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Home My WebLink AboutCOUNCIL - AGENDA ITEM - 05/14/2019 - POUDRE FIRE AUTHORITY 2018 ANNUAL REPORTDATE: STAFF: May 14, 2019 Tom DeMint, PFA Fire Chief WORK SESSION ITEM City Council SUBJECT FOR DISCUSSION Poudre Fire Authority 2018 Annual Report. EXECUTIVE SUMMARY The purpose of this item is to review the Poudre Fire Authority (PFA) governance and funding, 2018 performance measurements and metrics, 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 of Fort Collins (City), and a focus on issues moving forward. PFA’s Intergovernmental Agreement (IGA) requires an annual report to City Council and the PVFPD Board regarding performance and financial information. GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED PFA staff will provide information around PFA’s governance to both the City Council and the PVFPD Board, including PFA’s 2018 Annual Report. City Council and the PVFPD Board will have the opportunity to review the ongoing relationship between the two entities and enhance understanding of the governance model used for the Poudre Fire Authority. BACKGROUND / DISCUSSION The 2014 Amended and Restated IGA, between the PVFPD and the City, establishing the PFA, stipulates that the Authority will provide an annual report regarding the activities and accomplishments of the Authority to its parent organizations, the City and the PVFPD. Chief DeMint’s goal in providing this report is to reflect on the benefits of being an Authority, highlighting PFA’s governance, the progress of continuous improvement efforts, and the impacts PFA has on the community it serves. This work session represents the fifth annual report to the “parents” of the PFA. This is a particularly timely update to the City Council, given the large number of new Councilmembers who were elected in April 2019. Developing a common understanding of the relationship between the City, the PVFPD and PFA will be beneficial for both City Council and the District Board. Intergovernmental Agreement and PFA Governance Since 1981, PFA has provided fire and rescue service to Fort Collins, Timnath, LaPorte, Bellvue, Horsetooth and Redstone Canyon under an IGA between the City and the PVFPD. This agreement consolidated two fire departments (City and District) into one Fire Authority covering 235 square miles of northern Larimer County and 11 square miles of western Weld County. May 14, 2019 Page 2 In 2014, the City and the PVFPD renewed the IGA to continue PFA as the fire and rescue service, reaffirmed the governance model, and clarified the financial commitments of the parties to PFA’s operations. The current IGA is provided as Attachment 1. Several benefits have resulted from the consolidated fire service provided by PFA including: • Improved quality of emergency services • Improved response times • Concentrated training • Enhanced communications • Elimination of service boundary conflicts • Reduced tax-payer costs and duplication of overhead and equipment costs Governance of PFA is led by the PFA Board of Directors. This Board oversees policy direction, strategic planning and fiscal oversight of the operations of the Authority. The Board is also responsible for hiring, overseeing and evaluating the performance of one employee—the Fire Chief. With over 210 employees, including 190 uniformed firefighting positions, the Fire Chief is in turn responsible for the management of the Authority. Revenue Allocation Formula Funding of the PFA is provided through a Revenue Allocation Formula (RAF) included in the IGA. The purpose of the formula is to create a funding stream for fire and rescue services, and to apportion costs in an equitable manner between the City and the PVFPD. Over the 30+ years of the existence of PFA, financial contributions, call volume, and the assessed value of property protected by PFA have been in the range of 80-85% City, 15- 20% District. The funding formula called for in the RAF was established to ensure that the same funding ratio would continue into the future. The City contributes a fixed portion of its base sales and use tax to the Authority, plus a percentage of property taxes (9.765 mills) and a percentage of revenue from the voter approved Keep Fort May 14, 2019 Page 3 Collins Great tax measure. The District provides 100% of its 10.595 mills of property tax to PFA, less minor administrative costs. The District’s portion includes the Tax Increment Financing from Timnath’s Development Authority through an IGA between the Town of Timnath, the Timnath Development Authority, the PVFPD, and PFA. The overall cost of PFA’s operation totaled nearly $36 million in 2018; 86% of these costs are in personnel costs, which is typical in a highly service oriented enterprise. 2018 Annual Report Highlights The 2018 Annual Report is presented in an electronic format (https://pfaannualreport.com/), an 8-page hardcopy 2018 Annual Report (Attachment 2), and a Statistical Report (Attachment 3), which together form PFA’s comprehensive report to the community about its return on the investment of tax dollars. The 2018 Annual Report theme centers upon the governance and benefit of having a Fire Authority. As required in the IGA, other components of the report include resources, actual spending to budget, metrics, services provided, types of incidents to which PFA responded, future-looking innovations in Emergency Medical Services, life saving measures such as sprinkler systems and prevention of flashover (intense temperatures and conditions in which an entire room bursts into flames), and PFA’s “right-sized response” philosophy. Highlights include: • Emergency Medical Services (EMS) - 300% increase in cardiac survival rates is one outcome of the following