HomeMy WebLinkAboutCOUNCIL - AGENDA ITEM - 07/10/2018 - POUDRE FIRE AUTHORITY 2017 ANNUAL REPORTDATE:
STAFF:
July 10, 2018
Tom DeMint, PFA Fire Chief
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
Poudre Fire Authority 2017 Annual Report.
EXECUTIVE SUMMARY
The purpose of this item is to review the Poudre Fire Authority (PFA) governance and funding, 2017 performance
measurements and metrics, goals, actual spending to budget, benefits to the community related to strategic
outcome goals, operational efficiency, productivity improvements, issues of concern to PFA, the Poudre Valley
Fire Protection District (PVFPD), and the City, and a focus on issues moving forward.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
PFA staff will provide an update to City Council, including its 2017 annual report.
BACKGROUND / DISCUSSION
The 2014 Amended and Restated Intergovernmental Agreement (IGA), between the PVFPD and the City of Fort
Collins (City), establishing the PFA, stipulates that the Authority will provide an annual report regarding the
activities and accomplishments of the Authority to its parent organizations, the City and PVFPD. Chief DeMint’s
goal in providing this report is to reflect on the progress of continuous improvement efforts and the ever-
increasing attention to data-driven, outcome-based decision making. This work session represents the fourth
annual report to City Council. The same report was made to the PVFPD Board on June 25, 2018 to fulfill the
reporting requirement of the IGA.
Report Highlights
The 2017 Annual Report is presented in an electronic format (http://www.pfaannualreport.com/>) an 8-page
hardcopy report (Attachment 1), and a Statistical Report (Attachment 2), which together form PFA’s
comprehensive report to the community about its return on investment. The 2017 Annual Report theme centers
upon “Community Partnerships” and the idea that PFA cannot and does not provide community safety services
independently. The video portion of the electronic report includes a video story about two young women who,
with help from firefighters, bystanders, dispatch, and more, saved their father’s life in 2017. Protecting lives and
property, through prompt, skillful, and caring service takes a village, from partners such as Fort Collins Police
Services and Dispatch, UCHealth, Colorado State University, and community members. The 2017 PFA Annual
Report includes its governance, community partnerships, resources, services, types of incidents to which PFA
responded, and future-looking innovations such as fire-behavior research, drone technologies in public-safety
applications, community risk reduction, right-sized response deployment models, and educational opportunities.
Highlights include:
• Emergency Medical Services (EMS) - PFA piloted the Roving Alternative Medical (RAM) unit in 2017
with the intent of measuring alternative deployment strategies to meet the increasing call volume of low
acuity medical responses. Outcomes of the RAM trial reflect a better response reliability of PFA engine
crews and PFA integration into the regional Inter-Agency Treatment Group (24 regional agencies focused
on addressing frequent users of the 911 system by addressing underlying issues that result in activation
of the response system for non-emergent calls).
July 10, 2018 Page 2
• Dynamic Smoke and Carbon Monoxide Installation Events - A decrease in medical- and fire-related
calls following smoke and carbon monoxide installation events in low-income, high-risk mobile home
parks and neighborhoods due to providing quality smoke detectors, broad messaging, and use of
volunteers from partner agencies and social work students from Colorado State University to assess other
needs (school supplies, handyman assistance, or food) of the families and individuals. By allowing
community members to voice their needs and committing to meet those needs, PFA maximized the
impact of traditional smoke alarm installation events.
• Community-Driven Strategic Plan - A new strategic plan was developed in 2017, which involved 69
community members, PFA leadership and internal stakeholders to identify high-quality and innovative
core services, proactive internal/external communications, workforce development/culture, financial
responsibility, and governance and organizational sustainability as strategic initiatives for the 2018-2023
timeframe.
• Community Risk Reduction - In 2017, there were two cases where sprinkler systems successfully
extinguished fires prior to PFA arriving on scene; one at a Fort Collins hotel and another at a Colorado
State University laboratory.
• Technology - The Larimer County Unmanned Aircraft System Program took flight in 2017 with the goal of
using drones to enhance public safety services. Highly trained pilots from PFA and other partner
agencies can use the unmanned aircraft systems to document the scene of car crashes as part of
investigations, search for missing people, or to scout the origin of a wildfire.
• Fire’s Impact - The Fort Collins community felt the ripple effects of three unrelated fire deaths in 2017.
The deaths served as a critical moment during which PFA educated the community about why fire still
presents a danger, even though the frequency of fires and fire-related deaths are decreasing across the
nation.
• Collective Bargaining Agreement (CBA) - PFA staff and Local 1945 worked collaboratively to develop
the first CBA for PFA uniformed personnel.
• Keep Fort Collins Great (KFCG) Funding (Attachment 3) - Supports 16 positions; south battalion, shift
safety officers, firefighters, planning and analysis battalion chief, EMS position, deputy fire marshal, and
division chief. In addition, KFCG funds were utilized to replace diesel exhaust systems at all fire stations,
purchase highrise firefighting equipment, contribute to station alerting system, mobile data terminals, and
records management system.
• Prepayment of Lease/Purchase Agreement - By prepaying the Station 4 (1945 West Drake Road)
lease/purchase agreement, PFA eliminated $450,000 in interest payments.
• Value of Property Protected - In 2017, PFA protected more than $29 billion of property.
Moving Forward
• Environment - PFA’s fire behavior committee is working to promote safety and efficacy on the fire ground
through an increased understanding and recognition of current international research into fire behavior.
Improvements have been significant and have resulted in financial savings to PFA customers who
experience a structure fire. Scientific studies are continuing in other dimensions and types of structure
fires and PFA personnel will continue to be involved with these studies to better firefighter knowledge and
community member and firefighter safety.
• Community Growth - PFA is actively planning for the future by identifying opportunities for improvement
in EMS system service delivery; increasing community awareness of the services provided by PFA;
recruiting, hiring, and retaining a well-qualified, diverse, safety and value-oriented workforce; seeking
opportunities for regionalization of emergency services; preparing for future major annexations to the City
July 10, 2018 Page 3
of Fort Collins; seeking additional and alternative funding sources; and, through long-range financial
planning.
• Community Risk Reduction - Efforts across PFA regarding community risk reduction (i.e. public
education, smoke and carbon monoxide install events, RAM unit, right-sized deployment) will be
evaluated and strategies will continue to be developed to address any deficiencies.
• Collective Bargaining - PFA staff and Local 1945 collaborated on the second Collective Bargaining
Agreement (CBA) for the 2019-2020 timeframe. Ratification of the new CBA by the Local and PFA Board
is anticipated in July 2018.
• Future Funding:
o KFCG funding ensures people receive the level of government services they expect. KFCG is
critical to PFA’s budget and sunsets on December 31, 2020. KFCG revenue is used at PFA to
fund key safety positions, firefighters, and equipment, and without it, PFA would not be able to
provide the same high-level services the community currently receives.
o Possible Districtwide Gallagher Election - The PVFPD Board is considering the possibility of
placing a ballot measure on the November 2018 Larimer County Election ballot to address the
impact of the Gallagher and TABOR amendments on the property tax revenue used to provide
fire service through the PFA.
o The PVFPD Board is working toward implementing impact fees in the District. Next steps include
Board review of the draft study, legal drafting of implementing agreements with Larimer and Weld
Counties, and the Town of Timnath, meet with developers and builders for information sharing,
and establishing a segregated fee account to retain the proceeds of the fee.
o Capital Needs - PFA continues to develop its long-range financial and capital plans, including the
need for additional Administration space, a new Station 15 in the Northeast part of the jurisdiction
and updating existing fire stations.
A major goal of the electronic and 8-panel annual reports is to reach a broader range of interested community
members in a way that will be appealing and accessible. PFA’s Public Affairs and Communication Manager
promoted the 2016 report through continuous posts (approximately one per month) on PFA social media, Chief’s
column in the Coloradoan, an introductory video to PFA personnel, PFA’s website, distribution of hardcopy report
at all stations as well as Administration and Training lobby areas and PFA events. In addition, the report was sent
to Leadership Fort Collins, CityWorks 101, Fort Collins Chamber of Commerce, partner agencies such as
UCHealth, Larimer County Sheriff’s Office, Loveland Fire Rescue Authority, Fort Collins Police Services,
Wellington Fire Protection District, Town of Timnath, and to elected Representatives. The 2016 Annual Report
video garnered roughly 1,800 views. The Public Affairs and Communication Manager will follow a similar
promotion plan in relation to the 2017 Annual Report, and build out further distribution channels (more people,
groups, and posts).
The 2017 Statistical Annual Report is a deeper-dive into division outcomes; each program’s inputs and outputs;
and performance standards comparisons with benchmark partners, City/District comparative statistics; budget
review; and PFA Board actions. The benchmark partners (those of comparable population, college or university
in community, non-municipal fire departments (where possible) and accredited agencies) include Arvada Fire
Protection District, Boulder Fire Rescue, South Metro Fire Protection District, Colorado Springs Fire Department,
Littleton Fire Rescue, Gainesville Fire Rescue (FL), Corvallis Fire Department (OR), Guelph Fire (Ontario,
Canada), Rockford Fire Department (IL), Grand Rapids Fire Department (MI), and Bellvue Fire Department (WA).
This presentation provides an opportunity to discuss the overall performance of PFA in fulfilling its responsibilities
under the IGA between its parent organizations; the City and the PVFPD. PFA staff welcomes any feedback
regarding this update and the 2017 Annual Report.
July 10, 2018 Page 4
ATTACHMENTS
1. 2017 Annual Report (PDF)
2. 2017 Statistical Annual Report (PDF)
3. Keep Fort Collins Great Funding History (PDF)
4. Powerpoint presentation (PDF)
A Community Partner
Poudre Fire Authority Annual Report
ATTACHMENT 1
A Note From The Chief
You are the heart of what we do. Poudre Fire Authority is constantly working
to improve and be proactive in the ever-evolving fire service. We are a proud
community partner in Northern Colorado and beyond.
Collaboration with partners in emergency services such as 911 dispatch centers, education, law enforcement,
health care, and private partners helps us reduce risk, provide services that save lives and potentially increase
quality of life.
In 2017, PFA developed a new Strategic Plan through a community-driven process to determine critical issues
and service gaps. Goals moving forward include providing innovative core services such as Emergency Medical
Services (EMS), structural and wildland firefighting and rescue; proactive communications; and continued financial
responsibility. The 2018 budget focuses on funding capital needs (technology, facilities, and equipment) and staffing
for EMS, inspections, firefighting, mechanics, and Information Technology. PFA prepaid its Lease/Purchase Agreement
for Station 4 (1945 W. Drake Road), saving $450,000 in interest payments.
Looking forward, PFA will be innovative with fire-behavior research, drone technologies in public-safety applications,
right-sized response deployment models, community-risk reduction, and educational opportunities. We will continue
to be an active and engaged community partner.
- Chief Tom DeMint
“
“
We strive every day to be proficient,
professional and compassionate
for our community.
Our 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.
About Our Governance
PFA was established in 1981 through an Intergovernmental Agreement
(updated in 2014) between the City of Fort Collins and the Poudre Valley
Fire Protection District (PVFPD).
A five-person Board of Directors, composed of elected members from the PVFPD Board and the Fort Collins City Council,
governs PFA. Both the PVFPD Board and City Council appoint two members to serve on the PFA Board of Directors. The
fifth member of the PFA Board is appointed by these four members and has historically been the Fort Collins City Manager.
The Intergovernmental Agreement outlines PFA’s funding through a revenue-allocation formula. The City of Fort Collins
contributes a proportion of sales and use tax, property taxes, and the voter-approved “Keep Fort Collins Great” tax measure.
The PVFPD contributes its mill levy (property tax) revenue, as well as pass-through Tax Increment Financing from a
partnership with the Town of Timnath.
Who We Are
Poudre Fire Authority is a multi-faceted entity — an organization, a family,
and a community partner that is professional, committed, and responsible.
Providing exceptional customer service through the values of Courage,
Leadership, and Duty, is our number one priority.
313
Child car seats
installed and
checked by PFA’s
certified technicians
5x
PFA firefighters deployed
to other communities
to help during wildfires
and hurricanes
611
Smoke alarms
installed in
high-risk
homes
6,846
Building-safety
inspections
conducted by
PFA personnel
PFA BOARD CHAIR
Gerry Horak
VICE CHAIR
Dave Pusey
MEMBER
Kristin Stephens
MEMBER
Mike DiTullio
MEMBER
Darin Atteberry
OUR BOARD OF DIRECTORS
$500K
$0
$1.5M
$2.0M
$1.0M
CAPITAL BUDGET
Station 4 Lease/Purchase
Apparatus Replacement
Radio Replacement
Facilities Maintenance
Station 8
Major Station Remodel
Computer/Technology
Air Pack Replacement
Staff Vehicle
Replacement
Future Station 15
Hose Replacement
Burn Building
Thermal Imager
Replacement
SAVED450K $
in interest payments by
pre-paying the Station 4
lease/purchase
GROSS OPERATING
BUDGET BY
EXPENDITURE
Salaries & Benefits
Purchased Services
(Radios, Liability Insurance)
Materials, Supplies
& Equipment
Other
86% of the gross operating budget was
allocated to salaries and benefits
RESERVES
PFA REVENUE
BUDGET EXPENDITURES
$6.6M
20% of operating revenue
UNDERSPENT BY 3%
Misc. Fees, Charges, 4%
Earnings on Investments,
Grants/Projects
2017 Budget & Funding Outcomes
96% of the revenue is
Intergovernmental
17%
Poudre Valley Fire
Protection District
70%
City of Fort Collins
9% KFCG Funds
(City of Fort Collins)
Funding Critical Services
Keep Fort Collins Great (KFCG)
is a voter-approved sales tax that
ensures people receive the level
of government services they expect.
