort Collins Utilities and CSU for sharing new technical
rescue training area.
Plan and begin construction on Phase I of a new technical rescue training area and
preparing the site for new props in this service area.
Complete the kitchen in Building A.
Hire a part time employee to assist with facilities maintenance.
Complete an outdoor space for eating and teaching around Building A.
Strategic Initiative Alignment:
1 – High Quality and Innovative Core Services
3 – Workforce Development/Culture
4 – Financial Responsibility
Measures of Output Progress:
Program Inputs:
Budget:
2020 Adopted 2020 Actual
$740,964 $785,616
Strategic Initiative
Primary Self‐
Assessment
Category/Criterion
Output
Measures
2018
Actual
2019
Actual
2020
Actual
2021
Goal
1 – High Quality and
Innovative Core
Services
3 – Workforce
Development/Culture
4 – Financial
Responsibility
Core Competency
8C.1: Facilities and
Apparatus are
provided to support
the agency’s all-
hazards training
needs. The agency
has plans to address
any facilities and
apparatus not
available internally
to complete training
activities
Number of
trimester
inspections
of all
facilities,
props, and
equipment
to identify
potential
safety
problems,
limiting
exposure
to hazards
and
lowering
risk
completed
on time
3 3 3 3
Courage, Leadership, Duty 53
Employee Training & Development
Accreditation Category/Performance Indicator: 8A – Training and Education Program
Requirements, 8B – Training and Education Program Performance
Manager: Battalion Chief Brandon Garcia
Division Chief Ryan McLean
Year: 2020
Program Description:
This program supports employee training, professional development, external education,
continuing education, tuition reimbursement, new program development, educational
resources and texts, and basic skills associated with PFA personnel roles and
responsibilities. This includes training and professional development of firefighters, driver
operators, current and prospective captains, battalion chiefs, and civilian employees.
Program Objectives:
Continue a sustainable professional development program for PFA firefighters,
captains, and chief officers that embraces a national professional development
model.
Create an environment that supports civilian employees’ professional development.
Develop and provide classroom and field training on selected topics to all uniformed
PFA personnel.
Provide for annual Driver/Operator, Captain, and Battalion Chief Academies as
indicated by organizational needs.
Ensure and maintain a competency-based training program that is consistent with
National Fire Protection Association (NFPA) firefighter standards, Insurance
Services Office (ISO) recommendations, accreditation performance indicators,
regulatory mandates, and the PFA strategic plan and PFA policies.
Maintain required training records consistent with National Fire Protection
Association (NFPA) firefighter standards, Colorado Municipal Certification Board
(CMCB) requirements, ISO recommendations, accreditation performance indicators,
regulatory mandates, and the PFA strategic plan and PFA policies.
Provide PFA employees innovative self-training opportunities.
Plan and implement a trial mentoring program.
Strategic Initiative Alignment:
1 – High Quality and Innovative Core Services
3 – Workforce Development/Culture
4 – Financial Responsibility
Courage, Leadership, Duty 54
Measures of Output Progress:
Strategic
Initiative
Primary Self‐
Assessment
Category/
Criterion
Output Measures 2018
Actual
2019
Actual
2020
Actual
2021
Goal
1 – High
Quality and
Innovative
Core Services
3 – Workforce
Development/
Culture
4 – Financial
Responsibility
8B: Training and
Education
Program
Performance
Training/
education
programs are
provided to
support the
agency’s needs.
Basic Skills –
Completion rate of
Target Solutions
assignments within
designated timeframe
100% 73% 85% 100%
Driver Operator (DO) -
Completion rate of
Target Solutions
assignments within
designated timeframe
100% 100% 100% 100%
DO – Provision of DO
academy during
calendar year
1 1 1 1
Truck DO - Completion
rate of Target Solutions
assignments within
designated timeframe
100% 100% 100% 100%
Officer Development –
Provision of Fire
Officer I and II classes
in conjunction with
CSU
1 FOI
0 FOII
1 FOI
1FOII 1 each 1
each
Officer Development –
Provision of Fire
Instructor I classes
1 1 1 1
Officer Development -
Completion rate of
Target Solutions
assignments within
designated timeframe
100% 81% 80% 100%
Officer Development -
Provision of
Captain/BC academy
during calendar year
1 each 1 each 1 each 1
each
Core
Competency
8B.3: The
Review, develop and
Deliver Company
Performance Tasks
Two
times
per
Two
times
per
Two
times
per
Two
times
per
Courage, Leadership, Duty 55
Program Inputs:
Budget:
2020 Adopted 2020 Actual
$131,521 $58,075
Recruit Fire Academy
Accreditation Category/Performance Indicator: 7B – Recruitment, Selection, Retention
and Promotion, 8B – Training and Education Program Performance
Manager: Battalion Chief Brandon Garcia
Division Chief Ryan McLean
Year: 2020
Program Description:
This program provides training and education for new career firefighters. This includes
new employee orientation and all related new employee training activities after the start
date and prior to shift assignment. This program is administered twice a year through the
Front Range Fire Consortium (FRFC) membership departments. The Training Division
provides instructor support, program administration and management, funding, testing
and temporary housing for recruits.