improvements within the EMS arena. PFA is responsible for ensuring high-quality EMS within its jurisdiction, which includes nine agencies within the greater northern Colorado area (2,200 square miles). In 2018 clinical protocols were updated and improved by the nine agencies; equipment and training was standardized to improve services to the community through interoperability among agencies; new Automatic External Defibrillators (AEDs) provided better clinical care through real-time monitoring of provided Cardio Pulmonary Resuscitation (CPR). • Community Risk Reduction (CRR) - CRR includes traditional fire prevention efforts such as construction plans review, fire code adoption, and fire inspections as well as other non-traditional efforts such as teaching hands-only CPR and use of the PulsePoint App, participating in the Hoarding Task Force and Community Service Action Teams. All of these efforts make the community safer and reduce emergency calls. In 2018 two sprinkler system activations saved lives and property including one in an assisted living facility and one in a church. • Prevention of Flashover - In 2018, PFA interceded 96.97% of the time before flashover (intense temperatures and conditions that cause an entire room to burst into flame). By containing a fire to its room of origin through rapid response, fire sprinklers or fire containment (interceding before flashover), fire loss and injuries to occupants and firefighters can be reduced. This performance measure demonstrates the success of all Authority services (education, prevention, and response) to control a fire before extension beyond the room of origin. • Response Time - The percent of time PFA fire personnel are on scene within 6 minutes 20 seconds in the urban area could not be measured for year 2018. The PFA Board of Directors approved the purchase of new data analysis software, Apparatus Deployment Analysis Module (ADAM), in the fourth quarter of 2018, since the software previously used for this metric was terminated. This software will be used to provide the metric for year-end 2019. • Funding - 96.7% of PFA’s revenue is intergovernmental or funded by PFA’s “parent organizations”. Other funding is received from fee-based development review revenue. PFA’s 2018 reserves are projected to be $9.6 million, or 27% of the operating revenue. • Budget to Actual - Projected 2018 underspend of 2.7% of budget ($910,000). Annual underspend resources are returned to PFA’s reserves for future allocation. May 14, 2019 Page 4 • Value of Property Protected - In 2018, PFA protected more than $35 billion of property. Looking to the Future • Community Growth - An overarching goal of PFA’s Strategic Plan is to continuously improve services and seek innovative approaches to solve current and emerging problems. As growth continues, the PFA Board has directed staff to look at regionalization of fire services with neighboring communities, which is currently occurring through auto and mutual aid agreements, training activities, and participation in the EMS contract. These discussions will continue into the future in order to build an understanding of regional needs while seeking innovative approaches to meet those needs. • Community Risk Reduction - As the community continues to grow, and the types of calls become more human services oriented, PFA is increasing its look toward risk reduction with programs such as the Hoarding Task Force and the Community Service Action Team, which meet citizen needs outside of traditional fire safety programs. These types of programs make communities safer and reduce calls for emergency response. In 2018 the public education team trained firefighter recruits and citizens to ask basic health questions during smoke alarm installations. Basic health questions, such as “Do you have a doctor?”, were asked at two mobile home parks during smoke alarm installations and both of the parks showed an initial decline in emergency responses following the installation events. • Future Funding – o Keep Fort Collins Great (KFCG) funding was set to sunset on December 31, 2020, which was a funding concern for PFA. However, Fort Collins citizens voted to approve a new KFCG tax measure in April 2019, which sustains PFA’s funding looking forward with a permanent tax commitment beginning in 2021. o The PVFPD Board placed a ballot measure on the November 2018 Larimer County Election Ballot to address the impact of the Gallagher and TABOR amendments on the property tax revenue used to provide fire service through PFA. The measure passed by County voters and sustains PFA’s funding looking forward. o The PVFPD Board is working toward implementing impact fees in the District. Next steps include developing IGA’s with Larimer County and the Town of Timnath for implementation. o PFA staff 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, updating older fire stations, and apparatus replacement. • Right-sized Response - PFA staff is continuously searching for methods that challenge past assumptions for traditional response models to emergencies. For example, the Roving Alternative Medical (RAM) Unit that was piloted in 2017 and implemented in 2019. The RAM Unit deploys two firefighter Emergency Medical Technicians in a vehicle within the City’s core to address non-critical emergency calls during high-call load hours, thereby keeping fire apparatus available for critical calls. In 2019, a new software implementation will enable PFA staff to run deployment scenarios for station location and emergency responses to further challenge past assumptions. The goal of both the electronic and 8-panel annual report is to reach a broader range of interested community members in an accessible and appealing manner. PFA’s Information