HomeMy WebLinkAboutCOUNCIL - COMPLETE AGENDA - 05/26/2015 - COMPLETE AGENDACity of Fort Collins Page 1
Wade Troxell, Mayor Council Information Center (CIC)
Gerry Horak, District 6, Mayor Pro Tem City Hall West
Bob Overbeck, District 1 300 LaPorte Avenue
Ray Martinez, District 2 Fort Collins, Colorado
Gino Campana, District 3
Kristin Stephens, District 4 Cablecast on City Cable Channel 14
Ross Cunniff, District 5 on the Comcast cable system
Carrie Daggett Darin Atteberry Wanda Nelson
City Attorney City Manager City Clerk
The City of Fort Collins will make reasonable accommodations for access to City services, programs, and activities
and will make special communication arrangements for persons with disabilities. Please call 221-6515 (TDD 224-
6001) for assistance.
City Council Work Session
May 26, 2015
6:00 PM
CALL TO ORDER.
1. Poudre Fire Authority Performance Update. (staff: Tom DeMint, Ann Turnquist, Kirsten Howard; 10
minute presentation; 30 minute discussion)
The purpose of this item is to review 2014 performance measurements and metrics, goals, actual
spending to budget, benefits to the community related to strategic outcome goals, operational
efficiency, productivity improvements, and issues of concern to the Authority, the District, and the
City.
2. Emergency Management Services (EMS) Ambulance Contract. (staff: Mike Gress, Tom DeMint;
10 minute staff presentation; 15 minute discussion)
The purpose of this item is to share information regarding the recently approved contract for
provision of 911 ambulance services in Poudre Fire Authority’s jurisdiction. Poudre Fire Authority,
through the RFP process selected and entered into a formal agreement to define a level of service,
establish guidelines and methods for public input.
3. Regional Training Facility for Police Services. (staff: Cory Christensen, John Hutto, Mike
Beckstead; 15 minute staff presentation; 20 minute discussion)
The purpose of this item is to discuss a regional training campus for Police Services. Training
facilities for Police Services are currently inadequate for the current need to meet the necessary skill
training of driving and weapons training. Police Services has been in engaged in a cooperative
partnership with the City of Loveland in determining current needs for each agency, locating a
mutually agreeable location, plans for usage by other public safety agencies, estimates on annual
City of Fort Collins Page 2
operation and maintenance, strategies on how to partially offset some of the O & M costs, and
preliminary designs on a facility that would meet our current needs as well as future growth for both
police agencies. Police Services has had renewed conversations with additional capital partners and
continues to be open to the possibility of adding those partners to the project.
4. City Development Projects. (staff: Laurie Kadrich; 10 minute presentation; 45 minute discussion)
The purpose of this item is to discuss a possible amendment to the Land Use Code to require any
development review project in which the City is an applicant to be reviewed by the Planning and
Zoning Board (P & Z) and eliminate formal appeals to the City Council while allowing a Council
override of a P & Z decision.
OTHER BUSINESS.
ADJOURNMENT.
DATE:
STAFF:
May 26, 2015
Kirsten Howard, PFA Senior Budget & Board
Coordinator
Ann Turnquist, PFA Director of Administrative Services
Tom DeMint, PFA Fire Chief
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
Poudre Fire Authority Performance Update.
EXECUTIVE SUMMARY
The purpose of this item is to review 2014 performance measurements and metrics, goals, actual spending to
budget, benefits to the community related to strategic outcome goals, operational efficiency, productivity
improvements, and issues of concern to the Authority, the District, and the City.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
Poudre Fire Authority will provide its 2014 annual report.
BACKGROUND / DISCUSSION
The 2014 Amended and Restated Intergovernmental Agreement, between the Poudre Valley Fire Protection
District (PVFPD) and the City of Fort Collins, establishing the Poudre Fire Authority (PFA) stipulates that the
Authority will provide an annual report regarding the activities and accomplishments of the Authority to the City
and District annually.
Chief DeMint’s goal in providing this report is to reflect on the progress of continuous improvement efforts and the
ever increasing attention to evidence-based, data-driven decision making. This work session represents the first
annual report to City Council. The same report will be made to the PVFPD Board in June to fulfill the reporting
requirement of the IGA.
Report Highlights:
A significant rescue response occurred in 2014 as highlighted by a technical rescue of a young lady who
fell from Horsetooth Rock resulting in a complicated and long-lasting rescue. This rescue demonstrated
not only the high level of skills maintained by PFA’s members, but also collaboration from several other
agencies. Throughout the 17,464 incidents and 24,888 responses PFA personnel served the community
with Courage, Leadership and Duty through Prompt, Skillful and Caring service.
Administratively, in 2014, the City of Fort Collins and the Poudre Valley Fire Protection District amended
and restated the Intergovernmental Agreement (IGA) that creates and maintains the Poudre Fire
Authority’s structure, governance and funding. The funding commitment for the future is positive through
the amended and updated Revenue Allocation Formula within the IGA, continued growth in the Poudre
Valley Fire Protection District, and the IGA with the Town of Timnath.
This annual report reflects the new Strategic Goals proposed in 2014 and later approved by the PFA
Board of Directors as well as the continuous evidence-based improvements developed through the
accreditation process. There is a positive future for PFA through an updated and restated
Intergovernmental Agreement, a new strategic plan, a new Standard of Cover, and a Community Risk
Analysis. PFA continues to serve its jurisdiction with the strong tradition of service to the community and
a commitment to the highest quality fire and rescue services that PFA can provide. PFA’s commitment to
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May 26, 2015 Page 2
being a respected, values-driven leader in the community and in the fire service endures as the Authority
continuously improves its service.
This annual report reflects a major change in reporting since this annual report will be presented for the first time
in an electronic format. The purpose of the electronic presentation is to provide a transparent, accessible
summary of PFA’s role in the community, services provided and performance over the past year. The electronic
Annual Report is available to the community on the web at www.PFAannualreport.com. This report provides
summary data, video clips, photographs, citizen testimonials and “stories” that highlight significant calls from
2104. It also provides a link to the full written annual report for community members who desire additional, more
detailed information about PFA. A major goal of the electronic version of the report will be to reach a broader
range of interested community members in a way that will be appealing and accessible. The report will be
promoted through a variety of social media outlets, such as Facebook and Twitter, and the PFA web page. An
additional two page summary of the annual report will be available for distribution through other outlets and as a
reference to City Council members and PFA/PVFPD Board members.
During this work session, PFA staff will review the online summary report with City Council and provide the
opportunity to discuss the overall performance of PFA in fulfilling its responsibilities under the IGA between the
City and the Poudre Valley Fire Protection District.
ATTACHMENTS
1. 2014 Annual Report Summary (PDF)
2. 2014 Annual Report (PDF)
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POUDRE FIRE AUTHORITY
2014
ANNUAL
REPORT
MISSION
To protect life and property by being prompt, skillful, and caring. Our actions are anchored in the
core values of courage, leadership and duty.
The Poudre Fire Authority is committed to saving lives and property as well as being transparent
with our operations and budget. The following data and overview is based on performance mea-
surements, programed activities, operational reports, revenue and expenditures that occurred in
2014. Click on links to read more in depth reporting.
KEY PERFORMANCE OUTCOMES
STRATEGIC GOALS & ACHIEVEMENT
PFA SERVICE AREAS TYPES OF CALLS
ACCREDITATION FIRE CODE
ADOPTION
PERFORMANCE
EVALUATIONS
COMPREHENSIVE
ANNUAL FINANCIAL
REPORT
IMPROVE SAFETY
PROGRAMS PUBLIC EDUCATOR
EMS SERVICES
AGREEMENT
INTERGOVERNMENTAL
AGREEMENT/REVENUE
ALLOCATION FORMULA
WILDLAND/VOLUNTEER
COORDINATOR
17,646
CALLS
INSIDE 84% CITY LIMITS
MEDICALS
GOOD INTENT
CALLS
FALSE ALARMS
SERVICE CALLS
HAZARDOUS
CONDITIONS
FIRES/
EXPLOSIONS
OTHER REQUESTS
FOR SERVICE
STATION 1
RECEIVED THE
MOST CALLS
76%
9% 7% 4% 2% 2%
0.2%
ATTACHMENT 1
Attachment: 2014 Annual Report Summary (3194 : Poudre Fire Authority Performance Update)
BY THE NUMBERS
YEAR IN PHOTOS
UNIFORMED STAFF: 172 PERFORMANCE STANDARD LIMITING DEATH & INJURY:
DEATHS
NATIONAL STANDARD:
6:20 MINUTES
90% OF THE TIME
PFA 2014 ACTUAL:
8:30 MINUTES
90% OF THE TIME 08:30
8% ARE WOMEN
CIVILIANS
FIREFIGHTERS
0
3.64 INJURIES PER 100,000
0 DEATHS
13 INJURIES
FIRST ARRIVING UNIT TO A FIRE FROM HELLO
TO HELLO (MEANING FROM DISPATCH HELLO
TO FIREFIGHTER’S HELLO ARRIVING ON SCENE)
(2015 WILL SEE THIS RESPONSE
TIME DROP BY OVER 1 MINUTE
BECAUSE OF PFA’S ACCREDITATION WORK)
INTERGOVERNMENTAL $24.2M
FEES AND CHARGES
FOR SERVICES $1.6M
CAPITAL FUND REVENUE $1.4M
MISCELLANEOUS REVENUE $316K
EARNINGS ON INVESTMENTS $73K
GRANTS AND NON-CAPITAL
PROJECTS $960
OPERATIONS $17.7M
SUPPORT $2.8M
ADMINISTRATION $2M
COMMUNITY SAFETY SERVICES $1.9M
TOTAL CAPITAL EXPENDITURES $1M
LEASE PURCHASE $234K
GRANTS AND NON-CAPITAL
SERVICES $123K
BUDGET
TOTAL
REVENUE:
$27.5M
TOTAL
EXPENDITURES:
$25.8M
WANT TO LEARN MORE?
CHECK OUT THE FULL 2014 ANNUAL REPORT
www.pfaannualreport.com
OF BUDGET IS IN RESERVES THAT COVERS
UNANTICIPATED EXPENDITURES
(WITH PFA BOARD APPROVAL)
2014 BUDGET WAS
UNDERSPENT BY (LESS THAN 1%)
$4.1M
(or 15.8%) > $303K
Courage,
Leadership,
Duty
Serving the Following
Northern Colorado
Communities
x Fort Collins
x LaPorte
x Timnath
x Bellvue
2014 Annual Report
Poudre Fire Authority ATTACHMENT 2
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Attachment: 2014 Annual Report (3194 : Poudre Fire Authority Performance Update)
Cover Photos: Top – B Shift Crew, Engine 3; Bottom – House fire, 5009 5
th
Avenue, Timnath,
Colorado.
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Attachment: 2014 Annual Report (3194 : Poudre Fire Authority Performance Update)
Courage, Leadership, Duty i
SECTION PAGE
TABLE OF CONTENTS i
PFA VALUES, MISSION, and VISION iii
INTRODUCTION 1
EXECUTIVE SUMMARY 4
2014 Goals and Status as of December 31, 2014 4
2014 Major Incidents 7
Implementing New Resources 8
KEY PERFORMANCE OUTCOMES 9
2014 PROGRAM REPORTS 13
Fire Suppression 13
Facilities Maintenance 19
Equipment Maintenance 20
Emergency Medical Services 21
Training Division 24
Hazardous Materials Response Team 30
Wildland Team 33
Technical Rescue 35
Self-Contained Breathing Apparatus Maintenance 42
Customer Assistance Response Team 43
Occupational Health and Safety 45
Information Technology 50
Community Safety and Service 52
Public Affairs and Education 53
Office of Emergency Management 58
Inspection Services 62
Fire Investigations/Prevention Support 66
Fire Protection Systems 68
Technical Services 70
Table of Contents
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Attachment: 2014 Annual Report (3194 : Poudre Fire Authority Performance Update)
ii Courage, Leadership, Duty
SECTION PAGE
2014 STATISTICAL ANALYSIS 72
Performance Standards Comparisons 72
City/District Comparative Statistics 95
2014 PFA BUDGET REVIEW AND BOARD ACTIONS 96
POUDRE FIRE AUTHORITY BOARD ACTIONS – 2014 98
820 Merganser Drive Fire
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Attachment: 2014 Annual Report (3194 : Poudre Fire Authority Performance Update)
Courage, Leadership, Duty iii
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Attachment: 2014 Annual Report (3194 : Poudre Fire Authority Performance Update)
iv Courage, Leadership, Duty
2014 Thanksgiving Day Run – Fort Collins, Colorado
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Attachment: 2014 Annual Report (3194 : Poudre Fire Authority Performance Update)
Courage, Leadership, Duty 1
Board Members, Residents, and Employees:
I am pleased to present the 2014 Poudre Fire
Authority Annual Report. My goal in providing this
report to the Board and community is to reflect on
the progress of continuous improvement and the
ever increasing attention to evidence-based, data-
driven decision making. 2014 did not see broad
scale disasters as in the two years previous.
However, significant responses did occur as
highlighted by a technical rescue of a young lady
who fell from Horsetooth Rock resulting in a
complicated and long-lasting rescue. This rescue
demonstrated not only the high level of skills
maintained by PFA’s members, but also
collaboration from several other agencies. Throughout the 17,464 incidents and
24,888 responses our personnel once again served the community with
Courage, Leadership and Duty through Prompt, Skillful and Caring service.
Administratively, in 2014, the City of Fort Collins and the Poudre Valley Fire
Protection District amended and restated the Intergovernmental Agreement (IGA)
that creates and maintains the Poudre Fire Authority’s structure, governance and
funding. The funding commitment for the future is positive through the amended
and updated Revenue Allocation Formula within the IGA, continued growth in the
Poudre Valley Fire Protection District, and the IGA with the Town of Timnath.
This annual report reflects the new Strategic Goals proposed in 2014 to the PFA
Board of Directors as well as the continuous evidence-based improvements
developed through the accreditation process. There is a positive future for the
PFA through an updated and restated Intergovernmental Agreement, a new
strategic plan, a new Standard of Cover, and a Community Risk Analysis. PFA
continues to serve its jurisdiction with the strong tradition of service to the
community and a commitment to the highest quality fire and rescue services that
PFA can provide. The PFA’s commitment to being a respected, values-driven
leader in the community and in the fire service endures as the Authority
continuously improves its service.
This annual report reflects a major change in reporting since this annual report
will be presented for the first time in an electronic format. Thus, PFA program
reports that reflect the Authority’s commitment to providing prompt, skillful and
caring service directly to the community, as well as supporting the delivery of our
mission, are contained in the annual report. The PFA family continues to
demonstrate continuous improvement while keeping a keen eye on the needs of
the citizens and businesses in PFA’s service area.
Introduction by Chief DeMint
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Attachment: 2014 Annual Report (3194 : Poudre Fire Authority Performance Update)
2 Courage, Leadership, Duty
PFA Staff continue to develop new performance measures that provide accurate
assessments of the services provided. Through this evaluative process, PFA
improved response in 2014 by reducing call processing times at the Public Safety
Access Point (PSAP), reduced the number of apparatus responding on auto
alarms, and added an additional apparatus to structure fire responses for
firefighter safety. These are only highlights of some of the improvements being
made through our accreditation efforts through the Center for Public Safety
Excellence (CPSE).
As you review the 2014 Annual Report, you will see these key highlights:
x The City of Fort Collins and Poudre Valley Fire Protection District
Amended and Restated Intergovernmental Agreement: The IGA
between the two parents of the PFA was reviewed by PFA and City Staff
resulting in a foundation that will sustain the PFA for many years to come.
The new IGA includes an updated and restated Revenue Allocation
Formula for the City of Fort Collins’ contributions to the PFA while
ensuring the PVFPD’s contributions remain intact.
x Key PFA achievements in 2014
o Prompt: In 2014 research indicated that call processing times were
delaying response to critical emergencies. Through the work of
PFA’s Planning and Analysis Officer, emergency calls are now
processed differently resulting in a times savings of one minute and
five seconds on emergency responses.
o Skillful: In 2014 the Training Division focused on evidence-based
research conducted by Underwriter’s Laboratories and the National
Institute for Standards and Testing on fire attack and how new
strategies and tactics can enhance citizen and firefighter safety.
Additionally, PFA partnered with Colorado State University to
produce Fire Officer classes to enhance the Authority’s position of
professional and skilled emergency response.
o Caring: The PFA enhanced it service to its internal customers with
implementation of a Peer Support Team and a department mental
health professional to ensure that our members’ mental health is
monitored just as is their physical health.
x Comprehensive Annual Financial Report: PFA received recognition
from the Government Finance Officers Association for its development of
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Attachment: 2014 Annual Report (3194 : Poudre Fire Authority Performance Update)
Courage, Leadership, Duty 3
this financial report that provides transparency and accountability to the
community.
x Hiring: Forty-five potential firefighter recruits were placed on a hiring list,
which is effective until mid-2016.
x Performance Evaluations: An employee evaluation process and tool
were developed and implemented in 2014.
x Public Educator: A public educator was hired to develop and deliver
innovative outreach initiatives and processes to increase public
preparedness and preparation.
x Pulse Point CPR App: The community now has a smartphone app that
allows citizens to become lifesavers. This will alert citizens with the app
on their phone to respond and render aid to potential cardiac arrest victims
within a quarter of a mile if in a public area.
The future of the PFA is exciting. Completing the CSPE accreditation process
provides an assessment of the Authority, which will allow the Authority to elevate
its level of performance and professionalism through a comprehensive system of
assessment while citizens, elected and appointed officials, and PFA personnel
can assess all the activities and programs provided. A growing economy in Fort
Collins and surrounding areas, coupled with continued implementation of the
City’s Revenue Allocation Formula, a new strategic plan, Standards of Cover,
and Long-Range Financial Plan all aligned with the PFA’s Values, Mission and
Vision will fulfill PFA’s quest to serve our citizens courageously for years to
come.
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Attachment: 2014 Annual Report (3194 : Poudre Fire Authority Performance Update)
4 Courage, Leadership, Duty
2014 Strategic Goals and Achievements
Strategic Outcome 2014 Goal 2014 Achievement
Accreditation – quality
improvement through
continuous self-assessment,
improved organizational
performance through a
defined mission and related
objectives, and provides a
detailed evaluation of PFA and
the services it provides
Implement a process to
achieve Commission on Fire
Accreditation International
Accreditation (CFAI) for the
Poudre Fire Authority
Performance indicators and
internal review process have
been completed; risk-
assessment is 80% complete;
PFA is in applicant status with
site visit scheduled for 2nd
quarter 2015.
Comprehensive Annual
Financial Report - the
certificate of achievement
from GFOA will assist PFA with
compliance in section 4b,
Financial Practices, in the
accreditation self-assessment,
and provide transparency and
accountability to the
community
Develop a Comprehensive
Annual Financial Report
(CAFR) rather than a financial
report as has been audited in
the past, and apply for the
Government Finance Officers
Association (GFOA) Certificate
of Achievement for Excellence
in Financial Reporting
The CAFR was completed and
approved by the PFA Board in
June 2014, and submitted to
GFOA for consideration of the
Certificate of Achievement for
Excellence in Financial
Reporting. GFOA notified PFA
that the CAFR qualifies for the
Certificate of Achievement.
Employee Development -
continue the process of and
follow through of
communication at a
courageous level and
following PFA’s vision of being
a respected values-driven
leader in the fire service and
Courage, Leadership, Duty 5
Fire Code Adoption/
International Residential
Code – increase the safety of
the built environment thereby
increasing citizen and
firefighter safety
Implement the Fire Code
Review Committee and begin
the detailed review of the
2012 International Fire
Code. Finalize all
amendments and revisions
and prepare a code adoption
for review by the PFA Board,
adoption by the PVFPD Board,
Timnath Town Board, Fort
Collins City Council and
ratification by the Larimer
County Commissioners
All code adoptions and
ratifications were complete as
of April 28, 2014.
Hiring Process – maintain and
enhance a well-qualified,
inclusive, diverse and safety-
conscious workforce
Establishment of a new
firefighter eligibility list.
PFA’s hiring process was
completed on April 25th with a
list of 45 eligible candidates.
The eligibility list will be in
effect through mid-2016
Improve Safety Programs –
enhance current health and
safety program
This will improve reporting,
tracking, investigating, and
mitigation efforts in
decreasing PFA member
injuries
Completed electronic
reporting form, began Safety
Officer personal review of
each injury report with
involved individual, presented
review findings to captains.
Intergovernmental
Agreement/Revenue
Allocation Formula – maintain
stability and predictability of
funding streams and provide
clarity and transparency in
financial matters
Review the 1987 PFA
Intergovernmental Agreement
to consider any updates or
consolidations to remove
obsolete language, review
6 Courage, Leadership, Duty
underway with 12/31/14
target completion date for
written performance
evaluations of all employees
Public Educator – enhance
public education efforts with a
concentration on high risk
populations
Implement a professional
educator position to bring the
latest educational theory to
PFA programs and greatly
enhance the public
educational efforts
A Public Educator has been
hired and has begun creating
and developing innovative
outreach initiatives, and
implementing processes that
will increase community
preparedness and
participation
Station 8 – decrease overall
response times to emergency
requests for service in Station
8’s response area
Establish a new design,
develop estimates, begin
initial site work, monitor the
installation of the
infrastructure and be
prepared to move forward
with contract documents and
construction when site
development is complete
The site plan and plat has
been finalized. Construction
documents are scheduled to
be complete in the 4th quarter
2014, with budget
development and entitlement
process to be conducted in 1st
quarter 2015. Anticipation of
construction in
Spring/Summer 2015.
Strategic Plan – establish
direction, articulate
organizational priorities, and
align with the accreditation
process
Develop a Strategic Plan for
the Poudre Fire Authority
which will guide the
organization over the coming
three to five years
The PFA and PVFPD Boards
reviewed the draft Strategic
Goals and Target Outcomes at
September meetings. Next
Courage, Leadership, Duty 7
2014 Major Incidents
x January 18 – 1949 Etton Drive– The evening fire in this home was
caused by the improper conversion of a gas log fire place into a wood
burning fire place. The fire burned in the void spaces in the chimney
chase and extended into a significant portion of the attic. Access to the
fire was difficult for suppression crews. Total damage to the home was
$140,000.
x February 1 – 524 South Loomis Avenue – Units responded to this mid-
day fire and were met with heavy smoke and a well involved fire on the
second floor. The fire originated in the upstairs utility room.
Combustible materials stored in close proximity of the water heater
caused the fire. The home sustained approximately $160,000 in
damage.
x February 11 – 1731 Morningside Drive – The cause of this fire is
identical to the February 1 fire, above, except for the fact that this multi-
family unit is protected by an automatic fire sprinkler system. The fire
was controlled by a single sprinkler head which held fire damage to
$1,000. Fire sprinklers do make a difference!
x March 14 – 630 South Sherwood Street – A late afternoon fire in this
multifamily residence was started in a bedroom where an unattended
candle was left burning. Suppression crews were able to confine the fire
to the unit of origin. The fire caused approximately $110,000 in damage.
x April 19 – 507 North Bryan Avenue – This duplex located in the
northwest part of the urban area sustained significant damage due to a
fire and natural gas explosion. Two occupants were treated and
released. A third occupant sustained significant burn injuries and was
transported to a burn care facility. The structure sustained over
$275,000 in damage.
x June 7 – 6720 North County Road 21 – Station 7 units were dispatched
to a report of a grass fire; while enroute they noted flames above the tree
tops and requested Station 12 units to assist. As Engine 7 proceeded
up the driveway it was determined that a structure was involved. A full
structure assignment was requested. Due to the extent of fire
involvement, the fire was fought defensively. The fire was caused by an
extension cord used as permanent wiring. The structure was a total loss
with damage estimated at $300,000.
x August 18 – Horsetooth Mountain Rock – Just after sunrise crews
received a call for help at Horsetooth Mountain Rock where a hiker was
reported to have fallen in one of the crevices. Enroute to the call it was
learned that the hiker had fallen in excess of sixty feet off the rock and
was injured. This rescue was a collaboration of PFA, Larimer County
Parks, Larimer County Search and Rescue, and University Colorado
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Attachment: 2014 Annual Report (3194 : Poudre Fire Authority Performance Update)
8 Courage, Leadership, Duty
Health. The rescue took four hours and proved to be extremely
technical with the location and lack of solid anchors for the rope
systems.
x October 24 – 4608 Regency Drive – A dog reaching for food located on
a stove top ignited this mid-evening fire. The controls for the stove were
located on the front of the range. Crews were challenged with fire
burning in the attic and multiple void spaces. The fire caused in excess
of $100,000 in damage.