Poudre Fire Authority strives
to reduce risk in our community
by empowering people to live
their safest lives. Through
in-person classes, events, and
other platforms, in 2017, PFA’s
staff collectively interacted
with 11,456 members of
the community.
Poudre Fire Authority
has 24 volunteer firefighters
who give their talents and
hundreds of hours of their
time to serve the communities
of Stations 9 and 11, in the
areas of Horsetooth Reservoir
and Redstone Canyon,
respectively.
The calm, collected, and
compassionate regional
dispatchers, who handled
200,000+ calls in 2017, assure
Poudre Fire Authority firefighters
arrive when you need them. You
can help by registering your
phone number for emergency
notifications at LETA911.org.
Community Connections
Firefighter Travis Garcia talks with a young attendee at a 2017 event where
firefighters demonstrated how they help remove people trapped in crashed
vehicles, a process called extrication.
Keeping People Safe
PFA responds to emergencies. More importantly,
we work to prevent them from ever happening.
Before you step foot in a new building, PFA fire-safety experts have worked with
developers, design partners, and contractors to make a space as safe as possible
by checking items such as exit signs, alarm systems, and fire department access.
Our staff works with partners who install and maintain fire-sprinkler systems, two
of which successfully put out fires in 2017, no doubt saving lives and potentially
millions of dollars in property damage.
Emergency Medical Services
Be it falls, heart attacks, or broken bones,
our firefighters are there.
Poudre Fire Authority works with public organizations, as well as through
public-private partnerships and formal agreements, to provide world-class
emergency medical services to people within Northern Larimer County.
Smart Science
Innovation across PFA is key to providing
the best-possible services.
Firefighting has greatly changed in recent decades. The study of fire science,
knowledge shared by fire service partners, and new tools mean PFA’s firefighters
are more effectively and safely fighting fire and, in some cases, reducing the
damage caused to a home in the process. Along with other Larimer County partners,
PFA is also using public-safety drones in ways that are saving time and taxpayers’
money. Also, PFA hazardous materials (hazmat) technicians, who study chemistry,
work with community partners to keep people safe during hazmat incidents.
It Takes a Village
to Save a Life
When you need help, you want to
know you are receiving the highest-
quality care from prompt, skillful,
and caring emergency responders.
Rest assured that is the case with our 189 full-time
firefighters who, in 2017, trained for a collective
51,708 hours to ensure they are as prepared as
possible for any call that could come their way.
Seven days a week, 365 days a year, many people
from emergency-response agencies and partner
organizations across the state, nation – and in some
cases, the globe – come together at PFA’s northwest
Fort Collins Training Center to work together, learn
new skills, and practice existing skills so they can
be the best for their communities.
Poudre Fire Authority protects
about 206,000 people and more than
$29 billion worth of property within its
235-square-mile service area.
A partnership of the City of Fort Collins and the Poudre Valley Fire Protection District, proudly serving Fort Collins,
Timnath, Laporte, Bellvue, Horsetooth Reservoir, and Redstone Canyon, in Colorado.
PFA RESPONSE AREA IN YELLOW
Fire
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Training
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Admin.
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STAT��� 10
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STAT��� 8
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A Somber Reminder of Fire’s Impact
Our community felt the ripple effects of three fire deaths in 2017
Sadly, three members of our community died last year in unrelated fires in their homes. Two were due to cooking fires,
and another is currently classified as undetermined. Let us be clear: They are not statistics. They are people — those
whom others knew and loved. Their deaths each served as a critical moment during which PFA educated the community
about why fire still presents a danger, even though the frequency of fires and fire-related deaths are decreasing across the
country. Thanks to concerted fire-safety education efforts by nationwide partners, including PFA, the overall 10-year fire
death rate trend in the U.S. decreased 21.6% from 2006 to 2015 (U.S. Fire Administration).
Learn more about PFA and access the 2017 Annual Report online at pfaannualreport.com
Follow us to stay connected.
Our most important community partner is you.
Headquarters: 102 Remington Street, Fort Collins CO 80524
Courage,
Leadership, Duty
Poudre Fire Authority
2017 Statistical Annual
Report
Serving the Northern Colorado Communities of
Bellvue, Fort Collins, LaPorte, Timnath
ATTACHMENT 2
Courage, Leadership, Duty 1
SECTION PAGE
Introduction 2
Community Safety and Service Outcomes 3
Fire Investigations/Prevention Support 5
Fire Protection Systems 7
Inspection Services 9
Office of Emergency Management 11
Public Affairs and Education 12
Technical Services 15
Operations Division Outcomes 16
Customer Assistance Response Team 17
Fire Suppression 17
Hazardous Materials Response Team 22
Technical Rescue 23
Volunteer Program 25
Wildland Team 26
Support Division Outcomes 28
Emergency Medical Services 29
Emergency Medical Service Performance Management 33
Equipment Maintenance 34
Facilities Maintenance 35
Information Technology 37
Occupational Health and Safety 38
Self-Contained Breathing Apparatus Maintenance 43
Training Division 44
Administration Division Outcomes 55
Performance Standards Comparisons 56
City/District Comparative Statistics 78
2017 PFA Budget Review 79
PFA Board Actions – 2017 82
PFA Statistical Report
2017
2 Courage, Leadership, Duty
Introduction
Welcome to PFA’s 2017 Statistical Report. Following are division outcomes as
well as performance standards comparisons, City/District comparative statistics,
2017 budget review, and PFA Board actions.
The method used for reporting measures of progress has been evaluated,
existing outputs and outcomes have been affirmed, and outcome measures more
representative of big-picture goal accomplishment have been established. Key
outcomes at a higher organizational level are the focus; each division section
herein begins with a table of targeted outcome measures to which each program
in the division contributes. Each program within a division identifies how inputs
and outputs contribute to accomplishing strategic objectives through a more
centralized approach to outcome measurement. Each measure, whether an
input, output, or outcome, was aligned with the Strategic Plan and the
Accreditation Self-Assessment Manual (SAM). Since some of the measures are
new, they have not yet been reported; N/R is used in this instance, which means
Not Reportable. Staff is working on collecting and evaluating the new
performance measures for alignment with each division’s outcomes.
The core document for Accreditation-driven continuous improvement is the SAM,
which addresses 259 performance indicators that cover the breadth of PFA’s
responsibilities. This document is a tool for PFA staff to appraise effectiveness of
service provided and plan for improvement where needed. The Accreditation
documents, including SAM, can be viewed at http://www.poudre-fire.org/about-
us/reports-surveys.
Within the program reports some of the Primary Self-Assessment
Category/Criterion measures indicate that they are a Core Competency. A core
competency measure identifies a pass/fail performance indicator regarding
Accreditation. There are 82 core competency performance indicators within the
Self-Assessment Manual that must be met in order to be a candidate for
Accreditation.
Courage, Leadership, Duty 3
Community Safety and Service Division
Outcomes
CSS Division Outcomes
Strategic
Objective
Targeted Outcome Measures
Actual
2015
Actual
2016
Actual 2017
1C
% of residents voluntarily
registering with LETA for
emergency notifications
35% 40% 45%
1C
% of City employees with
applicable NIMS certifications
N/R N/R N/R
1C
% of at-risk residents (21
mobile home parks) receiving
fire safety education and
smoke/CO detectors
.5% 19% 86%
1C
Fire related casualties per
100,000 population in non-fire
sprinkler protected buildings
.04 .04 1.45
1C
Fire Related casualties per
100,000 population in fire
sprinkler protected buildings
0 0 0
1D
% of residences with smoke
alarms within PFA’s district
N/R N/R
Proposed
2018 survey
1D
% of residences with working
carbon monoxide alarms within
PFA’s district (as surveyed)
N/R N/R
Proposed
2018 survey
1D
# of businesses inspected with
no identified violations on initial
inspection/# of businesses in
compliance on re-inspection
N/R N/R
Pending
new 2018
RMS
System
4 Courage, Leadership, Duty
Courage, Leadership, Duty 5
Fire Investigations/Prevention Support
N/R = Not Reportable
In 2017, the Poudre Fire Authority responded to 332 fire calls within the 235-
square-mile PFA service area, compared with 338 fire calls the previous year (a
decrease of 1.7%). For the majority of those calls, the fire’s origin and cause
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 2017, 140
fires, or 42%, required the response of a fire investigator to determine the origin
and cause of the fire.
Strategic
Goal
Primary Self-
Assessment
Category/Criterion
Output
Measures
2015
Actual
2016
Actual
2017
Actual
Reduce the
frequency
and severity
of
emergency
incidents
Core Competency
5D.8: An appraisal is
conducted, at least
annually, to determine
the effectiveness of
the fire investigation
program.
% of time on-
call Fire
Investigator
arrives at the
scene within
30 minutes of
dispatch
83% 91% 91%
% of
incendiary
fires closed
with arrest
33% 17% 17%
% of burn
permits
submitted
online
96% 96% 100%
% of burn
permits
issued or
denied within
2 business
6 Courage, Leadership, Duty
Fire Cause Summary (Total Fires)
Cause Number %
ACCIDENTAL 202 60.8%
INCENDIARY 29 8.7%
NATURAL 4 1.2%
UNDETERMINED 97 29.3%
Total 332 100.0%
Partnerships continued with local, state, and federal law enforcement agencies in
2017. Fort Collins Police Services (FCPS), Larimer County Sheriff’s Office
(LCSO) and the Colorado Bureau of Investigation (CBI) assisted Poudre Fire
Authority on 23 fires during the year.
Law Enforcement Assistance to PFA Investigators
Agency Number % of Law % of Total Fires
ATF 0 0.0% 0.0%
CBI 1 4.3% 0.3%
CSUPD 0 0.0% 0.0%
FCPS 16 69.6% 4.8%
TIMPD 0 0.0% 0.0%
LCSO 6 26.1% 1.8%
Total 23 100.0%
Arson will always be a difficult crime to prosecute, due to its covert nature and
the fact that fires destroy much of the evidence. Thanks to thorough
investigations and cooperative relationships with our law enforcement partners, a
total of 29 cases were determined to violate Colorado arson statutes. 12 of those
29 cases resulted in an arrest, citation, or a referral to PFA’s Juvenile Firesetter
Intervention Program. In total, seventeen individuals were contacted in
connection with arson cases. Of those, nine individuals were arrested or cited for
arson and eight individuals were referred to PFA’s Juvenile Firesetter
Intervention Program in 2017, compared to 4 arrests in 2016. This reflects an
arson clearance rate of 41%, which is above the national average, typically
between 15% and 20%.
Case Disposition
Type Number %
Arrests Made 12 3.6%
Cases Closed 306 92.2%
Cases Not Closed * 27 8.1%
Total Cases 332
*Pending cases awaiting further information for final disposition
The total number of incendiary fires, as well as incendiary fires in structures,
increased slightly in 2017. Some of the motives encountered in 2017 include
Courage, Leadership, Duty 7
revenge situations, vandalism, excitement, and fire play/curiosity. The total fire
loss for 2017 was $2,996,569. This reflects a 30% increase from 2016. The total
dollar loss from intentionally-set fires was higher in 2017. This was due to the fact
that the majority of the incendiary fires in 2016 were set outside and extinguished
before spreading to structures or vehicles. The monetary value of the structures
and property lost from incendiary fires in 2017 was a small percentage of the
total fire loss for this year.
Fire Protection Systems
New fire sprinkler system installations increased by 131 new systems. This
change increased the number of buildings protected by fire sprinklers from 1,532
to 1,663.
1,202 1,214 1,236 1,256
1,283 1,313
1,383
1,460 1,532
1,663
-
200
400
600
800
1,000
1,200
1,400
1,600
1,800
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Total Systems
Total Fire Sprinkler Systems
Type 2016 2017
% of CHANGE from
2014 to 2015
Total Fires 338 332 -1.8%
Total Incendiary 30 26 -13.33%
Structure/Incendiary 5 7 40%
All Other Incendiary 25 19 -24%
% Total Incendiary 8.8% 7.8%
Total Dollar Loss $2,144,049 $2,996,569 39.76%
Total Dollar Loss
Incendiary
$16,400 $64,380 292.56%
% Total Dollar Loss
Incendiary
.76% 2.1%
8 Courage, Leadership, Duty
Activity 2016 2017
% of Change
2015/2016
Total Fire Sprinkler Systems 1,532 1,663 8.6%
New Sprinkler System Installations 72 131 82%
Sprinkler System Upgrades 182 166 -8.8%
Residential Fire Sprinkler Systems
Reviewed
17 13 -24%
New Fire Alarm Installations 196 166 -15.3%
Spray Booths Installed 4 3 -25.0%
Fire System Permits/Plan Reviews 506 516 1.98%
N/R = Not Reportable
Strategic
Goal
Primary Self-
Assessment
Category/Criterion
Output
Measures
2015
Actual
2016
Actual
2017
Actual
Reduce the
frequency
and severity
of
emergency
incidents
5B.4: A plan review
process is in place to
ensure that buildings
and infrastructure (e.g.,
hydrants, access, street
width, etc.) are
constructed in
accordance with
adopted codes and
ordinances.