and Communications Coordinator will promote the 2018 Annual Report through continuous, monthly posts on PFA social media, the Chief’s column in the Coloradoan, an introductory video to PFA personnel, PFA’s website, distribution of hardcopy report to all stations as well as Administration and Training lobby areas and PFA events. In addition, the report will be sent to Leadership Fort Collins, CityWorks 101, Fort Collins Chamber of Commerce, partner agencies such as UCHealth, Larimer County Sheriff’s Office, Loveland Fire Rescue Authority, Fort Collins Police Services, Wellington Fire Protection District, Town of Timnath, and to elected Representatives. The 2018 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 May 14, 2019 Page 5 Protection District, Boulder Fire Rescue, South Metro Fire Protection District, Colorado Springs Fire Department, Littleton Fire Rescue, Loveland Fire Rescue Authority, Gainesville Fire Rescue (FL), Corvallis Fire Department (OR), Guelph Fire (Ontario, Canada), Rockford Fire Department (IL), Grand Rapids Fire Department (MI), and Bellvue Fire Department (WA). Unfortunately, due to changes in Records Management Systems nationwide, many comparison departments did not participate in the 2018 Benchmark Survey. This presentation provides an opportunity to discuss the PFA’s overall performance in fulfilling its responsibilities under the IGA between its parent organizations. PFA staff welcomes any feedback regarding this update and the 2018 Annual Report. ATTACHMENTS 1. 2014 Amended and Restated IGA Establishing PFA (PDF) 2. PFA 2018 Annual Report (PDF) 3. 2018 Statistical Annual Report (PDF) 4. Powerpoint presentation (PDF) AMENDED AND RESTATED INTERGOVERNMENTAL AGREEMENT ESTABT ISHING THE POUDRE FIRE AUTHORITY THIS AGREEMENT, entered into this /C day of rt. , 2014, pursuant to Section 29-1-201 et seq., C.R.S., by and between THE CITY OF FORT COLLINS, COLORADO, a municipal corporation, hereinafter referred to as the "City", and THE POUDRE VALLEY FIRE PROTECTION DISTRICT, Larimer County, State of Colorado, hereinafter referred to as the "District". WTTNESSETH: WHEREAS, the parties to this Agreement have entered into previous intergovernmental agreements providing for the formation of an independent governmental entity for the purpose of providing fire protection and related services, as noted in such previous intergovernmental agreements, within the respective territorial limits of the parties hereto, which entity is known as the POUDRE FIRE AUTHORITY; and WHEREAS, those previous agreements, as amended, have been mutually beneficial in providing a higher degree of protection to persons and property within the respective territorial limits of the parties hereto; and WHEREAS, the parties desire to provide for the continued existence of the POUDRE FIRE AUTHORITY, and to amend and restate in full all previous intergovernmental agreements regarding the establishment and operation of the POUDRE FIRE AUTHORITY. NOW, THEREFORE, in consideration of the mutual covenants and obligations herein expressed, it is agreed by and between the parties hereto as follows: ARTICLE I GENERAL PROVISIONS 1.1. Term of the Agreement. This Agreement shall be in effect from the date first above written until terminated by the parties as herein provided. In addition to the option to terminate for non-appropriation as described in Section 5.4., below, this Agreement may be terminated under this Section by either party hereto, provided written notice of termination is given to the other party. The effective date of termination shall be on December 31 of any calendar year, provided said termination shall be no sooner than twenty-four (24) months after service of the written notice of termination. 1 ATTACHMENT 1 1.2. Poudre Fire Authority. The existence of the independent governmental entity known as the "POUDRE FIRE AUTHORITY", hereinafter referred to as the "Authority", created by the intergovernmental agreement of the parties dated December 22, 1981, as such agreement was amended thereafter, is hereby continued. The Authority is an independent governmental entity separate and distinct from the City and the District. The Authority may provide, either directly or by contract, fire protection, emergency medical, rescue and ambulance services, enforcement of fire prevention codes, hazardous materials response, and other emergency services typically provided by a public fire department and that may be provided by a fire department under the City Charter and by a fire protection district organized pursuant to Article 1, Title 32, C.R.S., within the respective territorial limits of the parties (collectively, the "Fire Rescue Services"). 1.3. Nature of the Authority. The Authority is a separate legal entity organized pursuant to Section 29-1-203(4), C.R.S. In carrying out its purposes, the Authority will observe and comply with statutes and laws applicable to the District and the City, including, but not limited to Parts 1, 5, and 6 of Article 1, Title 29, C.R.S., regarding budget preparation, accounting, and auditing; and Part 4 of Article 6, and Parts 2 and 3 of Article 72 as applicable to the Authority, and Article 10 of Title 24, C.R.S., regarding open meetings, open records, criminal justice records, and governmental immunity. The parties intend that the Authority not be considered a "district" subject to Article X, Section 20 of the Colorado Constitution. The Authority boundaries shall consist of the combined territorial boundaries of the parties. 