Program Objectives:
Maintain a professional learning environment for new recruits.
agency evaluates
individual and
crew
performance
through
validated and
documented
performance-
based
measurements
(CPTs) used to
evaluate crews on core
competencies
year year year year
Review, develop and
deliver D/O
competency
evaluations
1 per
year
1 per
year
1 per
year
1 per
year
8B.5: The
agency
maintains a
training records
management
system that
meets
recognized
standards
Maintain training
records/certifications
throughout the year to
NFPA standard
Analyze training
records annually for
ISO, regulatory, and
PFA policy compliance
100% 100% 100% 100%
Courage, Leadership, Duty 56
Provide training on Firefighter I and II skills and knowledge to meet a standard
performance level of NFPA standards and certification.
Provide training on Hazardous materials awareness and operations level training
and certification.
Provide training on specialized rescue awareness level.
Provide training on Red Card wildland training and certification.
Provide training on apparatus familiarization and operations.
Provide training on familiarization of records, reports and policies associated with
firefighting.
Graduate a recruit with a CMCB Firefighter I, Firefighter II, and Hazardous Materials
Operations certifications.
Complete all billing of the FRFC under the lease agreement.
Maintain and deliver all standardized test for the duration of the fire academy.
Strategic Initiative Alignment:
1 – High Quality and Innovative Core Services, 3 – Workforce Development/Culture, 4 –
Financial Responsibility
Measures of Output Progress:
Strategic Initiative
Primary Self‐
Assessment
Category/Criterion
Output
Measures
2018
Actual
2019
Actual
2020
Actual
2021
Goal
1 – High Quality and
Innovative Core
Services
3 – Workforce
Development/Culture
4 – Financial
Responsibility
Core Competency
8B3: The agency
evaluates individual
and crew
performance
through validated
and documented
performance-based
measurements
% recruits
complete
FRFC Recruit
Academy
and certify at
a minimum
of
Firefighter-I
and Hazmat
Operations
100% 100% 100% 100%
7B.5: A new
member orientation
program is in place.
% recruits
successfully
completing
post
academy
introductory
period in one
year
100% 100% 100% 100%
% recruits
who
complete a
task book
prior to the
end of their
introductory
year
100% 100% 100% 100%
Courage, Leadership, Duty 57
Program Inputs:
Budget:
2020 Adopted 2020 Actual
$197,342 $133,015
Certification
Accreditation Category/Performance Indicator: 8A – Training and Education Program
Requirements, 8B – Training and Education Program Performance
Manager: Battalion Chief Brandon Garcia
Division Chief Ryan McLean
Year: 2020
Program Description:
The Training Division provides and maintains certification for all career uniform personnel
through the CMCB. The Training Division develops, provides, and supports all facets of
certification, including providing certified evaluators, supportive classes, testing and
evaluation administration for PFA and CMCB members, and recordkeeping of all current
and expired certifications. The program pays for the direct costs to the CMCB for one sixth
of the expenses, administrative fees, office and management costs and tests for the entire
PFA certification program.
Program Objectives:
Provide numerous CMCB certifications and/or certificates of recognition or
compliance to career uniform personnel.
Provide classes supporting the following certifications: Firefighter I & II; Hazmat
Operations; Hazmat Technician; Fire Instructor I; Fire Officer I & II;
Driver/Operator; Aerial Driver Operator; and Utility Operator at least once per year.
Provide funding to support new certifications (e.g., Fire Officer III, Tech Rescue)
Continue working and improving programs with CMCB, CSU, and Aims Community
College in education and certification.
Strategic Initiative Alignment:
1 – High Quality and Innovative Core Services
3 – Workforce Development/Culture
4 – Financial Responsibility
Courage, Leadership, Duty 58
Measures of Output Progress:
Program Inputs:
Budget:
2020 Adopted 2020 Actual
$64,606 $32,691
Strategic Initiative
Primary Self‐
Assessment
Category/Criterion
Output
Measures
2018
Actual
2019
Actual
2020
Actual
2021
Goal
1 – High Quality and
Innovative Core
Services
3 – Workforce
Development/Culture
4 – Financial
Responsibility
8A.4: The agency
has identified
minimum levels of
training required for
all positions in the
organization
% firefighters
possessing
required
certificates
based on
eligibility and
current
policy
100% 100% 100% 100%
% firefighters
passing
training
programs
and obtaining
certifications
100% 100% 100% 100%
8B.1 A process is
in place to ensure
that personnel are
appropriately
trained
% Captains
and BCs
certified to
Fire Officer I
100% 96% 96% 100%
% BCs
certified to
Fire Officer II
67% 72% 81% 77%
8B.5: The agency
maintains a training
records
management system
that meets
recognized
standards
% current
certifications
filed
electronically
in a
searchable
format
100% 100% 100% 100%
Courage, Leadership, Duty 59
Administration Division Outcomes
Administration Division Outcomes
Targeted Outcome
Measures
Actual
2018
Actual
2019
Actual
2020 2021 Goal
7B.4: The agency’s
workforce composition
is reflective of the
service area
demographics or the
agency has put forth a
reasonable effort by
instituting an effective
recruitment plan to
achieve the desired
workforce composition
- % of minority
firefighters
14% total
workforce,
14.5%
uniformed,
12.2%
civilian
12.1% total
workforce,
11.9%
uniformed,
13.8%
civilian
12.78%
total
workforce,
12.04%