% of plan
reviews
completed
within 10
days of
request
N/R 69.5% 50%
CC 5B.3: The program
has adequate staff with
specific expertise to
meet the fire
prevention/life safety
goals and objectives.
% of
identified
alarm
systems
Courage, Leadership, Duty 9
Inspection Services
*All violations are brought up to code; however, inspections and re-inspections
do not always occur within the same calendar year.
INSPECTION SERVICES COMPARATIVE ANALYSIS
Activity 2016 2017
% of
Change
Total Businesses on
Record
6,684 6,448 -3.53%
Inspections Conducted 5,180 6,846 32.16%
Total Businesses
written for violations
1,727
Activity 2016 2017 % of Change
Total businesses and
multifamily residences on
record
6,684 6,905 3.31%
Total sprinkled businesses 2,382 2,309 -3.06%
Total multifamily residential
homes
287 431 50.17%
Total sprinkler inspections
completed
2,118 2,331 10.06%
Total general inspections
completed in non-sprinkled
businesses
3,062 1,092 -64.34%
Total businesses written for
violations*
1,727 1,238 -28.31%
10 Courage, Leadership, Duty
N/R = Not Reportable
Strategic
Goal
Primary Self-
Assessment
Category/Criterion
Output
Measure
2015
Actual
2016
Actual
2017
Actual
Reduce
the
frequency
and
severity of
emergency
incidents
Core Competency
5B.8: An appraisal
is conducted, at
least annually, to
determine the
effectiveness of the
fire prevention
program and its
efforts in risk
reduction.
Assigned
biannual,
annual,
and three
year
rotation
inspections
and the
percentage
complete
55% 60% 82%
% of
sprinkler
systems
activated
by fire
8.93%
(5 fires)
13.33%
(6 fires)
5.88%
(2 fires)
# of
sprinkler
system
activations
due to
freezing/#
Courage, Leadership, Duty 11
Office of Emergency Management
Strategic
Goal
Primary Self-
Assessment
Category/Criterion
Output
Measures
2015
Actual
2016
Actual
2017
Actual
Promote
emergency
prevention,
preparation,
response,
mitigation,
and
recovery,
across the
organization
in
collaboration
with other
community
efforts
Safe
Community –
Provide a
safe place to
live, work,
and play.
(City of Fort
Collins)
CC 5H.1: The
agency publishes an
all-hazards plan that
defines roles and
responsibilities of all
participating
departments and/or
external agencies.
An appropriate
multi-agency
organizational
structure is identified
and authorized to
carry out the all-
hazards plan
predetermined
functions and duties.
5H.2: The agency is
compliant with the
National Incident
Management
System (NIMS) and
12 Courage, Leadership, Duty
Public Affairs and Education
WHAT PUBLIC AFFAIRS AND EDUCATION DOES
PFA’s public education program works toward reducing risks that are consistent
with those identified in PFA’s Standards of Cover, as well as dynamic risks that
fluctuate by type, location and timing in PFA’s 235-square-mile service area. The
team is dedicated to empowering people who live, work, play in and visit this
area to live their safest lives, through targeted educational programs and events;
provision of services, such as child car seat checks and smoke-alarm
installations; and educational communications through a variety of in-person and
digital means.
WHO IS SERVED AND HOW
PFA’s Community Risk-Reduction (CRR) efforts are designed to align with
specific populations of people with specific needs. These are constantly changing
and based on call data, demographic data, anecdotal evidence and more. In
summer 2017, PFA’s Public Education team re-evaluated the age groups it
serves, and established agreed-upon definitions for the types of public-education
services PFA provides.
Preschool (0-5); Elementary (6-10); Middle school (11-14); High school (15-19);
Young adult (20-24) *CSU typically; Adult (25-54); and Older adult (55+)
The program’s work is broken into two parts: responding to requests for service
from the community –car seat checks or fire station tours –, and designing,
implementing and measuring public education-driven programs that address
particular risks.
DATA AND ANALYSIS
Data is at the heart of Public Affairs and Education. The team strives to identify
target groups, community needs, firefighter needs, risks, and tie those together
into meaningful, outcome-based programs that align with PFA’s accreditation and
strategic plans.
Courage, Leadership, Duty 13
As is the case nationwide, it is sometimes difficult to show that a particular public
education effort had a specific impact or outcome. Correlation can often be
shown, but not necessarily causation. Ultimately, it’s a complex science of
blending quantitative and qualitative (often anecdotal) evidence to support
services provided by fire- and life-safety educators.
In the 2016 annual report, a drop from 2015 to 2016 in the overall number of
people educated was shown. That was due to two things: the team has
committed to saying “no” to events in which the team does not have meaningful,
educational interactions with attendees, and because of a change to recording
“meaningful interactions,” versus the estimated number of total attendees at a
given event. As shown below, PFA did increase its total contacts from 2016 to
2017. While this is a good measure of outputs, the Public Affairs and
Communication Manager will continue to work with the Data, Planning and
Analysis team to develop stronger outcome measures for the future. One such
example is tracking not just service request data per station, but breaking that
down into topics of these educational events and the age groups served at each.
In theory, the age groups involved in a fire in a particular station’s service area
will be tracked over time to reflect whether the number of people within a
particular age group involved with a particular emergency (fire, water rescue,
etc.) is going down.
In 2017, the public education team moved from primarily paper to digital data
entry of service requests and education efforts. In a new digital data-entry
system, the team started in summer 2017 tracking total teaching time by event.
In the future, the public education team should be able to demonstrate how much
time it spent teaching people across age groups, which has more meaningful
applications than a simple count of total number of people taught. For example,
PFA’s data show a need for more education of young adults, particularly in the
college-age range. Public Education Specialist Michael Durkin, in partnership
with the life-safety educators at CSU’s Housing and Dining Services, increased
the number and diversity of fire- and life-safety classes and events taught as part
of the fall 2017 FlashPoint event on CSU’s main campus. Throughout 2017,
Michael reached approximately 1,400 young adults and taught for approximately
99 hours.
In various snapshots of the data (by service type, station, etc.), there are some
decreases from 2016 compared to 2017. One likely reason is that the new data-
entry tool is not yet fully adopted by everyone at PFA. While different forms of
training have occurred, there is more to be done on an ongoing basis.
OUTPUTS AND OUTCOMES
One tangible and exciting outcome in 2016 is tied to the work of Education
Specialist Michael Durkin and his leadership of smoke- and carbon monoxide-
14 Courage, Leadership, Duty
alarm installation events in low-income and high-risk mobile home parks and
neighborhoods within PFA’s service area. His data from three mobile home parks
(low-income and 55+) show that, in the six months following an alarm installation
overall calls for medical- and fire-related calls decreased.
Courage, Leadership, Duty 15
Technical Services
* This includes large scale projects which in some cases took months to complete. Examples
include: CSU Biology, CSU Stadium, College 830 Housing, CSU Chemistry, Affinity Affordable
Senior Housing, Avago, and Foothills Multi-Family
Development Reviews
Year Development Reviews % of Change
2017 454 -2.16%
2016 464 16.29%
Building Plans Reviewed
Review Types 2015 2016 2017 % of Change
New Building 103 124 121 -2.42%
Tenant Finish 272 228 201 -11.84%
Amplified Communication Systems 14 8 18 125%
Fuel Tank Removals/Installs 13 14 39 178.57%
Strategic
Goal
Primary Self-
Assessment
Category/Criterion
Output
Measures
2015
Actual
2016
Actual
2017
Actual
Reduce
the
frequency
and
severity of
emergency
incidents
5B.4: A plan
review process is in
place to ensure
that buildings and
infrastructure (e.g.,
hydrants, access,
street width, etc.)
are constructed in
accordance with
adopted codes and
ordinances.
% of tenant finish
reviews
completed within
7 days of
submittal
In
Revision
In
Revision
61%
% of plan reviews
completed within
10 days of
submittal
16 Courage, Leadership, Duty
Operations Division Outcomes
Operations Division Outcomes
Strategic
Objective
Targeted Outcome Measures Actual 2015
Actual
2016
Actual
2017
1A
% of time fire interceded upon
prior to flashover
Metrics in
place for
monitoring in
2016
92.5% 90.12%
1A
% change in 1
st
arriving total
response time to moderate-risk
emergent fire incidents in the
urban response area
+2.67% -4.72% -7.85%
1A
% change in 1
st
arriving total
response time to moderate- risk
emergent fire incidents in the
suburban response area
+5.2% -2.82% -14.05%
1A
% of residential property value
saved in occupancies impacted
by Structure Fire
N/R N/R 96.84%
1A
% of commercial property value
saved in commercial
occupancies impacted by
Structure Fire
N/R N/R 98.77%
3D
% of Citizen Survey
respondents rating PFA service
as good or very good
(residential/business)
No Survey 98%
No
Survey
3D
% approval rating from
customers on Response Card
Surveys
99% 97% 92%
N/R = Not Reportable
Courage, Leadership, Duty 17
Customer Assistance Response Team (CART)
• Assisted 39 individuals during and after emergencies.
• CART was dispatched to respond 30 times and responded 96.6% of the
time.
• With a no-cost agreement with two local hotels, CART was able to provide
temporary shelter following emergency operations for 12 customers on
four separate occasions.
• PFA continues to use a single source restoration company under a
contractual agreement for board up services.
• CART contacted the American Red Cross for assistance on eight
occasions.
• The restoration company was used for board up services on 13
emergency calls. On two occasions, the homeowner or management
company contacted their own restoration company.
• CART responded on 22 structure fires, two motor home fires, two sprinkler
activations, two wildland fires, one natural gas leak, and one witnessed
auto accident.
Fire Suppression
In 2017, the Poudre Fire Authority experienced a 5.56% increase in total calls (in-
and out-of-district). This represents a request for service on the average of one
call every 24 minutes or 60.81 incidents per day.
Attached is graphic information on calls responded to by PFA in 2017 and
comparison statistics for previous years.
18 Courage, Leadership, Duty
In 2017, 85.88% of in-district calls were inside the City limits and 14.12% were in
the Poudre Valley Fire Protection District.
2017 90
th
Percentile Response Baseline Performance
First-Arriving Unit
Response
Zone
2017
1
st
Quarter
2017
2
nd
Quarter
2017
3
rd
Quarter
2017
4
th
Quarter
2017
Aggregate
Urban 7:13 7:19 7:19 7:12 7:16
Suburban 9:14 9:12 9:34 9:19 9:39
Rural 14:46 16:19 14:33 14:38 15:16
Total response time performance measured for the first arriving PFA unit on emergent calls for
service. This includes call proccessing, turnout, and travel time. Data measured only for engine
and support companies. (n = number of incidents)
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
21,000
22,500
24,000
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Annual Calls for Service
TEN YEAR CALL TREND
MEDICALS & RESCUES FIRES & EXPLOSIONS TOTAL CALLS
Courage, Leadership, Duty 19
Station 1 continues to be PFA’s busiest station, with 18.18% of all calls occurring
in its area.
Station 1* 4,035
Station 5* 3,350
Station 4 2,769
Station 3 2,258
Station 2 2,065
Station 10 1,833
Station 6 1,768
Station 12 1,496
Station 14 1,247
Station 8 533
Station 7 519
Out of PFA Jurisdiction 165
Volunteer Stations 9 & 11 159
Total 22,197
*Stations 1 and 5 house two fire companies, and the total number of calls is for
both companies.
STA #1 - 18.19%
STA #5 - 15.09%
STA #3 - STA #4 - 12.47%
10.17%
STA #2 - 9.30%
STA #10 - 8.26%
STA #6 - 7.96%
STA #12 - 6.74%
STA #14 - 5.62%
STA # 8 - 2.40%
STA #7 - 2.34%
Out of PFA
Jurisdiction 0.74%
STA #9 & #11
0.72%
PERCENT OF TOTAL CALLS BY STATION
20 Courage, Leadership, Duty
Call Type by NFIRS Category 2016 2017 % Change
Medicals 14,772 14,535 -1.60%
Good Intent Calls 3,087 4,152 34.50%
False Alarms 1,409 1,401 -0.57%
Service Calls 847 1,148 35.54%
Hazardous Conditions 506 550 8.70%
Fires/Explosions 348 362 4.02%
Other Requests for Service 59 49 -16.95%
Total 21,028 22,197 5.56%
MEDICALS 65.48%
GOOD INTENT 18.71%
FALSE ALARMS 6.31%
SERVICE CALLS
5.17%
HAZARDOUS
CONDITIONS 2.48%
FIRE/EXP 1.63%
OTHER 0.22%
PERCENT OF CALLS BY TYPE OF CALL
Courage, Leadership, Duty 21
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 can be dispatched to a single incident.