1.4. Governing Board. The Authority shall be administered by a governing Board of five (5) members, hereinafter referred to as the "Board." The City shall appoint two (2) members and the District shall appoint two (2) members. The fifth member shall be appointed annually at the first regular meeting of the Board in August of each year by majority vote of the four other members as appointed by the City and District. A. All appointees and terms of appointment shall be at the discretion of the appointing entity. B. All vacancies on the Board shall be filled by the appointing entity. 1.5. Meetings of the Board. A. Regular Meetings. The Board shall provide for regular meetings at a time and place fixed by resolution of the Board. B. Special Meetings. Special meetings may be called by the Chair of the Board or by the Board at such times as the Chair or the Board may determine to be necessary, provided that written notice or notice by telephone or electronic mail of the time, place, and business of such meeting is given to each Board member at least twenty-four (24) hours prior to such meeting. Any Board member may sign a waiver of notice which waiver shall then be in lieu of any other notice requirement. A 2 Board member attending any special meeting shall be deemed to have received the necessary notice. C. Open Meetings. All meetings of the Board shall be open to the public, except that the Board may go into executive session as permitted by state law. D. Electronic Attendance. If approved by the Board, the Board members may participate by telephone or other technology that allows them to participate in a meaningful manner, so long as meetings are open to the public and the Board is not acting in a quasi-judicial capacity. 1.6. Minutes. The Secretary shall cause all minutes of the meetings of the Board to be kept and shall, prior to the next meeting, provide a draft of the minutes to each member of the Board for consideration at the next meeting. 1.7. Voting., Quorum; Required Votes. Each member of the Board shall have one (1) vote. A quorum of the Board shall consist of three (3) members, provided that the City and the District are represented by at least one of their appointees, and no official action on any matter may be taken by the Board unless a quorum is present. Unless otherwise required by law, the affirmative votes of a majority of the Board members present shall be required for the Board to take any action. 1.8. By-laws. The Board may adopt such by-laws, rules and regulations as necessary for the conduct of its meetings and affairs. ARTICLE II OFFICERS AND EMPLOYEES 2.1. Chair, Vice Chair and Secretary. The Board shall elect a Chair and Vice Chair from its members, and shall appoint a Secretary who may, but need not, be a member of the Board. Said officers shall perform the duties normal for said offices, including the following: A. The Chair shall sign all contracts on behalf of the Authority, except contracts or agreements that may be signed by the Fire Chief of the Authority, as herein provided, and shall perform such other duties as may be imposed by the Board. B. The Vice Chair shall perform all of the Chair's duties in the absence of the Chair. C. The Secretary shall attest to all contracts signed on behalf of the Authority and perform such other duties as may be imposed by the Board. 2. 2. Management. The Board shall appoint a Fire Chief to manage the Authority. Subject to the supervision of the Board and the powers specifically reserved to the Board as 3 described in Article III of this Agreement, the Fire Chief shall have all powers and authorities provided for a municipal fire chief and a fire chief under Section 32-1-1002, C.R.S., and shall oversee and manage all business and affairs of the Authority, including the operation, maintenance, management, administration, and provision of all facilities, improvements, equipment, services and personnel, in the manner typically associated with a fire and emergency rescue agency for which the fire chief has been delegated authority by the governing body to manage all aspects of the agency, including the authority associated with a chief executive, administrative, and operational officer. The powers of the Fire Chief shall include, but not be limited to, the following: A. To provide for the planning, design and construction of any buildings, additions or improvements to the facilities owned by the Authority. B. To execute any contract for capital costs, costs of special services, equipment, materials, supplies, maintenance or repair that involves any expenditure by the Authority of less than Seventy-Five Thousand Dollars ($75,000), providing such expenditure is within budget. This expenditure limit will be increased or decreased every five years according to the cumulative Denver-Boulder Consumer Price Index for Urban Consumers, as published by the Bureau of Labor Statistics. Such adjustment will be made by the Board. C. To employ all personnel of the Authority required for the provision of Fire Rescue Services and maintenance and operation of all facilities and to make such personnel decisions as he or she deems appropriate, including without limitation, decisions as to organization, staffing levels, deployment, promotions, demotions, discipline and, where deemed necessary by the Fire Chief, termination. D. To employ all personnel required in connection with the planning, design and construction of any buildings, additions or improvements to the facilities owned by the Authority. E. To expend funds and enter into contracts, whenever required, for the immediate preservation of the public health, safety, and welfare, provided that the amount of funds involved does not exceed one percent (1%) of the annual budget of the Authority for the year in which the funds are expended or the contract is made. F. To dispose of by sale any personal property of the Authority with a value of less than Fifty Thousand Dollars ($50,000). This sale limit shall be increased or decreased every five years according to the cumulative Denver-Boulder Consumer Price Index for Urban Consumers, as published by the Bureau of Labor Statistics. Such adjustment shall be made by the Board. 