uniformed,
1.85%
civilian
Reflect community
at 15.6% minority
population *
Demographic Data
(hiring diversity) - %
diverse recruit
firefighters - minority
11% 16.6% 25% 15.6% *
Demographic Data
(hiring diversity) - %
recruit firefighters -
female
0% 0% 12.5% ≥2%
Percentage diverse
workforce – uniform
minority
N/R 11.9% 12.04% 15.6% *
Percentage diverse
workforce – civilian
minority
N/R 13.8% 17.85% 15.6% *
Percentage diverse
workforce – uniform
female
N/R
8.1%
(National
average for
paid
departments
is 4% (NFPA)
7.32% 10.0%
Percentage diverse
workforce – civilian
female
N/R 55.2% 60.71% 46.4% *
% of budget
underspent at year-end 2.2% 4.2% 3.33%
1.75%
Courage, Leadership, Duty 60
Administration Division Outcomes
Percent of accepted
2015 Accreditation
Peer Team
Recommendations
Implemented
70% 76% 80%
New
Recommendations
in 2020
Financial audit findings
indicating financial
statements in comply
with established
accounting practices
100% 100% 100% 100%
Office of the Chief and Administration
Accreditation Category/Performance Indicator: 4C – Resource Allocation, 4B – Financial
Practices, 7B.4 – Workforce Compositions, 3D – Measurement of Organizational Progress
Manager: Administrative Services Director Ann Turnquist
Year: 2020
Program Description:
The Office of the Fire Chief and Administrative Services provides administrative support
services to the entire Poudre Fire Authority. These services include Financial and Budget
Management, Human Resources, Planning and Analysis, and general administrative
support. This program includes funding for the Fire Chief and the Administrative staff who
support the Authority.
Program Objectives:
Provide leadership to the entire Poudre Fire Authority organization through the
work of the Fire Chief, helping facilitate values and a unified mission to the
organization through the cooperative work of the Senior Leadership Team.
Develop and implement an updated organizational strategic plan, anchored in PFA’s
Values, Mission and Vision.
Provide executive and support services for the Poudre Valley Fire Protection
District.
Provide support to Poudre Fire Authority Board of Directors and maintain
relationships with City Council via annual report.
Provide administrative assistance to all Divisions.
Provide financial management assistance in the areas of budgeting, audit, and
payroll to all divisions.
Develop an annual operating budget and Long-Range Financial Plan for approval by
the PFA Board.
Oversee liability, property, and workers’ compensation insurance package.
Provide Human Resources services to the organization.
Courage, Leadership, Duty 61
Ensure that 100% of employees receive an annual performance evaluation.
Develop and implement planning and analysis services for performance
measurement, program efficiency evaluation, and accreditation compliance through
the Center for Public Safety Excellence.
Manage external relationships through various intergovernmental agreements.
Strategic Initiative Alignment:
3 – Workforce Development/Culture
4 – Financial Responsibility
5 – Governance and Organizational Sustainability
Measures of Output Progress:
Strategic
Initiative
Primary Self‐
Assessment
Category/Criterion
Output
Measures
2018
Actual
2019
Actual
2020
Revised
2021
Goal
3 – Workforce
Development
/Culture
4- Financial
Responsibility
5 –
Governance
and
Organizational
Sustainability
4C: Resource
Allocation Financial
resources are allocated
appropriately to
support the established
organizational mission,
the stated long‐term
plan, goals, and
objectives, and to
maintain the quality of
programs and services.
4B: Financial Practices
Financial management
of the agency exhibits
sound budgeting and
control, proper
recording, reporting,
and auditing.
Meet and
exceed
Distinguished
Budget
Presentation
Award criteria
100% 100% 100% 100%
Meet and
exceed
Government
Finance
Officers
Association
Certificate of
Excellence in
Financial
Reporting
criteria
100% 100% 100% 100%
7B.4: The agency’s
workforce
composition is
reflective of the
service area
demographics or the
agency has put forth a
reasonable effort by
instituting an effective
recruitment plan to
achieve the desired
workforce
composition - % of
% diverse
applicants on
eligibility list -
minority
No
Hiring
Process
21.15%
No
Hiring
Process
20%
% diverse
applicants on
eligibility list -
female
No
Hiring
Process
11.54%
No
Hiring
Process
10%
Courage, Leadership, Duty 62
minority firefighters
3D. Measurement of
Organizational
Progress
Meet /exceed
ICMA Center
Performance
Measurement
Certificate of
Excellence
criteria
100% 66% 100% 100%
Program Inputs:
Budget:
2020 Adopted 2020 Revised 2020 Actual
$2,811,443 $6,509,652 $6,532,011
Courage, Leadership, Duty 63
2020 PERFORMANCE COMPARISONS
The 2018-2023 Strategic Plan was approved by the PFA Board in February 2018 and sets
long-term direction for the Authority. Based upon the information gathered through the
community-driven strategic planning process and the determination of critical issues and
service gaps, the following strategic initiatives were identified as the foundation for the
development of goals and objectives:
1. High Quality and Innovative Core Services (aligned with Center for Public Safety
Excellence Self-Assessment)
2. Proactive Internal/External Communications
3. Workforce Development/Culture
4. Financial Responsibility
5. Governance and Organizational Sustainability
The Authority’s strategic initiatives and goals are well aligned with the PFA Annual Budget
and Accreditation process to measure the performance of fire protection and emergency
service delivery at a macro level.