0
500
1000
1500
2000
2500
3000
3500
4000
E1
T1
Bat 1
Bat 2
BU1
E2
E3
E4
E5
L5
E6
E7
E8
E10
E12
E14
BR 9 & 11
Sfty 1
Boat 7
Number of Calls
CALLS PER APPARATUS
22 Courage, Leadership, Duty
Hazardous Materials Response Team
In 2017 the PFA Hazmat Team billed $5,956 for reimbursement related to
responses to incidents in keeping with the Authority’s strategic goals of being
effective stewards of the community’s and PFA’s resources.
N/R = Not Reportable
Strategic
Goal
Primary Self-
Assessment
Category/Criterion
Output
Measures
2015
Actual
2016
Actual
2017
Actual
Promote
emergency
preparation,
response,
mitigation,
recovery and
resiliency
across the
organization
in
collaboration
with other
community
efforts
Core Competency
5F.5: Minimum
training and
operational standards
are established and
met for all personnel
who function in the
hazardous materials
response program,
including for incidents
involving weapons of
mass destruction.
Maintain eight
hazardous
materials
technicians per
shift
A Shift
N/R
A Shift
N/R
A Shift
7 techs
B Shift
N/R
B Shift
N/R
Courage, Leadership, Duty 23
Technical Rescue
Strategic
Goal
Primary Self-
Assessment
Category/
Criterion
Performance
Measure
2015
Actual
2016
Actual
2017
Actual
Reduce the
frequency
and
severity of
emergency
incidents
5E.5 Minimum
training and
operational
standards are
established for
all personnel
who function in
the technical
rescue
program
Delivery of
technical
rescue
discipline
Authority-wide
trainings
delivered in
accordance
with the
technical
rescue
operational
plan
4 4 4
Core
Competency
5E.1: Given the
agency’s
standards of
cover and
emergency
deployment
objectives, the
agency meets
its staffing,
response time,
apparatus and
equipment
24 Courage, Leadership, Duty
Technical Rescue Six-Year Summary (By Dispatch Type)
Call Type Description 2012 2013 2014 2015 2016 2017 6-Year Total
Elevator Rescue 51 48 91 96 89 106 481
Motor Vehicle
Accidents with
Extrication 40 77 74 57 78 55 381
General Rescue
Responses 5 11 5 8 7 7 43
Search for Lost
Persons 0 0 0 1 1 0 2
Water Rescues
(Swiftwater,
Stillwater, and Ice) 25 25 26 26 20 25 147
Total Per Year 121 161 196 188 195 193 1,054
Percent Change 2.54% 33.06% 21.74% -4.08% 3.72% -1.03% 7.66%
The above table represents the six-year activity trend for dispatched technical
rescue incidents responded to by PFA. This data indicates an average annual
increase of 9.33%.
121
161
196 188 195 193
0
50
100
150
200
250
2012 2013 2014 2015 2016 2017
Number of Citizen Requests
Citizen Requests for Technical Rescue Calls
2012 - 2017
Courage, Leadership, Duty 25
Volunteer Program
N/R = Not Reportable
2017 Calls at Volunteer Stations
Station
1
st
Qtr 2017 2
nd
Qtr 2017 3rd Qtr 2017 4
th
Qtr 2017 2017
Calls Resp. Calls Resp. Calls Resp. Calls Resp. Calls Resp.
9 25 8 38 19 58 40 27 10 148 77
11 2 2 3 2 5 2 1 1 11 7
Strategic
Goal
Primary Self-
Assessment
Category/Criterion
Output
Measures
2015
Actual
2016
Actual
2017
Actual
Promote
emergency
prevention,
preparation,
response,
mitigation, and
recovery
across the
organization in
collaboration
with other
community
efforts
5G.1: Given the
agency's standards of
cover and emergency
deployment objectives,
the agency meets its
staffing, response time,
apparatus and
equipment deployment
objectives for each
type and magnitude of
emergency medical
incidents.
% of PFA
volunteers
attending
at least 12
volunteer
specific
training
26 Courage, Leadership, Duty
Station 9 Response from the last Friday in June through
the first Tuesday in September*
Year Calls in Area Responses Response Rate
2011* 25 1 4%
2012* 48 7 15%
2013* 27 4 15%
2014* 33 0 0%
2015* 33 14 42%
2016* 50 32 44%
2017* 71 49 69%
Wildland Team
Strategic
Goal
Primary Self-
Assessment
Category/Criterion
Output
Measures
2015
Actual
2016
Actual
2017
Actual
Reduce the
frequency and
severity of
emergency
incidents 5K: The agency
operates an
adequate, effective,
and efficient
program directed
toward wildland
firefighting.
Perform all
Wildland
Outreach and
Planning
Initiative
assessments
directly
requested by
homeowner
within 30 days
100% 100% 100%
Promote
emergency
prevention,
preparation,
response,
mitigation,
and recovery
across the
organization
in
collaboration
with other
community
Courage, Leadership, Duty 27
Synopsis of 2016 Wildland Statistics Included in this Report
Category Statistic Comment
PFA wildfire responses
94 In-district
and Mutual
Aide
Five year average is 78.4
fires
Home assessments made
previously and available online
1,279 to date
Data is available to
residents and emergency
responders
PFA out-of-district deployments
Three
deployments
Chetco Bar Fire, Oregon;
Rice Ridge Fire, Montana;
Thomas Fire, California
PFA Shift personnel completion
of wildfire refresher training
95%
PFA Responses to Wildfires
First
Quarter
Second
Quarter
Third
Quarter
Fourth
Quarter
Year to
Date
Avg. 2013-
2016
20.4 19.8 25 13.2 78.4
2017 28 18 29 19 94
28 Courage, Leadership, Duty
Support Division Outcomes
Support Division Outcomes
Strategic
Objective
Targeted Outcome Measures
Actual
2015
Actual
2016
Actual
2017
1E
% of EMS cases adhering to
current EMS protocols
Under
Review
Under
Review
100%
1E
% patients treated for
respiratory distress that show
improvement after treatment by
PFA EMS
100% 100% 100%
3C
% diversity applicants—minority
identified
Under
Review
N/R
No Hiring
Process
3C
% diversity applicants —female
N/R N/R
No Hiring
Process
3C
% diverse recruit firefighters—
minority
25% 25% 25%
3C
% diverse recruit firefighters —
female
9% 9% 23%
3C
Workers’ Compensation
Experience Modifier
.86 .81 .80
N/R = Not Reportable
Blue Card and Fire
Behavior Training
Courage, Leadership, Duty 29
Emergency Medical Services
N/R = Not Reportable
Strategic
Goal
Primary Self-
Assessment
Category/Criterion
Output
Measures
2015
Actual
2016
Actual
2017
Actual
Reduce the
frequency
and severity
of
emergency
incidents
Be an
accountable,
values-driven
workforce
that cares for
the
community
and each
other
Core Competency
5G.4: Standard
operating procedures
or general
guidelines, and
standing
orders/protocols, are
in place to direct
EMS response
activities and to meet
the stated level of
EMS response.
Passing
percentage of
pre-hospital
protocol test
(1
st
time
success rate)
N/R N/R N/R
Aggregate
percentage of
maximum
allowed
interventions
appropriately
administered
N/R N/R N/R
30 Courage, Leadership, Duty
1
1
1
1
1
2
2
5
6
8
11
11
11
12
13
15
15
17
18
24
26
34
37
45
53
55
60
77
79
87
90
93
136
145
170
182
213
309
331
337
356
381
417
475
502
532
573
616
808
961
0 200 400 600 800 1000 1200
Hyperventilation
Fainting
Unknown
Cold exposure / Localized
Anaphylactic Shock
Drowning / Near Drowning
Shock
Vaginal Bleed
Courage, Leadership, Duty 31
1
2
4
5
21
24
25
26
29
39
42
69
79
89
222
0 50 100 150 200 250
Tasar Probe Removal
Helmet Removal
King Tube
Soft Wrap
Patient Restraint
Suction
Automatic External Defibrillator
Airway Control (Nasal)
Wound Care
Assist Respirations
Airway Control (Oral)
CPR
Bleeding Control
Splint
Spinal Immobilization
PFA Medical Procedures Performed - 2017
32 Courage, Leadership, Duty
1
2
3
5
11
13
23
140
479
0 100 200 300 400 500 600
Atrovent
Epinephrine - Intra Muscular
Benadryl
Nitroglycerine
Narcan Intra Nasal
Albuterol Sulfate - Nebulizer
Oral Glucose
Aspirin
Oxygen
PFA Medications Administered - 2017
12
43
57
89
107
381
425
544
996
5701
0 1000 2000 3000 4000 5000 6000
Blank
Treated on Scene - Transported by law
enforcement
Refusal of Ambulance Transport and Treatment -
PFA
Dead at scene
Treated on Scene - Transported by private
vehicle
Unknown
Transported by Ambulance - PFA in ambulance
Patient refused care
Treated on Scene - No Transport
Transported by Ambulance - PFA not in
ambulance
Patient Disposition - 2017
Courage, Leadership, Duty 33
Emergency Medical Service Performance Management
*2016 was the first year of program implementation
Strategic
Goal
Primary Self-
Assessment
Category/
Criterion
Output Measures
2016
Actual*
2017
Actual
Reduce the
frequency and
severity of
emergency
incidents
N/A
Respond to inquiries from
NLCERA member agencies
and the transport provider
within one business day from
submittal
N/R 100%
Provide monthly response
performance reports to the
transport provider for data
comparison by the 5
th
day of
the month
N/R 100%
34 Courage, Leadership, Duty
Equipment Maintenance
Strategic
Goal
Primary Self-
Assessment
Category/Criterion
Output
Measures
2016
Actual
2017 Actual
Maintain
community
trust by being
effective and
accountable
stewards of
the
community
and PFA’s
resources
Core Competency 6D.1:
An apparatus
maintenance program is
established. Apparatus
maintenance is
conducted in accordance
with the manufacturer's
recommendations and
federal and/or
state/provincial
regulations. Attention is
given to the safety,
health, and security
aspects of equipment
operation and
maintenance.
Core Competency 6D.5:
Current standard
operating procedures or
general guidelines are in
place to direct the
apparatus maintenance
program.
Diesel
Fleet -
Ratio of
service
hours
compared
to total
miles
driven
N/R
1765
hours/172,348
miles =
97.6
Diesel
Courage, Leadership, Duty 35
Facilities Maintenance
N/R = Not Reportable
Strategic Goal
Primary Self-
Assessment
Category/Criterion
Output
Measures
2015
Actual
2016
Actual
2017
Actual
Maintain
community
trust by being
effective and
accountable
stewards of the
community and
PFA’s
resources
4B.3: Any projected
operating deficit
(expenditures
exceeding revenues in
a budge year) is
explained, and a plan
developed to rectify the
deficit.
Core Competency
6B.3: Physical facilities
are adequate and
properly distributed in
accordance with stated
service level and
standards of cover.
Core Competency
6B.4: Facilities comply
with federal,
state/provincial and
local codes and
regulations.
Energy
Usage
Metrics
N/R N/R N/R
36 Courage, Leadership, Duty
2017 Facility Service Requests by Station
2017 Facility Repair Cost by Station
Courage, Leadership, Duty 37
Information Technology
N/R = Not Reportable
*Field checks of map coordinates fell in 2015 due to GIS workload on several
large projects. These checks will be completed prior to printing of map books
and GIS resumed the higher level of field checks in 2016.
Strategic
Goal
Primary Self-
Assessment
Category/Criterion
Output
Measures
2015
Actual
2016
Actual
2017
Actual
Be effective
stewards of
the
community
and PFA’s
resources
9C.3: Technological
resources (e.g.,
telecommunications
equipment, computer
systems, general
business software,
etc.) and the
information
management system
are appropriate to
support the needs of
the agency. Access is
available to technical
support personnel with
expertise in the
systems deployed by
the agency.
% Satisfaction
rating as
assessed on IT
end-user survey
N/R N/R 90%
% up-time for Fire
Records
Management
System
98.99% 99.5% 99.5%
% up-time for IT
infrastructure
N/R N/R 98%
Number of
suspected
malware
incidents/year
N/R 10 10
38 Courage, Leadership, Duty
Occupational Health & Safety Program
Injuries and Exposures
Workers’ Compensation Costs
The following chart illustrates the cost paid by PFA’s workers’ compensation
insurance carrier.
Experience Modifier
The experience modifier is the adjustment of annual premium on worker’s
compensation insurance based on previous loss experience. Three years of loss
experience are used to determine the experience modifier for the coming year.
0
50
100
150
200
250
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
Number of Injuries/Exposures
Injuries and Exposures
Exposures
Reported Injuries
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
$400,000
$450,000
$500,000
2010 2011 2012 2013 2014 2015 2016 2017
Claims Costs
Workers' Comp Claims Costs Paid by Insurance
Courage, Leadership, Duty 39
Lost Time and Modified Duty
Another cost to PFA due to injuries is in lost time until an employee is returned to
full duties. Personnel can be placed on modified duty for injuries in which the
employee cannot work their normal duties without restrictions. Injury leave is
used when an employee has not been released for modified duty, which is
usually immediately after an injury or surgery until they have been cleared to a
modified duty status. Lost time is shown as how many 24-hour shifts of work a
firefighter was away from normal duties due to the injury.