4 G. To approve payroll payments and other demands for payments by the Authority, provided that such payments are within budget and that no individual payment exceeds Seventy-Five Thousand Dollars ($75,000). This payment limit will be increased or decreased every five years according to the cumulative Denver-Boulder Consumer Price Index for Urban Consumers, as published by the Bureau of Labor Statistics. Such adjustment will be made by the Board. H. To prepare and submit to the Board an annual operating budget for the next fiscal year in accordance with the budget schedules of the City and District. T. To adopt general operating guidelines, including but not limited to non- personnel matter policies and procedures, operating policies and inspection policies, as deemed appropriate by the Fire Chief. J. To generally supervise the acquisition, construction, management, maintenance and operation of the Authority's facilities and personnel. K. To negotiate with labor groups as may be required by state law or authorized by the Board. L. To negotiate with a provider of ambulance services dispatched through the City's public safety answering point (PSAP) within the Authority's service area, including, but not limited to, an exclusive service agreement, performance standards, and other provisions as deemed appropriate, to be approved by the Board. M. To conduct procurement and purchasing processes consistent with the City's administrative procurement policies and procedures, unless excepted from those policies and procedures by the Board. N. To provide an Annual Report regarding the activities and accomplishments of the Authority, including reports to the City and District for the purpose of reviewing annual performance measurements and metrics, goals, actual spending to budget, benefits to the community related to strategic outcome goals, operational efficiency, productivity improvements, and issues of concern to the Authority, the District, and the City, with such report to be submitted annually in the second quarter of each year. The Authority shall also provide the community with regular updates throughout the year related to its performance as measured by relevant performance metrics, including analysis of effectiveness in meeting community service needs. 0. To perform such other duties as directed by the Board and report to the Board at such times and on such matters as the Board may direct. 5 2.3. Legal Advisor. The Board shall have the power to appoint, through a competitive selection process as determined by the Board, an attorney to provide legal services to the Authority. 2.4. Other Employees. The Board shall have the power to appoint and employ such other persons, agents, and consultants for the purpose of providing professional, technical or consulting services as may be necessary for the purposes of this Agreement. ARTICLE III POWERS OF THE AUTHORITY 3.1. General Powers. The Authority shall exercise, in the manner herein provided, the- powers lawfully authorized to each of the parties, as provided by the laws of the State of Colorado, and all incidental, implied, expressed or necessary powers for the accomplishment of the purposes of this Agreement as provided herein. The Authority's powers shall be exercised by the Board unless otherwise designated by this Agreement, applicable law, or delegation of the Board. The Authority shall not have the power to levy taxes. 3.2. Specific Powers. The Authority is hereby authorized, in its own name, to do all acts necessary for the exercise of the foregoing powers including, but not limited to, the following: A. To make, enter into, and perform contracts of every kind as authorized by law with other governmental entities, the State of Colorado, or any political subdivision thereof, the United States, or any political subdivision thereof, and any individual, firm, association, partnership, corporation or any other organization of any kind. B. To employ all necessary personnel. C. To acquire, construct, manage, maintain, and operate any buildings, works, improvements or other facilities. D. To acquire, hold or dispose of property. E. To sue and be sued in its own name. F. To incur debts, liabilities, or obligations to the extent and in the manner permitted by law, and borrow money and, from time to time, make, accept, endorse, execute, issue and deliver bonds, notes and other obligations of the Authority for monies borrowed, or in payment for property acquired, or for any of the other purposes, services or functions of the Authority; and, as provided by law, and to the extent permitted by law, to secure the payment of any such obligations by mortgage, pledge, deed, indenture, agreement, or other collateral instrument, or by other lien upon or assignment of all or any part of the properties, rights, assets, 6 contracts, easements, revenues and privileges of the Authority; providing that all debts, liabilities, and obligations of the Authority shall be limited to or secured only to the extent of the Authority's revenues and assets; and further providing that no obligation of the Authority shall be or become an obligation of either the City or the District without the express written consent of such party. G. To apply for, accept, receive and disperse grants, loans and other aid from any governmental entity or political subdivision thereof. H. To invest any unexpended funds that are not required for the immediate operation of the Authority, as the Authority determines is advisable, in accordance with the laws of the State of Colorado; provided, however, that such investment management and cash management services will be provided by the City through its Finance Department. 