The benchmark survey is a means of comparing PFA’s performance against other
jurisdictions to assess how well the Authority is performing. The results are displayed in
graphs providing actual values and a five-year history for PFA and national data when
available (2020 national data will become available between September and November
2021). The 2020 Benchmarking survey participants have been reviewed and reflect
comparable population, college or university in community, non-municipal fire
departments (where possible), and accredited agencies thereby creating a more accurate
comparison and aligning long-term direction. The invited participants include Arvada Fire
Protection District, Aurora Fire Rescue, Boulder Fire Rescue, Longmont Fire Department,
Loveland Fire Rescue Authority, Gainesville Fire Rescue (FL), Corvallis Fire Department
(OR), Guelph Fire (Ontario, Canada), Rockford Fire Department (IL), Grand Rapids Fire
Department (MI), and Bellevue Fire Department (WA). The Scottsdale Fire Department
(AZ) was added from existing International City/County Management Association (ICMA)
benchmark data. Staff evaluated the benchmark survey and made changes to align long-
term direction. The five-year PFA history provides a means for citizens to assess how PFA
has performed historically, and, where available, how PFA compares on a national level.
Due to the COVID-19 pandemic nationwide, many comparison departments did not
participate in the 2020 Benchmark Survey.
Outcomes are organized into areas related directly to the Strategic Initiatives and Goals
outlined in the 2018 Strategic Plan. This provides a picture of how PFA is doing in relation
to the outcomes and whether performance is improving in relation to goals.
Courage, Leadership, Duty 64
Goal 1 – Deliver the highest quality and innovative service within the Poudre Fire
Authority jurisdiction, which is guided by data analysis, self‐assessment and
aligned with the Center for Performance Safety Excellence Fire and
Emergency Service Self‐Assessment.
Response Time
PFA’s goal in 2020, for the percent of time PFA fire personnel are on scene within six
minutes 20 seconds in the urban area, was 53% in 2020.
In March of 2020, PFA returned to Emergency Medical Dispatch (EMD) and send, which
adds time to call processing on medical calls. A reduction in response time was anticipated
as dispatchers got used to using EMD in full again as well as the time it takes to dispatch
this way. It is needed to work on “right-sizing the response” in the correct way, such as
using a Roving Alternative Medical (RAM) Unit where needed along with a basic life
support ambulance. Medicals make up 65% of PFA’s call volume, and automatic
dispatching and station alerting (new in 2020) will help some with response time. The
focus will shift to evaluating Delta and Echo medicals and structure fires versus all
emergent calls as well.
At the same time, the urban area went from 48 square miles to 77 square miles: a much
larger service area. The increased area came about when Center for Public Safety
Excellence (CPSE) removed the suburban designation, as well as the new urban area of the
growth management area for Fort Collins. PFA has a specific policy on this development
that is coordinated with the NLCERA contract as Zone 1. Every citizen in the City of Fort
Collins deserves the same urban level of service as well. This is where RAM units, new
station areas (future Station 15’s area is in the urban zone), and even station location
evaluation will need to be done.
Intercede Before Flashover
Flashover is the stage of a structure fire when it becomes extremely dangerous to
occupants, destructive to structures, and hazardous to firefighters. During a flashover,
temperatures and conditions are intense and an entire room can burst into flames, causing
a fire to spread to other parts of the structure. By containing a fire to its room of origin,
either through rapid fire department response, fire sprinklers, or fire containment, fire loss
and injuries to occupants and firefighters can be reduced. Delaying flashover also allows
more time to complete a search and rescue of the burning room or allow a firefighter to go
Strategic Initiative 1
“High Quality and Innovative Core Services.”
Courage, Leadership, Duty 65
above a fire to rescue a trapped victim. Delaying flashover and fire spread can limit fire loss
and injuries to occupants and firefighters.
Poudre Fire Authority staff strongly believes that the best service to the community is to
prevent fires from occurring; however, when fires occur, limiting the loss of life and
property becomes the best service. Interceding before flashover measures the success of
all Authority services (education, prevention, and response) in controlling fire before fire
extends beyond the room in which the fire started. If fires are not interceded before
flashover, more lives and property are threatened and the risk of losing control of the fire is
increased.
91.0 89.8 96.97 93.54 96.43
0.0
10.0
20.0
30.0
40.0
50.0
60.0
70.0
80.0
90.0
100.0
2016 2017 2018 2019 2020Percent of Time Interceded before FlashoverPercent of Time PFA Intercedes before Flashover
(contained to room of origin)
Courage, Leadership, Duty 66
$0.00
$0.02
$0.04
$0.06
$0.08
$0.10
$0.12
$0.14
2016 2017 2018 2019 2020Fire LossPFA Loss Per $1,000 Property Protected
and 5-Year Average History
PFA Annual Loss per $1,000 Property Protected PFA 5-Year Average
B
E
T
T
E
R
0.0
0.5
1.0
1.5
2.0
2.5
3.0
3.5
4.0
Fires Per 1,000 PopulationFire Department
2020 Number of Fires
Per 1,000 Population
B
E
T
T
E
R
Courage, Leadership, Duty 67
Maintaining an insurance rate as low as possible within the City of Fort Collins and the
urban area of the Poudre Valley Fire Protection District is a goal of the Poudre Fire
Authority. In 2015, the Insurance Services Office (ISO) rated PFA at a 2, due in part to
transitioning a volunteer station to a fully staffed station in Timnath, and the rating
continues at a 2 into 2020.