Implementing New Resources
The citizens of the City of Fort Collins and the Poudre Valley Fire Protection
District strongly supported additional funding for the Poudre Fire Authority to
maintain excellent fire prevention and emergency response services. In 2014
these funds supported the South Battalion, two four-person companies, an
incident safety officer program, the reinstatement of two previously eliminated
firefighter positions, a fourth division chief, a public education coordinator
position, an accreditation manager position, a wildland coordinator position,
education scholarships, minor accreditation expenses, and an all-terrain vehicle .
Max Disaster Multi-Agency Exercise – April 16, 2014
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Attachment: 2014 Annual Report (3194 : Poudre Fire Authority Performance Update)
Courage, Leadership, Duty 9
As PFA measures the effectiveness of the organization, staff must look at the key
services that citizens and customers recognize PFA for providing: Prompt,
Skillful, and Caring emergency services. The measure of the success of these
services is the Authority’s ability to respond quickly to a wide variety of
emergency situations, the ability to quickly and skillfully intervene in fires and
medical emergencies, and to do it all in a way that customers recognize as
compassionate and considerate of their needs. The performance measures
contained in this section represent outcome related metrics to demonstrate how
PFA meets its mission.
Limiting Fire Loss
The containment of fire to the room of origin demonstrates both PFA’s ability to
keep response times to a minimum and also skillfully manage fire incidents to a
level where damage and loss are minimized.
Controlling wildfires within the first 12-hour operational period demonstrates
PFA’s ability to promptly and skillfully limit the spread of wildland fires to minimize
losses in the urban interface areas of the District. In 2012, the High Park Fire
came into PFA’s jurisdiction and was not controlled for many days. This is the
only fire (out of 75 wildland fires) in 2012 that was not controlled within the first
12-hours. The 2013 Galena Fire in Lory State Park was not controlled within the
first 12-hours; it burned for 5 days.
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2010 2011 2012 2013 2014
Percent of Fires Interceded
Percent of Structure Fires Interceded
Before Fire Extension Beyond
Room of Origin
PFA Five-Year History
B
E
T
T
E
R
Performance Target 85%
Key Performance Outcomes
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Attachment: 2014 Annual Report (3194 : Poudre Fire Authority Performance Update)
10 Courage, Leadership, Duty
Limiting Civilian Death and Injury
Limiting civilian fire deaths and injuries focuses on the key outcome of
minimizing deaths and injuries to civilians due to fire.
0%
20%
40%
60%
80%
100%
2010 2011 2012 2013 2014
Percent Wildland Fires Controlled
PFA Wildland Fires Controlled Within First 12-hour
Operational Period
5-Year History
Performance Target 99%
B
E
T
T
E
R
0
0.2
0.4
0.6
0.8
1
1.2
2010 2011 2012 2013 2014
Civilian Deaths Per 100,000 Population
PFA & Nation Civilian Fire Deaths
Per 100,000 Population and
5-Year History
PFA Nation PFA 5-Year Average
B
E
T
T
E
R
PFA Target .5
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Attachment: 2014 Annual Report (3194 : Poudre Fire Authority Performance Update)
Courage, Leadership, Duty 11
Limiting Firefighter Death and Injury
Limiting firefighter injuries and preventing firefighter deaths can best be
measured by the results of these two metrics, thereby emphasizing worker
safety, training, adequate equipment, and sound operational policies.
Poudre Fire Authority has not had an on-duty firefighter death (see page 72).
0
2
4
6
8
10
12
14
2009 2010 2011 2012 2013
Civilian Injuries
PFA & National Civilian Fire Injuries
Per 100,000 Population
5-Year History
PFA Nation PFA 5-Year Average
B
E
T
T
E
R
PFA Performance Target 6.5
0
1
2
3
4
5
6
2010 2011 2012 2013 2014
Injuries Per 100 Fires
Fire Departments
PFA & Nation Firefighter Injuries
Per 100 Fires
5-Year History
Nation PFA
B
E
T
T
E
R
Target 1.5 or Less
Packet Pg. 23
Attachment: 2014 Annual Report (3194 : Poudre Fire Authority Performance Update)
12 Courage, Leadership, Duty
Caring Service
Customer satisfaction surveys measure PFA’s ability to provide caring and
compassionate services that meet the needs of the community.
PFA Citizen Satisfaction Survey Performed by CSU
Scale: 1 = Extremely Poor, 5 = Extremely Well
1993 1998 2006 2012
Responds within appropriate timeframe 4.4 4.6 4.5 --
Demonstrates Care for Persons 4.6 4.6 4.5 4.5
Demonstrates Concern for Property 4.3 4.4 4.4 4.5
Cooperation with Other Agencies 4.5 4.4 4.4 --
Handles Incident in Professional Manner -- -- 4.7 4.7
Provides accurate information related to the emergency -- -- 4.4 4.5
Provides follow-up services after an emergency -- -- 4.1 4.0
Questions with “- -“ in the answer box were not asked in 1993, 1998, or 2012.
In addition, City residents are surveyed by the National Research Center on
municipal services and they compare their findings to national and Front Range
benchmarks as shown in the following table.
Type of
Service
Quality of Service Rating
Very Good/Good
2003 2008 2010 2012* 2013
2012
National
Comparison
2013
National
Comparison
Overall Fire
Services 90% 94% 96% 85% 89% Similar Similar
Fire
Response
Time
-- -- -- 84% 89% Much Above Above
Fire
Prevention/
Education
-- -- -- 72% 74% Much Above Much Above
* Overall, ratings for the majority of safety services stayed strong from 2010 to 2013.
However, lower evaluations were given to the quality of fire services overall (96% “very
good” or “good” in 2010 versus 85% in 2012, and 89% in 2013). 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 fireǦrelated safety services.
Packet Pg. 24
Attachment: 2014 Annual Report (3194 : Poudre Fire Authority Performance Update)
Courage, Leadership, Duty 13
FIRE SUPPRESSION
Division Chief Rick Vander Velde
In 2014, the Poudre Fire Authority experienced a 7.09% increase in total calls (in-
and out-of-district). This represents a request for service on the average of one
call every 29.8 minutes or 48 calls per day.
Attached is graphic information on calls responded to by PFA in 2014 and
comparison statistics for previous years.
In 2014, 84.11% of in-district calls were inside the City limits and 15.89% were in
the Poudre Valley Fire Protection District.
0
1,500
3,000
4,500
6,000
7,500
9,000
10,500
12,000
13,500
15,000
16,500
18,000
19,500
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Annual Calls for Service
TEN YEAR CALL TREND
MEDICALS & RESCUES FIRES & EXPLOSIONS TOTAL CALLS
2014 Program Reports
Packet Pg. 25
Attachment: 2014 Annual Report (3194 : Poudre Fire Authority Performance Update)
14 Courage, Leadership, Duty
Response time is a critical component of any emergency service delivery system.
The ability to successfully intercede in fires and medical emergencies is highly
dependent on trained personnel arriving quickly with adequate equipment. The
current performance standard specifies five minutes from the time of dispatch as
the average for all emergency responses, including fires, medical emergencies,
hazardous materials incidents, rescues and other emergencies.
As part of the accreditation process that Poudre Fire Authority is undertaking,
response performance measurement will increase in scope in the near future. As
shown here, these measures currently focus on emergent responses only and do
not include call-processing times from the dispatch center.
The Standard of Cover that is being developed for the organization not only takes
into account call processing times, but also expands this to include the impact of
the specific risk faced by the community, population density and the
concentration and distribution of available resources to develop more meaningful
performance measures in this crucial area of PFA operations. This represents a
tangible example of the value of participating in the accreditation process for the
organization.
0:00
1:12
2:24
3:36
4:48
6:00
7:12
90% 80% 70% 60% 50% 40% 30% 20% 10%
Response Time from Dispatch
to On-Scene
Percentile of Time
2014 Emergency Percentile Response
Times for First-Due Unit
Packet Pg. 26
Attachment: 2014 Annual Report (3194 : Poudre Fire Authority Performance Update)
Courage, Leadership, Duty 15
Station 1 continues to be PFA’s busiest station, with 17.51% of all calls occurring
in its area.
Station 1* 3,089
Station 5* 2,614
Station 4 2,348
Station 2 1,861
Station 3 1,678
Station 6 1,574
Station 10 1,477
Station 12 1,089
Station 14 972
Station 7 428
Volunteer Stations 8, 9,11 415
Out of PFA Jurisdiction 101
Total 17,646
*Stations 1 and 5 house two fire companies, and the total number of calls is for
both companies.
STA #1 17.51%
STA #5 14.81%
STA #4 13.31%
STA #2 10.55%
STA #3 9.51%
STA #6 8.92%
STA #10 8.37%
STA #12 6.17%
STA #14 5.51%
STA #7 2.43%
STA #8/9/11 2.35% Out of PFA Jurisdiction
0.57%
PERCENT OF TOTAL CALLS BY STATION
Packet Pg. 27
Attachment: 2014 Annual Report (3194 : Poudre Fire Authority Performance Update)
16 Courage, Leadership, Duty
MEDICALS 75.92%
GOOD INTENT 8.66%
FALSE ALARMS 7.03%
SERVICE CALLS 4.15%
HAZARDOUS
CONDITIONS 2.10% FIRE/EXP 1.92%
OTHER 0.21%
PERCENT OF CALLS BY TYPE OF CALL
Medicals – 13,397
Good Intent Calls – 1,529
False Alarms – 1,241
Service Calls – 732
Hazardous Conditions – 371
Fires/Explosions – 339
Other Requests for Service – 37
TOTAL: 17,646
Packet Pg. 28
Attachment: 2014 Annual Report (3194 : Poudre Fire Authority Performance Update)
Courage, Leadership, Duty 17
CALL LOAD BY STATION
Stations 7 and 12 experienced a call load decrease in 2014, while all other
stations had a call load increase. Stations 1 and 5 are two-company stations,
and have a higher call volume than one-company stations.
2450
2641 2668
2885
0
500
1000
1500
2000
2500
3000
2011 2012 2013 2014
CALLS
STATION 1 CALL LOAD
1831 1888
1835 1861
0
500
1000
1500
2000
2500
2011 2012 2013 2014
CALLS
STATION 2 CALL LOAD
2211
2317 2333
2000
2500
2011 2012 2013 2014
CALLS
STATION 5 CALL LOAD
2325
2102
2226
2348
0
500
1000
1500
2000
2500
2011 2012 2013 2014
CALLS
STATION 4 CALL LOAD
1491
1609 1526
1678
0
500
1000
1500
2000
2500
2011 2012 2013 2014
CALLS
18 Courage, Leadership, Duty
Historically, Friday has been the busiest day of the week; however, in 2014 the
busiest day was Saturday, followed closely by Wednesday. Even though early
morning is PFA’s slowest time, it is the period when most large-loss fires occur.
The United States Fire Administration reports that a peak in large-loss building
fires occurs between the hours of 1 a.m. and 4 a.m.
13.4
13.6
13.8
14
14.2
14.4
14.6
14.8
Sunday Monday Tuesday Wednesday Thursday Friday Saturday
Percent t of Calls
PERCENT OF CALLS PER DAY
01234567
11pm
10pm
9pm
8pm
7pm
6pm
5pm
4pm
3pm
2pm
1pm
Noon
11am
10am
9am
8am
7am
6am
5am
4am
3am
2am
1am
Midnight
Percent of Calls
PERCENT OF CALLS BY HOUR OF DAY
Packet Pg. 30
Attachment: 2014 Annual Report (3194 : Poudre Fire Authority Performance Update)
Courage, Leadership, Duty 19
This graph reflects the total calls to which each piece of apparatus (company)
responded. Total calls on this chart are higher than actual total calls because
multiple apparatus are sometimes dispatched to a single incident.
FACILITIES MAINTENANCE
Battalion Chief Gary Nuckols
In 2014 a new contract began with PFA’s builder/contractor, Brinkman
Construction. Design work continued with contract architect, Belford/Watkins, as
PFA prepared for 2015 construction of new Station 8 in Timnath.
Funding for facilities maintenance in 2014 remained tight, although budget
increases for 2015 were approved. This had been a goal of PFA for many years
and provides much needed funding for many facility repairs and upgrades that
had been deferred until absolutely necessary. Projects in 2014 were limited to
needed repairs.
One exception was at Station11. Through the combined efforts of the volunteers
from that station, a new underground water supply tank was installed to increase
available water in Redstone Canyon for wildland firefighting. The volunteers
performed all the labor to accomplish this project.
Several other facility projects were completed in 2014 with the costliest projects
all being at Station 5:
0
500
1000
1500
2000
2500
3000
E1
E5
E4
E2
E3
E10
E6
T1
E12
E14
FIC 1
L5
FIC 5
Bat 1
Sfty 1
E7
Bat 2
E8, 9, &11
Number of Calls
CALLS PER APPARATUS
Packet Pg. 31
Attachment: 2014 Annual Report (3194 : Poudre Fire Authority Performance Update)
20 Courage, Leadership, Duty
x Complete roof replacement. Hail caused significant damage. Insurance
coverage allowed for repair to partially fund an upgraded roof.
x Redesign of the north side gutter and underground roof drainage system.
Work was done in conjunction with the roof repair.
x Replacement of the main sewer. A sag in the line was creating continual
back up issues.
PFA continues to work on environmental sustainability efforts for its stations. PFA
joined Climate Wise in 2013 and reached the silver level in 2014. Climate Wise
provides PFA an excellent local resource to assist in making wise sustainability
choices. Data on energy use has been compiled for all stations and this
information is being utilized when planning future projects. The heating system at
Station 2 was identified as high energy use, and although deferred in 2014, is
planned for replacement in 2015.
EQUIPMENT MAINTENANCE
Battalion Chief Gary Nuckols
2014 brought exciting changes to the equipment maintenance program. The
fourth quarter saw the Operative IQ fuel tracking program implemented; with the
program starting January 1, 2015 reduced office time for the mechanics is
expected. IQ will give the mechanics the ability to accurately and completely
record details of apparatus repair and service. With the replacement of old
Engine 10 came a new Greenstar engine, a new idle reduction technology
designed to reduce PFA’s carbon footprint and make PFA more eco-friendly.
LED lighting all around helps to ensure that new Engine 10 will be easy to see,
reducing accident risk and lowering strain on the electrical system. The
mechanics also saw a much needed replacement of their service truck in 2014.
Fuel mileage for the diesel units increased ever so slightly from 4.4659 up to
4.5035. This represents the effectiveness of the Authority’s maintenance
program. Diesel consumption rose slightly, 42,443 gallons to 2013’s 42,160.
Fuel cost dropped just slightly; $154,234 compared to $154,664 in 2013.
Gasoline powered vehicles had an overall lower cost of $16,330; down 2013’s
$17,772.
Vehicle downtime experienced a drop of 122 days, from 621 to 499 with average
cost per mile rising from $1.18 to $1.79. Engine 28 experienced 72 days of
downtime and ultimately was sent back to Rosenbauer to replace the body,
wiring and various modules on the truck. This will ensure a reliable reserve for
years to come. Emissions testing went smoothly with all vehicles passing easily.
Aerial testing found a few small issues that were quickly repaired to keep us in
good shape.
Total cost for maintenance was slightly down, $213,140 to 2013’s $229,969.
Packet Pg. 32
Attachment: 2014 Annual Report (3194 : Poudre Fire Authority Performance Update)
Courage, Leadership, Duty 21
This was largely due to the issues that were covered under warranty and the
relationships cultivated with vendors. 2015 looks bright with both mechanics
looking to recertify on several tests and achieve their level 2 Emergency Vehicle
Technician certification.
PFA Emergency Medical Services
EMS Coordinator Mary Makris
The Emergency Medical Services (EMS) Program is responsible
for the coordination of PFA related EMS activities including: development and
delivery of continuing education to Authority personnel, monitoring local and
state certification requirements; performing QA/QI activities; management of
infection control programs; purchase and maintenance of EMS equipment; and
liaison with other EMS agencies.
In 2014, the EMS Program continued to assure the competencies of PFA’s
Emergency Medical Technician’s through QA/QI review, competency practical
exams, and continuing education deliveries. Significant effort was focused on
the development of the Request for Proposal for a sole ambulance service
provider for northern Larimer County, as well as accreditation through the
Commission on Fire Accreditation International. Working with a new Medical
Director and a dedicated group from Poudre Valley Hospital EMS (PVH EMS) a
complete review of all Protocols was completed. To round out the year, two new
Automatic External Defibrillators were placed in service.
EMS Response Information for 2014:
x 13,397 EMS Incidents in 2014.
x CPR was performed 100 times: Automatic External Defibrillators were
utilized 24 times.
x 589 Respiratory Distress patients.
o 66 required Basic Life Support intervention other than oxygen.
o 2 patients required the King Tube.
o 20 patients required multiple doses of Albuterol for severe Asthma.
x 771 patients were immobilized to protect their spine.
x 553 patients had non-traumatic chest pain with 108 doses of aspirin
administered to decrease the potential of a heart attack.
x 992 patients were unconscious or had an altered level of consciousness.
x 490 seizure patients.
x 63 allergic reactions with four patients in Anaphylactic shock.
x 13 pregnancy complications with five obstetric deliveries in the field.
x 1,511 patients with minor trauma.
x 787 unspecified medical complaints.
x 742 patients with alcohol or drug related issues.
Packet Pg. 33
Attachment: 2014 Annual Report (3194 : Poudre Fire Authority Performance Update)
22 Courage, Leadership, Duty
Major Activities
A Request for Proposal (RFP) required a significant amount of staff hours
focused on identifying and contracting with an ambulance provider to service a
large portion of northern Larimer County. This project began in early 2014 and
will continue into mid-2015.
Ebola response training for all response personnel required specific education
and practice in donning and doffing protective clothing; review of response
protocols and reporting issues.
Dr. Darren Tremblay was appointed as PFA’s lead Medical Director working in a
team approach with Dr. Michael Apostle. Dr. Tremblay has been active in the
EMS Protocol process, interaction with PFA firefighters to discuss issues, answer
questions, review patient outcomes and assure continuity of care between
agencies.
Accreditation preparation through the Commission on Fire Accreditation
International (CFAI) resulted in a detailed documentation of all EMS related
activities, supporting materials and outcome data validation.
Training programs included the annual Spring EMS Conference hosted in
partnership with PVH EMS and the Northern Colorado Regional EMT/Trauma
Advisory Committee with over 200 EMS providers in attendance. Multiple
Casualty Incident Response Field Trainings were also supported by Training and
0
500
1,000
1,500
2,000
2,500
15423610 12 14789 OOJ 11
Number of Incidents
Station Number
2014 EMS Incidents by Station
Packet Pg. 34
Attachment: 2014 Annual Report (3194 : Poudre Fire Authority Performance Update)
Courage, Leadership, Duty 23
EMS. PFA responders documented a total of 3,621 hours of EMS continuing
medical education including practical and didactic opportunities (on-site,
conferences and on-line offerings).
Recertification
EMS provided the required CPR, EMS Competency training and testing for 176
EMT’s and 18 EMRs (Emergency Medical Responders). In addition 49 EMTs
were recertified through the Colorado Department of Health EMS Division and
seven (7) EMTs and Paramedics through the National Registry of EMT.
EMS Ongoing Activities
EMS Training and Education for Full-time personnel and Volunteers.
Call reviews to assure compliance with medical and legal requirements.
Individual crew training and multi-company training.
State Certification of Emergency Medical Responders and First Aid/CPR with the
Volunteers.
Infection Control response for PFA responders to assure safety and protection of
responders.
Infection Control monitoring for Front Range Consortium Recruits for two
Academies.
EMS training and evaluation of new firefighter recruits.
EMS recertification review and approval for state and national EMS certifications.
Complaint investigations review and resolution with internal and external users.
Support of Training staff and user needs.
Assignment and monitoring of Front Range Community College EMT student
ride-a-long program.
Summary
PFA provides emergency medical response within the boundaries of the Poudre
Fire Authority district in conjunction with the PVH EMS advanced life support
crews. PFA crews consistently identify and attempt to resolve issues outside of
the basic EMS care including social services requests, safety issues and
recommendations for better patient care. Training is delivered utilizing varying
formats including video teleconferencing, classroom instruction and in-station
training to meet the minimum required hours and skills competencies for
Colorado EMS recertification. Progress on the RFP and accreditation will only
enhance EMS service delivery for PFA citizens.
Packet Pg. 35
Attachment: 2014 Annual Report (3194 : Poudre Fire Authority Performance Update)
24 Courage, Leadership, Duty
TRAINING DIVISION
Battalion Chief Randy Callahan
The Training Division is responsible for providing quality training and education to
PFA personnel. Specific programs include a basic skills training program, driver
operator training and testing, an acting captains’ academy, twice-yearly recruit
fire academy, annual major emphasis training, company performance
evaluations, certification program, professional development, and volunteer
training.
In 2014 the Training Division planned, organized, led, and evaluated training,
education and certification programs. In addition, the Training Division facilitated
and hosted external training and education programs for other agencies. This
report will focus on training, education, and certification accomplishments and
highlights for the year 2014.
The Training Division is committed to providing for mandated training
requirements while supporting medium- and long-term organizational goals.
Training Hours
A total of 49,672 training hours are recorded into PFA’s Record Management
System (RMS) for the year 2014. This report focuses on 48,681 notable training
category hours. Figure 1 shows training hours by category from 2014 compared
to the previous two years. Table 1 represents percent change by training
category for the years 2013 and 2014. Figure 2 represents the amount of
training recorded in RMS for 2014 by percentage.
Figure 1 – Comparison of 2014 training hours to the previous two years.
0.00
10,000.00
20,000.00
30,000.00
40,000.00
50,000.00
60,000.00
Training Hours by Catagory
2012
2013
2014
Packet Pg. 36
Attachment: 2014 Annual Report (3194 : Poudre Fire Authority Performance Update)
Courage, Leadership, Duty 25
Percent Change of Training Hours by Category
Category 2013 2014
Percent Change
2014
Administration 3,322 2,492 -24.98%
Driver/Operator 4,422 5,351 21.01%
Fire Inspector 898 1,224 36.30%
Fire Instructor 635 513 -19.21%
Firefighter 15,052 16,135 7.20%
Fire Officer 4,331 8,095 86.91%
EMS 3,427 3,563 3.97%
Wildland 1,795 2,709 50.92%
Tech Rescue 6,669 6,163 -7.59%
Hazmat 2,327 2,436 -4.68%
Total 42,878 48,861 13.53%
Table 1 – Comparison of recorded training hours by
category for 2013 and 2014 (PFA RMS data).
2014 Training by Category
Figure 2 – Demonstration of the percentage of each category of training for the
year 2014 (PFA RMS data).
Administration
5% Driver/Operator
11%
Fire Inspector
3%
Fire Instructor
1%
Firefighter
Fire Officer 33%
17%
EMS
7%
Wildand
6%
Tech Rescue
13%
Hazmat
4%
Packet Pg. 37
Attachment: 2014 Annual Report (3194 : Poudre Fire Authority Performance Update)
26 Courage, Leadership, Duty
Tuition Reimbursement/Education Requests
In 2014, the Training Division spent $48,641 for tuition reimbursement and
educational class/conference requests.
Tuition reimbursement
Tuition reimbursement accounted for $30,400 in 2014. Tuition reimbursement
pays participants’ tuition expenses for accredited college level classes. Figure 3
indicates the three-year trend for tuition reimbursement. Table 2 represents a
three-year trend for tuition reimbursement costs per request. The decrease in
average cost per student for 2014 is related to the PFA Fire Officer Professional
Development Program. As part of this joint venture with Colorado State
University (CSU), PFA was able to negotiate reduced fees for its employees.
Figure 4 indicates the participation of employees by rank in the tuition
reimbursement program from 2012 to 2014.
Figure 3 – Three-year tuition reimbursement trend (JD Edwards Data).
Tuition Reimbursement Average Cost per
Request
Year Amount # of
Requests
Average
Amount
2012 $9,024.00 8 $1,128.00
2013 $19,771.27 14 $1,412.23
2014 $30,399.67 37 $755.40
Totals $59,194.94 59 $1003.30
Table 2 – Summary of tuition reimbursement costs as an
average per participant 2012 to 2014 (JD Edwards data).
$0.00
$5,000.00
$10,000.00
$15,000.00
$20,000.00
$25,000.00
$30,000.00
$35,000.00
2012 2013 2014
Tuition Reimbursement Program Costs for
Years 2012 to 2014
Amount
Packet Pg. 38
Attachment: 2014 Annual Report (3194 : Poudre Fire Authority Performance Update)
Courage, Leadership, Duty 27
Figure 4 – Comparison of 2014 tuition reimbursement by rank to the
previous two years. (JD Edwards Data).