1. To administer and enforce the Fire Code adopted by the City and District, and as adopted or consented to by other municipalities and counties within the Authority's service area. J. To contract with a provider of ambulance services dispatched through the City's public safety answering point (PSAP) within the Authority's service area through any lawful means, including, but not limited to, an exclusive service agreement, performance standards or other provisions as deemed appropriate by the Board. K. To adopt bylaws, rules, and regulations respecting the exercise of its powers and carrying out of its purposes. L. To fix, maintain, and revise fees, rates, and charges for functions, services, or facilities provided by the Authority in the manner provided by law. M. To own, operate, and maintain real and personal property and facilities in common with others, and to conduct joint, partnership, cooperative, or operations with others, and to exercise all the powers granted herein in joint, partnership, cooperative, or other operations with others. N. To act as agent on behalf of the parties with regard to the functions and services described hereinabove and any existing contracts and agreements between either or both of the parties or any other party, to the extent permitted by law and the terms of such contracts and agreements. 0. To carry out all provisions of this Agreement. 7 ARTICLE IV ORGANIZATIONAL PROCEDURE 4.1. Delegation of Powers. Duties and Responsibilities. A. Each of the parties hereto delegates to the Authority the power, duty and responsibility to maintain, operate, manage and control all of the Fire Rescue Services facilities, equipment, resources and property of the Authority, including without limitation, all fire stations, land, buildings and firefighting, emergency medical and rescue equipment, and to employ the necessary personnel and do any and all other things necessary or desirable to provide continued efficient and economical Fire Rescue Services to all persons and property within the respective territorial limits of the parties hereto, which area shall be considered the jurisdiction of the Authority. B. The Authority is hereby empowered to provide Fire Rescue Services to persons and property outside the jurisdiction of the Authority by agreement in exchange for payment or reciprocal services, as long as such additional services can be provided through the use of existing facilities, equipment, resources, and personnel of the Authority. 4.2. Personnel. A. The Board shall adopt the rules, regulations and procedures necessary to govern personnel matters. B. During the term of this Agreement, all employees transferred from the City and the District under the original Intergovernmental Agreement and all employees hired by the Authority shall be employees of the Authority subject to the terms and conditions of employment in effect as stated in Authority Personnel Rules and Regulations, as amended from time to time. C. All of the time that a transferred employee has spent as a Fire Department employee of either the City or the District shall be considered as time employed by the Authority for the purpose of determining any conditions or benefits of employment with the Authority. D. The establishment of the Authority as an independent governmental entity shall not affect in any manner the rights of City or District employees, hired prior to January 1, 1982, insofar as they relate to pension benefits provided by the laws of the State of Colorado. 8 E. At the termination of this Agreement, any unfunded pension liabilities incurred by the Authority during the term of this Agreement shall be assumed by the City or the District in proportion to the allocation of Authority personnel to the City and the District. F. If this Agreement is terminated, the parties agree that any employee of the Authority who was an employee of the City or the District on January 1, 1982 shall be restored to employment with the employee's original employer (City or District as applicable) or the entity which has need for additional employees. Said employment shall be subject to the terms and conditions of employment then in effect as stated in City or District personnel rules. 4.3. Authority Fund. The Board shall establish an Authority Fund to account for all financial transactions of the Authority in accordance with generally accepted accounting principles. ARTICLE V BUDGET; MAINTENANCE AND OPERATION COSTS; OTHER COSTS 5.1. Annual Budget. A. The Board shall adopt a preliminary budget for maintenance and operation costs, capital costs, and costs of other services in accordance with the budget schedules of the City and the District, which budget may be amended from time to time based on changes in revenue projections made by the City and the District. The Board shall submit the budget to the respective governing bodies of the parties hereto. The budget shall become the Authority budget only after approval of the appropriations by the respective governing bodies and final approval by the Board. B. The financial contributions of the parties for the funding of the Authority shall be determined by the Revenue Allocation Formula, hereafter referred to as the "RAF," as set forth in Exhibit A, attached hereto and incorporated by this reference. C. The Board shall present requests for supplemental appropriations to the respective governing bodies of the parties hereto. For the purposes of this Agreement, "supplemental appropriations" shall mean any appropriation made above and beyond the annual appropriation made during the budgetary process. D. The Board shall have the power to reappropriate funds in the fund balance for whatever purpose the Board deems appropriate or necessary without approval of the City or District. Such reappropriations shall be made only 9 at meetings of the Board held after proper notice has been given, according to the bylaws of the Authority. 