Work-related modified duty plus Injury leave hours- shown as shift days missed
Severity of Injury
In 2013 PFA started tracking severity of injuries and exposures using the OSHA
recordable standard. This tracks injuries with treatment received beyond first aid.
0
0.2
0.4
0.6
0.8
1
1.2
2014 2015 2016 2017
Experience Modifier
Experience Modifier
0
50
100
150
200
250
300
2013 2014 2015 2016 2017
Shift Days
Shift Days Missed
40 Courage, Leadership, Duty
Frequency
Frequency is shown using OSHA’s Recordable Accident Frequency. This is
calculated using the formula (# injuries x 200,000 / number of hours worked). A
lower frequency number relates to fewer injuries. This formula allows a national
comparison, which for the fire service, is 10.2.
Activity at Time of Injury and Injury Type
The charts below illustrate the activity at time of injury and the injury type based
on National Fire Protection Association classifications. Nationally fireground
injuries account for almost half of all injuries. The fireground is the most dynamic
and uncontrolled work environment and PFA personnel make significant efforts in
keeping this injury rate low in such conditions.
22 17 22
13 13
83
57
66
54
76
0
20
40
60
80
100
120
2013 2014 2015 2016 2017
Number of Injuries/Exposures
Severity of Injury
Non
Osha
0
2
4
6
8
10
12
2013 2014 2015 2016 2017
OSHA Frequency Rate
Frequency
Courage, Leadership, Duty 41
Activity at Time of Injury 2017
EMS 16
Fireground 21
Training 22
Exercise 9
Routine/Station Duties 0
Responding/Returning 10
Other 10
TOTAL 89
18%
24%
25%
10%
0%
12%
11%
2017 Reported Injuries/Exposures by
Activity
EMS
Fireground
Training
Exercise
Routine/Station Duties
Responding/Returning
Other
31%
31%
19%
6% 8%
5%
2017 Reported Injuries/Exposures by
Injury Type
Overexertion/streain
Exposure
Other
Contact with Object
Fall, Jump, Slip
Struck by Object
42 Courage, Leadership, Duty
Vehicle Accidents
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.
0
5
10
15
20
25
30
35
40
2010 2011 2012 2013 2014 2015 2016 2017
Number of Accidents
Vehicle Accidents
Injury Type 2017
Overexertion/Strain 29
Exposure 29
Contact with Object 15
Struck by Object 5
Fall, Jump, Slip 7
Other 18
TOTAL 89
Courage, Leadership, Duty 43
Vehicle Incident Cause 2017
Misjudgment 8
Backing 5
Fault of Other Driver 4
Failure to Yield to Emergency Vehicle 0
Equipment Failure 0
Other 2
TOTAL 19
Self-Contained Breathing Apparatus Maintenance
N/R = Not Reportable
42%
26%
21%
0% 0%
11%
2017 Vehicle Accidents
Misjudgment
Backing
Fault of Other Driver
Failure to Yield to Emergency
Vehicle
Equipment Failure
Other
Strategic
Goal
Primary Self-
Assessment
Category/Criterion
Output
Measures
2015
Actual
2016
Actual
2017
Actual
Be an
accountable,
values-driven
workforce that
cares for the
community
and each other
6F.5: A safety
equipment inventory
control and
maintenance tracking
system is in place and
current.
# of Service
Requests/#
of SCBA
Airpacks
N/R .66 .56
Non-
warranty
repair
cost/SCBA
unit
44 Courage, Leadership, Duty
Training Division
Training Hours
2017 the training division worked to maximize efficiencies with use of Target
Solution which is a Learning Management and Training Records Management
System. This new program allows PFA to focus on a competency-based training
program that meets industry standards and easily record these trainings.
A total of 51,708 training hours were recorded into PFA’s Target Solutions
Program for the year 2017. This report focuses on 32,996 notable training
category hours. These hours were analyzed by sanction and total hours by
category.
Sanctioned training hours consist of Target Solutions assignments distributed by
the Training Division. Non-sanctioned training hours consist of recorded
completions that are initiated by a shift, crew, or individual.
.
Figure 1 –2017 total training hours by category (PFA Target Solutions
data).
Percent of Sanctioned Training Hours by Category for 2017
0
5000
10000
15000
20000
25000
30000
2017 Sanctioned Training by Category
Sanctioned Training
Courage, Leadership, Duty 45
Figure 2 – Percent (in hours) of each category of training for the year 2016 (PFA
Target Solutions data).
Training Facility Usage
The PFA’s Training Campus operates seven days a week, 12 months per year.
Figure 3 indicates the number of days PFA’s training facility is used during the
year. The figure demonstrates that the training facility is being used each day of
the year.
Figure 3 – Training facility use by days 2017 (PFA SharePoint Calendar data).
2.00%
44.00%
12.00%
9.00%
17.00%
2.00%
4.00% 7.00%
Percent of Sanctioned Training Hours by Category for
2017
Administration
Firefighter
EMS
Driver/Operator
Fire Officer
Wildland
Tech Rescue
Hazmat
0
50
100
150
200
250
300
350
400
Internal External Mixed FRFC TOTAL
Training Facility Use by Number of Days in 2017
usage
46 Courage, Leadership, Duty
Figure 4 – Training facility use by days percentage (PFA SharePoint Calendar data).
Tuition Reimbursement/Education Requests
In 2017, the Training Division spent a total of $40,722 for tuition reimbursement
and educational class/conference requests.
Tuition reimbursement
Tuition reimbursement accounted for $17,245 in 2017. The Tuition
Reimbursement Program pays participants’ tuition expenses for accredited
college-level classes. Figure 5 indicates the five-year trend for tuition
reimbursement. Figure 6 indicates the number of employees by rank
participating in the tuition reimbursement program from 2012 to 2017. Table 1
represents a six-year trend for tuition reimbursement costs per request. The
decrease in average cost per student for 2014 and 2017 is related to the PFA
Fire Officer Professional Development Program. As part of a joint venture with
Colorado State University, PFA was able to negotiate reduced fees for its
employees.
1% 68%
8%
23%
Training Facility Use by Percentage of Days for 2017
Internal
External
Mixed
FRFC
Courage, Leadership, Duty 47
Figure 5 – Tuition reimbursement trend for the period of 2012 through 2017 (JD Edwards Data).
Figure 6 – Comparison of the number of participants by rank for the period of
2012 through 2017 (JD Edwards Data).
$0
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
$35,000
'2012 2013 2014 2015 2016 2017
Tuition Reimbursement Program Costs for Years 2012-2017
amount
0
5
10
15
20
25
30
35
40
Number of Participants by Rank in Tuition Reimbursement Program
2012
2013
2014
2015
2016
2017
48 Courage, Leadership, Duty
Average Cost Per Request for Tuition Reimbursement Program
Year Amount # of Requests Average Amount
2012 $9,024 8 $1,128
2013 $19,771 14 $1,412
2014 $30,400 37 $755
2015 $15,262 17 $898
2016 $18,095 16 $1,131
2017 $17,245 11 $1,568
Total $109,797 103 $6,892
Table 1 – Summary of tuition reimbursement costs as
an average per participant from 2012 to 2017 (JD
Edwards data).
Tuition reimbursement is a successful professional development tool for PFA. It
enables employees to complete college-level course work in management and
leadership relative 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 $23,447 on
education requests in 2017. 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 by other organizations specifically related to the fire service industry.
Figure 7 represents approved educational requests by rank.
Courage, Leadership, Duty 49
Figure 7 – Comparison of approved education requests by rank for the years 2013 to 2017.
In 2017, a total of 136 educational requests were received, of which 123 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 2017, 70 CMCB certificates were awarded to PFA personnel. The certificates
issued in 2017 represent all CMCB certifications available to PFA personnel.
Figure 8 is a comparison of the number of certificates issued by category
between 2013 and 2017.
0
20
40
60
80
100
120
140
2013
2014
2015
2016
2017
Educational Requests by Rank for Years 2013-2017
50 Courage, Leadership, Duty
Figure 8 – Comparison of 2015 CMCB certificates earned for the years 2013 to 2017.
Training Center Operations & Maintenance
0
10
20
30
40
50
60
70
80
90
100
2013
2014
2015
2016
2017
Strategic
Goal
Primary Self-
Assessment
Category/Criterion
Output
Measures
2015
Actual
2016
Actual
2017
Actual
Maintain
community
trust by being
effective and
accountable
stewards of
the
community
and PFA’s
resources
8C.4: Apparatus and
equipment utilized for
training are properly
maintained in
accordance with the
agency’s operational
procedures, and are
readily accessible to
trainers and
employees.
Number of
trimester
inspections of
all facilities,
props and
equipment to
identify
potential
Courage, Leadership, Duty 51
Employee Training & Development
Strategic
Goal
Primary Self-
Assessment
Category/
Criterion
Output Measures
2015
Actual
2016
Actual
2017
Actual
Be an
accountable
values-
driven
workforce
that cares
for the
community
and each
other
8B: Training
and Education
Program
Performance
Training/
education
programs are
provided to
support the
agency’s
needs.
Basic Skills –
Completion rate of
Target Solutions
assignments within
designated timeframe
N/R 100% 100%
Driver Operator -
Completion rate of
Target Solutions
assignments within
designated timeframe
N/R 100% 100%
Driver Operator –
Provision of DO
academy during
calendar year
1 1 1
Truck Driver/Operator -
Completion rate of
Target Solutions
assignments within
designated timeframe
N/R 100% 100%
Officer Development –
52 Courage, Leadership, Duty
N/R = Not Reportable
Core
Competency
8B.4: The
agency
provides for
evaluation of
individual,
company, or
crew, and
multi-
company or
crew
performance
through
performance-
based
measurement
Review, develop and
deliver Company
Performance Tasks
(CPTs) used to
evaluate crews on core
competencies
One
time
Two
times
per
year
Two
times
per
year
Review, develop and
deliver Driver/Operator
competency
evaluations
N/R 1 1
8B.5: The
agency
maintains
individual/
member
training
records.
Maintain training
records/certifications
throughout the year to
NFPA standard
Analyze training
records annually for
ISO, regulatory, and
PFA policy compliance
100% 100% 100%
Courage, Leadership, Duty 53
Recruit Fire Academy
Strategic
Goal
Primary Self-
Assessment
Category/Criterion
Output
Measures
2015
Actual
2016
Actual
2017
Revised
Be an
accountable,
values-driven
workforce that
cares for the
community
and each
other
Core Competency
8B.4:
The agency provides
for evaluation of
individual, company, or
crew, and multi-
company or crew
performance through
performance-based
measurements.
% of recruits
that complete
the FRFC
Recruit
Academy to
be certified at
a minimum of
Firefighter-I
and Hazmat
Operations
100% 100% 100%
7B.5: A new member
orientation program is
in place.
% of recruits
who
successfully
complete their
post academy
introductory
period within
one year
100% 100% 100%
% of recruits
who complete
a task book
prior to the
54 Courage, Leadership, Duty
Certification
N/R = Not Reportable
Strategic
Goal
Primary Self-
Assessment
Category/Criterion
Output
Measures
2015
Actual
2016
Actual
2017
Actual
Be an
accountable,
values-driven
workforce that
cares for the
community
and each
other
8A.4: The agency
has identified
minimum levels of
training required for
all positions in the
organization
% of
firefighters
possessing
required
certificates
based on their
eligibility and
current policy
100% 100% 100%
% of
firefighters
passing
training
programs and
obtaining
certifications
100% 100% 100%
8B.1 A process is
in place to ensure
that personnel are
appropriately trained.
% of Captains
and BCs
certified to
Fire Officer I
85% 100% 96%
% of Captains
certified to
Fire Officer II
N/R 32% 25%
Courage, Leadership, Duty 55
Administration Division Outcomes
Administration Division Outcomes
Strategic
Objective
Targeted Outcome Measures
Actual
2015
Actual
2016
Actual
2017
3C
7B.4: The agency’s workforce
composition is reflective of the
service area demographics or the
agency has a recruitment plan to
achieve the desired workforce
composition - % of minority
firefighters
N/R N/R >15.5%
3C
Demographic Data (hiring diversity)
- % diverse recruit firefighters -
minority
25% 25% 6%
3C
Demographic Data (hiring diversity)
- % recruit firefighters - female
9% 9% 23%
4B
% of budget underspent at year-
end
2.2% 4.64% 3.09%
4B
Percent of accepted 2015
Accreditation Peer Team
Recommendations Implemented
20% 50% 50%
4D
Financial audit findings indicating
financial statements are in
compliance with established
accounting practices
100% 100% 100%
Strategic Plan Internal Stakeholders
56 Courage, Leadership, Duty
2017 PERFORMANCE COMPARISONS
The 2015 Strategic Plan was approved by the PFA Board in March 2015, and
sets long-term direction for the Authority; the goals of this Strategic Plan are to
focus on the next three to five years; align the Strategic Plan with the
Accreditation process; and reflect current organizational needs. The Authority’s
goals and targeted outcomes are well aligned with the PFA Annual Budget and
Accreditation process to measure the performance of fire protection and
emergency service delivery at a macro level.