Tuition reimbursement is emerging as a successful professional development
tool for PFA. It enables employees to complete college-level course work in
management and leadership as it relates to the fire service. It is an integral
component of achieving PFA’s strategic goal of professional development that is
aligned with national-level fire service recommendations.
Education requests
In addition to tuition reimbursement, the Training Division spent $18,241 on
education requests in 2014. Education requests are discretionary training
opportunities identified by members of PFA that are taught by outside instructors
or organizations. These can include conferences as well as classes hosted either
at PFA or other departments. Figure 5 represents approved educational
requests by rank.
0
5
10
15
20
25
30
35
40
Tuition Reimbursement by Rank
2012
2013
2014
Packet Pg. 39
Attachment: 2014 Annual Report (3194 : Poudre Fire Authority Performance Update)
28 Courage, Leadership, Duty
Figure 5 – Comparison of approved education requests by rank, 2013 and 2014.
In 2014, a total of 80 educational requests were received, of which 72 were
approved. This is an improvement from 2013 where 49 educational requests
were received, of which 37 were approved. The majority of educational requests
came from personnel holding the rank of firefighter, driver/operator or captain. In
relation, most of these requests were for topics in fundamental skills and task-
oriented subjects. This is indicative of the importance of this program for
supplemental skill development for PFA personnel. Specialty programs such as
Hazmat, Wildland, and Tech Rescue have individual budgets and are not
included in these numbers.
Certification
The Training Division continues to be involved with Colorado Metropolitan
Certification Board (CMCB). The CMCB ensures compliance with national
firefighting standards through the CMCB certification program. At PFA,
certifications consist of Firefighter I and II, Fire Instructor I and II, Driver/Operator,
Hazmat Operations, Hazmat Technician, and Fire Officer I and II.
In 2014, 77 CMCB certificates were issued to PFA personnel compared to 34
certificates issued in 2013. The certificates issued in 2014 represent all CMCB
certifications available to PFA personnel. The increase of Fire Officer I and Fire
Officer II certifications is a direct result of the newly created PFA Fire Officer
Professional Development program. This program follows the National Fire
Academy Professional Development Model of training, education, and
certification. Figure 6 is a comparison of certifications issued by category
between 2013 and 2014.
0
10
20
30
40
50
60
70
80
Educational Request by Rank
2013
2014
Packet Pg. 40
Attachment: 2014 Annual Report (3194 : Poudre Fire Authority Performance Update)
Courage, Leadership, Duty 29
Figure 6 – Comparison of 2014 CMCB certificates earned for the year 2013
and 2014 Training Programs.
x Acting Captains Academy (ACA) – The ACA is a five-day,
comprehensive program culminating with evaluations and required training
beyond the completion of the academy. Firefighters are required to
successfully complete the ACA before they can act as a Captain.
x Blue Card Command Training – All existing PFA Captains are trained in
Blue Card Incident Command System (ICS). Newly promoted Captains
are enrolled in this program. Shift Battalion Chiefs are conducting
quarterly Blue Card ICS Training
x Driver Operator Training – PFA has a comprehensive driver program.
To become a recognized Driver/Operator at PFA, firefighters also must
pass two testing processes: the CMCB test to the current national
standards and a separate PFA test conducted by the Training Division.
Current Driver/Operators are required to complete a yearly “skills packet”
that contains hydraulic pumping equations, skills-based training and
apparatus familiarization.
x Major Emphasis Training – A Fire Behavior Committee researched,
developed, and taught modern fire behavior concepts, derived from
ongoing National Institute of Standards and Technology along with
Underwriter Laboratories studies. 2014 Fire Behavior Training was
focused on fires in single-family dwellings.
x Basic Skills/Company Performance Tasks (CPTs) – Fire crews receive
a basic skills program to be completed at the company level. The basic
skills program is accessed through the PFA intranet training site. Crew
0
10
20
30
40
50
60
70
80
90
Number of CMCB Certificates Earned by
Catagory
2013
2014
Packet Pg. 41
Attachment: 2014 Annual Report (3194 : Poudre Fire Authority Performance Update)
30 Courage, Leadership, Duty
efficiency and effectiveness is evaluated by shift Battalion Chiefs during
Company Performance Tasks (CPTs).
x Front Range Fire Consortium (FRFC) – The Training Division continues
to be a member of the FRFC. Two recruit academies were completed
during 2014.
x Volunteers – In addition to the new focus on emergency medical service
and wildland specific functions, the volunteer program completed its
transfer to the Operations Division in 2014.
x 8-Hour Training Days – Training staff provides support for the 8-hour day
program in which all firefighters are required to attend to complete various
training requirements and documentation. Each firefighter goes through
SCBA mask testing, protective clothing inspections, EMS training, and
hazmat training. Pump and ladder testing is also completed during eight-
hour training days.
Summary
An evaluation of the performance indicators used for the accreditation process
demonstrated that the Training Division has made major improvements over the
past year. PFA’s training programs are consistent with the PFA mission and
stated budgetary goals. Training and education programs are provided to
support the needs of PFA personnel and continue to evolve as new requirements
are identified. The organization has a process for developing performance-
based measures and evaluates individual company and multi-company
effectiveness based on performance measures.
Records demonstrate that training hours increased in 2014. The number of
requests for tuition reimbursement for relevant college classes increased in 2014
while the average cost per student decreased. Much of this increase was related
to the Fire Officer Professional Development Program. The numbers of
approved external training requests increased in 2014. The number of
certifications obtained has increased. Personnel are offered training programs to
maintain required training levels and meet training needs along with opportunities
to develop into fire officers and beyond.
HAZARDOUS MATERIALS RESPONSE TEAM
Captain Matt Housley
The Poudre Fire Authority Hazardous Materials Response Team remains
committed to protecting lives and property through planning, training, interagency
cooperation and response.
Packet Pg. 42
Attachment: 2014 Annual Report (3194 : Poudre Fire Authority Performance Update)
Courage, Leadership, Duty 31
Program Objectives
o Minimize the adverse effects of a hazardous materials release on
life, property and the environment
o Provide technician level training for all personnel assigned to
Station 10
o Provide continuing education training for all uniformed personnel at
either the Operations or Technician level as defined by the Code of
Federal Regulations Part 29 (CFR 29)
o Provide and maintain specialized tools and equipment necessary
for hazardous materials response
o Maintain abilities to support consortium hazmat response
Outcomes and Associated Performance Measures
Outcome: Maintain a well trained workforce, qualified to address hazardous
materials incidents
Performance Measure:
Technician Level
Minimize the adverse effects of a hazardous materials release on life, property
and the environment
o Responded to 54 hazmat calls for service
o Initiated a project with the Community, Safety and Services Division
of PFA to handle Hazardous Materials Management Program
(HMMP) submissions
Provide technician level training for all personnel assigned to Station 10
Train personnel assigned to Station 10 to technician level within 24
months
o Added one new member to Station 10
o Sent one member to a two-week hands on hazmat class in Pueblo
(C and D weeks)
o Sent two members to a two-week hazmat chemistry class in
Farmington NM (A and B weeks)
o Hosted a Hazmat IQ Above the Line/Below the Line class for PFA
and other agencies
o Completed a Hazmat Orientation Handbook for all technician level
members
Provide continuing education training for all uniformed personnel at either the
operations or technician level as defined by the Code of Federal Regulations Part
29 (CFR 29)
o Continued the transition to a formalized certification program
through Colorado Metropolitan Certification Board for technicians
o Hosted a training class provided by Aristatek on PEAC software
o Hosted a training class provided by Environics on PFA’s Chempro
monitor
o Sent five members to a Crude by Rail response class in Pueblo
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32 Courage, Leadership, Duty
o Attended RamThunder, a table top exercise with local, state, and
federal agencies on response to a radiological terrorism event at
CSU
o Worked with City of Fort Collins Utilities to conduct a joint training
exercise at their facility on response to a spill
o Hosted a class for all uniformed personnel in cooperation with Xcel
Energy on response to natural gas emergencies
o Hosted a class by Larimer County Department of Health on Ebola
response
o Attended the first ever meeting of the Northeast Environmental
Crimes Task Force
Provide and maintain specialized tools and equipment necessary for hazardous
materials response
o Continued to work with Technical Rescue group to solidify policies
and procedures for response
o Added additional equipment to hazmat squad to assist with
ventilation of confined spaces (tripled capability)
Maintain abilities to support consortium hazmat response
Conduct training events with consortium partners or outside agencies
o Attended monthly training sessions with Avago Technologies, a
community business and hazmat partner
Operations Level
Provide continuing education training for the all uniformed personnel at either the
operations or technician level as defined by the Code of Federal Regulations Part
29 (CFR 29)
o Conducted hazmat familiarization for all new PFA firefighters hired
in 2014
o Provided CFR 29 compliant continuing education to 100% of the
Authority’s Operations level hazmat personnel during the 8-hour
day. Topics included Canberra UltraRadiac Radiological monitors,
air monitoring for operations level personnel including response to
carbon monoxide issues in residences, response to natural gas
regulator stations, and Global Harmonization System familiarization
for responders
o Worked with Fort Collins Utilities to send several on and off duty
personnel to an Environmental Protection Agency sponsored
Spill/Boom training class
Provide and maintain specialized tools and equipment necessary for hazardous
materials response
o In house maintenance and repair of all front line apparatus
monitoring equipment
o Issued Canberra UltraRadiac Personnel Radiation Dosimeters
(PRDs) to all frontline apparatus
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Courage, Leadership, Duty 33
Outcome: Maintain equipment and monitors to insure adequate response
resources
Performance Measure:
Technician Level
Provide and maintain specialized tools and equipment necessary for hazardous
materials response
o Received and placed into service new Engine 10 response
apparatus that will properly and securely store over $100,000 worth
of monitoring equipment
Operations Level
Minimize the adverse effects of a hazardous materials release on life, property
and the environment
Provide and maintain specialized tools and equipment necessary for hazardous
materials response
o Completed monthly calibration of all 37 monitors in PFA’s system
WILDLAND FIRE PROGRAM
Captain Geoff Butler
The year 2014 may have been slow in terms of wildfires, but it was a very active
year for the PFA Wildland Fire Program. With a five-year average of 72 wildfires
per annum, 2014 came in as the five-year low with 46 wildfires. Despite (or
perhaps assisted by) this respite, the Wildland Fire Program remained on-pace
for addressing targeted outcomes associated with the program.
Targeted Outcomes:
1C. Increase public awareness and change behaviors related to every-day
safety threats
2A. Effectively prepare the community for uncommon and/or catastrophic events
The Wildland Urban Interface (WUI) Outreach and Planning Initiative (WOPI)
continued to raise public awareness and community preparedness by conducting
135 home risk inspections in the WUI. This was once again accomplished with
the matching grant funds from Colorado's Division of Homeland Security and
Emergency Management and through the devoted field work and data
management on the part of PFA firefighters. Additionally, the Wildland Fire
Officer responded to two requests for the development of more detailed
mitigation plans on the part of homeowners. WOPI Project Manager, Mike
Fleming, and GIS Specialist, Jim Montague, began the process of upgrading
both citizen and firefighter interfaces with the WOPI data to ensure technological
currency moving into the future.
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2B. Improve the Authority’s ability to respond and recover from uncommon or
catastrophic events
2C. Enhance emergency management capabilities within the Authority
Despite below-average wildfire activity across the nation in 2014, PFA was able
to deploy four firefighters on PFA’s Type-3 engine to California for two-weeks, as
well as deploying a Captain to Oregon to serve as a taskforce leader for two
weeks. This continued the tradition of providing PFA members with opportunities
to maintain and develop wildland skills that will further enhance the Authority's
ability to contend with major wildfires in PFA’s district.
The year also saw the creation of the Wildland Fire Officer Position. For 2014,
this position was soft-funded. For 2015 the position was converted to FTE. This
denotes a major commitment by the Authority to ensure the continuity of focused
program management. This will enhance not only the Authority's ability to deal
with wildfires, but supports PFA’s commitment to respond, manage, and recover
from major incidents.
3B. Maintain and enhance a well-qualified, inclusive, diverse and safety-
conscious workforce
The Wildland Fire Program successfully delivered the requisite annual refresher
that focuses on proficiency in basic wildland firefighting skills and safe tactical
decision making. This training was delivered to all shifts and was available to all
PFA personnel. All PFA firefighters who had completed their probationary period
were invited to participate in the Wildland Team for out-of-district deployments
and/or in-district projects.
4E. Provide clarity and transparency in financial matters
4G. Enhance a culture of care and maintenance of PFA’s physical assets
In order to start 2015 on a strong fiscal and physical asset note, the Wildland Fire
Program pursued three distinct initiatives. First, audits of wildland fire equipment
were performed on all apparatus and stations. Second, all PFA firefighters were
asked to provide a full accounting of personally issued wildland fire equipment as
well as their wildland fire training. Third, Captain Sean Jones began the process
of reexamining the inventories and standardization of all brush units in the PFA
system. These three audits allowed for an accounting of past PFA expenses,
current material and training-based capabilities, as well as providing equipment
and training inventories essential to determining future fiduciary needs.
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Courage, Leadership, Duty 35
TECHNICAL RESCUE
Battalion Chief Brandon Garcia
Program Overview
The technical rescue program’s overall goal is to maintain and improve the
technical rescue service level provided to the community. Technical rescue
incidents involve trench rescue, confined space rescue, high and low angle rope
rescue, ice, still and swift water rescue, building collapse, elevator, large animal
rescue, and vehicle and machinery rescue.
PFA has the capability to respond, assess and mitigate the above defined
technical rescue disciplines using a three tiered response model. This model is
expandable and allows PFA to respond efficiently based on complex operational
requirements of the technical rescue disciplines.
Program Objectives
x Provide for trained personnel to respond safely to technical rescue
emergencies.
x Maintain service levels as it relates to technical rescue standards.
x One regional training with neighboring fire departments.
x 100% of emergency responders to receive update on ice rescue, rope
rescue, elevator rescue, and large animal rescue.
x All swift water rescue personnel to receive update on swift water rescue.
x Increase the number of advanced swift water rescue personnel.
x 100% of support company personnel to receive an update on trench
rescue.
x 100% of Captains receive class on first due responsibilities.
x 100% of Support Company and Station 6 personnel receive update on big
rig rescue.
x Complete operational plan for technical rescue.
x Look at re-organization of technical rescue disciplines. Adding engine
companies to skill set training/response and separating Tower 1 and
Ladder 5 responsibilities.
x Work toward completing collapse rescue program with equipment
purchases.
x Continue capturing data on calls where technical rescue skills are used
and work with RMS managers on how to better capture data.
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Program Targeted Outcomes
x Decrease overall response times to emergency requests for service
x Maintain and enhance an accountable, well-qualified, inclusive, diverse
and safety-conscious workforce
Program Measures of Progress
Strategic Goal Performance
Measure
2012
Actual
2013
Actual
2014
Actual
2015
Goal
Reduce the
frequency and
severity of
emergency
incidents
% of time qualified
staff available to
respond to technical
rescue calls
New 100% 100% 100%
Be an
accountable,
values-driven
workforce that
cares for the
community and
each other
% of time a
technical rescue
specialist is on-
scene in under 12
minutes (rope,
trench, auto
extrication, swift and
still water, ice)
n/a
90%
88% 90%
Report of Subprogram Activity
The technical rescue program divides its activity into trench rescue, confined
space rescue, high and low angle rope rescue, ice, still, and swift water rescue,
building collapse, elevator, large animal rescue, and vehicle and machinery
rescue.
Trench Rescue
x Response equipment was transitioned from 20 year old trailer to a box
truck (Collapse Six).
x Two members participated in the Trench Rescue Technician course at
Texas Engineering & Extension Service (TEEX).
x Trench Rescue Operational Directive Development.
x 752.75 hours of trench rescue training attended by PFA personnel.
Confined Space Rescue
x Consolidation and purchase of confined space rescue equipment added to
Collapse Six.
x Updates of the confined space rescue Operational Directive.
Courage, Leadership, Duty 37
x All department response personnel received low-angle “handoff” training.
x PFA responded to a technical rescue at Horsetooth Mountain Park in
August 2014 that validated PFA’s focus on rope rescue training due to
decreased risk to responders and positive patient outcome.
x 1,684.8 hours of rope rescue training attended by PFA personnel.
Ice, Still, and Swiftwater Rescue
x Annual Swiftwater 1 and 2 certification classes were hosted by PFA.
x Ongoing Proficiency Swims were conducted by certified personnel.
x A department-wide Stillwater rescue class was delivered to all response
personnel during the summer.
x One member completed the swiftwater instructor certification class.
x 19 personnel attended an eight-hour boat operations class.
x 443.7 hours of ice rescue training attended by PFA personnel.
x 1,418 hours of swift water rescue training attended by PFA personnel.
Building Collapse
x Equipment consolidated into Collapse Six for technician level responses.
x PFA maintained continued to support Urban Search and Rescue (USAR)
through the active participation of 22 PFA personnel.
x 833.5 hours of USAR rescue training attended by PFA personnel.
Large Animal Rescue
x Large Animal Rescue capabilities including equipment transitioned to
Station 12.
x Development of Large Animal Rescue Operational Directive.
x PFA delivered a three hour video conference class to all operations
personnel.
x PFA delivered an eight hour hands on class to all Station 12 and support
company personnel.
Vehicle and Machinery Rescue
x “Big Rig” vehicle extrication training, equipment and operational directive
development and deployment.
x 1,214.95 hours of vehicle extrication training attended by PFA personnel.
These subprograms will benefit from the development of the technical rescue
operational plan and performance indicators as part of accreditation. Equipment
and training needs will be expanded as part of these efforts and the technical
rescue program will continue to develop its effectiveness measurement as part of
the Poudre Fire Authority annual budget.
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38 Courage, Leadership, Duty
Response Activity Summary
Technical Rescue Five-Year Summary (By Dispatch Type)
CALL TYPE
DESCRIPTION 2010 2011 2012 2013 2014
5
YEAR
TOTAL
Elevator Rescue 43 50 51 48 91 283
Motor Vehicle
Accidents with
Extrication
31 48 40 77 74 270
General Rescue
Responses - 2 5 11 5 23
Search for Lost
Persons - 1 - - - 1
Water Rescues
(Swiftwater,
Stillwater, and
Ice)
14 17 16 25 26 98
88 118 112 161 196 675
Percent Change 34.09% -5.08% 43.75% 21.74%
The above table represents the five-year activity trend for dispatched technical
rescue incidents responded to by Poudre Fire Authority. This data indicates an
average annual increase of 24.62%. In response to this trend, the Poudre Fire
Authority has been expanding its response capabilities to such incidents by
expanding the skill set of personnel, researching and acquiring additional
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Courage, Leadership, Duty 39
equipment, and reviewing mutual and automatic aid agreements to meet this
need.
One outcome measure of progress used by the program is the percent of time a
technical rescue specialist is on-scene in less than 12 minutes (rope, trench, auto
extrication, ice rescue, and still and swiftwater responses). This data has been
difficult to track as outlined in other portions of this report. Currently, the Poudre
Fire Authority is able to ensure that such personnel are staffed on the two
support rigs in the response system. Below is a chart indicating the percent of the
time the first support company, dispatched to technical rescue incidents, arrived
on- scene within 12 minutes from the time of dispatch.
The arrival of properly trained personnel can have a positive outcome on such
incidents and given the increase in annual call volume to such incidents, the
need for the delivery of such services has increased. The map below shows the
location of these incidents by final disposition as recorded in the Records
Management System of PFA.
88
118 112
161
196
0
50
100
150
200
250
2010 2011 2012 2013 2014
Incident Count
Year
Incidents Dispatched as Technical Rescues (2010-2014)
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40 Courage, Leadership, Duty
2014 Technical Rescue Incident Locations
Accreditation Core Competency Compliance
5E.1 Given the agency’s standards of response coverage and emergency
deployment objectives, the agency meets its staffing, response time,
apparatus and equipment deployment objectives for each type and
magnitude of technical rescue emergency incidents.
From 2010-2014, the Poudre Fire Authority has met its baseline response
performance objectives, staffing, response time, apparatus and equipment
deployment objectives for technical rescue incidents. On technical rescue
incidents, the first-due unit arrived within a total response time of 8 minutes 18
seconds in the urban areas, 12 minutes 12 seconds in the suburban areas, and
20 minutes 12 seconds in the rural areas. The 90
th
percentile was not calculated
for the effective response force due to a lack of data. The agency has identified
the need to improve its records management system quality assurance to
improve its ability to measure the effective response force arrival. Rural area
response performance is influenced by long travel distances of the 2
nd
arriving
truck company to incidents in the north and west of the jurisdiction. The agency
has found its call processing times to not meet the national standard and is
partnering with the emergency communications center to improve these times.
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5E.4 Current standard operating procedures or general guidelines are in place
to accomplish the stated level of response for technical rescue incidents.
PFA has used the Operational Directives (ODs) in place to direct and accomplish
the agency’s stated level of response. The After-Action Reviews (AARs) utilized
by the agency have worked to find areas where the ODs needed updated. PFA
will update the Multiple Alarm response OD to reflect upgrading technical rescue
incidents by the end of 2015. PFA will implement an annual review of the
technical rescue ODs by the technical rescue coordinator to evaluate their
relevancy during the year-end meeting with the program manager and the
technical rescue liaison.
5E.7 An appraisal is conducted, at least annually, to determine the
effectiveness of the technical rescue program.
The technical rescue program appraises the effectiveness of the program as
compared to objectives outlined in the annual budget. The liaison to the technical
rescue committee holds quarterly and year-end meetings with each technical
rescue program manager. The report reflects the accomplishments for the year.
Outcomes are reported and tracked in the budget document for the technical
rescue program. The outcomes tracked in the annual budget completed by the
technical rescue program have helped the agency determine the effectiveness of
the program. The report has reflected general program activity over the year.
PFA will continue to annually measure its performance against the technical
rescue outcomes found in the budget document and incorporate these into the
operational plan for the year-end report in 2015.
Looking Ahead
General
2015 promises to be another busy year for the technical rescue program. The
program is in the midst of a reorganization to focus on four major management
areas to include:
x General Program Management
x Training
x Budget Management
x Operations Planning
One major development that will outline 2015 program activity is the
development of an operational plan that will help operationalize the training
needs and equipment needs of the program. In addition, PFA will continue its
active participation as part of the Urban Search and Rescue (USAR) component
with the Colorado Task Force One (CO-TF1) USAR Team. While providing a vital
resource for this federal response team, Poudre Fire Authority benefits from this
participation by providing well-trained subject matter experts for response to
complex technical rescue responses. There are currently 22 personnel that serve
in this capacity.
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42 Courage, Leadership, Duty
Technical Rescue Response Data
2015 will represent the first year that the program will monitor its baseline
performance in real time as part of the Standards of Cover. The technical rescue
program is actively working to improve its ability to accurately capture data
related to response activity. Similar trends have been noted in other specialty
response programs, and Technical Rescue plans to work with the managers of
these programs, the IT department and Fort Collins 9-1-1 to improve capabilities
in this area. This includes response related data and ensuring accurate data
entry to reflect the call type and skills delivered as encountered by personnel. In
particular, the program is seeking to fully research the water rescue program
delivered to citizens.
Equipment and Supplies
The technical rescue program managers are currently developing an operational
plan that will outline an equipment replacement plan to ensure that supplies are
maintained in a sustainable and responsible fashion in accordance with the PFA
Budget and to meet the standards for technical rescue by the National Fire
Protection Association (NFPA).
Operational Directives
During 2014, technical rescue personnel actively worked to review, update, and
develop the 12 core operational directives (ODs) that guide the program. After
action reviews were incorporated where appropriate to ensure PFA continues to
accomplish its desired level of response. The technical rescue program plans to
review all technical rescue ODs to ensure relevancy on an annual basis.
Training Standards Development
The technical rescue program has been actively developing minimum training
standards for water rescue, auto extrication and rope rescue. Specific activities to
maintain these levels of expertise are found in the subprogram activity reports.
However, during 2015, the program will focus on further developing minimum
training standards for all support company personnel and to expand on all
training needs as outlined in the technical rescue operational plan currently under
development.
SELF-CONTAINED BREATHING APPARATUS (SCBA) MAINTENANCE
Captain Tim England
Program objectives were:
x Assure all SCBA and ancillary equipment meet state, federal, and industry
standards.
x Provide adequate air supply and SCBA to effectively protect personnel on
large scale incidents.
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x Provide respiratory protection to intercede, control and recover from
emergencies as rapidly and effectively as possible.
x Meet training requirements mandated by respiratory program standards and
best practices.
x Provide additional support to the Training Division with equipment,
maintenance and instruction.
x To minimize downtime due to repair, or preventative maintenance.
x Forecast, plan program needs to maintain readiness, improve capability,
personnel protection, and currency with technology and standards.
x No failures of SCBA on emergency incidents.