5 2. Records and Accounts. Through the City's Finance Department, the Authority shall provide for the keeping of accurate books of account, showing in detail the capital costs, cost of services, maintenance and operating costs and all financial transactions of the Authority which books of account shall correctly show any receipts and also any costs, expenses or charges paid to or to be paid by each of the parties hereto. Said books and records shall be open to inspection at all times during normal business hours by any representative of either party or by the accountant or other person authorized by either party to inspect said books or records. The Board shall provide for the auditing of all books and accounts and other fmancial records of the Authority on an annual basis, utilizing the same certified public accountant as is used by the City in the auditing of its financial records. The results of said audit shall be presented to the City and the District not later than thirty (30) days after receipt by the Board. 5.3. Payment of Costs. The City shall pay the Authority monthly and the District shall pay the Authority quarterly, in advance, its allocated share of the total budgeted annual costs and expenses. The Board is authorized to approve other arrangements for payments by the City and the District, provided the financial security of the Authority is not impaired. In addition to supplemental appropriation requests, the Board is authorized to request amounts in excess of any regular payment for the costs and expenses of the Authority, provided the total annual allocation does not exceed the estimated share of costs and expenses for either party to this Agreement. The Authority shall make available to each of the agencies a final detailed statement of the final costs and expenses for the fiscal year allocated in the same manner as estimated expenses were allocated, as soon as possible after the close of each fiscal year. 5.4. Appropriation and Non-Appropriation of Funds. Each party shall provide the funds required to be paid by it to the Authority under this Agreement from any source of funds legally available to such entity for such purpose. All financial obligations of the City and the District incurred pursuant to this Agreement are expressly contingent upon the annual appropriation of funds by each party. Upon an event of non-appropriation by one party, the party that has appropriated funds may, in its sole discretion, terminate this Agreement effective ninety (90) days after service of written notice of termination upon the other party, or may choose to continue this Agreement in effect, in which case the Authority shall adjust the level of service consistent with available revenues. If both parties fail to appropriate funds under this Agreement, then this Agreement shall terminate effective as agreed to by the parties, taking into consideration available revenues. ARTICLE VI SERVICES 6.1. Professional, Administrative and Support Services. The City shall provide to the Authority those professional, administrative, and support services described in Exhibit B, attached hereto and incorporated herein by this reference, upon the terms and conditions set forth therein. The Authority shall provide to the City those services also described in Exhibit B, upon 10 the terms and conditions set forth therein. The provision of those services shall be at no additional charge unless otherwise indicated on Exhibit B. Upon the written agreement of the City Manager and the Fire Chief, Exhibit B may be amended from time to time. 6.2. Additional Services. The City may agree to provide other additional services to the Authority, provided the Authority complies with the operating procedures of the City. ARTICLE VII OWNERSHIP OF PROPERTY 7.1. Real and Personal Property. The Authority shall continue to hold all right, title and interest in any and all real property and personal property transferred to the Authority by the City or the District or acquired by the Authority since January 1, 1982 for the purpose of providing Fire Rescue Services, unless such property is disposed of in compliance with the terms of this Agreement. 7.2. Asset Inventory Schedules. The Authority shall maintain separate asset inventory schedules for any and all property transferred from the City or the District which remains under the ownership of the Authority, as well as any and all property acquired by the Authority since January 1, 1982. ARTICLE VIII TERMINATION 8.1. Disposition of Assets. Upon termination of this Agreement pursuant to paragraphs 1.1. or 5.4. above, the assets of the Authority shall be disposed of as follows: A. All assets acquired by the Authority from contributions from the parties shall be returned to the contributing party if said assets are still owned by the Authority. B. If assets contributed to the Authority are not in existence, the contributing party shall have the option of receiving the fair market value of the asset at the time of disposal by the Authority in either cash (if available) or assets of the Authority acquired with funds provided by the parties. C. All remaining assets acquired by the Authority after January 1, 1982, from funds provided by the parties shall be distributed to the parties on the basis of the appraised value of said assets at the time of termination and in the same proportion as the respective contributions of funds by the parties for acquisition of the assets over the life of this Agreement. D. The parties may agree to dispose of any assets of the Authority in any other acceptable manner. 