The benchmark survey is a means of comparing PFA’s performance against
other jurisdictions to assess how well the Authority is performing. The target
outcomes are displayed in graphs providing actual values and a 5-year history for
PFA and national data when available (2017 national data will become available
between September and November, 2018). The 2017 Benchmarking survey
participants have been reviewed and changes made to reflect comparable
population, college or university in community, non-municipal fire departments
(where possible), and accredited agencies thereby creating a more accurate
comparison and aligning long-term direction. The participants include Arvada
Fire Protection District, Boulder Fire Rescue, South Metro Fire Protection District,
Colorado Springs Fire Department, Littleton Fire Rescue, Gainesville Fire
Rescue (FL), Corvallis Fire Department (OR), Guelph Fire (Ontario, Canada),
Rockford Fire Department (IL), Grand Rapids Fire Department (MI), Bellevue Fire
Department (WA). In 2017, staff evaluated the benchmark survey and made
changes to align long-term direction. 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 target outcomes are organized into four areas related directly to the Goals
outlined in the 2015 Strategic Plan. This provides a picture of how PFA is doing
in relation to the outcomes and whether performance is improving in relation to
goals.
Target Outcome 1A – Achieve compliance with published Standards of
Cover (SOC) document
This is an ongoing, continuous improvement effort aimed at ensuring the PFA is
continuously positioning resources and evaluating processes with the ultimate
goal of placing the appropriate resources on scene in the shortest amount of time
within current system constraints. The Risk Assessment and Standards of Cover
can be viewed at: http://www.poudre-fire.org/home/showdocument?id=2983
Goal 1
“Reduce the frequency and severity of emergency incidents.”
Courage, Leadership, Duty 57
Target Outcome 1B – Decrease overall response times to emergency
requests for service
Through the accreditation process this measure has changed from average
response time to percentile response time. In the accreditation model fire
departments do not report average response times, rather the time of arrival on-
scene of the first due unit 90% of the time. This is measured from the time of
dispatch to the time of crew arrival for all emergent incidents. Utilizing the 90th
percentile is a better measure for driving continuous improvement in response
times due to the ability to assess a gap in response performance earlier than
utilizing an average.
Improved total response time to 7 minutes 16 seconds for first arriving unit to
emergent incidents in the urban area (from dispatch greeting to PFA arrival
greeting) 90% of the time. Through the accreditation process, call-processing
times have been reduced by one minute compared to the performance in 2014.
In addition, PFA is continuing to use the accreditation process to strive for
response times that meet or exceed PFA’s standard of 6:20 in the urban area.
Target Outcome 1C – Increase public awareness and change behaviors
related to everyday safety threats
In 2017, three separate, unrelated fire deaths occurred in PFA’s jurisdiction; two
from cooking incidents and one from spontaneous combustion. Prior to 2017,
the last fire death (caused by careless use of smoking materials) in PFA’s
jurisdiction occurred in 2012.
8:36 8:37
7:45 7:23 7:16
0:00
1:12
2:24
3:36
4:48
6:00
7:12
8:24
9:36
2013 2014 2015 2016 2017
Response Time
90th Percentile Response Times for
First Due Unit
58 Courage, Leadership, Duty
0
1
2
3
4
5
6
7
Civilian Deaths
Fire Department
2017 Civilian Fire Deaths
B
E
T
T
E
R
0
0.2
0.4
0.6
0.8
1
1.2
2013 2014 2015 2016 2017
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
Courage, Leadership, Duty 59
0
1
2
3
4
5
6
7
8
9
10
Injuries per 100,000 Population Served
Fire Department
2017 Civilian Fire Injuries
Per 100,000 Population
B
E
T
T
E
R
0
2
4
6
8
2013 2014 2015 2016 2017
Civilian Injuries
PFA & Nation Civilian Fire Injuries
Per 100,000 Population
5-Year History
PFA Nation PFA 5-Year Average
B
E
T
T
E
R
60 Courage, Leadership, Duty
Target Outcome 1D – Increase the safety of the built environment
0.0
0.5
1.0
1.5
2.0
2.5
3.0
3.5
4.0
Fires Per 1,000 Population
Fire Department
2017 Number of Fires
Per 1,000 Population
B
E
T
T
E
R
Strategic
Goal
Primary Self-
Assessment
Category/
Criterion
Performance
Measure
2015
Actual
2016
Actual
2017
Actual
Reduce the
frequency
and
severity of
emergency
incidents
Core Competency
5B.1: The
authority having
jurisdiction has an
adopted fire
prevention code.
Most current
International
Fire Code
adopted and
implemented
with City and
County
100% 100% 100%
Courage, Leadership, Duty 61
Target Outcome 1E – Increase EMS performance for identified key
treatment outcomes
Initiatives to reduce the frequency and severity of emergency incidents include
PulsePoint implementation and EMS contract implementation. Outcome data for
EMS contract compliance is reflected on page 33.
In 2015 PFA entered into a contract with Poudre Valley Health Systems as the
sole emergency ambulance provider for the PFA’s jurisdiction and surrounding
areas in Larimer County. This is the first contract of its kind in PFA’s jurisdiction
and has resulted in expanded services, increased staffing, as well as a reduction
in PFA’s Advanced Life Support partner’s response times.
0
1
2
3
4
5
6
2013 2014 2015 2016 2017
Fires
PFA & Nation Number of Fires
Per 1,000 Population
5-Year History
PFA Nation
B
E
T
T
E
R
62 Courage, Leadership, Duty
Target Outcome 2A – Effectively prepare the community for natural and
man-made disasters
Target Outcome 2B – Improve the Authority’s ability to respond and
recover from uncommon or catastrophic events
Target Outcome 2C – Enhance emergency management capabilities within
the Authority
Target Outcome 2D – Partner with the City of Fort Collins to foster a safe
community
Please refer to page 12 - Public Affairs and Education Program, page 17 - Fire
Suppression Program, and page 11 - Office of Emergency Management
program.
Target Outcome 3A – Provide services that attend to the social safety
needs of residents in a caring manner
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 PFA does in providing emergency and non-emergency services to 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. This survey is not conducted annually; the most recent responses are
from 2012.
Goal 3
“Be an accountable, values-driven workforce that cares for the
community and each other.”
Goal 2
“Promote emergency prevention, preparation, response, mitigation, and
recovery across the organization in collaboration with other community
efforts.”
Courage, Leadership, Duty 63
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
2008 2010 2012 2013 2015 2017
2013
National
Comparison
2017
National
Comparison
Overall Fire
Services 94% 96% 85% 89% 87% 89% Similar Lower
Fire Response
Time -- -- 84% 89% 87% 91% Above Similar
Emergency
Preparedness -- -- 75% 80% 76% 79% Much Above Much Higher
Fire
Prevention/Edu
cation
-- -- 72% 74% 78% 74% Much Above Similar
Overall, ratings for the majority of safety services stayed strong from 2008 to
2017. Differences in ratings for fire services overall could be due, in part, to
changes in question wording as well as the addition of other, more specific fire‐
related safety services.
64 Courage, Leadership, Duty
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
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.
Courage, Leadership, Duty 65
2017 Emergency Response Service Survey Results
Total Number of surveys mailed 999
Total Number of surveys returned 168
Percentage of surveys returned 15%
Excellent Good Fair Poor N/A
No
Answer
1. How easy was it
to report your
emergency to
the 911
dispatcher?
87.5% 6.55% 0.60% 1.19% 4.17% 0.00%
2. Rate our
response time.
86.31% 9.52% .60% 1.19% 0.60% 0.00%
3. Rate the
courtesy of the
Firefighters on
the scene.
94.05% 4.17% 1.19% 1.19% 0.60% 0.00%
4. Were all our
actions clearly
explained?
89.29% 9.52% .6% 1.19% 0.60% 0.00%
5. How would you
rate our overall
services
provided?
94.05% 4.76% 0.00% 1.79% 0.60% 0.00%
Target Outcome 3C – Maintain and enhance an accountable, well-qualified,
inclusive, diverse and safety-conscious workforce
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 2016 with zero
firefighter deaths.
66 Courage, Leadership, Duty
Please refer to the Occupational Health and Safety program on page 39.
Target Outcome 3E – Engage PFA members in creating an effective and
consistent exchange of information
Please refer to the Information Technology program on page 38 and the Public
Affairs and Education program on page 12.
Target Outcome 3F – Maintain a support network that provides for the
emotional, physical, and safety needs of the PFA Family
0
1
2
Deaths
Fire Departments
2017 Firefighter Deaths
B
E
T
T
E
R
No firefighter
deaths were
reported by any
comparison
departments.
Courage, Leadership, Duty 67
N/R = Not Reportable
Target Outcome 4A – Optimize alternate service response and staffing
models
RAM Trial Period
A trial was initiated in early 2017 to measure alternative deployment strategies to
meet increasing call volume of low acuity medical responses. The trial period
definitively showed a significant impact in addressing the increasing volume of
low acuity medical responses and demonstrated not only a better response
reliability, but that Station 1 is responding to the higher acuity calls for which the
unit is designed.
Strategic
Goal
Primary Self-
Assessment
Category/Criterion
Performance
Measure
2015
Actual
2016
Actual
2017
Actual
Be an
accountable,
values-driven
workforce
that cares for
the
community
and each
other
7F.7: A process is in
place to investigate
and document
accidents, injuries
and legal actions,
etc., which is
supported by the
agency's information
management system.
Recordable
Accident
Frequency: #
of injuries x
200,000 /
number of
hours worked
9.7 6.8 N/R
Goal 4
“Maintain community trust by being effective and accountable stewards of
the community and PFA’s resources.”
68 Courage, Leadership, Duty
2017 Station 1 Call Volume
Engine 1 / RAM 1
Reliability (RAM operational period)
Jan 1 – July 2, 2016 / Jan 1 – July 2, 2017
17
8 38 42 45
29 33
34
34
50
69
92
8
28
46
44
0
50
100
150
200
250
Sunday Thursday Friday Saturday
Number of Calls
Day of Week
RAM Others
RAM LAM
E1 Others
E1 LAM
84% 87%
86% 88%
81%
90%
98%
89% 91%
93%
88%
98%
94%
88% 86%
80%
91%
88% 89%
85%
92%
74%
0%
20%
40%
60%
80%
100%
120%
E1 E2 E3 E4 E5 E6 E7 E8 E10 E12 E14
Reliability
Unit
Sum of 2016
Sum of 2017
Courage, Leadership, Duty 69
Intercede Before Flashover
PFA’s goal is to intercede before fire extends beyond the room of origin in 80% of
all structure fires within the urban service area. This 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.
Flashover is the stage of a structure fire when it becomes extremely dangerous
to occupants, destructive to structures, and hazardous to firefighters. During a
flashover, temperatures and conditions are intense and an entire room can burst
into flames, causing a fire to spread to other parts of the structure. By containing
a fire to its room of origin, either through rapid fire department response, fire
sprinklers or fire containment, fire loss and injuries to occupants and firefighters
can be reduced. Delaying flashover also allows more time to complete a search
and rescue of the burning room or allow a firefighter to go above a fire to rescue
a trapped victim. Delaying flashover and fire spread can limit fire loss and injuries
to occupants and firefighters.
90.4 91 89.8
0
10
20
30
40
50
60
70
80
90
100
2015 2016 2017
Percent of Time Interceded before Flashover
Percent of Time PFA Intercedes before Flashover
(contained to room of origin)
70 Courage, Leadership, Duty
The PFA goal is to maintain an insurance rate as low as possible within the City
of Fort Collins and the urban area of the Poudre Valley Fire Protection District. In
2015, ISO rated PFA at a 2 due in part to transitioning a volunteer station to a
fully-staffed station in Timnath.
0
1
2
3
4
5
ISO Rating
Fire Department
2017 Urban ISO Rating Per Community
B
E
T
T
E
R
0
1
2
3
4
2013 2014 2015 2016 2017
ISO Rating
PFA Urban ISO Rating 5-Year History
B
E
T
T
E
R
Courage, Leadership, Duty 71
PFA’s goal is to limit direct estimated fire loss.
$0
$10
$20
$30
$40
$50
$60
$70
Loss Per Capita
Fire Department
2017 Fire Loss Per Capita
B
E
T
T
E
R
$0
$10
$20
$30
$40
$50
2013 2014 2015 2016 2017
Loss Per Capita
PFA & Nation Fire Loss Per Capita
5-Year History
PFA Nation PFA 5-Year Average
B
E
T
T
E
R
72 Courage, Leadership, Duty
$0.00
$0.02
$0.04
$0.06
$0.08
$0.10
$0.12
$0.14
PFA CO Boulder CO
Fire Department
2017 Loss Per $1,000 Property Protected
B
E
T
T
E
R
$0.00
$0.05
$0.10
$0.15
$0.20
$0.25
2013 2014 2015 2016 2017
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
R
Courage, Leadership, Duty 73
In 2013, there were two multi-family apartment structures with combined losses
of $950,000, and a large-loss commercial building fire with a $1,200,000 loss.
$0
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
Loss Per Fire
Fire Department
2017 Fire Loss Per Fire
B
E
T
T
E
R
$0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
2013 2014 2015 2016 2017
Loss Per Fire
PFA & Nation Fire Loss Per Fire
5-Year History
PFA Nation
B
E
T
T
E
R
74 Courage, Leadership, Duty
Target Outcome 4B – Maintain a high level of financial accountability
Measures of Progress for this target outcome include achievement of the
Government Finance Officers Association recognition for budget presentation
and comprehensive annual financial report, as well as providing an annual report
to City Council.