SCBA equipment was maintained in good order to provide safe, effective, reliable
equipment. No failures were incurred. Repairs were made with performance
measurements of 60% within 72 hours, 80% within one week, and 90% within
two weeks of receipt.
Total rebuild of the regulator inventory will be finished in 2015.
100% of uniformed personnel were fit tested, providing 550 tests in 2014.
NIOSH equipment approvals were maintained and all requirements of OSHA’s
respiratory protection program were met – 29 CFR1910.134.
Training, equipment and support was provided to two recruit academies and
annual SCBA training to the Authority.
The SCBA tech group also provided training, service and support to other outside
agencies. These include Colorado State University, City of Fort Collins Utilities,
City of Greeley, Fort Collins Police Department, Larimer County Sheriff’s Office,
Larimer County Drug Task Force, Northern Colorado Fire Department Training
Consortium and local Volunteer Fire Departments.
CUSTOMER ASSISTANCE RESPONSE TEAM
Captain Ralph Kettle
The Customer Assistance Response Team (CART) program was established to
provide added value to the Citizens of the PFA district. After the emergency
incident is mitigated, the CART provides support to help customers meet their
immediate needs and to quickly recover from the emergency.
In 2014, the CART team set, and achieved, a lofty goal of providing service
100% of the time when requested. Considering the fact that the CART program is
staffed with seven off-duty firefighters, this shows a true dedication by the
members of the team to provide the best service possible to the community and
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44 Courage, Leadership, Duty
creates alignment with the following PFA strategic goals:
x Goal 1 – Reduce the frequency and severity of emergency incidents. The
CART team fulfills this by responding quickly and coordinating with on-
duty crews, restoration companies and the occupants to reduce damage.
The members of the team follow-up after the incident to answer questions
and assist with recovery.
x Goal 2 – Promote emergency preparation, response, mitigation, recovery,
and resiliency across the organization in collaboration with other
community efforts. The CART team provides literature, expertise and
coordination for the citizens impacted by the emergency to promote rapid
mitigation and recovery.
x Goal 3 – Be a values-driven workforce that cares for each other and the
community. The CART team demonstrates the PFA core values by being
prompt, skillful and caring with CART service delivery.
x Goal 4 – Be effective stewards of the community and PFA’s resources.
The CART response allows on-duty fire companies to more quickly return
to service following an incident therefore providing better service to the
community.
2014 Responses:
x Assisted 50 individuals during and after emergencies.
x CART was requested to respond 17 times and responded 100% of the
time.
x With a no cost agreement with the Homewood Suites we were able to
provide temporary shelter following emergency operations to 18
customers on five separate occasions.
x Following a fire that destroyed a single mother’s vehicle with her only child
safety seat, the CART representative provided another car seat and
transported the family to Station 10 to have the seat properly installed.
x A family of six was involved in a motor vehicle accident while traveling
through PFA’s district. Two members of the family were transported to
Poudre Valley Hospital. The CART member arranged lodging and
transportation to and from the hospital for two days until arrangements
could be made to get the family home.
x Following a fire at a townhouse complex, the owner of the home asked the
CART member to attend a community gathering to help answer fire safety
questions and provide expert advice to keep the neighborhood safe.
x The CART assisted with transporting two family dogs, overcome by smoke
inhalation, to the CSU veterinary hospital.
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Courage, Leadership, Duty 45
OCCUPATIONAL HEALTH AND SAFETY
Battalion Chief Gary Nuckols
Peer Support Team
PFA started a Peer Support Team (PST) in 2014 led by a team coordinator with
three additional peer support team members working under a clinical supervisor.
Team members have been trained under a mental health professional in stress
management, critical incident stress, and crisis intervention techniques in order
to provide personnel with resources and support for these experiences. As a new
service offered in 2014, the impact or need for this service was unknown.
Confidentiality is key to a successful program and tracking is only done by
number of contacts or hours of service. No names are divulged to PFA. In 2014
the team had 59 contacts for service. Contacts can be in the form of a direct
contact of an individual to the PST member, a referral, or a “reach-out” where a
PST member makes the initial contact. The program has proven to be a needed
resource for PFA personnel, and in 2015 long-term sustainability of the program
will be evaluated and effectiveness and willingness to utilize the program will be
evaluated.
Fitness
PFA has been utilizing Peer Fitness Trainers (PFT) for many years to provide
instructional, nutritional and educational services to PFA members. Firefighters
are evaluated annually by the PFTs using a national system designed for
firefighters titled the Wellness Fitness Initiative. Past years’ method of
evaluations allowed for very little time for interaction or feedback. This year the
evaluations were changed to where the PFTs went to the stations to perform
them with a crew at a time. This resulted in a better evaluation, with immediate
feedback on results. In 2014 the PFTs performed over forty additional requests
for instructional, nutritional or educational services to PFA members.
Injuries and Exposures
In 2014 PFA had a reduction in reported injuries and exposures with 57
compared to 83 in 2013. Using the OSHA reportable standard (OSHA defined as
treatment beyond first aid) there were 17 incidents for the year. PFA’s
Recordable Accident Frequency calculated using OSHA formula (# of injuries x
200,000/ number of hours worked) was 7.7 compared to 9.0 in 2013. The
national comparable rate for fire departments was 11.2. This is the second year
for tracking with this OSHA formula. PFA is not required to report to OSHA, but
this is the closest national comparable for injury frequency available.
The number of exposures has remained fairly consistent the last three years. The
previous year’s aggressive actions to reduce exposures, especially those
asbestos related, has shown its impact. These actions have resulted in positive
outcomes as seen by the reduction in exposure reports.
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46 Courage, Leadership, Duty
Costs
The chart below illustrates the cost paid by PFA’s workers’ compensation
insurance carrier. PFA has had a continual reduction from 2012 to present. This
reduction has resulted in a lowering of PFA’s insurance experience modifier for
2015 from 1.03 to .86.
0
50
100
150
200
250
02 03 04 05 06 07 08 09 10 11 12 13 14
Injuries and Exposures
Reported Injuries Exposures
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
$400,000
$450,000
$500,000
2009 2010 2011 2012 2013 2014
Costs
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Courage, Leadership, Duty 47
1
st
Qtr 2
nd
Qtr 3
rd
Qtr 4
th
Qtr YTD 2014 2013
Total 19 20 11 7 57 83
Injuries 19 10 8 6 43 71
Lost Time
3
16 66 81 64 164 210
Exposures 0 10 3 1 14 22
Cost
2
$45,522 $55,970 $30,327 $25,448 $157,267 $243,344
Recordable
1
7 4 3 3 17 22
Frequency
4
12.78 6.4 5.6 5.4 7.7 9
The following charts illustrate the activity at time of injury and the injury type
based on National Fire Protection Association classifications. PFA separates
exercise as its own activity category and in 2014 a dramatic reduction in these
injuries was seen as past years numbers were in the low teens. Nationally
fireground injuries account for almost half of all injuries. The fireground is the
most dynamic and uncontrolled of work environments and PFA is proud of its
personnel for efforts in keeping this injury rate low in such conditions.
26%
23% 23%
10%
9%
7%
2%
2014 Reported Injuries/Exposures Activity
Training
EMS
Fireground
Other
Routine/Station Duties
Exercise
Responding/Returning
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48 Courage, Leadership, Duty
Activity at Time of Injury 2014 Five-Year Average
EMS 13 14
Fireground 13 15
Training 15 17
Exercise 4 9
Routine/Station Duties 11 10
Responding/Returning 1 1
Other 6 8
In 2014, PFA experienced a reduction in all categories of injury types compared
to its four-year average. Nationally overexertion/strain is also the highest
percentage of injury type.
Injury Type 2014 Four-Year Average*
Overexertion/Strain 22 27
Exposure 15 20
Contact with Object 5 8
Struck by Object 3 6
Fall, Jump, Slip 5 11
Other 7 11
*NFPA classifications changed in 2011. Only a four-year average show
Modified Duty
Personnel can be placed on modified duty for either on-duty or off-duty injuries,
illnesses, or medical conditions. Whether an event is work related or off-duty
there is an impact to PFA with daily staffing. In mid-2013 after direction from the
Board, staff started tracking modified duty to show work related and non-work
related personnel split out. Annual reports beginning in 2014 now reflect this
split.
39%
26%
12%
9%
9%
5%
2014 Reported Injuries/Exposures
by Injury Type
Overexertion/Strain
Exposure
Other
Contact with Object
Fall, Jump, Slip
Struck by Object
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Courage, Leadership, Duty 49
In 2014, PFA had eight personnel on injury leave or modified duty for a total of
227 shifts. There were an additional nine personnel on extended sick leave or
modified duty for non-work related causes which resulted in an additional 258
shifts impacted.
Injury Reviews
The shift Safety Officers performed thirty- four injury reviews with injured
employees. In 2014 the Captain was added in the review to ensure the
supervisor was aware of and to assist in the review. In mid-2014, personnel were
provided a summary of the injuries for the first half of the year showing each
injury, the causal factors, lessons learned, and recommendations. The second
half 2014 injury summary will be distributed in spring 2015.
Vehicle Accidents
There were eighteen vehicle incidents compared to twenty-three in 2013. The
majority of all incidents were minor in nature, although even minor incidents can
now result in expensive repair. The procedure that was implemented in late 2010
for self-critiquing accidents and other incidents that result in lost or damaged PFA
equipment is still being used. The shift Safety Officers review the report with the
individuals to assure all the causal factors and lessons learned are determined.
Sixteen of these reports were posted on PFA’s Intranet site this year.
0
5
10
15
20
25
30
35
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Vehicle Incidents
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Vehicle Incident Cause 2014 Five-Year Average
Misjudgment 6 13
Backing 3 5
Fault of Other Driver 2 4
Failure to Yield to
Emergency Vehicle
0 .4
Equipment Failure 0 .8
Other 7 2
INFORMATION TECHNOLOGY
Support Chief Mike Gress
IT Manager Tom Hatfield
IT Analyst Eric Nelson
IT Support Specialist Ray Perez
GIS Specialist Jim Montague
PFA Information Technology (IT) strives to provide efficient, reliable and cost-
effective methods of providing and implementing well researched, tested and
predictable technologies. While there weren’t many specific projects that began
and ended in 2014, it was a very productive year for the IT department. Listed
below is a synopsis of those major projects.
A new and improved Aruba wireless system was implemented at all PFA facilities
with the exclusion of volunteer stations 8, 9, and 11. This not only improves
wireless access and security for employees of PFA, but also for guests. This
new system also assists us in addressing the popular term known as BYOD
(Bring Your Own Device). More and more users need to use PFA’s network and
resources with personal devices. IT has put PFA in a stronger position with the
39%
33%
17%
11%
2014 Vehicle Incidents
Other
Misjudgement
Backing
Fault of Other Driver
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combination of enhanced wireless security, device provisioning, and remote
desktop/terminal services that keeps the data in the data center.
New hardware was purchased and deployed in PFA’s data center to meet the
increasing demands of both storage and services. This is an ongoing and
evolving project that is planned to continue enhancing well into 2015 and beyond.
A Request For Proposal was completed in 2014, and after careful consideration,
the vendor SKC was selected to help IT replace the current video and audio
conferencing solution. This implementation in 2015 will be an all-encompassing
solution that will allow collaboration from anywhere with desktop/laptop PCs,
tablets, desk phones and smartphones, and physical camera endpoint devices.
During the last quarter of 2014, Webroot was identified as PFA’s top
malware/virus protection suite. The purchase and deployment of this product will
be conducted in 2015. This will replace the existing mix of McAfee and Microsoft
Security Essentials which have proved to be not as effective in preventing and
eliminating malware.
A new helpdesk system was implemented in 2014 which will be used more in
2015 to efficiently track end user IT support requests. This product is known as
Spiceworks and it already assists nicely with asset management and resource
tracking features.
With the recent retirement of Captain Gil Fisher, a new IT Specialist was
recruited and hired to join PFA’s IT group. Ray Perez is a welcome addition to
PFA’s IT team.
PFA’s public website http://www.poudre-fire.org continues to be enhanced.
Some items include enhancements for the job application section of the site,
news releases, wildland data collection, and web forms primarily used by the
Community Safety and Service Division.
In 2014, a custom software package named the Daily Log program was
developed and tested by many captains and individuals. This was a directive
from Chief DeMint to provide a tool to allow users to log activities that they
perform each day, in addition to incident response and scheduled training. After
several revisions to include user recommendations, the program went live on
1/1/2015. As of 3/19/2015, 7,990 activities have been entered into the database
by companies using this program. Upon completion of the first quarter 2015, the
management team will review the entered activities.
In 2014 PFA IT and GIS continued to work closely with the Accreditation
Manager to provide GIS data and analysis to be included in the Standards of
Cover.
In 2014 PFA IT and GIS developed a new version of the Mobile Inspection
Program (MIP) and installed it on all computers and the terminal server used by
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Bureau inspectors to capture Sprinkler and General Safety inspection data. This
new version did not require an expensive (licensed) Adobe Acrobat component
to be installed on each MIP computer. This new Windows forms based version
has proven to be more reliable and faster performance than previous versions.
COMMUNITY SAFETY AND SERVICE
Division Chief Bob Poncelow
The Community Safety and Service Division (CSSD) continued the existing
building inspection program, further expanding the number of buildings receiving
a general fire inspection. This effort has identified many fire hazards in the
community and the efforts should culminate in 2015 when staff will have
completed a fire inspection on every commercial building over the last three
years. The fire protection system inspections along with the general fire
inspection program continue to operate using primarily part-time inspectors and
shift-based Fire Inspection Coordinators. Due to the complexity of some
businesses, some inspectors are being trained in specialties, for example
distilleries and marijuana extraction facilities both pose specialized concerns
requiring a higher level of expertise and training.
The Technical Services section of Fire Prevention saw a record number of new
construction projects submitted for review and eventual construction. These
projects included the Woodward Governor Campus, Foothills Mall
redevelopment, Banner Hospital, Lory Student Center remodel, several large
multi-family residential buildings and many smaller projects. While this workload
was managed, it did identify some shortfalls in staffing. The increase in fees
generated by the increase in construction allowed additional staffing to be
retained; specifically two part-time permit technicians to staff the front desk. This
addition increased customer service and decreased wait times at the counter and
for phone-based service. Combined with moving almost entirely to electronic plan
and permit submittals, the permit technicians have enabled the office to
effectively and efficiently address the increase in work load while being funded
almost entirely by the fees from the increased submittals and reviews.
The Office of Emergency Management (OEM) directs all planning, preparedness
and recovery efforts for significant events and natural or manmade disasters that
involve or impact the City of Fort Collins and the PFA. The OEM has been
actively involved in work on the local, state, and federal level regarding significant
hazards within the PFA jurisdiction. This includes terrorism threats, hazardous
rail and truck cargo, and natural disasters. OEM continues to assist other
agencies with the recovery efforts from the 2013 flooding and works closely with
the Mayor’s office in attempting to address hazardous rail traffic in Fort Collins
and in particular the transport of crude oil.
Funding was identified in 2014 for the addition of a full-time professional
educator to assist Captain Love in designing, implementing, presenting and
evaluating public education efforts at all levels within the organization. Michael
Durkin was hired to fill that role and brings a strong background in education
including work with non-English speaking audiences. His experience, education
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and skills have made an impact on the public education efforts and have allowed
Captain Love to concentrate on strategic program development and direct more
resources towards managing the Public Information aspects of the position.
Specific and detailed assessments of all sections of Community Safety and
Service are included in the following pages.
PUBLIC AFFAIRS AND EDUCATION
Captain Patrick Love
The primary purpose of the Office of Public Affairs and Education is to educate
customers in order for them to PREVENT an incident, or at the very least
mitigate circumstances for survival and best possible outcome. This is
accomplished with one, full-time public affairs and education officer, one full-time
public education specialist, and one administrative assistant. A Public Outreach
Committee consisting of four 40-hour personnel, including the three mentioned in
the previous sentence, and six on-line employees assist with education
evaluation, direction and event assistance. With these personnel, numerous
programs are supported to reduce fire and life hazards within PFA’s jurisdiction.
Examples of programs include: Safety House in Schools, child passenger seat
training and installation, fire station tours and fire extinguisher training.
The public education program is focused on providing educational options at the
individual, business and community level. Education is conducted through
programs such as Safety House in Schools, seventh grade health classes, fire
station tours, fire extinguisher training, child car seat installation and training,
emergency evacuation drills, university staff and student hands-on and
classroom training, speaking to target groups, life safety event participation,
social media and standard media. Target groups are focused on children
between the ages of seven and ten and older adults, including those living in
independent and assisted living facilities.
No service requests or events could have been handled without the significant
time and effort of PFA’s dedicated firefighters and staff or the assistance of
partner agencies such as the American Red Cross, Northern Colorado Chapter;
Colorado State University; Safe Kids Larimer County; Poudre Valley Hospital/UC
Health and The Lauren Project.
Public and media relations are overseen by the affairs & education officer who
tasked as the Authority spokesperson, conducts press interviews, writes press
releases, conducts press conferences as needed and directs all social media
activities including production of video and photo projects; creates and maintains
positive relationships with other agencies and general public contacts.
It is important to keep customers up to date on notable activities, events and
prevention education so they can stay informed and make safe choices. As
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history and experience have proven, this works especially well when there are
major emergencies in the community.
Service Requests
In 2014, PFA fulfilled 572 requests regarding service to community members for
fire and life safety education and other customer contact opportunities. This
equates to a conservative 2,000 man-hours. The service request program
represents the majority of firefighter contact with citizens in a non-emergency
setting and is paramount to PFA’s community outreach and educational
programs.
Following is a list of all types of events and includes the number of customers
with which PFA came in contact in 2014.
Service Requests by
TYPE 2010 2011 2012 2013 2014
% Change
From
Previous
Year
Station tour 114 75 102 99 92 -7.07%
Extinguisher class 53 44 27 28 24 -14.29%
Safety talk 165 103 212 116 118 1.72%
Fire drill 15 21 22 21 15 -28.57%
Home Safety Surveys 8 6 13 9 11 22.22%
Neighborhood event 32 33 29 35 23 -34.29%
Safety/Science fair 13 12 6 7 16 114.29%
Apparatus tour 131 88 159 114 124 8.77%
Smoke Alarm battery help 39 31 25 28 36 28.57%
Career day/career talks 8 8 7 5 1 -800.00%
Fire Safety House 32 26 25 34 32 -5.88%
Strap & Snap 3 5 4 6 6 0.00%
Other 40 81 44 35 74 111.42%
Total 653 533 675 537 572 6.52%
* 2013 Tuesday training implemented = loss of 53 days for public education events
Service Requests by
AGE RANGE 2010 2011 2012 2013 2014
% Change
From
Previous
Year
Pre-School (3-5) 2833 2164 2363 1676 1898 13.25%
Elementary (5-12) 5351 3154 4251 3964 5125 29.29%
Jr/Sr High (12-18) 499 1483 494 860 1168 35.81%
Adult (18-60) 6448 4409 4249 4761 5713 19.99%
Sr Citizen (60+) 821 936 956 1119 1590 42.09%
Total 15952 12146 12313 12380 15494 25.15%
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Child Passenger Safety
PFA firefighters participated in a county-wide child passenger safety effort along
with Larimer County Safe Kids Coalition. During 2014 PFA Firefighter/Car Seat
Technicians installed or checked the installation of 366 seats. This program
continues to be a very valuable service that PFA provides.
Service Requests by
STATION 2010 2011 2012 2013 2014
% Change
From
Previous
Year
Station 1 51 34 42 32 44 37.50%
Station 2 28 30 19 15 15 0.00%
Station 3 35 43 35 16 24 50.00%
Station 4 37 30 31 29 36 24.13%
Station 5 37 19 35 35 39 11.42%
Station 6 13 16 8 12 18 50.00%
Station 7 10 4 8 10 4 -60.00%
Station 10 33 18 24 24 21 -12.50%
Station 12 9 16 12 9 18 100.00%
Station 14 36 25 23 20 22 10.00%
Other 53 51 49 58 98 68.96%
Total 342 286 286 260 339 30.38%
RIDE-ALONGS 2010 2011 2012 2013 2014
% Change
From
Previous
Year
Citizen Ride-Alongs 136 28 36 143 53 -62.93%
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Youth Fire Awareness/Juvenile Fire Setter Intervention Program
Over 50% of arson arrests in the United States are juveniles. The goals of this
program are to reduce juvenile involvement in fire setting and arson, and to
assist children who have engaged in fire setting behavior. Children and juveniles
become involved in this program in one of four ways: referred by their parents;
they are contacted by PFA personnel at a fire incident; they are required to
participate through juvenile diversion at the District Attorney’s Office; or they
receive an educational class at their school.
Participants in this program receive education about arson, juvenile involvement,
effects of arson on the community, and participants are invited to engage
firefighters in open discussion about these issues.
Accomplishments & Goals
In order to reach PFA’s strategic goals to ‘Reduce the frequency and severity of
emergency incidents’ and ‘Be an accountable, values-driven workforce that cares
for the community and each other’ initiatives and measurements such as those
that follow have been established.
Car Seat Checks 2010 2011 2012 2013 2014
% Change
From
Previous
Year
Station 1 81 42 18 12 25 108.33%
Station 2 1846415837-36.20%
Station 3 3249424131-24.39%
Station 4 664661324437.50%
Station 5 4565478374-10.84%
Station 6 2923442217-22.72%
Station 7 9 1 3 5 8 60.00%
Stataion 10 44 26 32 49 37 -24.48%
Station 12 9 9 22 24 33 37.50%
Station 14 14 24 43 19 33 73.68%
Check Points 8
Other 7 10 29 16 19 18.75%
Total 354 341 382 361 366 1.38%
Juvenile Fire Setter
Contacts 2010 2011 2012 2013 2014
% Change
From
Previous
Year
Referred Interventions 20 4 5 13 10 -23.07%
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¾ An education specialist was hired the last quarter of 2014 to assist with
PFA’s growing population and requests for service.
¾ Identify and contact additional audiences and groups with which to work.
Even though over 15,000 customers were reached for education during
2014 in a non-emergency setting, a goal is to make contact with a
minimum of ten percent (19,000) of PFA’s customers by the end of 2016.
¾ A program appraisal metric was developed last year to measure trends
through software designed for this purpose. This analysis has identified
the frequency and location of incidents in an effort to develop a measured
and prioritized approach to planning education activities.
¾ By the end of the first quarter 2015, an analysis of incident data, including
local and state injury figures will be complete. By the end of second
quarter 2015 this data will be utilized for program development, changes
and/or implementation. Furthermore, the analysis will allow the public
education team to develop geographic target areas to further focus
education and prevention efforts.
¾ Plan, fund and implement two new smoke alarm and carbon monoxide
alarm programs by the end of fourth quarter 2015. An additional goal is
that 85% of residences within PFA’s jurisdiction have smoke alarms and
carbon monoxide alarms.
¾ A new Fire Station Tour guideline has been developed and will be
presented to on-line crews by the end of third quarter 2015. Mini-teaching
sessions will be held along with video conference training. To assist on-
line personnel with station tours and education, updated messaging and
videos will be in stations by the end of second quarter 2015.
¾ By the end of the second quarter of 2015, outcome measures will be
developed and analyzed for the top five public education programs.
¾ Reduce preventable injuries by 2%.
¾ Increase Social Media use by 5% in 2015.
Notable New and Continuing Programs
Safety Trailer in Schools Program- This program was reintroduced six years
ago and has gone from a handful of participating schools to almost all schools
within the Poudre School District; plus two within Thompson School District (PFA
response area). In 2014 PFA reached more than 1,900 children. The program
teaches second-graders about home safety in the kitchen, living room and
bedroom of a specially-built trailer that contains these simulated rooms. In 2014,
children participating in the Safety House in Schools program scored an average
of 98% on post-tests administered after going through the program. Both kids
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and teachers alike have come to excitedly anticipate PFA’s visits every year.
Fire Ops 101- This program is a collaborative effort between two local groups
and PFA; The City of Fort Collins CityWorks and Leadership Fort Collins. The
program showcases PFA in order to show where and how tax dollars are being
spent along with giving the participants a view into the world of emergency
services. PFA continually receives high grades from participants for this event.
Smoke Alarm & Carbon Monoxide Alarm Program- Approximately 2,200
civilians die in residential fires each year in the United States. Of these, almost
two thirds are contributed to absent or non-working smoke alarms. Since 1991
PFA has had a smoke alarm and battery give-away program in place. A carbon
monoxide (CO) alarm program was established in 2012 to educate customers
and meet the growing demand for devices. Since then there have been two
documented saves from (CO) alarms installed by PFA personnel. If a customer
needs an alarm, the crew will provide an alarm at any time. This would occur
even if the request is in a million dollar residence and until that customer can
secure a more long-term solution. Additional steps to ensure customers are
protected include alarm canvass events.