Goal 2 – Provide the highest level of care, and enhance public safety, through
development of an efficient, integrated and collaborative EMS system.
In 2015 PFA entered into a contract with Poudre Valley Health Systems as the sole
emergency ambulance provider for the PFA’s jurisdiction and surrounding areas in Larimer
County. This is the first contract of its kind in PFA’s jurisdiction and has resulted in
expanded services, increased staffing, as well as a reduction in PFA’s Advanced Life
Support partner’s response times.
0
1
2
3
4
5
ISO RatingFire Department
2020 Urban ISO Rating Per Community
B
E
T
T
E
R
Courage, Leadership, Duty 68
Courage, Leadership, Duty 69
Courage, Leadership, Duty 70
0
2
4
6
8
10
12
14
Injuries per 100,000 Population ServedFire Department
2020 Civilian Fire Injuries
Per 100,000 Population
B
E
T
T
E
R
0
2
4
6
2016 2017 2018 2019 2020Civilian InjuriesPFA & Nation Civilian Fire Injuries
Per 100,000 Population
5-Year History
PFA Nation PFA 5-Year Average
B
E
T
T
E
R
Courage, Leadership, Duty 71
0
1
2
3
4
5
Civilian DeathsFire Department
2020 Civilian Fire Deaths
B
E
T
T
E
R
0
0.2
0.4
0.6
0.8
1
1.2
2016 2017 2018 2019 2020
Civilian Deaths Per 100,000 PopulationPFA & Nation Civilian Fire Deaths
Per 100,000 Population and
5-Year History
PFA Nation PFA 5-Year Average
B
E
T
T
E
R
Courage, Leadership, Duty 72
Goal 3 – Deliver effective level of special operations services to address the
community risk.
Please see the program reports for Hazardous Materials Response Team (page 18),
Technical Rescue (page 23), and Wildland Program (page 28).
Goal 4 – Increase community awareness of the services provided by Poudre Fire
Authority
Objectives for this goal fall under the PFA Public Affairs and Communications Manager.
Increasing the community’s awareness of the services provided by PFA was continued and
improved during 2019 (no survey conducted in 2020).
PFA presents an annual report to both the Fort Collins City Council and the Poudre Valley
Fire Protection District Board; these annual reports are available for viewing at
https://www.poudre-fire.org/about-us/annual-reports-budgets.
Another way PFA monitors community awareness is through surveys. City residents are
surveyed by the National Research Center on municipal services, and they compare their
findings to national benchmarks as shown in the following table.
Type of
Service
Quality of Service Rating
Very Good/Good
2012 2013 2015 2017 2018 2019
2013
National
Comparison
2019
National
Comparison
Fire Services
Overall 85% 89% 87% 89% 83% 85% Similar Lower
Fire Response
Time 84% 89% 87% 91% 83% 85% Above Not Available
Emergency
Preparedness 75% 80% 76% 79% 76% 75% Much Above Much Higher
Fire
Prevention/
Education
72% 74% 78% 74% 73% 72% Much Above Similar
Note, prior to 2015 “fire service overall” was described as “Fire services”, and between
24% and 41% of respondents said “no opinion” when evaluating emergency preparedness,
disaster response and restoration, fire prevention and education, fire response time, and
Strategic Initiative 2
“Proactive Internal/External Communications.”
Courage, Leadership, Duty 73
fire services overall. Differences in ratings for fire services overall could be due, in part, to
changes in question wording as well as the addition of other, more specific fire-related
safety services.
Goal 5 – Develop and maintain a diverse, inclusive, well‐trained, mission‐ready
workforce to protect life and property
Targeted Outcome Measures Actual
2018
Actual
2019
Actual
2020
2021
Goal
% diversity applicants—minority
identified
No Hiring
Process 21.66% No Hiring
Process 19%
% diversity applicants —female No Hiring
Process 8.8% No Hiring
Process 10%
% diverse applicants on eligibility
list—minority
No Hiring
Process 21.15% No Hiring
Process 20%
% diverse applicants on eligibility
list —female
No Hiring
Process 11.54% No Hiring
Process 10%
Workers’ Compensation Experience
Modifier .96 1.02 1.12 .85
1.83
1.60
1.36 1.28
0.90
0.93 0.86
0.00
0.20
0.40
0.60
0.80
1.00
1.20
1.40
1.60
1.80
2.00
Uniformed Personnel per 1,000 Population2020 Uniformed Personnel Per 1,000 Population
Strategic Initiative 3
“Workforce Development/Culture.”
Courage, Leadership, Duty 74
No deaths are the only acceptable goal for PFA. While there are always risks inherent in
firefighting, these risks can be reduced by extensive training, adequate equipment, sound
operational policies and proper analysis of the risks and benefits taken by each firefighter
when engaged in emergency operations. PFA has not had a line of duty death and
continued that trend in 2020 with zero firefighter deaths.