The Government Finance Officers Association of the United States and Canada
(GFOA) presented a Distinguished Budget Presentation Award to Poudre Fire
Authority, Colorado for its annual budget for the fiscal year beginning January 1,
2017. This was the 18th consecutive year that PFA has achieved this prestigious
award. In order to receive this award, a governmental unit must publish a budget
document that meets program criteria as a policy document, as an operations
guide, as a financial plan, and as a communications device.
This award is valid for a period of one year only. Staff believes the current
budget continues to conform to program requirements, and is being submitted to
GFOA to determine its eligibility for another award.
Courage, Leadership, Duty 75
The Government Finance Officers Association of the United States and Canada
(GFOA) awarded a Certificate of Achievement for Excellence in Financial
Reporting to Poudre Fire Authority for its comprehensive annual financial report
for the fiscal year ended December 31, 2016. This was the fourth consecutive
year that PFA has achieved this prestigious award. In order to be awarded a
Certificate of Achievement, a government must publish an easily readable and
efficiently organized comprehensive annual financial report. This report must
satisfy both generally accepted accounting principles and applicable legal
requirements.
A Certificate of Achievement is valid for a period of one year only. Staff believes
that the current comprehensive annual financial report continues to meet the
Certificate of Achievement Program’s requirements and is being submitted to the
GFOA to determine its eligibility for another certificate.
76 Courage, Leadership, Duty
Target Outcome 4C – Maintain stability and predictability of funding
streams
The year 2015 reflected the first full year of the implementation of the new
Intergovernmental Agreement and Revenue Allocation Formula between the City
of Fort Collins and the Poudre Valley Fire Protection District. The stepped-up
funding level that is being phased-in by the City has helped PFA begin to
address lingering needs and funding shortfalls from previous years. A more
sustainable funding stream has been created through the City/PVFPD IGA and
Revenue Allocation Formula, supporting the goal of maintaining a stable and
predictable funding stream.
Target Outcome 4D – Provide clarity and transparency in financial matters
Initiatives to satisfy the target outcome include providing an annual performance
review to City Council (July 25, 2017), and by making available Annual Reports
to the public at www.pfaannualreport.com.
Target Outcome 4E – Ensure adequate capital facilities and equipment
needed to provide services
Please refer to the Capital Budget (page 107-137) section of the Budget
Document http://www.poudre-fire.org/home/showdocument?id=4716
$0
$25
$50
$75
$100
$125
$150
$175
$200
$225
Cost Per Capita
Fire Department
2017 O&M Budget Per Capita
Courage, Leadership, Duty 77
Target Outcome 4F – Enhance a culture of care and maintenance for PFA’s
physical assets
The Pride and Ownership Committee has recommended and implemented
changes in the daily schedule for cleaning and maintenance. In addition, each
station was inspected for repair, remodel, or replacement needs; results will be
sent to station captains for input and prioritization of station needs.
78 Courage, Leadership, Duty
City/District Comparative Statistics
Call Assessed Contribution
Ratio Value Ratio Ratio
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 82.04 82.26
DIST 15.89 17.96 17.73
2015
1
CITY 84.53 82.13 82.89
DIST 15.47 17.87 17.11
2016
2
CITY 84.61 80.90 74.24
DIST 15.39 19.10 25.76
2017 CITY 85.88 82.12 83.27
DIST 14.12 17.88 16.73
1 2015 included first year of updated City RAF contribution
2 2016 included District capital contribution for Station 8 and Timnath TIF funds for Station 8
staffing and construction
Courage, Leadership, Duty 79
2017 PFA Budget Review
The 2017 PFA general fund actual spending compared to budget reflects a tight
budget (underspend of 3.09%, or $1,016,687). In addition, the ending fund
balance for 2017 benefitted from significantly higher fees for services with
revenue of $508,064 higher than projected.
Poudre Fire Authority Actual Spending to Budget, 2017
General Fund
Statement of Revenues, Expenditures and Changes in Fund Balances--
Actual and Budget
For the Month Ended December 31, 2017
REVENUES Actual
Year-to-Date
Budget
Percent Year-to-
Date Budget
Received/
Expended
Intergovernmental 30,157,493.00 29,992,460.00
Fees and charges for services 1,537,674.90 1,029,611.00
Earnings on Investments 105,183.52 40,000.00
Grants and Non-Capital Projects 73,380.24 0.00
Miscellaneous revenue 552,035.32 145,500.00
Total Revenues 32,425,766.98 31,207,571.00 103.90%
EXPENDITURES
Administration 3,664,661.65 3,805,085.53
Community Safety Services 2,531,726.94 2,746,117.59
Grants & Non-Capital Projects 157,521.73 87,128.00
Lease Purchase (Sta. 4) 234,337.50 234,354.00
Support 4,847,380.60 5,258,169.46
Operations 20,460,520.88 20,781,982.00
Total Expenditures 31,896,149.30 32,912,836.58 -3.09%
Excess or Deficiency of Revenues Over or
Under Expenditures 529,617.68 (1,705,265.58)
Fund Balance January 1, 2017 7,672,055.26
Fund Balance December 31, 2017 8,201,672.94
2017 Annual Budget
80 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.
FUND BALANCE 12/31/2017 % 2017 Revenue
Res - KFCG Fire & Emergency $0 0.00%
Assign - Govt Operations $991,938 3.18%
Assign - Workers Compensation $27,218 0.09%
Assign - NCRCN $0 0.00%
Assign - Encumbrances $77,339 0.25%
Unassigned Fund Balance $5,529,893 17.72%
FUND BALANCE $6,626,388 21.23%
Courage, Leadership, Duty 81
Capital Fund
Statement of Revenues, Expenditures and Changes in Fund Balances--
Actual and Budget
For the Month Ended December 31, 2017
REVENUES
Year-to-Date
Actual
Annual
Budget
Percent Received/
Expended
Apparatus Replacement $1,623,458 $1,495,095
Burn Building $5,275 $2,549
Computer Aided Dispatch $275,000 $275,000
Computer/Tech Replacement $161,708 $161,520
Facilities Maintenance $266,998 $264,773
Hose Replacement $16,271 $16,123
Major Station Remodel $321,275 $150,000
Mobile Data Terminals $120,000 $120,000
Radio Replacement $294,984 $294,844
Records Management System $468,152 $465,343
SCBA Replacement $6,915 $2,948
Staff Vehicle Replacement $60,286 $60,263
Station Alerting $282,036 $280,000
Station 15 $56,133 $30,378
Station 4 Lease/Purchase $1,408,045 $1,395,737
Station 8 $64,646 $0
Thermal Imager Replacement $24,577 $24,216
Training Center Improvement $150,720 $150,000
Training Multi-Purpose Building $3,297 $1,612
Total Revenues $5,609,776 $5,190,401 108.08%
EXPENDITURES
Current:
Apparatus Replacement $1,088,485 $1,515,448
Burn Building $6,555 $8,000
Computer Aided Dispatch
Computer/Tech Replacement $109,969 $162,885
Facilities Maintenance $344,474 $250,492
Hose Replacement $12,030 $16,648
Major Station Remodel $159,102
Mobile Data Terminals
Radio Replacement $920,809 $814,637
Records Management System (RMS) Replacement
SCBA Replacement $57,696
Staff Vehicle Replacement $38,256 $51,939
Station Alerting
Station 15 $15,000
Station 4 Lease/Purchase $1,890,557 $502,395
Station 8 $219,832
Thermal Imager Replacement $2,570 $24,884
Training Center Improvement
Training Multi-Purpose Building
Total Expenditures $4,865,334 $3,347,328 145.35%
Excess or Deficiency of Revenues Over or Under Expenditures $744,442 $1,566,429
Fund Balance January 1, 2017 $5,440,470
Fund Balance December 31, 2017 $6,184,912
82 Courage, Leadership, Duty
Poudre Fire Authority Board Actions - 2017
17-1 Amending the 2017 Budget and Reappropriating Funds for Prior Year
Encumbrances
17-2 Transferring and Appropriating Reserve for Contingency Funds for
Expenditure on PFA Facility Electronic Entry System and Authorizing the
Fire Chief to Execute all Contracts Including those over $75,000 for the
Purchase of Facility Electronic Entry System
17-3 Concerning the Appointment of Employer Representatives to the Boards
of Trustees of the Poudre Fire Authority Old and New Hire Money
Purchase Pension Plans
17-4 Authorizing the Fire Chief, or his Designee, to Execute all Contracts
Including those over $75,000 for Remodeling Station 5
17-5 Transferring and Appropriating NCRCN Reserve Funds to Purchase
Communication Equipment, and Authorizing the Fire Chief to Execute all
Contracts Including those over $75,000 for the Purchase of NCRCN
Communication Equipment
17-6 Appropriating $14,350 from Colorado Firefighter Heart and Circulatory
Benefits Trust reimbursement
17-7 Adopting the Poudre Fire Authority Risk-Assessment and Standard of
Cover
17-8 Appropriating Emergency Management Performance Grant Funds from
the Colorado Department of Homeland Security, Office of Emergency
Management
17-9 Transferring and Appropriating Wildland Fire Reimbursement to Apparatus
Replacement Capital Project for Purchase of Type 6 Firefighting
Apparatus
17-10 Appropriating Keep Fort Collins Great Reserve Funds for One-Time
Capital Equipment Purchase and Authorizing the Fire Chief to Execute all
Contracts Including those over $75,000 for the Purchase of Emergency
Medical Services Equipment
17-11 Authorizing the Fire Chief, or his Designee, to execute all contracts
including those over $75,000 for Purchase of Firefighting Bunker Gear
17-12 Appropriating Keep Fort Collins Great Reserve Funds for Records
Management System and Capital Expansion Fee Funds for Prepayment
of Station 4 Lease/Purchase and Authorizing the Fire Chief to Executive
all Contracts including those over $75,000 for the Prepayment of Station 4
Lease/Purchase
17-13 A Resolution granting limited recognition of Local 1945 of the International
Association of Firefighters to determine if a mutually acceptable collective
bargaining agreement can be developed and extending the previously
stated deadline for negotiations until December 31, 2017
17-14 A resolution adopting and entering into the trust agreement for the
Colorado firefighter heart and cancer benefits trust and taking other
actions in connection therewith
17-15 Setting the PFA Board of Directors 2018 Meeting Dates
17-16 Transferring and Appropriating $170,000 Reserve for Contingency Funds
Courage, Leadership, Duty 83
to the Major Station Remodel Capital Project, and Authorizing the Fire
Chief to Execute all Contracts Including those over $75,000 for the
Purchase of Property at 3324 West County Road 54G in Laporte,
Colorado
17-17 Appropriating $194,000 Reserve for Contingency Funds to the Fire
Suppression Budget, for 2017 Urban Search and Rescue Deployments
17-18 Approving and Ratifying the 2018 Collective Bargaining Agreement
Between the Poudre Fire Authority and Local 1945
17-19 Authorizing the Fire Chief, or his Designee, to Execute all contracts
including those over $75,000 for a New Records Management System
and Mobile Data Terminal replacement
17-20 Appropriating Emergency Management Performance Grant Funds from
the Colorado Department of Homeland Security, Office of Emergency
Management
17-21 Appropriating NCRCN Reserve Funds within the PFA 2018 Budget to
Purchase Communication Equipment, and Authorizing the Fire Chief, or
his designee, to Execute all Contracts including those over $75,000 for the
Purchase of NCRCN Communication Equipment
17-22 Adopting the Budget and Appropriating Funds for the Operation of the
Poudre Fire Authority for 2018
17-23 Setting the Fees for the Poudre Fire Authority Fire Prevention Bureau for
the Calendar Year 2018
Keep Fort Collins Great Funding History
Poudre Fire Authority
In November 2010, citizens in the Poudre Valley Fire Protection District (PVFPD) voted to increase the
mill levy to 10.595 mills, and Fort Collins citizens voted and approved a sales tax initiative - Keep Fort
Collins Great (KFCG). The .85 percent City sales tax initiative funds critical services and programs for the
community. This tax is scheduled to sunset on December 31, 2020. Poudre Fire Authority (PFA)
firefighters, including members of Local 1945, worked tirelessly to contribute to the successful
campaign. PFA receives 11% of the KFCG tax. The following is a history of KFCG budgeting and
expenditures; funds not expended in any year are transferred into a KFCG reserve held within the PFA
budget. In addition, revenues generated from the tax, above what was projected by the City, are held in
reserve at the City and must be requested by PFA through City Council.
• 2011 – $1,176,466 expended (Budgeted: $2,057,000)
Ongoing Items: South Battalion, replaced two firefighter positions previously cut through attrition,
and two 4-person companies, maintain O&M budget (from 2011 budget cuts), Stations 1-4
maintenance, and new hire equipment.
2011 Outcomes: Reduction in South Battalion response time (implementation of South Battalion);
maintained ongoing level of service to community (maintain O&M budget).
• 2012 - $2,659,512 expended (Budgeted: $2,116,653)
Ongoing Items: South Battalion, replaced two firefighter positions previously cut through attrition,
and two 4-person companies, maintain O&M budget, Stations 1-4 maintenance, new hire
equipment. One-time Items: chemical detection equipment, generator installation, accreditation
(moved to capital project), partial funding of secretary, Self-Contained Breathing Apparatus (SCBA)
capital replacement, Dispatch console replacement.