Colorado State University Training- Both PFA and CSU staff put in many
hours in order to educate the CSU population including faculty and staff. Many
times every year firefighters conduct training on fire extinguishers, fire alarms
and medical emergency protocols, evacuation and a mock dorm room burn to
show how quickly fires can turn deadly.
OFFICE OF EMERGENCY MANAGEMENT
Emergency Manager
Battalion Chief Mike Gavin
The Office of Emergency Management (OEM) made numerous accomplishments
and achievements in 2014. Although the focus will always be on Prevention,
Preparedness, Mitigation, Response and Recovery from natural, technological
and man-made hazards that are a threat to the community of Fort Collins, a
focus in the areas of prevention, preparedness and mitigation will continue.
Within these five program areas of emergency management, there are numerous
activities that took place including development and updating of plans, training
and exercises for citizens, businesses and employees in the City of Fort Collins
and Poudre Fire Authority. Exercises were held involving responders from a
multitude of agencies within the community, and acquisition of necessary
equipment to continue and enhance both PFA and the City of Fort Collins
responses and recovery efforts from local hazards. Minor upgrades were made
to the City of Fort Collins Emergency Operation Center in order to maintain
compliance with nationally recognized standards.
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Additionally, work continues towards achieving compliance of Federal and State
mandates, which include but are not limited to the National Incident Management
System, National Preparedness Framework, National Preparedness
Goals/Scenarios, National Infrastructure Protection Plan, Presidential Directives
and the Comprehensive Preparedness Guide. This includes training on the
Incident Command System and updating of Emergency Operation Plans and
Operational Guidelines, along with providing exercises to evaluate PFA’s ability
to perform. Compliance with these standards are currently becoming a mandate
for federal funding among many federal agencies.
OEM was able to proceed with several capital improvements due to positive
results of the Budgeting For Outcome process. However OEM is still in a position
of needing additional full-time employees (FTE) for keeping up with demands in
this program area. This office continues to assist Colorado State University
(CSU) with the intern program for students studying emergency management
and sociology, although the time commitment is increasing for the OEM office.
PREVENTION
Fort Collins OEM includes Prevention as one of the five areas of Emergency
Management as recommended by the Federal Emergency Management
Association (FEMA). Activity in 2014 included updates of the emergency
operation plan, continuity of operations plan, vulnerability assessments of the
target or critical infrastructure and development of site specific emergency plans
for City of Fort Collins governmental buildings. Additional work on flood
management plans and oil/gas operation emergency planning and climate
change impact on disasters also occurred and will continue into 2015. Regional
collaboration and cooperation is underway to move more towards a regional
approach regarding these issues. Federal regulations are currently undergoing
changes which will impact the community and this office.
PREPAREDNESS
Large scale disaster planning continued through 2014 with the update of the
regional mass casualty plan which included the after action review of various
exercises including participation in a state-wide radiological incident held in Fort
Collins and a National Exercise Program Table Top regarding Climate Change
which was also hosted in Fort Collins. This Office has established a plan for
ongoing community training in disaster preparedness through the Community
Emergency Response Team program and the Community Awareness Program
which focuses on all hazards including terrorism.
City departments continue to work on meeting National Incident Management
System criteria for compliancy through training and additional credentialing of
their personnel. OEM continues to deliver training to meet this standard
including Disaster Preparedness, Incident Command, and Debris Management.
In coordination with the Storm Water Division of the City, OEM developed and
held a major functional exercise in the spring in preparation for possible flooding
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of the Poudre River. Over 30 agencies were involved including City, County,
State and Federal Governmental Agencies. The exercise was a success in that
it assisted in the preparedness and response efforts of what was to be a major
disaster in September.
One major activity that began at the end of 2013 is the project to address climate
change and its impact on disasters. The focus of the White House Task Force
subcommittee that OEM has participated in will be on preparedness and
mitigation from these changes. We have seen many rewards from OEM’s
participation in this program. That includes major grants to the area and
recognition that Fort Collins is a leader in Climate Change Issues.
MITIGATION
A public education program with focus on disaster preparedness/survival
continued in 2014 with the redesign and moving the OEM website to PFA IT.
This project will continue into 2015 and will have ongoing maintenance and
improvements. The 2015 Disaster Preparedness calendar was completed and
distributed. The top hazards in the community continue to be the focus of major
mitigation efforts. Few capital improvements occurred in 2014, however, training
and exercises continue to focus in these areas (wildland fires, severe winter
storms, severe summer storms, tornadoes and transportation of hazardous
materials). Due to the floods in September of 2013, FEMA has made funds
available for the State of Colorado, including Fort Collins, for immediate
mitigation projects with focus on wildland fires and flooding. OEM has been very
successful in acquiring funding through these grants. The mitigation efforts
currently are focused on restoration of the natural filtration system in the Poudre
River Basin and repairs from the flood.
RESPONSE
OEM participated and assisted with the coordination of the annual response
exercise at the Center for Disease Control and CSU Bio Safety Lab Level III.
Several Fort Collins personnel participated in the annual exercise at the Loveland
Fort Collins Airport, which is required by the Federal Aviation Administration. In
2015 additional exercises focused on Emergency Operations Center operations
will take place.
Winter snow storms again did not impact the City in 2014 as much as they have
in previous years. With cold temperatures in December and anticipation of even
colder temperatures in January, OEM worked together with various agencies in
the area to be sure that the “at risk” population would be provided for in extreme
winter conditions. Planning Development and Transportation personnel and
OEM continue to work together to be prepared for winter storms as well as the
MAX/BRT System and examination of the train traffic and associated hazards it
presents to the community. Water/Wastewater and Light and Power continue to
work with OEM on plans for flooding and power outages. OEM programs for
response are identified as some of the best practices in the country.
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RECOVERY
Within the Office of Emergency Management continued activity will be seen in
2015, especially in the area of flash flooding and water quality. Lessons learned,
corrective actions and mitigation from the flood of 1997 proved very successful
during the flood in September of 2013, and will continue into 2015 as the Federal
Emergency Management Agency makes adjustments to the flood plains and its
regulations.
OTHER
Within OEM’s overall program the core concepts required within the “PFA
Accreditation Program” have been evaluated and integrated as related to
Domestic Preparedness. These include but are not limited to:
1. Publishing an all hazards plan that defines roles and responsibilities of
all participating agencies and departments.
2. PFA being compliant with the National Incident Management System.
3. Making sure outside agency support has been identified and
documented as well as Inter-Governmental Agreements signed.
4. Having current standard operating procedures and general guidelines
in place to direct domestic preparedness planning and response
activities.
5. Ensuring interoperable communication systems are in place.
6. Establishing a process to record information and provide after action
reviews for incidents and exercises.
7. OEM conducts and documents a comprehensive vulnerability analysis
of the community’s critical infrastructure and key resources.
PFA, in conjunction with the City of Fort Collins, evaluates its programs
periodically and makes adjustments based upon its financial situation.
ADDITIONAL ACTIVITIES/SPONSORED TRAINING/SERVICES
x Northeast All Hazard Region (Participant)
x Colorado State All Hazard Advisory Committee (Chair)
x Colorado State Homeland Security Senior Advisory Committee (member)
x International Association of Emergency Managers (Vice-President Region
VIII.)
x Annual Storm Water Tabletop Exercise
x Active Shooter/Mass Casualty Tabletop
x Center for Disease Control Exercise
x Fort Collins Loveland Airport Exercise
x Continuation of an “OEM Internship” Program with CSU
x OEM Regional Emergency Preparedness Fair
x International Association of Emergency Managers Conference
(Conference Committee, Strategic Planning Committee)
x Colorado Emergency Managers Conference (Conference Committee)
x Incident Command System 100, 200, 700 and 800 courses (Instructed to
CSU, Fort Collins, Poudre School District)
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x Disaster Management for Water and Wastewater Facilities (instructed)
x Disaster Management for Public Safety Personnel (Instructed)
x Disaster Management for Hospitals and Healthcare Infrastructure (hosted)
x Community Awareness Program (Instructed)
x National Weather Service “Weather Spotter” workshop (hosted)
x Colorado Emergency Management Academy (participant)
INSPECTION SERVICES
Assistant Fire Marshal Shawn McGaffin
The Inspection Services program is responsible for the management and support
of PFA fire prevention inspections, complaint response, and dissemination of
general fire prevention information to the public. The program coordinator works
closely with the Office of the Fire Marshal to develop fire codes at the local, state,
and national levels, as well as fire prevention policies at the local level.
Specific activities include researching fire code issues referred by fire department
engine companies. Specific activities focus on compliance negotiation,
preparation of appeals and court cases, and maintenance of inspection records.
In addition, the program’s personnel respond to and investigate complaints from
the public related to fire safety.
INSPECTION SERVICES ACTIVITY
The following information would represent an overview of inspection activity:
Total businesses and multifamily
residences on record 6,151
Total sprinkled businesses 1,912
Total multifamily residential homes 579
Total sprinkler inspections completed 1,752
Total general inspections completed
in non-sprinkled businesses 2,834
Total businesses written for hazards 500
Percent of violations brought up to
code 95%
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INSPECTION SERVICES COMPARATIVE ANALYSIS
Activity 2013 2014 % of
Change
Total Businesses on
Record 5,517 6,151 11.49%
Inspections Conducted 3,880 4,586 18.20%
Total Businesses
written for Hazards 519 500 -3.66%
Re-Inspections
Conducted 519 1,013 95.18%
The High Plains program is continuing to collect inspection information, and now
has two years of data available. The Inspection Services Division of the CSSD
continues to make use of this program to remain a paperless division working
strictly with computer and online data collection and distribution to both business
owners and to the PFA. In 2014 PFA saw a 119% increase in the number of non-
sprinkled businesses that were inspected. This is due to changing sprinkler
inspections from annual inspections of certain occupancies to semi-annual
inspections of certain occupancies. Due to this change, inspectors were able to
inspect buildings that PFA has not inspected in over ten years. This influx in new
inspections accounts for the increase of general inspections in non-sprinkled
buildings, which leads to the education of code enforcement for buildings that
have not been inspected in ten years.
INSPECTION CONTACTS
This program responds to citizens regarding fire safety, emergency access key
box updates, and fire lane issues. PFA aims to provide these services in a timely
manner. In 2014, numerous inspection contacts were conducted to address
these concerns. Inspection contacts often lead to the need for additional
research and investigation to ensure a permanent resolution. Each inspection
contact is dealt with by the inspector assigned to that particular business. All
actions are then documented in the High Plains program ensuring correction of
each violation and communication of what was completed.
Tent permits and Knox Box maintenance lock-ups are a part of this activity.
Knox Boxes are the key entry system that fire personnel rely on to gain entry to a
building in an emergency. In 2014, 44 of these lock-ups were performed, and
1,912 boxes were verified to have the correct contents. CSSD transferred Knox
Box lock-ups from the Fire Inspection Coordinator (FIC) to the inspector in
charge of each building during 2014. This allowed each inspector to have first-
hand knowledge when changes were made and has helped to ensure the new
Knox Box policy implemented in 2013 regarding color coding keys was enforced.
Tent permits are issued, particularly at special events, to ensure public safety. In
2014, PFA issued 77 of these permits.
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64 Courage, Leadership, Duty
FIRE SUPRESSION TECHNICIANS
This group of employees provides the required annual and semi-annual fire
sprinkler inspections as well as general fire inspection of non-sprinkled buildings.
This group of six inspectors serves PFA’s community by ensuring the proper
working order of the fire suppression systems installed in commercial and multi-
family residences within the jurisdiction. These individuals also enter all data into
the High Plains program that is then shared with all branches of the PFA. Every
business within PFA’s jurisdiction is now assigned an inspector giving business
owners a single point of contact for any fire code related issues.
FIRE INSPECTION COORDINATORS
The FICs provide the community with a 24-hour fire prevention resource. In
2014, the six FICs conducted 243 general inspections, which included high
hazard occupancies and assembly occupancies. A general inspection is
conducted at all assemblies and high hazard non-sprinkled buildings. FICs made
additional re-inspections to bring these inspections to a positive closure. The
FICs also conduct many of the Inspection Contacts reflected above that are of
high hazard and are in need of immediate attention. These individuals interact
with customers by providing them with expertise and outstanding customer
service any day of the week at any hour of the day.
FICs also conduct drop-in inspections of restaurants, bars, and nightclubs for
occupant load compliance. These “after hours” inspections are conducted to
ensure that these establishments are adhering to all fire safety regulations and to
assist these business owners by answering questions immediately. A
partnership exists with Fort Collins Police Services, the City of Fort Collins Liquor
Licensing Office and the Larimer County Sheriff’s Office to ensure compliance
and patron safety.
FOCUSED INSPECTION PARTNERSHIPS
Special Events – Special events, or large crowd gatherings, are popular within
the City of Fort Collins and surrounding areas inside the PFA jurisdiction. These
events require permits that must be reviewed and approved by PFA. These
events are reviewed and requirements are set through the Inspection Services
division. PFA staff educates event organizers of the requirements for vendors
and tents and the need for emergency access. Some events require educating
emergency crews of road closures or high life hazard gatherings. Other events
require the implementation of Incident Action Plans and addressing the need for
additional resources working during the events. Some of the large events that
took place in 2014 include, New West Fest, Tour De Fat, The Beer Festival, The
Colorado Marathon, and the Horsetooth Marathon.
Marijuana Occupancies – The program adopted to ensure the safe operation of
marijuana dispensaries and grow operations following legalization in 2013 is
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Courage, Leadership, Duty 65
continuing to meet the needs of PFA and the community. The Assistant Fire
Marshal of Inspection Services is working closely with law enforcement and
legislature to continue developing new ordinances and codes as needs arise and
are addressed. Marijuana occupancies are complex in the initial set up of
operation and the procedures used in the manufacturing of marijuana and the
extraction of Tetrahydrocannabinol (THC). This program works closely with local
law enforcement as well as State Inspectors to ensure all requirements are
understood and met by business owners. Due to the complexity of these
operations the Poudre Fire Authority is dedicated to upholding State and local
law by maintaining adherence to the 2012 International Fire Code as adopted.
This program begins educating the business owner before the plans are
reviewed. A general inspection is then completed for the facility to ensure
compliance with the fire code. They are then set on the correct inspection cycle
based on their occupancy classification. The process of extracting THC from
marijuana has proved to be very volatile and has created explosions and fires
nationwide. Poudre Fire Authority’s policies require a peer review from an outside
state certified mechanical engineer on both the extraction machine and the
facility used as a Marijuana Infused Product (MIP). It is this program that will
regulate the set up and use of the extraction operation. Based on the complexity
of these occupancies, a single inspector, along with the Assistant Fire Marshal of
Inspection Services, manages this program. Currently there are 12 cultivation,
12 mercantile, and two MIP (extraction) of THC facilities within the City of Fort
Collins. In addition, there are two cultivation and one MIP (extraction) facilities
outside of the City of Fort Collins that are within PFA’s jurisdiction. Only 58% of
marijuana facilities within the State of Colorado are known, so at this time PFA is
not aware of all facilities within its jurisdiction.
Poudre School District (PSD) Industrial Program – During 2014, the CSSD
completed the fourteenth year of the PSD Industrial Inspection Program. The
personnel assigned to this partnership program conducted 56 school inspections,
including five outside of PFA’s jurisdiction that are part of PSD that PFA inspects
through the agreement with the school district, and inspected the administrative
complex. A single inspector is necessary, not only for the reasons stated above,
but also due to the complexity and geographic distribution of PSD facilities. This
unique partnership is truly a model for both the educational community as well as
the fire service.
Assembly Occupancies – These occupancies are of particular interest to the
PFA inspection process due to their high-risk environment. Weekly occupant load
checks are supplemented by annual inspections that educate bar owners and
ensure that these establishments are safe for patrons and staff alike. This is a
primary focus for the FICs.
Charter/Private Schools and Day Care Centers – This program has been a
supplement to the PSD inspection program ensuring that this expanding segment
of the community is conducted in a safe environment. For the sake of efficiency
and to provide a high level of expertise, these inspections have been combined
with the PSD inspector’s program.
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66 Courage, Leadership, Duty
Health Care Facilities – This program has focused on two objective areas:
expertise and consistency. These occupancies require technical expertise
related to specialty equipment and processes. These occupancies are inspected
by the State of Colorado to ensure compliance with the Life Safety Code. They
also have on-site experts with a sole responsibility of the safe operation of this
equipment. To improve efficiencies, these inspections have been assigned to a
single PFA resource.
Greek Life Safety Program – This partnership with Colorado State University
Greek Affairs is in its twelfth year. In 2014, 13 inspections were conducted in
these occupancies. The primary goals of this program are increased life safety,
inspection consistency, and resident education. The success of this partnership
relies on innovative solutions that result in the education of the residents of these
organizations. Semi-annual fire drills are also conducted as part of this program.
For efficiency, these inspections are conducted by a single PFA resource.
R-Occupancy Life Safety Program – This inspection program focuses on
apartment and large residential complexes. A core group of inspectors manages
this program, providing inspection consistency and follow-up on identified
hazards. Inspections include general fire safety evaluations as well as fire alarm
and fire sprinkler inspections. Through this approach, these occupancies receive
the specialized attention that is required in these types of buildings. In 2014, 340
R-occupancy inspections were completed. A large portion of these complexes
are non-sprinkled buildings but still require an annual general fire inspection. The
CSSD has used these facilities as an educational opportunity and enlist the help
of up and coming FIC’s to complete these on an annual basis. This allows
firefighters interested in fire prevention the opportunity to get hands on training of
both the inspection and the computer systems used in CSSD.
FIRE INVESTIGATIONS/PREVENTION SUPPORT
Assistant Fire Marshal Shawn M. Brann - CFI
In 2014, the Poudre Fire Authority responded to 329 fire calls compared to 371
fire calls the previous year, a decrease of 11%. For the majority of those calls,
the origin and cause of the fire was determined at the responding company level.
In cases where the cause cannot be easily determined due to the extent of
damage, possibility of arson, or other circumstances, a Fire Investigator
responds to the scene. During 2014, 142 fires or 43% required the response of a
Fire Investigator to determine the origin and cause of the fire.
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Courage, Leadership, Duty 67
Fire Cause Summary
Cause Number %
ACCIDENTAL 93 65%
ARSON 22 16%
NATURAL 2 1%
UNDETERMINED 25 18%
Total 142 100.0%
Partnerships continued with local, State, and Federal law enforcement agencies
in 2014. Fort Collins Police Services (FCPS), Larimer County Sheriff’s Office
(LCSO), and the Bureau of Alcohol, Tobacco, Firearms & Explosives (ATF)
assisted the Poudre Fire Authority on 13 fires during the year.
Law Enforcement Assistance to PFA Investigators
Agency Number % of Law % of Total Fires
ATF 2 15% 1%
CBI 0 0% 0%
CSUPD 0 0% 0%
FCPS 8 62% 6%
LCSO 3 23% 2%
Total 13 100.0%
Through the hard work of Fire Investigators and the relationships with local law
enforcement agencies, three arrests were made for arson in 2014, compared to
four arrests in 2013. This reflects an Arson Clearance rate of 14% which is just
below the national average of 17%. Arson continues to be a very difficult crime
to prove due to its covert nature and the fact that much of the evidence is
destroyed in the fire. Continued collaboration with law enforcement agencies is
necessary and appreciated.
Case Disposition
Type Number %
Arrests Made 3 2.2%
Cases Closed 135 95%
Cases Not Closed 4* 2.8%
Total Cases 142 100%
*Pending cases awaiting further information for final disposition
Although the total number of incendiary fires increased, the number of incendiary
fires in structures decreased in 2014. Some of the criminal motives encountered
in 2014 include spite/revenge, vandalism, and crime concealment. The total fire
loss for 2014 was $1,979,413. This reflects a 57% decrease from 2013. Even
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68 Courage, Leadership, Duty
though the total number of deliberately set fires increased, the dollar loss from
those fires decreased 78% from the previous year.
FIRE PROTECTION SYSTEMS
Assistant Fire Marshal Joe Jaramillo
Fire Safety Inspector Roger Smith
FIRE PROTECTION SYSTEMS IN THE COMMUNITY
This program is charged with ensuring that the fire protection systems installed in
commercial and multi-family residential occupancies in the community are
reliable and function. Due to the technical nature of these system installations,
inspections, and plan reviews are conducted by PFA staff. These technical
systems require a knowledge base involving many design standards and policy
applications. These plan reviews ensure that the systems are designed correctly
and in accordance with modern fire prevention codes and standards.
New fire sprinkler system installations increased by 70 new systems. This
change increased the number of buildings protected by fire sprinklers from 1313
to 1383.
Type 2013 2013 % of CHANGE from
2012 to 2013
Total Fires 371 329 -11.3%
Total Incendiary 17 22 29.4%
Structure/Incendiary 7 6 -14.2%
All Other Incendiary 10 16 60%
% Total Incendiary 4.5% 7%
Total Dollar Loss $4,573,833 $1,979,413 -56.7%
Total Dollar Loss
Incendiary $1,346,200 $296,801 -77.9%
% Total Dollar Loss
Incendiary 29% 15%
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Courage, Leadership, Duty 69
FIRE PROTECTION SYSTEMS OVERVIEW
The work conducted by this program is very broad in scope. This program not
only includes sprinkler systems, but also fire alarm, and spray booth
extinguishing systems. This causes staff to interact with the community in a very
productive fashion. Examples include field inspections, field meetings and
follow-up discussions with City Staff, to name a few. The contractors from the
community make this a very enjoyable and challenging part of the process, which
involves design meetings that allow staff to integrate comments to contribute to
the overall project.
Activity 2013 2014 % of Change
2013/2014
Total Fire Sprinkler Systems 1313 1383 +5.33
New Sprinkler System Installations 30 70 +133.3
Sprinkler System Upgrades 98 235 +139.7
Residential Fire Sprinkler Systems
Reviewed 6 17 +183.3
New Fire Alarm Installations 82 144 +75.6
Spray Booths Installed 4 1 -75.0
Fire System Permits/Plan Reviews 220 467 +112.2
0
200
400
600
800
1000
1200
1400
2006 2007 2008 2009 2010 2011 2012 2013 2014
1101 1163
1202 1214 1236
1256 1283
1313 1383
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70 Courage, Leadership, Duty
TECHNICAL SERVICES
Assistant Fire Marshal Ron Gonzales
Fire Protection Technician Jim Lynxwiler
Fire Inspector I Garnet England
Fire Inspector II Roger Smith
HOW TECHNICAL SERVICES SERVES THE COMMUNITY
Technical Services regulates the development community and the construction
industry utilizing the tool of plan review to enforce the adopted fire code and
associated ordinances. This process starts at the development review, continues
into a building plan review and culminates with the final inspection of the project
for compliance to achieve a Certificate of Occupancy from the City/County
Building Department. Two years ago, in 2013, it appeared the economy of Fort
Collins had rebounded significantly along with the number of conceptual reviews
submitted. Staff has been fortunate to process several large projects and help
establish new businesses. Staff has also been added to keep up the pace with
conceptual reviews and building plan reviews.
ACTIVITIES & ACCOMPLISHMENTS
Development Reviews
In 2014, projects submitted and developed were certainly larger in scale than
those of the previous year. Staff continued to keep pace with a robust economy
and maintain the pace of submittals processed. For example, Banner Health
Medical Center is completely inspected and ready to open this spring. Staff also
assisted with the opening of Rodelle Spice Company. They intend to make Fort
Collins the vanilla capital of the world with their tasty vanilla extract and other
spices. Staff opened new businesses like the Blue Agave in Old Town, together
with work at the new Sierra Trading Post and Trader Joe's in Midtown. This last
year staff also opened Costco and Fuzzie's along the Timnath corridor. Also in
the works is the Temple of the Latter-Day Saints located in southeast Fort
Collins, as well as new expansion of additional semi-conductor floor space for
new technology at Avago.
Year Development Reviews % of Change
2014 375 -10%
2013 417
New proposals for privately owned, multi-family dwellings aimed at the college
student market saw an increase in 2014. New living quarters submitted in 2014
include The District, Max Flats, and Prospect Heights. These are private
apartments for CSU students.
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Courage, Leadership, Duty 71
A new business niche that found its way into Fort Collins has been the micro-
distillery. To date staff has added four new micro-distilleries and one winery to
the community. This has brought new complications that required a different
consideration for the storage and use of flammable liquids, since these are
products for human consumption and not industrial use.