Courage, Leadership, Duty 75
Goal 6 – Foster an environment of fiscal responsibilities at all levels
Measures of Progress for this Strategic Initiative include achievement of the Government
Finance Officers Association recognition for budget presentation and comprehensive
annual financial report, as well as providing an annual report to City Council and Poudre
Valley Fire Protection District Board of Directors.
The Government Finance Officers Association of the United States and Canada (GFOA)
presented a Distinguished Budget Presentation Award to Poudre Fire Authority, Colorado
for its annual budget for the fiscal year beginning January 1, 2020. This was the 20th
consecutive year that PFA has achieved this prestigious award. In order to receive this
award, a governmental unit must publish a budget document that meets program criteria
as a policy document, as an operations guide, as a financial plan, and as a communications
device.
This award is valid for a period of one year only. Staff believes the current budget
continues to conform to program requirements and is being submitted to GFOA to
determine its eligibility for another award.
Strategic Initiative 4
“Financial Responsibility.”
Courage, Leadership, Duty 76
The Poudre Fire Authority’s comprehensive annual financial report for the year ended
2019, from which the information on this page has been drawn, was awarded the
Certificate of Achievement for Excellence in Financial Reporting by GFOA. The Certificate
of Achievement is the highest form of recognition for excellence in state and local
government financial reporting. In order to be awarded a Certificate of Achievement, a
government must publish an easily readable and efficiently organized comprehensive
annual financial report. This report must satisfy both generally accepted accounting
principles and applicable legal requirements.
A Certificate of Achievement is valid for a period of one year only. PFA staff believes that
the 2020 comprehensive annual financial report continues to meet the Certificate of
Achievement Program’s requirements and will be submitted to the GFOA to determine its
eligibility for another certificate.
The year 2015 reflected the first full year of the implementation of the restated
Intergovernmental Agreement (IGA) and Revenue Allocation Formula between the City of
Fort Collins (City) and the Poudre Valley Fire Protection District (PVFPD). The stepped-up
funding level has helped PFA begin to address lingering needs and funding shortfalls from
previous years. A more sustainable funding stream has been created through the
City/PVFPD IGA and Revenue Allocation Formula, supporting the goal of maintaining a
stable and predictable funding stream.
Courage, Leadership, Duty 77
Goal 7 – Plan for long‐term issues and demands that will shape the future of the
Authority and its governance structure.
Objectives under Goal 7 include seeking opportunities for regionalization of emergency
services, preparing for future major annexations to the City of Fort Collins, and Long-Range
Financial Planning. The objectives for Goal 7 are all in various stages of completion.
$377.13
$349.90
$218.17
$187.47 $185.50
$162.75 $148.15
$0
$25
$50
$75
$100
$125
$150
$175
$200
$225
$250
$275
$300
$325
$350
$375
$400
Cost Per CapitaFire Department
2020 Budget Per Capita
Strategic Initiative 5
“Governance and Organizational Sustainability.”
Courage, Leadership, Duty 78
City/District Comparative Statistics
Call Assessed Contribution
Ratio Value Ratio Ratio
2008 CITY 83.67 82.05 80.25
DIST 16.33 17.95 19.75
2009 CITY 83.93 80.30 80.20
DIST 16.07 19.70 19.80
2010 CITY 84.50 80.96 80.82
DIST 15.50 19.04 19.18
2011 CITY 83.75 81.01 81.12
DIST 16.24 18.99 18.98
2012 CITY 83.58 81.54 81.05
DIST 16.42 18.46 18.95
2013 CITY 83.65 82.18 82.10
DIST 16.35 17.82 17.90
2014 CITY 84.11 82.04 82.26
DIST 15.89 17.96 17.73
2015 CITY 84.53 82.13 82.891
DIST 15.47 17.87 17.11
2016 CITY 84.61 80.90 74.24
DIST 15.39 19.10 25.762
2017 CITY 85.88 82.12 83.27
DIST 14.12 17.88 16.73
2018 CITY 85.67 80.30 80.68
DIST 14.33 19.70 19.32
2019 CITY 85.95 80.90 81.35
DIST 14.05 19.10 18.65
2020 CITY 84.31 80.68 79.55
DIST 15.69 19.32 20.45
1 2015 included first year of updated City Revenue Allocation Formula contribution
2 2016 included District capital contribution for Station 8 and Timnath Tax Increment Financing funds for
Station 8 staffing and construction
Courage, Leadership, Duty 79
2020 PFA Budget Review
The 2020 PFA general fund actual spending compared to budget reflects an underspend of
3.3%, or $1.4 Million. In addition, the ending fund balance for 2020 benefitted from higher
fees for services, interest income, and miscellaneous revenue with revenue of $937,635
higher than projected, and, due to COVID-19, a $100,000 reduction in the PVFPD
Contribution. Note: these are not audited figures and subject to change.