2012 Outcomes: Increase in citizen and firefighter safety (generator installation, chemical detection
equipment); improvement in measuring and evaluating deployment and performance, improved
response times, improved efficiency in data input, management, and analysis (Accreditation);
reduction in South Battalion response time (implementation of South Battalion).
• 2013 - $2,317,072 expended (Budgeted: $2,418,573)
Ongoing Items: South Battalion, replaced two firefighter positions previously cut through attrition,
and two 4-person companies, Division Chief, maintain O&M budget, Stations 1-4 maintenance, new
hire equipment. One-time Items: generator installation, Fire 20/20 (Diversity training), Division
Chief costs (vehicle, misc. items).
2013 Outcomes: Improvement in measuring and evaluating deployment and performance,
improved response times, improved efficiency in data input, management, and analysis
(Accreditation); increase in citizen and firefighter safety (generator installation), reduction in South
Battalion response time (implementation of South Battalion).
• 2014 - $2,394,553 expended (Budgeted: $2,341,680)
Ongoing Items: South Battalion, replaced two firefighter positions previously cut through attrition,
and two 4-person companies, Division Chief, maintain O&M budget, Stations 1-4 maintenance, new
ATTACHMENT 3
hire equipment. One-time Items: Wildland Coordinator, all-terrain ATV, education and training
scholarship, Public Education Coordinator, Accreditation Manager, electronic data management
(moved to capital project).
2014 Outcomes: Reduced battalion chief response times; increased firefighter safety with safety
officers on all critical emergency scenes. Delivery of effective education curriculum to target
populations (Public Educator); Continuous improvement through Accreditation self-assessment and
Standard of Cover (Accreditation); Development of critical leadership and management skills for
current and future fire officers thereby better serving internal and external customers (Education
Scholarship).
• 2015 - $2,520,533 expended (Budgeted: $2,482,819 O&M and $167,083 capital)
Ongoing Items: South Battalion, replaced two firefighter positions previously cut through attrition,
and two 4-person companies, Division Chief, Accreditation Manager, Public Education Coordinator,
maintain O&M budget, Stations 1-4 maintenance, new hire equipment. One-time Items: Partial
funding of Apparatus Replacement. The PFA Board reallocated the electronic data management
funds to be expended on a new video/audio conference system via Resolution 14-8.
2015 Outcomes: Reduced battalion chief response times; increased firefighter safety with safety
officers on all critical emergency scenes. Delivery of effective education curriculum to target
populations (Public Educator); Continuous improvement through Accreditation self-assessment and
Standard of Cover (Accreditation); Development of critical leadership and management skills for
current and future fire officers thereby better serving internal and external customers (Education
Scholarship); better able to keep fire companies in their response area for classes and meetings
(video/audio conference system); regular replacement of apparatus allows PFA to reduce
maintenance costs, decrease apparatus downtime, and helps the Authority to incorporate more
environmentally friendly technology into its response equipment (apparatus replacement).
• 2016 - $2,961,306 expended (Budgeted: $3,266,692)
Ongoing Items: South Battalion, replaced two firefighter positions previously cut through attrition,
and two 4-person companies, Division Chief, Accreditation Manager, Public Education Coordinator,
Deputy Fire Marshal, EMS Educator, maintain O&M budget, Stations 1-4 maintenance, new hire
equipment. One-time Items: SCBA.
2016 Outcomes: Reduction in SCBA maintenance costs and compliance with new safety standards;
reduction of potential injury and reduction of workers’ compensation costs (safety officer);
reduction of potential of injury to citizens by developing and delivering public education programs
targeted to at-risk populations (public education coordinator). Reduction in call processing times
through partnership with FC911 and through Accreditation; continued reduction in response times
for South Battalion; increased firefighter and citizen safety with 4-person company.
• 2017 – $2,874,685 expended (Budgeted: $2,804,685 and $557,607 City Reserve)
Ongoing Items: South Battalion, nine firefighters (replaced positions, 4-person company, and safety
officer), Division Chief, Planning and Analysis Battalion Chief, Deputy Fire Marshal, EMS position,
maintain O&M budget. Transferred $70,531 to City for FC911 Dispatcher. One-time Items:
replacement of diesel exhaust systems, highrise firefighting equipment, reserve engine equipment,
Station Alerting capital project, Mobile Data Terminals capital project, Records Management System
Capital Project.
2017 Outcomes: Safe and healthy work environment (replacement of diesel exhaust systems);
increased safety to community members and firefighters (highrise firefighting equipment);
reduction of potential injury and reduction of workers’ compensation costs (safety officer);
improved safety on larger emergency incidents and appropriate supervision of 11 fire stations
(South Battalion); increased firefighter and citizen safety (4-person company); improved training,
skills, protocols, and EMS service levels (EMS position).
• 2018 – (Budgeted: $2,856,680 and $53,319 City Reserve)
Ongoing Items: South Battalion, nine firefighters (replaced positions, 4-person company, and safety
officer), Division Chief, Planning and Analysis Battalion Chief, Deputy Fire Marshal, EMS Captain
(partial funding), maintain O&M budget. Transferred $72,457 to City for FC911 Dispatcher. One-
time Items: EMS equipment, mobile fire pump testing and training unit, Training Center
Improvement capital project.
1
Poudre Fire Authority: Moving Forward
Tom DeMint
7-10-18
ATTACHMENT 4
Poudre Fire Authority
Poudre Fire Authority (PFA) is an independent government
agency established through an Intergovernmental Agreement
(IGA) to provide fire protection and emergency services to the
City of Fort Collins and the Poudre Valley Fire Protection
District.
2
PFA Parent Organizations
3
• City of Fort Collins
• Poudre Valley Fire Protection District (PVFPD)
• Restated and Amended IGA 2014
- Funding Formula and Revenue Allocation Formula outline how the
parents contribute financially to the PFA
Financial Contributions
4
City of Fort Collins:
• .29 of one cent base sales and use tax
• A sum equal to 67.5% of the operating mill levy of property
taxes
• Sales and Use Tax revenue from “Keep Fort Collins Great”
tax measure for fire protection and other emergency services
Totals $26,633,034 in 2017, or 77.18% of PFA’s funding
Totals $27,677,551 in 2018, or 77.05% of PFA’s funding
Financial Contributions
5
Poudre Valley Fire Protection District:
• Annual Mill Levy Adoption (10.595 mills)
• 100% of mill levy, less administrative costs, contributed to PFA
• Timnath contributions pass through District from Tax Increment
pledge
Totals $5,730,446 in 2017, or 16.6% of PFA’s funding
Totals $6,686,200 in 2018, or 18.6% of PFA’s funding
Foresight
6
PVFPD, Town of Timnath, and PFA have worked together to:
• Provide exclusive fire protection and emergency services
• Enter into an IGA to construct Station 8 and provide ongoing
funding
PFA Moving Forward
7
Environment – Fire Behavior Research
• Increased understanding and recognition of current, international
research into fire behavior
• Has resulted in financial savings to PFA customers who
experience a structure fire
• Betters firefighter knowledge and improves community member
and firefighter safety
PFA Moving Forward
8
• Community Growth:
• Opportunities for improvement in EMS system service delivery
• Increasing community awareness of PFA services
• Opportunities for regionalization of emergency services
• Preparing for future major annexations to the City
• Seeking additional and alternative funding sources
PFA Moving Forward
9
• Community Risk Reduction:
• Evaluation and strategy development for deficiencies
• Examples include public education, smoke and carbon
monoxide installation events, Roving Alternative Medical
(RAM) unit, right-sized deployment
• Collective Bargaining:
• Second Collective Bargaining Agreement (CBA) for 2019-
2020
• Ratification anticipated in July 2018
PFA Moving Forward
10
Future Funding:
• “Keep Fort Collins Great” sunset in 2020
- City considering ballot measure for April, 2019
• Gallagher Amendment
- PVFPD considering ballot measure for November, 2018
• Impact Fees
- PVFPD working toward implementing impact fees
• Capital Needs
- Administration Facility
- New Station in Northeast and updating existing fire stations
PFA Annual Report
Questions?
Thank you for your time.
11
% of BCs
certified to
Fire Officer II
N/R 45% 33%
8B.5: The agency
maintains
individual/member
training records.
% of current
certifications
filed
electronically
in a
searchable
format
100% 100% 100%
end of their
introductory
year
100% 100% 100%
Provision of Fire Officer
I and II classes in
conjunction with CSU
1 each 1 each 1 each
Officer Development –
Provision of Fire
Instructor I classes
2 2 2
Officer Development -
Completion rate of
Target Solutions
assignments within
designated timeframe
N/R 100% 100%
Officer Development -
Provision of Captain/BC
academy during
calendar year
One
time
Two
times
per
year
Two
times
per
year
safety
problems,
limiting
exposure to
hazards and
lowering risk
completed on
time
0 1 1
Number of Certificates Earned by Category
N/R N/R 0
% of helpdesk
problems
resolved
90.63% 97% 95%
Reduce the
frequency
and
severity of
emergency
incidents
Core Competency
2A.3: The agency
analyzes the
community by service
area/population density
for the purpose of
developing total
response time
standards.
% of submitted
map changes
distributed in hard
copy within 6
months from date
of receipt
75% * 95% 95%
% of custom
program reliability
as measured by
help-desk
submittals
N/R N/R 98%
% of submitted
changes entered
into GIS database
within 7 days.
98% 100% 95%
Fleet -
Ratio of
annual
downtime
in days
compared
to total
miles
driven
N/R
634
days/172,348
miles =
271.8
Diesel –
Miles per
gallon
N/R N/R
OB Delivery
Heat related Injuries
Hypothermia
Refused Treatment
Animal Bite / Sting
Eye Pain / Non-Traumatic
Eye Injuries
Pregnancy Complications
Burns
Respiratory Arrest
GI Bleed
Choking/airway obstruction
Hyperglycemia
Epistaxis
Obvious Death
Diarrhea
Allergic reaction
Poisoning/Overdose
Cardiac arrest
Trauma - Major
Hypoglycemia
Stroke
Shortness of Breath
Cardiac Symptoms other than Chest Pain
Unconscious
Headache
Vomiting
Back Pain
Psychiatric/Behavioral
No Complaints
Syncope / Dizziness
Seizure
Respiratory Distress
Abdominal Complaint
Trauma - Other
Chest Pain
Generalized Weakness
Suspected Alcohol &/or Drugs
Extremity Pain
Altered Level of Consciousness
Medical - Other
Trauma - Minor
Patient Medical Concern - 2017
5G.8: Patient care
records receive an
independent review
and the agency has
a quality assurance
program in place.
% EMS calls
reviewed for
quality of care,
appropriate
documentation
and protocol
compliance
25% 25% 25%
efforts
events
N/R N/R 100%
Reduce the
frequency and
severity of
emergency
incidents
5K.1: Given the
agency's standards of
cover and emergency
deployment objectives,
the agency meets its
staffing, response time,
apparatus and
equipment deployment
objectives for each
type and magnitude of
wildland emergency.
deployment
objectives for
each type and
magnitude of
technical
rescue
emergency
incidents
90
th
percentile
response time
for a rescue
specialist to
arrive on
scene of a
technical
rescue (1
st
support unit
arrival,
dispatched to
onscene)
24:35 20:04 19:49
B Shift
3 techs
C Shift
N/R
C Shift
N/R
C Shift
8 techs
In
Revision
In
Revision
32%*
% of final fire
code inspections
completed within
two days of
request
In
Revision
In
Revision
99%
Number of
Submitted Plan
Reviews per FTE
N/R N/R 182
Number of
Submitted Plan
Reviews/
Population in PFA
Service Area
N/R N/R 35
its operational
methods are
compatible with all
external response
agencies.
5H.7: The agency
periodically
conducts
operational tests of
and evaluates the
all-hazards plan and
domestic
preparedness
program.
Number of
CERT classes
held annually
4 4 3
Number of ICS
Courses held
annually
4 7 9
Number of
Disaster
Management
Course held
annually
4 4 7
Number of
Homeland
Security
Exercise
Evaluation
Program
compliant
exercises
participated/
coordinated
4 4 3
Public education
campaigns held
annually to
promote Larimer
Emergency
Telephone
Association
registration
2 2 4
of
sprinklered
buildings
.85%
(22
systems)
.54%
(14
systems)
.43%
(11
systems)
requiring
contacted
within 5
business
day
N/R N/R 90%
days of
submittal
100% 100% 100%
Core Competency
5D.3: The program
has adequate staff
with specific expertise,
training, and
credentials to
accomplish the
program goals and
objectives.
% PFA
investigators
trained within
6 months of
incumbency
N/R N/R 66%
1D
Commercial Buildings - % of
square feet of sprinkler
protected occupancies/total
commercial square footage
Under
Review
Under
Review
Pending
new 2018
RMS
System
N/R = Not Reportable
KFCG is critical to PFA’s budget
and sunsets on December 31, 2020.
KFCG revenue is used at PFA to fund
key safety positions, firefighters, and
equipment. Without it, PFA would
not be able to provide the same
high-level services the community
currently receives.