Review Types 2013 2014 % of Change
Breweries/Distilleries 23 14 -39%
The work at the mall has been significant and staff has done an outstanding job
of keeping pace with the customer's need thus far. Twenty-six applications for
review have been submitted with twenty-six permits for out-going work.
Woodward Governor continues to move along. Eleven applications have been
processed with ten permits being issued.
Building Plans Reviewed
Review Types 2013 2014
% of
Change
New Building 75 125 66%
Tenant Finish 250 258 3%
Amplified Comm Systems 10 24 140%
Fuel Tank Removals/Installs 20 22 9%
Total Reviews 355 429 21%
This service area continues to process customer requests for occupant load
signs and special systems reviews, including amplified communication systems,
which are required for firefighter safety. Staff conducts technical research on
various properties for environmental conditions that are sought prior to the
purchase of a piece of property. Such considerations include the search for
underground fuel storage tanks, the presence of any other hazardous materials,
spills or leaks, and outstanding fire inspection violations. Technical Services
maintains a great working partnership with the continued enhancements on the
CSU campus. Reviews for the Avenir-UCA Museum, the Laurel House addition,
Lory Student Center, 4
th
floor Parmalee Hall, and the Agricultural Educational
Center are but just a small picture of campus work.
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72 Courage, Leadership, Duty
2014 PERFORMANCE STANDARDS
COMPARISONS
The performance standards have been adopted by the PFA Board of Directors
within the strategic plan to measure the performance of fire protection and
emergency service delivery at a macro level. This analysis is a quantitative
review of the emergency response system and fire prevention efforts which
include built-in fire protection equipment. A new strategic plan was adopted in
2015 as part of the accreditation process, which will bring a new focus to the
performance standards in 2015.
The performance standard survey is a means of comparing PFA’s performance
against other jurisdictions to assess how well the organization is performing. The
performance standards are displayed in graphs providing actual values and a 5-
year history for PFA and national data when available (2014 national data will
become available between September and November, 2015). Front Range
departments as well as strategic planning partners were surveyed; however a
low return on surveys occurred for 2014 data. The 5-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.
The performance standards are organized into six areas related directly to the
Goals outlined in the 2004 Strategic Plan. This provides a picture of how PFA is
doing in relation to the standards and whether performance is improving in
relation to goals.
Standard 1.1 Civilian Fire Deaths
PFA’s goal for this standard is to limit fire deaths to a five-year average of .5
deaths per 100,000 population. In 2014 the five-year average is .22, which is
below the goal of .5 civilian fire deaths, and indicates that the .5 standard
continues to be a viable goal. In 2010, on a very somber day for PFA, a garage
fire claimed the life of a toddler. In 2012, the occupant of a residential fire was
located and removed from the structure; unfortunately the occupant succumbed
to the injuries. The fire was caused by careless use of smoking materials in a
Goal 1
“Minimize deaths and injuries due to fires, medical emergencies and
related emergency situations.”
2014 Statistical Analysis
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Courage, Leadership, Duty 73
residence with a large amount of accumulated materials inside, which hampered
rescue activities.
0
1
2
3
4
5
6
7
Civilian Deaths
Fire Department
2014 Civilian Fire Deaths
B
E
T
T
E
R
Best - 0
0
0.2
0.4
0.6
0.8
1
1.2
2010 2011 2012 2013 2014
Civilian Deaths Per 100,000 Population
PFA & Nation Civilian Fire Deaths
Per 100,000 Population and
5-Year History
PFA Nation PFA 5-Year Average
B
E
T
T
E
R
PFA Target .5
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74 Courage, Leadership, Duty
Standard 1.2 Civilian Fire Injuries
PFA’s goal for this standard is to limit civilian fire injuries to a yearly average of
6.5 civilian injuries per 100,000 population. In 2014, the average is 6.86, which is
above the goal of 6.5 civilian fire injuries. PFA has met the goal two times during
the past ten years, but not for the past eight consecutive years. This measure
will be reviewed during the accreditation and strategic planning process.
0
1
2
3
4
5
6
7
8
Injuries per 100,000 Population Served
Fire Department
2014 Civilian Fire Injuries
Per 100,000 Population
B
E
T
T
E
R
Best - 0
Performance Target 6.5
0
2
4
6
8
10
12
14
2009 2010 2011 2012 2013
Civilian Injuries
PFA & National Civilian Fire Injuries
Per 100,000 Population
5-Year History
PFA Nation PFA 5-Year Average
B
E
T
T
E
R
PFA Performance Target 6.5
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Courage, Leadership, Duty 75
Standard 1.3 Firefighter Deaths
This standard establishes that 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 2014 with zero
firefighter deaths.
0
1
2
Deaths
Fire Departments
2014 Firefighter Deaths
B
E
T
T
E
R
No firefighter
deaths were
reported by any
comparison
departments.
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76 Courage, Leadership, Duty
Standard 1.4 Firefighter Injuries
PFA’s goal with this standard is to limit firefighter injuries on the fire ground to 1.5
per 100 fires. As with Standard 1.2, Civilian Fire Injuries, this measure will be
reviewed as part of the accreditation and strategic planning process. In 2014,
fire ground injuries decreased by 2, and the number of fires dropped by 39,
contributing to the lower number of injuries per fire.
Standard 1.5 Total Fires
The PFA goal is to limit the incidence of fires to 6 per 1,000 population. Data
shows a trend of decreasing fire rates.
0
1
2
3
4
5
6
2010 2011 2012 2013 2014
Injuries Per 100 Fires
Fire Departments
PFA & Nation Firefighter Injuries
Per 100 Fires
5-Year History
Nation PFA
B
E
T
T
E
R
Target 1.5 or Less
0.0
1.0
2.0
3.0
4.0
5.0
6.0
7.0
8.0
9.0
10.0
Fires Per 1,000 Population
Fire Department
2014 Number of Fires
Per 1,000 Population
B
E
T
T
E
R
Best .80
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Courage, Leadership, Duty 77
Standard 1.6 Fire Extensions Beyond the Room of Origin
PFA’s goal is to intercede before fire extends beyond the room of origin in 85% of
all structure fires within the urban service area. This standard measures the
success of all Authority services (education, prevention, and response) in
controlling fires before they extend beyond the room in which the fires started,
thereby threatening more lives and property and running the risk of losing control
of the fire.
0
1
2
3
4
5
6
2010 2011 2012 2013 2014
Fires
PFA & Nation Number of Fires
Per 1,000 Population
5-Year History
PFA Nation
B
E
T
T
E
R
Performance Target 6
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Percent of Fires Interceded
Fire Department
Percent of Interceded Fire Extensions
Beyond Room of Origin
B
E
T
T
E
R
Performance Target 85%
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78 Courage, Leadership, Duty
Standard 1.7 Response Time
Through the accreditation process this measure has changed from average
response time to percentile response times (as shown in the following chart).
The majority of comparison departments do not report average response time
any longer, therefore a comparison chart is shown which includes the time of
arrival on-scene of the first due unit at the 90
th
percentile response time from time
of dispatch for all emergent incidents. The 90
th
percentile comparison allows for
a reduction in variation of outliers. In addition, PFA requested comparison data
from Front Range and Strategic Planning partners for the 90
th
percentile of the
arrival of first due to both structure fires and EMS incidents.
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2010 2011 2012 2013 2014
Percent of Fires Interceded
Percent of Structure Fires Interceded
Before Fire Extension Beyond
Room of Origin
PFA Five-Year History
B
E
T
T
E
R
Performance Target 85%
0:00
1:12
2:24
3:36
4:48
6:00
7:12
90% 80% 70% 60% 50% 40% 30% 20% 10%
Response Time from Dispatch
to On-Scene
Percentile of Time
2014 Emergency Percentile Response
Times for First-Due Unit
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Courage, Leadership, Duty 79
Standard 2.1 Property Loss Per Capita
PFA’s goal for this standard is to limit direct estimated fire loss to $10 per capita.
The $10 per capita standard continues to be an aggressive goal, and at the time
the strategic plan was written, in 2004, the need to watch this goal was noted
0:00
2:24
4:48
7:12
9:36
12:00
14:24
Time from Dispatch to On-Scene
Fire Department
Arrival of First Due - Structure Fire
(90th Percentile)
B
E
T
T
E
R
0:00
1:12
2:24
3:36
4:48
6:00
7:12
8:24
9:36
10:48
Time from Dispatch to On-Scene
Fire Department
Arrival of First Due - EMS (Medical)
(90th Percentile)
B
E
T
T
E
R
Goal 2
“Minimize direct and indirect losses due to fire and related emergency
situations.”
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80 Courage, Leadership, Duty
because the trend from 2000 to 2004 showed increasing per capita fire loss, and
this trend continues through 2013.
PFA’s 2011 loss per capita is the highest on record due to two high loss fires:
Penny Flats and the CSU Equine Reproduction Lab.
Standard 2.2 Loss Per Value of Property Protected
The PFA goal with this standard is to minimize direct and indirect loss due to fires
to a five-year average of $.25 per $1,000 of property protected. PFA has met
this goal for the past ten years, but came very close to the performance target in
2011 due to the CSU Equine Reproduction Lab fire, Penny Flats fire, and three
large loss residential fires. This goal was established in 1987, when $.25
$0
$5
$10
$15
$20
$25
$30
$35
Loss Per Capita
Fire Department
2014 Fire Loss Per Capita
B
E
T
T
E
Performance Target $10 R
Best $7.74
$0
$20
$40
$60
$80
$100
$120
$140
2010 2011 2012 2013 2014
Loss Per Capita
PFA & Nation Fire Loss Per Capita
5-Year History
PFA Nation
B
E
T
T
E
Performance Target $10 R
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Courage, Leadership, Duty 81
equaled PFA’s five-year average; PFA set the performance target at its five-year
average realizing that efforts were being made to minimize loss, and it would be
unreasonable to expect no fire loss.
$0
$1
$2
$3
S. Metro PFA
Fire Department
2014 Loss Per $1,000 Property Protected
B
E
T
T
E
R
Performance Target $.25
$0.00
$0.20
$0.40
$0.60
$0.80
$1.00
$1.20
2010 2011 2012 2013 2014
Fire Loss
PFA Loss Per $1,000 Property Protected
5-Year History
PFA Annual Loss per $1,000 Property Protected PFA 5-Year Average
B
E
T
T
E
Performance Target - $.25 R
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82 Courage, Leadership, Duty
Standard 2.3 Loss Per Fire
PFA’s goal is to limit the average estimated loss per fire to $2,000; an aggressive
performance target, even in 1995 when it was established. This goal has not
been met since 2000, and will be updated in the new strategic plan, through the
accreditation process, and reflected in the 2015 annual report.
2011 included two very large-loss fires: 1) CSU Equine Reproduction Lab ($12
to $15 million), and 2) Penny Flats ($6.5 million). In 2013, there were two multi-
family apartment structures with combined losses of $950,000, and a large-loss
commercial building fire at Signs Now with a $1,200,000 loss.
$0
$5
$10
$15
$20
$25
$30
$35
Loss Per Capita
Fire Department
2014 Fire Loss Per Capita
B
E
T
T
E
Performance Target $10 R
Best $7.74
$0
$20
$40
$60
$80
$100
$120
$140
2010 2011 2012 2013 2014
Loss Per Capita
PFA & Nation Fire Loss Per Capita
5-Year History
PFA Nation
B
E
T
T
E
Performance Target $10 R
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Courage, Leadership, Duty 83
Standard 2.4 Urban Fire Control
Confining fires to building of origin in 97% of all structure fires in the urban
response area is the PFA goal for this standard. The drop in 2013 is a result of
three fires that spread to other structures.
98%
100%
99%
100%
100% 100%
97% 97%
96%
98%
PFA
Performance
Target
97%
Survey Best
100%
95%
96%
97%
98%
99%
100%
101%
2003 2006 2007 2008 2009 2010 2011 2012 2013 2014
% Fires Confined to Building of Origin
B
E
T
T
E
R
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84 Courage, Leadership, Duty
Standard 2.5 Rural Fire Control
PFA’s goal is to minimize the impact of the wildland/urban interface areas of the
community through multi-jurisdictional cooperation and by maintaining the PFA
suppression forces at a level commensurate with identified values at risk. The
High Park Fire, which began on June 9, 2012, was 100% contained on June 30,
2012. This fire began outside of PFA’s jurisdiction, but did enter the jurisdiction,
destroying 27 homes, which resulted in $4,373,600 loss. This is the one fire that
was not controlled within the two hour and twelve hour standards in 2012. On
March 15, 2013 the Galena Fire began near Lory State Park; this fire was not
controlled within the two hour or twelve hour standards. The Galena Fire burned
approximately 1,400 acres, lasted five days, and incurred an estimated fire loss
of $30,000. Although the two fires that were not controlled within two hours in
2014 were not on the scale of the High Park or Galena fires, they both had
limited access, which contributed to the longer control period.
Standard 2.5.1
Control Wildland Fires within Two Hours 95% of the Time
93%
94%
95%
96%
97%
98%
99%
100%
101%
2010 2011 2012 2013 2014
Percent Controlled
Percent Wildland Fires Controlled
PFA Wildland Fires Controlled within Two Hours
5-Year History
B
E
T
T
E
R
Performance Target 95%
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Courage, Leadership, Duty 85
Standard 2.5.2
Control Wildland Fires within the First 12-hour Operational Period
99% of the Time
Standard 2.5.3
Intercede Before Fire Spread Reaches Structures, or Impacts Other Identified
Values-at-Risk, 99% of the Time
0%
20%
40%
60%
80%
100%
2010 2011 2012 2013 2014
Percent Wildland Fires Controlled
PFA Wildland Fires Controlled Within First 12-hour
Operational Period
5-Year History
Performance Target 99%
B
E
T
T
E
R
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
110%
2010 2011 2012 2013 2014
Percent Wildland Fires Interceded
PFA Wildland Fires Interceded Before Fire Spread
B
E
T
T
E
R
Performance Target 99%
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86 Courage, Leadership, Duty
The PFA goal for this standard is to maintain per capita costs below the average
for similar size jurisdictions within the Rocky Mountain region. PFA continues to
exceed this goal.
$0
$25
$50
$75
$100
$125
$150
$175
$200
$225
$250
$275
$300
Cost Per Capita
Fire Department
2014 O&M Budget Per Capita
Strategic Planning Partners and
Front Range Departments
Front Range Avg - $146.72
Strategic Partners Avg - $177.27
$0
$50
$100
$150
$200
$250
$300
2010 2011 2012 2013 2014
Cost Per Capita
Total O&M Expenditures Per Capita
PFA Comparison to ICMA Data
PFA ICMA - 100,000 - 249,999 ICMA - Mountain
Goal 3
“Minimize the costs of fire protection and emergency services.”
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Courage, Leadership, Duty 87
Standard 3.2 Insurance Rating
The PFA goal for this standard is to maintain an insurance rate of three (3) within
the City of Fort Collins and the urban area of the Poudre Valley Fire District. PFA
no longer meets this goal; in 2010, ISO rated PFA at a 4 rather than a 3.
0
1
2
3
4
5
ISO Rating
Fire Department
2014 Urban ISO Rating Per Community
B
E
T
T
E
R
Performance Target 3
0
1
2
3
4
2010 2011 2012 2013 2014
ISO Rating
PFA Urban ISO Rating 5-Year History
B
E
T
T
E
R
Performance Target 3
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88 Courage, Leadership, Duty
Standard 4.1 Hazardous Materials Incidents
The PFA goal for this standard is to limit hazardous materials incidents to 1.2 per
1,000 population. PFA continues to exceed this goal.
0.00
0.20
0.40
0.60
0.80
1.00
1.20
1.40
1.60
Incidents Per 1,000 Population
Fire Departments
2014 Hazardous Materials Incidents
Per 1,000 Population
Performance Target 1.2
Best .36
B
E
T
T
E
R
0
0.2
0.4
0.6
0.8
1
1.2
2010 2011 2012 2013 2014
Incidents Per 1,000 Population
Year
PFA Hazardous Materials Incidents
5-Year History
Performance Target 1.2 B
E
T
T
E
R
Goal 4
“Minimize the number of and adverse effects of hazardous materials
incidents.”
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Attachment: 2014 Annual Report (3194 : Poudre Fire Authority Performance Update)
Courage, Leadership, Duty 89
Standard 4.2 Homeland Defense
The PFA goal is to minimize the adverse effects of incidents involving chemical,
biological, radiological, nuclear and explosive (CBRNE) products through
continual upgrading of skills, equipment and multi-agency coordination and
communication at the local, county, state and federal levels. Although state
assessments have changed, target capabilities are still being addressed.
x Personnel assigned to Hazmat Technician responsibilities are trained to
the Hazmat Technician level in accordance with CFR 1910.120(q) and
NFPA 472.
x Hazmat has increased its detection capability including additional
dosimeters, infrared and biological white powder testing.
x Additional software for chemical identification and hazard pluming has
been updated.
x Hazards associated with special events are preplanned.
x Fire, EMS, police and utility employees are trained in Disaster
Management including CBRNE.
x PFA personnel including Hazmat members received training on Incident
Command for Hazmat Incidents.
x PFA Hazmat personnel continue cross-training with other area Hazmat
personnel both public and private sector.
The Fort Collins Office of Emergency Management in partnership with Poudre
Fire Authority continue to prepare responders and the community to be prepared
to respond and recover from large scale emergencies/disasters including human
caused CBRNE events. Community Hazard Mitigation Plans and vulnerability
assessments of target hazards and critical infrastructure are conducted in
conjunction with FEMA/DHS guidelines and the State of Colorado Homeland
Security Strategies.
Multi-agency and multi-jurisdiction exercises are conducted to insure
coordination and compatibility of resources.
Standard 5.1 Overall Resident Satisfaction
PFA’s goal is to maintain an 85% overall satisfaction rate with residents. In
2012, a survey was conducted by CSU to understand community residents’
perceptions of the job PFA does in providing emergency services, understand
the extent that community residents are aware of fire safety practices and the
extent they follow such practices, and understand businesses’ perceptions of the
job the PFA does in providing emergency and non-emergency services to
Goal 5
“Maximize the level of resident and business satisfaction with the PFA
Services.”
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90 Courage, Leadership, Duty
business customers. Approximately 78% of fire safety guidelines are practiced by
residents in the community, and in general, if the guideline was known about, it
was followed. However, through the survey it was found that elderly and lower
income respondents tended not to follow the fire safety guidelines as tightly as
others. Public awareness of, and compliance with, safety guidelines is an issue
that PFA will review in its upcoming strategic planning process.
PFA Citizen Satisfaction Survey Performed by CSU
Scale: 1 = Extremely Poor, 5 = Extremely Well
1993 1998 2006 2012
Responds within appropriate timeframe 4.4 4.6 4.5 --
Demonstrates Care for Persons 4.6 4.6 4.5 4.5
Demonstrates Concern for Property 4.3 4.4 4.4 4.5
Cooperation with Other Agencies 4.5 4.4 4.4 --
Handles Incident in Professional Manner -- -- 4.7 4.7
Provides accurate information related to the emergency -- -- 4.4 4.5
Provides follow-up services after an emergency -- -- 4.1 4.0
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
2003 2008 2010 2012* 2013
2012
National
Comparison
2013
National
Comparison
Overall Fire
Services 90% 94% 96% 85% 89% Similar Similar
Fire
Response
Time
-- -- -- 84% 89% Much Above Above
Fire
Prevention/
Education
-- -- -- 72% 742% Much Above Much Above
Overall, ratings for the majority of safety services stayed strong from 2010 to
2013. However, lower evaluations were given to the quality of fire services
overall (96% “very good” or “good” in 2010 versus 85% in 2012, and 89% in
2013). 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 fireǦ
related safety services.
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Courage, Leadership, Duty 91
Standard 5.2 Overall Business Satisfaction
PFA’s goal is to maintain a 90% overall satisfaction rate with businesses. This
survey is not conducted annually; the most recent responses are from 2012.
Evaluations of Inspections with PFA (CSU Business Survey)
Scale: 1 = Extremely Poor, 5 = Extremely Well
1998 2006 2012
From visit to visit PFA personnel provide consistent
information regarding the International Fire Code -- 4.6 4.2
PFA personnel respect your time when conducting a fire
code inspection 4.6 4.7 4.7
PFA personnel provide adequate safety training -- 4.3 4.2
PFA personnel provide adequate emergency evacuation
information -- 4.3 4.2
PFA personnel provide adequate information if they find a
fire code violation in your workplace 4.6 4.7 4.6
PFA personnel offer adequate guidelines to assist you with
correcting code violations 4.5 4.7 4.6
Visit to visit, the PFA is consistent in what they cite as a
code violation 4.4 4.5 4.5
Standard 5.3 Emergency Response Satisfaction
PFA’s goal is to maintain a 95% satisfaction rate with emergency response. This
measure is intended to measure satisfaction soon after emergency service is
received. PFA continues to receive high marks in emergency response
satisfaction.
2014 Emergency Response Service Survey Results
Total Number of surveys mailed 1,062
Total Number of surveys returned 129
Percentage of surveys returned 12.15%
Excellent Good Fair Poor N/A
1. How easy was it to report your
emergency to the 911
dispatcher? 91.47% 13.95% .78% 0% 0%
2. Rate our response time. 96.12% 13.18% .78% 0 % 0%
3. Rate the courtesy of the
Firefighters on the scene. 107.75% 1.55% 2.33% 0.00% 0.78%
4. Were all our actions clearly
explained? 96.90% 9.30% 1.55% 0.00% 0.78%
5. How would you rate our overall
services provided? 107.75% 2.33% 0.00% 0.00% 1.55%
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92 Courage, Leadership, Duty
This goal was added to the strategic plan and approved by the PFA Board of
Directors on April 27, 2010. PFA is dedicated to continually increasing firefighter
safety while they are keeping citizens safe. To accomplish this, and to ensure
the citizens are receiving the service they want, it is necessary to secure
extensive employee involvement and ongoing, consistent opportunities for citizen
input. This is a work in progress and was not measured in 2012.
Maximize Citizen Input
6.1 Create multiple entry points for citizen input.
6.2 Use changing community demographics to target citizen services and
education.
Maximize Employee Input
6.3 Understand, measure and improve employee satisfaction.
6.4 Create an ethical workplace.
6.5 Provide opportunities for continuous learning, maximize training and
education.
6.6 Optimize shared responsibility in organizational success.
In 2012, PFA entered into a program referred to as “Forging a Courageous
Organization.” This program, facilitated by the former chairman of Character
Development at the United States Military Academy, was made available to
every employee in the organization. PFA staff went through an extensive
session to develop a sustainable courageous organization and an on-going
education program for all employees of the Authority. Through the extensive
session mentioned above, PFA’s new Core Values, Mission, and Vision were
established and approved by employees and the Board of Directors.
In 2013, PFA Senior Leadership taught two courageous communications classes
to all PFA employees. Feedback from these classes has been positive, and the
Forging a Courageous Organization program will continue into 2014.
Goal 6
“Maximize citizen and employee input.”
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Courage, Leadership, Duty 93
The uniformed personnel per capita performance measure is not included in any
of the strategic planning goals; however, it does provide a means to compare the
performance standards against staffing levels. In 2014, the PFA served a
population of 192,405 in its jurisdiction. PFA’s definition of performance
excellence is achieving top-quality service levels that are beyond the normal
realm of what others can achieve with the same level of resources. Clearly PFA
has achieved this level of excellence; PFA employs .89 firefighters per 1,000
population served, while the Front Range average is .88 firefighters per 1,000
population served. The difference between a staffing level of .89 firefighters per
1,000 residents and 1.15 firefighters per 1,000 residents is approximately 26
fewer Authority uniformed personnel than the Front Range average. This
equates to an approximate $2,820,000 cost avoided.
0.89
0.00
0.20
0.40
0.60
0.80
1.00
1.20
1.40
Uniformed Personnel per 1,000 Population
2014 Uniformed Personnel Per 1,000 Population
Strategic Planning Partners and Front Range
Departments
Strategic Partner Average 1.31
Front Range Average - 1.08
Front Range Highest 1.33
Uniformed Staffing Levels
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94 Courage, Leadership, Duty
The chart below shows where PFA falls in comparison to benchmark partner
departments in percentage of female uniformed employees compared to total
uniformed employees. This reflects PFA’s continued efforts of diversity in the
workforce.
ICMA 100,000 -
249,000 Pop.