Poudre Fire Authority Actual Spending to Budget, 2020
Poudre Fire Authority General Fund Reserves
General Fund
Statement of Revenues, Expenditures and Changes in Fund Balances--
Actual and Budget
For the Month Ended December 31, 2020
REVENUES Actual Year-to-Date Budget
Percent Year-to-
Date Budget
Received/
Expended
Intergovernmental $36,535,750 $36,639,138
Fees and charges for services 1,377,627 919,255
Earnings on Investments 276,587 40,000
Grants 1,000
Miscellaneous revenue 548,137 201,073
Total Revenues 38,738,101 37,800,466 102.48%
EXPENDITURES
Administration 6,510,809 6,509,652
Fire Prevention & Comm Risk Reduction 2,319,449 2,740,845
Grants 1,483 0
Support 6,578,982 8,711,293
Operations 23,566,678 24,327,605
Total Expenditures 38,977,401 42,289,396 -7.83%
Excess or Deficiency of Revenues Over or
Under Expenditures ($239,300) ($4,488,930)
Fund Balance January 1, 2020 $16,698,658
Fund Balance December 31, 2020 $16,459,358
Year-to-Date 2020
Courage, Leadership, Duty 80
Poudre Fire Authority’s reserve policy states a minimum 3% of operating revenues must be
held in the reserve for contingencies and 3% of revenue must be held in the revenue
reserve. If the revenue reserve and contingency reserve are depleted below reserve policy
levels (6%), the fire chief will develop a restoration plan to restore balances over a two-
year period.
Poudre Fire Authority Capital Actual, 2020
In 2020, PFA staff had plans to remodel the Station 6 mechanic shop and to remodel Station
7 in Laporte (2807 Overland Trail). These projects were put on hold due to the COVID-19
spending freeze and are anticipated to begin in 2021. The Apparatus Replacement
schedule for 2020 included replacement of Ladder 1, a glider engine, Hazardous Materials
unit refurbishment, and Boat 7. Again, due to COVID-19 spending freeze, some of these
expenditures did not occur.
Beginning Balance $16,698,658
Revenue 38,738,101
<Expenditures> (40,734,480)
Fund Balance $14,702,279
% of
Reserves Revenue
Unassigned ‐ Reserve for Contingency 7,060,139 18.23%
Restricted ‐ Reserve for CityGive 9,000 0.02%
Restricted ‐ Reserve for EMS Contract 1,250 0.00%
Restricted ‐ Reserve for KFCG 136,419 0.35%
Assigned ‐ Revenue Reserve 1,131,173 2.92%
Assigned ‐ Reserve for Operations Eqp. & Replacement 55,059 0.14%
Assigned ‐ Reserve for Support Maint. & Replacement 5,847,067 39.77%
Assigned ‐ Encumbrances 0.00%
Assigned ‐ Insurance Liabilities Reserve 462,172 1.19%
Total Reserves $14,702,279 37.95%
Projected 2020 Fund Balance
Courage, Leadership, Duty 81
Poudre Fire Authority Board Actions – 2020
20-1 Concerning the Appointment of Employer Representatives to the Boards of Trustees
of the Poudre Fire Authority Old and New Hire Money Purchase Pension Plans
20-2 Establishing Electronic Board Meeting Policy During COVID-19 Pandemic
20-3 Appropriating Reserve for Contingency Funds for Repair of Fire Station Roofs as a
Result of the 2019 Hailstorm
20-4 Amending the 2020 Budget and Reappropriating Funds for Prior Year
Encumbrances
20-5 Adopting the Poudre Fire Authority Community Risk-Assessment – Standards of
Cover
20-6 Appropriation of PulsePoint Marketing Grant Funds
20-7 Approving Poudre Fire Authority (PFA) Pension Plan Changes and Authorizing the
Board Chair to Execute Documents to Implement the Changes
20-8 Amending Electronic Board Meeting Policy During Covid-19 Pandemic
20-9 Designating the City of Fort Collins, Colorado as the Plan Administrator of the
Poudre Fire Authority 457 (B) Deferred Compensation Plan
20-10 Approving Poudre Fire Authority (PFA) Pension Plans (401s, 457, and Fire Chief
Plan) and Authorizing the Board Chair to Execute Documents to Implement the
Transition to Nationwide as Recordkeeper
Capital Fund
Statement of Revenues, Expenditures and Changes in Fund Balances--
Actual and Budget
For the Month Ended December 31, 2020
REVENUES
Year-to-Date
Actual
Annual
Budget
Percent Received/
Expended
Apparatus Replacement $1,566,919 $1,396,724
Burn Building $99,610 $106,073
Station 6 Shop $5,708 $15,000
Station 7 $4,487,063 $4,509,750
Total Revenues $6,159,300 $6,027,547 102.19%
EXPENDITURES
Current:
Apparatus Replacement $502,525 $1,442,586
Burn Building $716,457 $120,153
Station 6 Shop $80,362 $2,015,000
Station 7 $3,000 $4,509,750
Total Expenditures $1,302,344 $8,087,489 16.10%
Excess or Deficiency of Revenues Over or Under Expenditures $4,856,956 $1,566,429
Fund Balance January 1, 2020 $4,869,279
Fund Balance December 31, 2020 $9,726,235
Courage, Leadership, Duty 82
20-11 Approving the Poudre Fire Authority (PFA) 457(b) Deferred Compensation Plan
Adoption Agreement and Authorizing the Board Chair to Execute Documents to
Implement the Transition to Nationwide as Recordkeeper