ICMA - Mtn
Region
Front Range Avg
SP Partners Avg
PFA
0
0.2
0.4
0.6
0.8
1
1.2
1.4
1.6
1.8
2010 2011 2012 2013 2014
Personnel Per 1,000 Population
Uniformed Personnel Per 1,000 Population
0%
1%
2%
3%
4%
5%
6%
7%
8%
9%
PFA Littleton Pueblo Thornton S. Metro Greeley
2014
Percent of Female Uniformed
Employees to Total Uniformed
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Courage, Leadership, Duty 95
CITY/DISTRICT COMPARATIVE STATISTICS
Call Assessed Contribution
Ratio Value Ratio Ratio
2001 CITY 83.84 78.88 79.40
DIST 16.16 21.12 20.60
2002 CITY 80.64 79.25 81.70
DIST 19.36 20.75 18.30
2003 CITY 80.94 78.80 79.23
DIST 18.96 21.20 20.77
2004 CITY 80.50 81.31 78.54
DIST 19.50 18.69 21.46
2005 CITY 82.43 82.15 80.05
DIST 17.16 17.85 19.95
2006 CITY 81.90 78.06 80.04
DIST 18.10 21.94 19.96
2007 CITY 82.90 79.01 79.61
DIST 17.10 20.99 20.39
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 82.31 82.26
DIST 15.89 17.69 17.73
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96 Courage, Leadership, Duty
The 2014 PFA general fund actual spending compared to budget reflects a tight
budget (underspend of .99%, or $308,091). This is due in part to a new, more
transparent budgeting process at PFA, which allocates available funds to as
many needs as possible in the initial budget, rather than relying on year-end
spending.
Poudre Fire Authority Actual Spending to Budget, 2014
General Fund
Statement of Revenues, Expenditures and Changes in Fund Balances--
Actual and Budget
For the Month Ended December 31, 2014
REVENUES
Year-to Date
Actual Annual Budget
Percent
Received/
Expended
Intergovernmental $24,163,615 $24,139,599
Fees and charges for services $1,552,756 $809,471
Earnings on Investments $73,039 $40,000
Grants and Non-Capital Projects $960 $55,000
Miscellaneous revenue $316,270 $70,454
Total Revenues $26,106,640 $25,114,524 103.95%
EXPENDITURES
Current:
Administration $1,984,021 $2,228,949
Community Safety Services $1,852,383 $1,867,396
Grants & Non-Capital Projects $122,837 $109,400
Lease Purchase (Sta. 4) $234,310 $234,354
Support $2,825,086 $2,918,032
Operations $17,723,124 $17,691,721
Total Expenditures $24,741,761 $25,049,852 98.77%
Excess or Deficiency of Revenues Over or
Under Expenditures $1,364,879 $64,672
Fund Balance January 1, 2014 $4,683,103
Fund Balance December 31, 2014 $6,047,982
2014 Budget Review and
Board Actions
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Courage, Leadership, Duty 97
Capital Fund
Statement of Revenues, Expenditures and Changes in Fund Balances--
Actual and Budget
For the Month Ended December 31, 2014
REVENUES
Year-to-Date
Actual Annual Budget
Percent
Received/
Expended
Apparatus Replacement $758,972 $535,095
Burn Building $4,314 $2,578
Computer/Tech Replacement $60,985 $62,870
Console Replacement $917 $0
Facilities Maintenance $97,363 $96,555
Hose Replacement $16,198 $16,080
Radio Replacement $165,539 $164,136
SCBA Replacement $106,666 $169,771
Staff Vehicle Replacement $73,670 $60,437
Station 15 $47,081 $29,263
Station 4 Lease/Purchase $5,962 $3,592
Station 8 $28,071 $1,373,884
Thermal Imager Replacement $24,116 $24,178
Training Multi-Purpose Building $2,573 $1,549
Total Revenues $1,392,427 $2,539,988 54.82%
EXPENDITURES
Current:
Apparatus Replacement $588,176 $570,000
Burn Building $6,639 $8,000
Computer/Tech Replacement $75,783 $61,000
Console Replacement $168,632
Facilities Maintenance $153,650 $95,467
Hose Replacement $1 $16,000
Radio Replacement $8,445 $100,000
SCBA Replacement $22 $66,000
Staff Vehicle Replacement $99,328 $60,000
Station 15 $57
Station 4 Lease/Purchase $20
Station 8 $17,083 $3,652,044
Thermal Imager Replacement $9,047 $24,000
Training Multi-Purpose Building $9
Total Expenditures $1,126,892 $4,652,511 24.22%
Excess or Deficiency of Revenues Over
or Under Expenditures $265,535 ($2,112,523)
Fund Balance January 1, 2014 $6,388,727
Fund Balance December 31, 2014 $6,654,262
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98 Courage, Leadership, Duty
Poudre Fire Authority General Fund Reserves
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 time period.
Poudre Fire Authority Board Actions - 2014
14-1 Authorizing the Fire Chief to enter contracts with Rosenbauer/General
Safety Equipment for: 1) Purchase of new fire apparatus for a five-year
period; 2) Sole source to refurbish apparatus identified by Poudre Fire
Authority for a five-year period; and, 3) Authorizing the Fire Chief to enter
into a contract, involving expenditure of over $75,000, with
Rosenbauer/General Safety Equipment for refurbishment of existing fire
apparatus in 2014
14-2 Pursue adoption of the 2012 International Fire Code
14-3 Amending the 2014 Budget and re-appropriating funds for prior year
encumbrances
14-4 Directing Poudre Fire Authority staff to proceed with a competitive bid
process in coordination with the City of Fort Collins Attorney’s Office and
the City of Fort Collins Purchasing Department
14-5 Appropriating a Wildland Urban Interface Grant within the PFA General
Fund for expenditure on home assessments and re-assessments in the
Wildland Urban Interface
14-6 Approving an Intergovernmental Agreement concerning selection of an
exclusive ambulance service provider to serve rural fire departments in
Northern Larimer County adjacent to the Poudre Fire Authority service
area
14-7 Approving an hourly position within the Community Safety and Service
Division, and appropriating Fire Prevention Revenue Funds to pay for
% of
Reserves Revenue
Unassigned - Reserve for Contingency $4,121,750 15.79%
Restricted - Reserve for KFCG $627,553 2.40%
Assigned - Reserve for NCRCN (Radios) $460,250 1.76%
Assigned - Revenue Reserve $783,199 3.00%
Assigned - Encumbrances $28,012 0.11%
Assigned - Workers Comp Reserve $27,218 0.10%
Assigned - Reserve for Volunteer Sta. 9 0.00%
Total Reserves $6,047,982 23.17%
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Courage, Leadership, Duty 99
hourly position
14-8 Reallocation of KFCG Funds
14-9 Appropriating $67,411.29 from Insurance Recovery Funds for expenditure
on Station 5 roof and repairs to three PFA vehicles
14-10 Authorizing the Fire Chief to sign the Intergovernmental Agreement for
Disaster-Emergency Mutual Aid and Disaster-Emergency Funding
Assistance
14-11 Establishing ethical standards and principles for Poudre Fire Authority
Board members
14-12 Establishing ethical standards and principles for Poudre Fire Authority Fire
Chief
14-13 Appropriating unanticipated revenue in the Poudre Fire Authority General
Fund for unanticipated expenses
14-14 Transferring and appropriating OEM grant funds into the Office of
Emergency Management budget
14-15 Authorizing the Fire Chief to amend a contract with Belford-Watkins
Architects involving expenditure over $75,000
14-16 A resolution adopting and entering into the trust agreement for the
Colorado Firefighter Heart and Circulatory Benefits Trust and taking other
actions in connection therewith
14-17 Authorizing the Fire Chief to execute all contracts, including those over
$75,000, with Rosenbauer/General Safety Equipment for
replacement/refurbishment of two engines in 2015
14-18 Establishing a Station 9 volunteer reserve fund and transferring funds into
the reserve in 2014
14-19 Resolution 14-19 setting the Poudre Fire Authority Board of Directors
2015 meeting dates
14-20 Adopting the budget and appropriating funds for the operation of the
Poudre Fire Authority for 2015
14-21 Setting the fees for the Poudre Fire Authority Fire Prevention Bureau for
the Calendar Year 2015
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Attachment: 2014 Annual Report (3194 : Poudre Fire Authority Performance Update)
DATE:
STAFF:
May 26, 2015
Mike Gress, Support Division Chief
Tom DeMint, PFA Fire Chief
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
Emergency Management Services (EMS) Ambulance Contract.
EXECUTIVE SUMMARY
The purpose of this item is to share information regarding the recently approved contract for provision of 911
ambulance services in Poudre Fire Authority’s jurisdiction. Poudre Fire Authority, through the RFP process
selected and entered into a formal agreement to define a level of service, establish guidelines and methods for
public input.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
Poudre Fire Authority wishes to share information regarding the EMS contract for ambulance services.
BACKGROUND / DISCUSSION
Supported initially by the Poudre Valley Hospital District, Poudre Valley Hospital (PVH) has been the sole source
provider of ambulance services since the mid-1970s. In 1994, the PVH Ambulance Service became an
independent, not-for-profit entity, separate from the Health District of Northern Colorado and later combined with
University Colorado Health System where it currently resides. The need for an agreement to provide 911
ambulance service was unnecessary initially since the Poudre Valley Hospital District had the authority to provide
ambulance service within its jurisdiction.
The growth of the greater Fort Collins area has resulted in additional hospital providers expressing an interest in
911 ambulance delivery. The realization that a changing health care system in PFA’s jurisdiction emphasized the
need for an open and transparent system to define an exclusive service provider for emergency medical calls
received through the Public Safety Answering Point (PSAP). The potential of additional entities desiring to deliver
911 ambulance services lead to the need to establish a competitive bid process to identify a sole provider for
EMS services. An examination of the legal environment for EMS services concluded that PFA has the authority
to be the lead agency in the development and administration of the process. At the direction of the PFA Board of
Directors, Poudre Fire Authority was appointed the lead agency to complete a Request for Proposal (RFP).
A detailed RFP was developed by Poudre Fire Authority and the City of Fort Collins Purchasing Department to
identify and contract a sole source provider for all 911 ambulance service requests within the current boundaries
of the Health District of Northern Colorado.
To ensure that all areas within the Health District were represented, PFA became the representative (through an
Intergovernmental Agreement) for seven fire departments/districts to ensure the current delivery of Advanced Life
Support services did not degrade. These independent fire departments provide services to many of the rural
areas of northern Larimer County beyond the boundaries of the PFA.
At the January 28, 2014, PFA Board Meeting the process began for selecting and contracting with an ambulance
service provider with the Poudre Fire Authority and the Northern Larimer County Emergency Response Area
(NLCERA). Subsequently a comprehensive RFP was published on November 11, 2014. Three (3) proposals
were received and Poudre Valley Hospital EMS (PVH EMS) was determined by the assessment team to best
meet the RFP requirements. At the March 24, 2015, PFA Board Meeting the Board approved the assessment
Packet Pg. 112
May 26, 2015 Page 2
team’s recommendation to enter contract negotiations with PVH EMS to provide ambulance service to PFA and
the NLCERA. The parties initiated contract negotiations on April 2, 2015.
Because PVH EMS only requested one (1) exception of PFA’s requirements, the contract negotiations focused
primarily on ensuring alignment with the operational elements of the contract.
In their proposal, PVH EMS recommended PFA consider placing the responsibility for oversight of PVH EMS’s
performance with the PVH Clinical Quality and Risk Management Department rather than to fund a position at
PFA. During the contract negotiations, PVH EMS supported PFA’s requirement to fund a new PFA position for
compliance monitoring as originally put forth in the RFP.
A key item of interest to the Council and the community will be the impact of this contract on the cost of service by
PVH for 911 EMS calls. The PVH EMS annual review of rates for patient transport within the contract coincides
with its fiscal year. Therefore, the rates provided in the proposal are effective through June 30, 2015. As part of
the negotiations, PVH EMS also provided their rate schedule effective July 1, 2015. In aggregate, the new rates
will increase by 4% percent attributable to operating expense increases that occur during the fiscal year and
covering a 2.8% pay increase plus inflation.
KEY CONTRACT ELEMENTS
This contract supports PFA’s strategic goal to reduce the frequency and severity of emergency incidents by
establishing a high standard of quality care and comprehensive performance requirements, metrics, and
accountability.
Some of the more noteworthy contract provisions include:
Personnel and Clinical Standards
a) CAAS Accreditation - Accreditation by the Commission on Accreditation of Ambulance Services (CAAS)
represents the highest-level third-party verification for EMS service quality.
b) Medical Director - PVH EMS will supply a PFA approved Physician Advisor with defined hours/week
dedicated to PFA and participating providers for administrative and educational requirements.
c) Certifications - All ambulances will be staffed by at least two individuals including one Certified Colorado
State Paramedic and one Advanced EMT, EMT-IV or EMT.
System Improvements
a) Ambulance
1. Additional ambulance coverage at peak hours of use.
2. Ambulance coverage for Wellington (available to PFA District).
3. Ambulance dedicated to routine transfers - seven days a week/daytime hours.
4. Ambulance (Critical Care Transport) to handle high acuity inter-facility transfers, bariatric transfers
and 911 system needs at Ambulance Level 1.
5. System Controller - controls real time deployment needs, monitor response time exceptions as they
occur.
6. Increase of Staffed Ambulance Hours (approximately 50%).
Performance Standards
a) Deployment Plan - PVH EMS is provided a current Deployment Plan detailing how it will meet the
established response time including peak periods and during unexpected periods of unusually high call
volume.
b) Response Times - Detailed maximum response times have been established with the goal to
continuously improve the EMS system.
c) 90% Compliance Standard and Maximum Response Times with Penalty - PVH EMS’s response time
performance will be assessed monthly and a penalty may be assessed in the event PVH EMS’s does not
achieve 90% compliance. Any funds generated by penalties will be utilized to improve EMS delivery
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May 26, 2015 Page 3
within the NLCERA. EMS Advisory Board will provide recommendations for funds to be approved and
allocated by PFA.
Reporting
a) Performance Reports - PVH EMS will prepare monthly and quarterly reports detailing performance and
contract compliance in a format approved by PFA utilizing CAD standardized times. PVH EMS will also
complete an Annual Report.
b) Customer Satisfaction - PVH EMS will conduct ongoing surveys to rate the patient’s experience with
their pre-hospital care and to help identify areas for improvement. Survey results will be published
monthly and shared with PFA.
Special Operations and Event Coverage
a) Special Operations & Emergency Incident - PVH EMS will support high-risk training events, stand-by
emergency incident coverage, and search and rescue missions at no cost.
b) Disaster Preparedness and Response - PVH EMS will be actively involved in planning for and
responding to any declared disaster in the NLCERA.
c) Event Coverage - PVH EMS will provide stand-by ambulance coverage and EMS personnel for City
sponsored events at no cost to the City.
d) Public Relations and Education - PVH EMS will partner with PFA and other participating providers to
implement community programs, safety awareness and training.
Financial Considerations
a) Transparent Patient Fees - PVH EMS will make the patient fees available to the public by posting on the
PVH EMS website.
b) Notice of Changes - PVH EMS will provide PFA written notice of changes to patient fees at least 30 days
in advance of the effective date.
c) Billing - PVH EMS is solely responsible for all customer billing and collection.
d) Penalty and Credits - Penalties may be applied monthly in the event PVH EMS’s performance is less
than 90% compliance or exceeds maximum response times. PVH EMS also has the opportunity to earn
credit toward reduction of the penalties for any given month for surpassing 90% compliance.
e) EMS Systems Performance Position - PVH EMS will fund $70,000 annually for a position at PFA to
oversee the EMS system performance.
f) Dispatch Services - PVH EMS will pay the City its prorated share of expenses for dispatch services
provided by Poudre Emergency Communications Center (PECC). For 2015, the anticipated
reimbursement will be approximately $340,000. In 2016, PVH EMS will also fund an Emergency Services
Dispatch position at an estimated cost of $64,000.
g) Opticom System - PVH EMS agrees to reimburse PFA 50% of annual maintenance costs for the
Opticom System in traffic signals controlling operational intersections and 50% of the cost for additional
intersections if needed.
h) Insurance - PVH EMS shall maintain Medical Professional Liability, General Liability, and Network
Security and Privacy Liability with limits of $5 million per claim and $5 million aggregate.
i) Performance Security - PVH EMS will provide an irrevocable Letter of Credit for $1,500,000 in the event
of a contract breach by PVH EMS.
Continuous Improvement
PVH EMS will prepare an annual Performance Improvement (PI) program plan delineating specific initiatives and
outcomes. PVH EMS will report status monthly on the PI program and performance to the plan.
Outcome
The PVH EMS contract was approved by a 4-0 affirmative vote at the May 5, 2015 Poudre Fire Authority Board
Meeting. Implementation of contract has started with the development of statistical measurement instruments.
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May 26, 2015 Page 4
ATTACHMENTS
1. Powerpoint presentation (PDF)
Packet Pg. 115
EMS CONTRACT OVERVIEW
POUDRE FIRE AUTHORITY
Council Work Session
5/26/2015
ATTACHMENT 1
Packet Pg. 116
Attachment: Powerpoint presentation (3193 : EMS-Ambulance Contract)
Work Session Purpose
• Overview of contract
• Review of process
• Contract highlights
• Address any questions
Packet Pg. 117
Attachment: Powerpoint presentation (3193 : EMS-Ambulance Contract)
Purpose of Emergency 911
Ambulance Service Contract
• To ensure high quality, timely emergency
ambulance service in Northern Larimer
County
• To ensure a sole source for emergency
ambulance service
• To create a monitoring system for quality
Packet Pg. 118
Attachment: Powerpoint presentation (3193 : EMS-Ambulance Contract)
PROCESS
• IGA with seven local fire departments
• Formal RFP process through City
Purchasing Department
• Interviews with finalists
Packet Pg. 119
Attachment: Powerpoint presentation (3193 : EMS-Ambulance Contract)
PROCESS
• Selection and Notification of Award
• Contract Review, Negotiations and
Implementation Timelines
• Contract Signed: May 5, 2015
• Contract Enforce: June 1, 2015
Packet Pg. 120
Attachment: Powerpoint presentation (3193 : EMS-Ambulance Contract)
Packet Pg. 121
Attachment: Powerpoint presentation (3193 : EMS-Ambulance Contract)
SCOPE OF SERVICE
Highlights
• Background – Northern Larimer County
Emergency Response Area
• Performance Requirements
– Deployment Plan
– Response Time (90% Standard & Maximum)
– Response Zones
– Exemptions
– Mutual Aid
Packet Pg. 122
Attachment: Powerpoint presentation (3193 : EMS-Ambulance Contract)
Highlights
• Fort Collins 911 Dispatch
– Contract
Packet Pg. 123
Attachment: Powerpoint presentation (3193 : EMS-Ambulance Contract)
Highlights
• Service to Public Agencies,
Community, Committees
– Disaster Preparedness and Response
– Standby, Special Event/Operations Coverage
– Courtesy Standby for Public Service
Personnel
– Public Relations
– Safety Education
– Committee Participation
Packet Pg. 124
Attachment: Powerpoint presentation (3193 : EMS-Ambulance Contract)
Highlights
• Equipment and Supplies
– Vehicles and Equipment
– Medical Equipment, Medications and Supplies
– Opticom
Packet Pg. 125
Attachment: Powerpoint presentation (3193 : EMS-Ambulance Contract)
Highlights
• Personnel and Clinical Standards
– Command and Control (IMS)
– Staffing Requirements
– Training
– Medical Direction
– Conflict Resolution
Packet Pg. 126
Attachment: Powerpoint presentation (3193 : EMS-Ambulance Contract)
Highlights
• Program Management
– Data Programs and Collection Systems
– Information Reporting
– Quality Control and Performance
Improvement
– Contract Manager (.5-1 FTE)
Packet Pg. 127
Attachment: Powerpoint presentation (3193 : EMS-Ambulance Contract)
Highlights
• Finance and Administration
– Liquidated Damages
– Incentives
– Contract Coordinator
– Insurance Requirements
– Legal Requirements
Packet Pg. 128
Attachment: Powerpoint presentation (3193 : EMS-Ambulance Contract)
DATE:
STAFF:
May 26, 2015
Cory Christensen, Police Deputy Chief
John Hutto, Police Chief
Mike Beckstead, Chief Financial Officer
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
Regional Training Facility for Police Services.
EXECUTIVE SUMMARY
The purpose of this item is to discuss a regional training campus for Police Services. Training facilities for Police
Services are currently inadequate for the current need to meet the necessary skill training of driving and weapons
training. Police Services has been in engaged in a cooperative partnership with the City of Loveland in
determining current needs for each agency, locating a mutually agreeable location, plans for usage by other
public safety agencies, estimates on annual operation and maintenance, strategies on how to partially offset
some of the O & M costs, and preliminary designs on a facility that would meet our current needs as well as future
growth for both police agencies. Police Services has had renewed conversations with additional capital partners
and continues to be open to the possibility of adding those partners to the project.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. Has Police Services adequately demonstrated the need to move forward with a training facility?
2. Does Council support the proposed partnership with Loveland and if possible other capital partners?
BACKGROUND / DISCUSSION
The City of Fort Collins has been experiencing considerable growth over the past several years and that growth is
intended to continue. Over the next 20 to 25 years it is anticipated that the population will grow by about 100,000
more citizens. This anticipated growth will need to be met by continued growth in the core services necessary to
meet those citizens’ expectations. This means that Police Services will see considerable growth in personnel in
the next 20 to 25 years to meet those needs and expectations.
The highest liability areas for providing police services fall in the area of skills used by those officers. The three
skill areas require regular, consistent and safe training so that officers respond in a controlled and professional
manner. All of the skills areas require specialized facilities for the safe and effective training environment
necessary to learn and maintain those skills. Those skill areas are; weapons (both lethal and less than lethal),
arrest control and defensive tactics, and driving.
Police Services has been using the same facility for weapons training since 1990. At the time of the purchase of
that facility there were 105 sworn officers. Today that number is almost double at 203 sworn officers. That facility
has been outgrown and is in need of repair in order to provide a safe training environment. The upgrade and
repair will still not meet the current needs of Police Services and will cost tens of thousands of dollars. Due to the
current inadequate facilities, Police Services has been traveling long distances in order to train on specific
weapons in a safe manner. This leads to thousands of miles traveled as well as valuable training time spent on
travel alone. This leads to inefficient personnel time, wear and tear on police vehicles and extra cost to the
organization. Currently officers are required to drive 25 miles, one way, multiple times per year to safely
participate in specific weapons training.
Police Services has never had a dedicated resource designed specifically for the skill of driving. The large vacant
parking lot of the, now demolished, dog racing track offered a place that driving skills could be practiced. When
this resource was no longer available Police Services adapted to the closed Fort Collins Municipal Airport runway.
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May 26, 2015 Page 2
Although the resource was sub-par driving training was possible at this location. That resource is no longer
available and the only alternative available to Police Services is to travel to Adams County where a dedicated
driving track has been constructed. The Adams County facility is about 60 miles away and requires considerable
travel for officers. This facility is in very high demand and scheduling is problematic. It was not possible for Police
Services to provide any driving training in 2014 due to the scheduling conflicts.
Police Services must plan to meet these needs for now and into the future. Options include Fort Collins building or
repairing their own venue for these training needs or entering into a partnership to combine resources in building
a facility that will meet those needs.
Due to these known deficiencies and inadequate training facilities Police Services has been actively looking for
opportunities to move in a positive direction to relieve this issue. The Loveland Police Department is also facing
critical shortfalls in adequate training facilities for both driving and weapons training. Out of these needs a
partnership was developed between the two police agencies to explore a joint training campus that would meet
the training needs for the necessary skills training. The goal was to arrive at a facility that would meet the current
and future needs of both agencies. A comprehensive needs study was completed and conceptual design arrived
at a facility that provides adequate and safe training for both Police Services and Loveland Police Department.
The estimated capital cost to construct this facility is $24 million and it is intended that the capital cost be shared
equally between the two cities. No other law enforcement entities have expressed an interest in sharing in the
capital investment.
Although not intended, there is some additional capacity at our current staffing to sell facility use to other partners
in the region. The intent is for this to assist in partially offsetting the operation and maintenance cost of the facility.
Letters of intent for using the facility have been signed by 11 additional regional agencies, representing 1100
officers, for usage of this facility.
The footprint of the training campus is based solely on the needs of Police Services and Loveland Police
Department. The training campus does take into account the planned growth in both communities that will also
require growth in officers who are in need of this skills training. A comprehensive, and conservative, business plan
has been prepared to show the training space needs, capital and ongoing costs and possible offsetting revenue of
this facility.
The research and planning stages have been completed with a conceptual design for all aspects of the facility, a
comprehensive business plan, letters of intent from 11 area agencies and location of the facility identified.
Direction is necessary before moving forward with this facility. Police Services is also heard from other area law
enforcement partners on the possibility to share in the capital expense. Those partnerships are welcome and
being explored.