20-12 Approving and Adopting the Poudre Fire Authority Post-Employment Health Plan,
Delegate Authority to Poudre Fire Authority Director of Administrative Services to
Execute any and all PEHP documents as necessary, and Delegate to the City and
Nationwide the Authority to Administer and Maintain the PEHP in Relation to
Article 25, Section 7 of the Collective Bargaining Agreement, and to Ratify, Confirm,
and Approve Actions Heretofore
20-13 Approving and Ratifying the 2021 Collective Bargaining Agreement Between the
Poudre Fire Authority and Local 1945
20-14 Appropriating Thermal Imager Subsidiary Reserve to Purchase Thermal Imaging
Cameras
20-15 Setting the Poudre Fire Authority Board of Directors 2021 Meeting Dates
20-16 Appropriating Reserve for Contingency Funds for City of Fort Collins Emergency
Operations Center
20-17 Appropriation of Unanticipated Revenue, Keep Fort Collins Great Reserve Held by
City of Fort Collins
20-18 Authorizing the Fire Chief, or his Designee, to Execute a Contract over $85,134 for
the Purchase of Extrication Tools
20-19 Appropriating Unanticipated Insurance Recovery Revenue
20-20 A Resolution Amending Rate of Contribution to the FPPA Defined Benefit Plan
Administered by the FPPA for Reentry Fire Fighters for the Poudre Fire Authority
20-21 Transferring and Appropriating Funds within the Burn Building Capital Project
20-22 Appropriating Unanticipated Insurance Recovery Revenue
20-23 Authorizing the Fire Chief, or his Designee, to Execute a Contract over $85,134 for
the Remodel of the Training Center Kitchen
20-24 Authorizing the Fire Chief, or his Designee, to Execute a Contract over $85,134 for a
Fleet Replacement Lease Program
Prompt. Skillful. Caring
Po udre Fire Authority 2020 Annual ReportTom DeMint, Fire Chief
ATTACHMENT 4
•Introductions
–PVFPD Board Members
–City Council Members
–PFA Board Members –Mike DiTullio (Chair), Ken Summers
(Vice Chair), Darin Atteberry, Emily Gorgol, Dave Pusey
Annual Report and Joint Meeting
Annual
Re port
3
Required by IGA
Oversight of City and PVFPD
investment in fire and rescue service
Opportunity for “parents” to meet
•Pa rtnership of:
–City of Fort Collins Fire
Department
–Poudre Valley Fire Protection
District
•Consolidated in 1981 under
state law
What is the PFA?
What was the
Problem with
Tw o
Departments?
Duplication of service,
equipment, overhead
costs
Frequently changing
boundaries with
annexations
Crossing jurisdictions to
provide service
2020 –An Unprecedente d Year
•Cardiac save rates –600% increase since 2017
•PFA interceded 96.43% of time before flashover
•PFA protected $41.5 billion of property
•Budget to Actual projected underspend of 3.3% ($1.4
million)
•PFA re-accredited in 2020 by the Commission on Fire
Accreditation International
•Announcement of Fire Chief DeMint's Retirement
COVID-19 Pandemic
Cameron Peak Fire
Revenue
•Situation impacted PFA revenue in
2020
•PFA received $100,000 in FEMA
reimbursement for COVID-19
response; Reimbursement requests to
continue in 2021.
•PFA requesting FEMA reimbursement
for Cameron Peak Fire response
•PFA has strong reserves
Update -Financial Impact of COVID-19
Ci ty of Fort Col lins
Sales and Us e Ta x
(base), $10,597,038
, 27%
Ci ty of Fort Collins
Sa les and Us e Ta x
(KFCG), $3,021,465 ,
8%
Ci ty of Fort Col lins
Property Tax (67%of
9.797 mills),
$17,223,705 ,44%
PVFPD Property Tax
(Includes Timnath
TI F), $8,045,424 ,
21%
PFA Revenue Allocation Formula Funding, 2020
City/District Comparative Statistics
Agency Call Ratio Assessed Value
Ratio
Contribution
Ratio
City 84.31 80.68 79.55
PVFPD 15.69 19.32 20.45
Issues of Concern to PFA,PVFPD, and the City
•Pa ndemic and Wildfire
Response
–Incident Management
–PPE
–Employee
illness/isolations
–Fa cility closures
–Planning for recovery
•Financial Uncertainty
–Sales and Use Taxes
–Property taxes
–Fe e revenue
–FEMA reimbursements
to COVID-19 and
Cameron Peak Fire
Where PFA Looked to Save Money
•Hiring Freeze
•Capital projects on hold for 2020
–Station 6 Shop
–Station 7 Replacement
–Tr aining Center Kitchen
–Glider Engine 7
•Open/unfulfilled purchase orders
•Deputy/Assistant Chief plan
•Staff vehicles
•Conferences/Tra ining
•Fuel costs
•Other Non-personnel costs
2020 Statistics
•No civilian or firefighter fire-related deaths
•0.86 Uniformed Personnel per 1,000 population
(lowest among benchmark comparison departments)
•7.61% of Uniformed Personnel are females (highest
among benchmark comparison departments)
PFA
Looking
Fo rward
Community Growth and Partnerships
Emergency Medical Services Enhancements
Tw o capital projects beginning
Station 6 Shop Remodel Station 7 Remodel (Laporte)
New Chief begins May 24, 2021
Questions/Discussion