ATTACHMENTS
1. Powerpoint Presentation (PPTX)
Packet Pg. 130
1
Police Regional Training Campus
26 May 2015
Packet Pg. 131
Attachment: Powerpoint Presentation (3195 : Police Services Training Facility)
2
Police staffing – 1990 to 2030
• 2013 Citizen Survey shows overall satisfaction with current level of service
• 1990 staffing was 105 officers, 2015 Sworn staffing is 203 officers
• By 2030 population of Fort Collins could increase to over 240,000
• Assuming a 2.37% growth rate
• By 2030 Sworn staffing at current service delivery should be 315 officers
• Assuming population of 240,000 citizens
105
126
145
163 172
203
240
277
315
1990 1995 2000 2005 2010 2015 2020 2025 2030
Sworn Police Officers
Packet Pg. 132
Attachment: Powerpoint Presentation (3195 : Police Services Training Facility)
3
Police Training Requirements
• Currently conducting 86K hours of training per year for all skill types
• Different types of training require different facilities
• As staffing grows, it will be increasingly difficult to adequately meet
training requirements
Packet Pg. 133
Attachment: Powerpoint Presentation (3195 : Police Services Training Facility)
4
Categories of Training
• 50% of training completed to satisfaction – Category 2
• 43% of training completed at minimal level – Category 1
• Rented Facilities and usage of current inadequate facilities
• Make do with less than ideal facilities
• Reduced training time for officers
• 7% additional skills training desired including;
• decision making scenarios infused into the current training
Packet Pg. 134
Attachment: Powerpoint Presentation (3195 : Police Services Training Facility)
5
Need for Police Training
• Provide World Class Service to our Citizens
• Maintain professional level of Police Officers
• Training best practices for police profession – Response to current climate
• Reduces liability issues – Failure to Train
• Increases safety to citizens and officers
• Required by POST
Equipment & Facilities:
• Building – Excellent
• Equipment – Excellent
• Training – Barely adequate
More difficult as staff increases
Training is Critical:
Packet Pg. 135
Attachment: Powerpoint Presentation (3195 : Police Services Training Facility)
6
Current Training Facilities
• Police Services Building - Good
• Classroom
• Defensive Tactics – Mat Room
• Police Indoor Range - Poor
• Pistol use only
• Limited space
• Requires repair
• Limited training opportunities
• Great Guns in Nunn - Poor
• Privately Owned – demonstrated by our move to this facility
• 25 mile drive one way
• Driving Training - Poor
• Adams County, very limited availability, 60 mile drive
• Unable to schedule usable track time in 2015
• SWAT - Poor
• Trains at various facilities. Castle Rock, Cheyenne, Pawnee
Packet Pg. 136
Attachment: Powerpoint Presentation (3195 : Police Services Training Facility)
7
Training Facilities Options
Refurbish existing Pistol Range
• Creates functioning inadequate facility
• Does not address Rifle, SWAT or Track needs
• Long Term – FC training facilities would need to be built
Refurbish existing Pistol Range & Build Drive Track
• Long Term – Firearms and SWAT needs to be addressed
• Capital for Track (pursuit & skid only) estimated $3 - 3.5M
• Land not included - Where do we build it?
Private partnerships
• Limited availability for training
• Costs too high when compared to other options
• Capital for track of $3 - 3.5M excluding land
Partner with Loveland and others – Build Training Center
• Develops a No Colorado training center meets all needs
• Includes capacity to support future staffing levels 25 years out
• Continue to seek other capital partners
Packet Pg. 137
Attachment: Powerpoint Presentation (3195 : Police Services Training Facility)
8
Why partner with Others
• Shared capital cost
• Shared operating cost
• Other regional
opportunities
• Meet current needs
faster
Packet Pg. 138
Attachment: Powerpoint Presentation (3195 : Police Services Training Facility)
9
Partnership Assumptions
• Facility is jointly owned and operated and build costs split evenly
• Facility includes
• One 20 lane pistol range (50 yards) and one 10 lane rifle range (100 yards)
• 1 class room and limited administrative space
• .95 miles of high speed driving track, large skid pad.
• Capital Cost - $17.4
• Design & Construction Support - $1.6M
• Construction - $15.8M
• O&M Costs of approximately $680k year
• 3.25 FTEs - $300k
• Utilities, supplies, range & track maintenance - $280k
• Capital reserve & reinvestment - $100K
Packet Pg. 139
Attachment: Powerpoint Presentation (3195 : Police Services Training Facility)
10
Capital Costs – Current Proposal
• Fort Collins 2015 Appropriation of $0.8M
• $0.6M for design & $0.2M for construction support
• Fort Collins 2016 Bonds and appropriation of roughly $7.9M
• Anticipate completing financing by March 2016
Anticipated Capital Need ($ millions)
2015 2016 Total
Loveland $ 0.8 $ 7.9 $ 8.7
Fort Collins 0.8 7.9 8.7
Total $ 1.6 $ 15.8 $ - $ 17.4
Proposed Timeline
I II III IV I II III IV I II III IV
Design & Architecture
Site Work Construction
Track Construction
Range & Classroom Construction
2015 2016 2017
Packet Pg. 140
Attachment: Powerpoint Presentation (3195 : Police Services Training Facility)
11
Original Reduced Current
• Total Capital $23.4M $20.4M $17.4M
• Anticipated Borrowing - $11M $9M $7.9M
• Debt Service - 20 years @ 4% $809k $662k $581k
• Debt Service – 10 years @ 2.5% $1,257k $1,028k $903k
• Anticipated Structure:
• Certificate of Participation
• Require pledge of another City Asset
• Considerations:
• Training facility not considered an essential service
• Facility on leased land
• Facility co-owned by two municipalities
• Complicated deal, but doable
Financing
11
Packet Pg. 141
Attachment: Powerpoint Presentation (3195 : Police Services Training Facility)
12
Capital Cost Detail
Proposed Cost Detail Feb 12th Feb 12th May 26th
($ 000's) Original Reduced RTC Current RTC
Design & Architecture 1,261 1,261 1,261
Bid & Construction Support 359 359 359
Firing Ranges & Support 9,804 7,290 7,290
Classrooms & Admin & Bldg Support 4,372 1,751 866
Grossing Factor incl above 2,432 2,187
Inflation 1,122 1,084 918
Contingency incl above 1,183 965
Total Range Building $ 16,919 $ 15,360 $ 13,846
Total Sim/SWAT House 997 $ 931 $ -
Driving Track & Skid Pad 1,925 1,411 1,411
Outbuilding 727 422 72
Track Contingency 396 211 211
Total Track & Skid Pad $ 3,048 $ 2,044 $ 1,694
Site Improvements 2,154 1,779 1,653
Site Contingency 321 265 247
Total Site Improvements $ 2,475 $ 2,044 $ 1,900
Total Project Cost $ 23,439 $ 20,379 $ 17,440
Packet Pg. 142
Attachment: Powerpoint Presentation (3195 : Police Services Training Facility)
13
RTC Net Income – Current Proposal
Training Facility Operating Costs ($ 000's)
Year 1 Year 2 Year 3 Year 4 Year 5
Revenue
Class Charge to Outside User $ 73 $ 110 $ 114 $ 117 $ 121
Facility Rental 85 287 295 304 313
Total Revenue $ 158 $ 397 $ 409 $ 421 $ 434
Expenses
Personnel 115 299 309 319 329
Operations, Supplies, Maint 47 279 278 293 292
Capital Reserve 18 100 101 102 104
Total Expense $ 180 $ 678 $ 688 $ 714 $ 725
Training Facility Income/(Loss) $ (22) $ (281) $ (279) $ (293) $ (291)
Budget Savings Loveland - 61 63 64 66
Budget Savings Fort Collins - 79 82 84 87
Net Facility Income/(Loss) $ (22) $ (141) $ (135) $ (144) $ (138)
Market/Demand Revenue Opportunity 148 153 157 162
Facility Income/(Loss) with Opportunity $ (22) $ 7 $ 18 $ 13 $ 24
Packet Pg. 143
Attachment: Powerpoint Presentation (3195 : Police Services Training Facility)
14
Budget Impact – Current Proposal
Training Facility Budget Impact ($ 000's)
Year 1 Year 2 Year 3 Year 4 Year 5
FC Half of Net Facility Income/(Loss) (11) (71) (67) (72) (69)
Fort Collins Financing Cost - @ 4% 20 yrs (581) (581) (581) (581) (581)
Fort Collins Financing Cost - @ 2.5% 10 yrs (903) (903) (903) (903) (903)
Market/Demand Revenue Opportunity 148 153 157 162
Budget Impact - FC w/o Opp - 20 yr $ (592) $ (652) $ (649) $ (653) $ (650)
Budget Impact - FC with Opp - 20 yr (592) (581) (581) (581) (581)
Budget Impact - FC w/o Opp - 10 yr $ (914) $ (973) $ (970) $ (975) $ (972)
Budget Impact - FC with Opp - 10 yr (903) (903) (903) (903) (903)
Packet Pg. 144
Attachment: Powerpoint Presentation (3195 : Police Services Training Facility)
15
• Has Police Services adequately demonstrated the
need to move forward with a training facility?
• Does Council support the proposed partnership
with Loveland and other capital partners if
possible?
Council Direction
Packet Pg. 145
Attachment: Powerpoint Presentation (3195 : Police Services Training Facility)
DATE:
STAFF:
May 26, 2015
Laurie Kadrich, Community Development &
Neighborhood Services Dir
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
City Development Projects.
EXECUTIVE SUMMARY
The purpose of this item is to discuss a possible amendment to the Land Use Code to require any development
review project in which the City is an applicant to be reviewed by the Planning and Zoning Board (P & Z) and
eliminate formal appeals to the City Council while allowing a Council override of a P & Z decision.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. Should staff prepare amendments which would eliminate procedural issues raised (ex parte communications)
when City Projects are part of the current development review process?
2. If so, what options for Councilmembers should be incorporated in order for Council to ask for an appeal of the
development review?
BACKGROUND / DISCUSSION
Currently, City development projects are subject to the same development review process as any private sector
development project. As such, the project is required to meet all Land Use Code (LUC) requirements and be
subject to a Type 1 or Type 2 hearing as outlined in the LUC. Any resulting decision may be appealed to the City
Council. Therefore the Council has been prevented from participating in ex parte discussions in order to avoid
procedural issues in the event an appeal of the decision is sought. In many cases the City Council has authorized
a City project to advance through the development review process through a strategic planning and budgeting
process. Since the Council has input at the beginning of the project it has been confusing to the public when the
Council is not allowed to participate during the development review process except in deciding appeals that are
brought to Council.
In order to develop a legislative review process which would then allow Council, staff and members of the public
to engage in conversations related to City development projects, staff recommends the following changes to the
LUC. The changes recommended are similar to those allowed under Colorado Revised Statues (CRS) Section
31-23-209 which describes what currently occurs for Site Plan Advisory Review (SPAR) processes. SPAR
reviews are currently conducted by the Planning and Zoning Board (P & Z) for most public projects such as those
of the Poudre School District or some Colorado State University projects. The SPAR process is limited to a
review of location, character and extent. If a review is disapproved by the P & Z, the governing board of the
public entity which is funding the project, by a vote of not less than two-thirds of its entire membership may
overrule the decision and approve the project.
Since City projects are currently subject to the same process as other development projects staff recommends
the following:
1. Require full development review and not limit the review to location, character and extent (SPAR) for any City
project.
2. Require all City projects to be reviewed as a Type 2 (Planning and Zoning Board) hearing rather than a Type
1 (Hearing Officer) hearing. Holding Type 2 hearings may increase the transparency of the hearings by
Packet Pg. 146
May 26, 2015 Page 2
having them televised and by having an appointed board review the project. CRS requires all SPAR reviews
under its jurisdiction to be reviewed by the P & Z.
3. Require a majority vote to overturn any P & Z decision (whether approval or disapproval) made regarding a
city project.
Concerning how an elected official would request a review, Council could implement a method similar to the way the
Code allows for a Councilmember appeal. Under that approach, any individual Council member could request that
the City project in question be presented to the Council for review of whether the project should go forward.
Alternatively, the process would be written to allow a Council member to request that the project be scheduled for
Council consideration and a Council vote as to whether the Council will review the project.
Staff provided Council with a memorandum on January 2, outlining these recommendations as well as using the
Planning and Zoning Board Hearing for public outreach. (Attachment 1) Staff was asked to move forward with the
recommendations contained in the memorandum.
BOARD / COMMISSION RECOMMENDATION
At its February 12, 2015 meeting, the Planning and Zoning Board held a public hearing and voted 5-0
(Boardmembers Heinz and Hobbs absent) to recommend the LUC amendments. (Attachment 2).
ATTACHMENTS
1. Memo to Council, January 15, 2015 (PDF)
2. Planning and Zoning Board Minutes, February 12, 2015 (PDF)
3. Proposed Ordinance (draft) (PDF)
4. Powerpoint presentation (PDF)
Packet Pg. 147
ATTACHMENT 1
Planning, Development & Transportation Services
Community Development & Neighborhood Services
281 North College Avenue
P.O. Box 580
Fort Collins, CO 80522.0580
970.416.2740
970.224.6134- fax
fcgov.com
MEMORANDUM
DATE: January 2, 2015
TO: Mayor and City Councilmembers
THRU: Darin Atteberry, City Manager
Jeff Mihelich, Deputy City Manager
Karen Cumbo, Planning, Development & Transportation Director
FROM: Laurie Kadrich, Community Development and Neighborhood Services Director
RE: Review of City Projects
SUMMARY
Currently City development projects are subject to the same development review process as any
private sector development project. As such, the project is required to meet all Land Use Code
(LUC) requirements and be subject to a Type 1 or Type 2 hearing as outlined in the LUC. Any
resulting decision may be appealed to the City Council. Therefore, the Council has been
prevented from participating in ex parte discussions in order to avoid procedural issues in the
event an appeal of the decision is sought. In most cases, the City Council has authorized a city
project to advance through the development review process through a strategic planning and
budgeting process. Since the Council has input at the beginning of the project, it has been
confusing to the public when the Council is not allowed to participate during the development
review process, except in deciding appeals that are brought to Council.
OPTION TO CONSIDER
Council may want to consider changing the appeal process for City projects to one similar to
what occurs in a Site Plan Advisory Review (SPAR) process. SPAR reviews are currently
conducted by the Planning and Zoning Board (P & Z) for most public projects, such as those of
the Poudre School District or some CSU projects. The SPAR process is limited to a review of
location, character and extent. If a review is disapproved by the P & Z, the governing board of Packet Pg. 148
Attachment: Memo to Council, January 15, 2015 (3197 : City Development Projects)
ATTACHMENT 1
Reviewof City Projects
January 2, 2015
the public entity that is funding the project, by a vote of not less than two-thirds of its entire
membership, may overrule the decision and approve the project (Section 31-23-209 Colorado
Revised Statutes (CRS)). Staff would recommend that, if Council desires staff to prepare Code
amendments to change the process for City projects, Council could consider using a modified
version of the SPAR process consisting of the following:
1. Require a majority vote to overturn any P & Z decision (whether approval or
disapproval) made regarding a city project.
2. Require full development review and not limit the review to location, character and
extent (SPAR) for any City project.
3. Require all City projects to be reviewed as a Type 2 (P & Z Board) hearing rather
than a Type 1 (Hearing Officer) hearing. Holding Type 2 hearings may increase the
transparency of the hearings by having them televised and by having an appointed
board review the project. CRS requires all SPAR reviews under its jurisdiction to be
reviewed by the P & Z.
PUBLIC ENGAGEMENT
Staff suggests holding a public hearing at a Planning and Zoning Board (P & Z) meeting and
seeking a recommendation from the P & Z prior to Council consideration of this potential
change.
Packet Pg. 149
Attachment: Memo to Council, January 15, 2015 (3197 : City Development Projects)
ATTACHMENT 2
Packet Pg. 150
Attachment: Planning and Zoning Board Minutes, February 12, 2015 (3197 : City Development Projects)
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Attachment: Planning and Zoning Board Minutes, February 12, 2015 (3197 : City Development Projects)
Packet Pg. 152
Attachment: Planning and Zoning Board Minutes, February 12, 2015 (3197 : City Development Projects)
Packet Pg. 153
Attachment: Planning and Zoning Board Minutes, February 12, 2015 (3197 : City Development Projects)
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ORDINANCE NO.___, 2015
OF THE COUNCIL OF THE CITY OF FORT COLLINS
AMENDING THE LAND USE CODE WITH REGARD TO
CITY DEVELOPMENT PROJECTS
WHEREAS, currently the Land Use Code provides that City development projects must
go through the same process and analysis as any other project subject to the Land Use Code; and
WHEREAS, the City Council has determined that although such City projects should be
reviewed under the full terms and conditions of the Land Use Code, all such reviews should be
conducted by the Planning and Zoning Board, and there should be no right of quasi-judicial
appeal to the City Council of any final decision regarding such City projects; and
WHEREAS, the City Council has further determined that in substitution of right of quasi-
judicial appeal, the City Council in its legislative function should, by majority vote, have the
power to overturn or modify any final decision regarding such City project; and
WHEREAS, the City Council has determined that it is in the best interests of the City that
the Land Use Code be amended accordingly.
NOW, THEREFORE, BE IT ORDAINED BY THE COUNCIL OF THE CITY OF
FORT COLLINS as follows:
Section 1. That Section 2.2.12 of the Land Use Code is hereby amended to read as
follows:
2.2.12 Step 12: Appeals
Appeals of any final decision of a decision maker under this Code shall be only in
accordance with Chapter 2, Article II, Division 3 of the City Code, unless otherwise
provided in Divisions 2.3 through 2.11 of this Code. Despite the foregoing, if the City is
the applicant for a development project, there shall be no appeal of any final decision
regarding such development project to the City Council. In substitution of an appeal of a
development project for which the City is the applicant, the City Council may, by
majority vote, as an exercise of its legislative power and in its sole discretion, overturn or
modify any final decision regarding such project. Any Councilmember may request that
the City Council initiate this exercise of legislative power but only if such request is
made in writing to the City Clerk within fourteen (14) days of the date of the final
decision of the Planning and Zoning Board.
Section 2. That Article 2 of the Land Use Code is hereby amended by the addition of
a new Division 2.17 which reads in its entirety as follows:
Division 2.17 City Projects
ATTACHMENT 3
DRAFT
Packet Pg. 154
Attachment: Proposed Ordinance (draft) (3197 : City Development Projects)
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Development projects for which the City is the applicant shall comply with this Land Use
Code but shall be subject to review by the Planning and Zoning Board in all instances,
despite the fact that certain uses would otherwise have been subject to administrative
review.
Introduced, considered favorably on first reading, and ordered published this 19th day of
May, A.D. 2015, and to be presented for final passage on the 2nd day of June, A.D. 2015.
__________________________________
Mayor
ATTEST:
_______________________________
City Clerk
Passed and adopted on final reading on the 2nd day of June, A.D. 2015.
__________________________________
Mayor
ATTEST:
_______________________________
City Clerk
DRAFT
Packet Pg. 155
Attachment: Proposed Ordinance (draft) (3197 : City Development Projects)
Laurie Kadrich
May 26, 2015 Director, Community Development & Neighborhood Services
Amending Land Use Code
City Projects
ATTACHMENT 4
Packet Pg. 156
Attachment: Powerpoint presentation (3197 : City Development Projects)
1. Should staff prepare amendments which would
eliminate procedural issues raised (ex parte
communications) when City Projects are part of
development review?
2. If so, what options for Council members should
be incorporate in order for Council to ask for an
appeal?
2
Direction Sought
Packet Pg. 157
Attachment: Powerpoint presentation (3197 : City Development Projects)
• Land Use Code (LUC) adopted in 1997
• Designated various processes under which City
Projects were to be reviewed
• Processes are subject to Appeal:
⎯ Appeals to City Council
⎯ Procedural concern with citizen
communications
3
Background
Packet Pg. 158
Attachment: Powerpoint presentation (3197 : City Development Projects)
• Projects in which the City is an applicant
• Planning and Zoning Board (P & Z) review
• Majority vote by Council to overturn P & Z
decision
⎯ Approval or
⎯ Disapproval
4
Board Review
Packet Pg. 159
Attachment: Powerpoint presentation (3197 : City Development Projects)
Appeal Criteria
1. One-member, or
2. One-member with support of other Council
members
• What number should be considered?
Majority?
3 total?
5
Packet Pg. 160
Attachment: Powerpoint presentation (3197 : City Development Projects)
1. Should staff prepare amendments which would
eliminate procedural issues raised (ex parte
communications) when City Projects are part of
development review?
2. If so, what options for Council members should
be incorporate in order for Council to ask for an
appeal?
6
Direction Sought
Packet Pg. 161
Attachment: Powerpoint presentation (3197 : City Development Projects)
x Placement of lock-out/tag-out kits onto Ladder 5 and Tower 1.
x 350 hours of confined space rescue training attended by PFA personnel.
High and Low Angle Rope Rescue
x Six members attended the 2014 Rigging for Rescue Class.
x The tower rescue class provided training for all personnel for four
companies on each shift.
Packet Pg. 48
Attachment: 2014 Annual Report (3194 : Poudre Fire Authority Performance Update)
STATION 3 CALL LOAD
1075 1082
1346
1477
0
500
1000
1500
2000
2500
2011 2012 2013 2014
CALLS
STATION 10 CALL LOAD
1261 1331
1392
1574
0
500
1000
1500
2000
2500
2011 2012 2013 2014
CALLS
STATION 6 CALL LOAD
414 485
510 428
0
500
1000
1500
2000
2500
2011 2012 2013 2014
CALLS
STATION 7 CALL LOAD
1036 1079 1109 1089
0
500
1000
1500
2000
2500
2011 2012 2013 2014
CALLS
STATION 12 CALL LOAD
818 894
872
972
0
500
1000
1500
2000
2500
2011 2012 2013 2014
CALLS
STATION 14 CALL LOAD
Packet Pg. 29
Attachment: 2014 Annual Report (3194 : Poudre Fire Authority Performance Update)
steps include gathering
community and employee
feedback, and Board adoption
of a final strategic plan in
December 2014 or January
2015.
Wildland/ Volunteer
Coordinator – improve the
Authority’s ability to respond
and recover from uncommon
or catastrophic events,
effectively prepare the
community for natural and
man-made disasters
Implement a wildland
coordinator position to focus
on community mitigation in
the wildland arena and
combine job duties of the
volunteer coordinator
The merging of the
wildland/volunteer
coordinator positions was
vetted during the preliminary
budget and budget work
session discussions. In 2015,
this position will become
sustainable and will work to
operationalize
recommendations from the
High Park Facilitated Learning
Analysis and to coordinate
the volunteer firefighter
program.
Packet Pg. 18
Attachment: 2014 Annual Report (3194 : Poudre Fire Authority Performance Update)
organizational procedures,
review the revenue allocation
formula (RAF), review the
provision of support services
by the City, and consolidate
the three previous
amendments into a new IGA
The District Board and Fort
Collins City Council approved
the updated and restated IGA
in May and June 2014.
New video-audio
teleconference (VTC) system
– increase connectivity and
reliability in communications
using one system to meet
department audio and video
needs.
The VTC will replace the
current VTC system purchased
in 2002 and Conference Call
hardware, which is no longer
supported by City of Fort
Collins IT
A Request for Proposal was
developed based on VTC
equipment needs, a vendor
was selected through the RFP
process, and installation is
scheduled for 1st quarter
2015.
Performance Evaluations –
alignment with Forging a
Courageous Organization
program
Develop a system for
conducting performance
evaluations of employees
throughout the organization
A proposed performance
review process and forms
have been developed and
shared with all employees.
Performance reviews are
Packet Pg. 17
Attachment: 2014 Annual Report (3194 : Poudre Fire Authority Performance Update)
the community
Conduct classes/sessions to
discuss Forging a Courageous
Organization (FCO) and being
values-driven, include FCO
principles in
testing/assessments of
candidates for hire and
promotion and in
performance evaluations,
update Values Mission and
Vision (VMV) Document
Classes/sessions are ongoing,
with two sessions presented
in 2014; performance
evaluation forms have been
with input from all members
of the organization and
performance evaluations will
be complete by year-end
2014. The VMV document
was updated with
organization-wide input,
distributed to all members,
and posted to the web and
intranet in November, 2014.
EMS Services Agreement -
ensure continued, high quality
ambulance services both
within the PFA boundaries and
in neighboring communities
through a contractual
agreement
Develop an agreement for
ambulance services within
PFA’s jurisdiction
Scope of Services and RFP
developed and posted for
interested vendors to bid.
Review and final selection of
contractor to occur in 4th
quarter 2014 with contract
implementation in early 2015.
Packet Pg. 16
Attachment: 2014 Annual Report (3194 : Poudre Fire Authority Performance Update)