11 E. If the parties cannot agree on the disposition of certain assets of the Authority, said assets shall be subject to an independent appraisal and shall be sold at public auction with the proceeds allocated to the parties in the same proportion as the respective contributions of funds by the parties for acquisition of the asset. ARTICLE IX MISCELLANEOUS PROVISIONS 9.1. Notices. Any notice required hereunder shall be in writing and shall be sufficient if deposited in the United States mail, postage prepaid to: CITY: City Manager City of Fort Collins P.O. Box 580 Fort Collins, Colorado 80522 DISTRICT: Chair of the Board Poudre Valley Fire Protection District 102 Remington Street Fort Collins, Colorado 80524 9.2. Consent. Whenever any provision of this Agreement requires consent or approval of the parties hereto, the same shall not be unreasonably withheld. 9.3. Amendments. This Agreement may only be amended in writing by the parties hereto. 9.4. Severability. In the event any provision of this Agreement is determined to be illegal or invalid for any reason, all other provisions of this Agreement shall remain in full force and effect unless and until otherwise determined. The illegality of any provision of this Agreement shall in no way affect the legality and enforceability of any other provision of the Agreement. 9.5. Successors. This Agreement shall be binding upon and shall inure to the benefit of the successors of the parties. 9.6. Assignment and Delegation. A party shall neither assign any of the rights nor delegate any of the duties created by this Agreement without the written consent of the other party. 9.7. Effect Upon Prior Agreements. This Agreement shall extinguish and replace the intergovernmental agreement entitled Intergovernmental Agreement dated November 3, 1987, and the three addenda to that Intergovernmental Agreement referenced in the Third 12 Addendum to the Intergovernmental Agreement Between the City of Fort Collins and Poudre Valley Fire Protection District dated May 21, 2013. 9.8. - No Third Party Beneficiaries. This Agreement is made for the exclusive benefit of the parties hereto and shall not be construed to be an agreement for the benefit of any third party or parties and no third party shall have a right of action hereunder for any cause whatsoever. IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be signed on the date hereinabove written. CITY OF FORT COLLINS, COLORADO a municipal corporation POUDRE VALLEY FIRE PROTECTION DISTRICT B : President of the Board Counsel for District 13 Exhibit A To Intergovernmental Agreement Funding Formula and Revenue Allocation Formula (RAF) The City of Fort Collins and the Poudre Valley Fire Protection District will each make annual contributions to the Poudre Fire Authority according to the following contribution calculations: A. City Contribution to the Authority per RAF Subject to the Adjustments described below, the City will annually contribute to the funding of the Authority the following amounts: 1. .29 of one cent of City base sales and use tax (excluding sales and use tax revenue which has been legally pledged for use only on specific projects and debt obligations, or has otherwise been restricted or committed for a particular use as a matter of law or contract); and 2. A sum equal to 67.5 percent of the operating mill levy of the City's property taxes; and 3. Sales and use tax revenue from the voter approved tax measure currently known as "Keep Fort Collins Great" (KFCG) per the tax measure provision for fire protection and other emergency services funding. "City Sales and Use Tax" and "City Property Tax" refer to forecasts per the City's Financial Services April projection as part of the City's Biennial Budget process. The RAF will be updated throughout that same year if there are material changes to the City Sales & Use Tax and City Property Tax April projections. City Contribution Calculations The formula for determining the City's Calculated Annual Contribution to the Authority will be calculated as the sum of: 1. A portion of Base Sales and Use tax revenue Total City Base Sales & Use Tax Revenue (per Financial Services April projections) 2.25 DIVIDE: Total 2.25 cent Base City sales and use tax to equal subtotal of 1 cent of sales and use tax x 0.29 MULTIPLY: RAF sales and use tax percentage share of total revenue Sales and use tax RAF Amount Example: If 2.25% sales tax yields $60 million per year, then $60 million ÷ 2.25 = $26.66 million per 1% of sales and use tax; then $26.66 million x .29 = $7.733 million is .29 cents of sales and use tax to be contributed to PFA. 2. PLUS a portion of Property Tax revenue City 9.797 Mill Property Tax Revenue (per Financial Services April projections) x 0.675 MULTIPLY: RAF property tax percentage Property tax RAF Amount Exhibit A, Page 1 Exhibit A To Intergovernmental Agreement 3. PLUS tax measure revenue from Keep Fort Collins Great dedicated to fire protection and other emergency services funding The sum of which components equals the City Calculated Annual Contribution to the Authority. Phase-in of City Contribution Adjustment ($2.6 M over 5 years) The City's current (2014) budgeted contribution to the Authority is $2.6M below the RAF calculated amount. It is the City's intent to phase in its total contribution to equal the RAF calculation over a 5 year time period beginning in 2015 as follows: City Calculated Annual Contribution MINUS: Escalation Adjustment for year Total City Contribution Escalation Adjustment by year: 2014 = $2.6M 2015 = $2.1M 2016 = $1.6M 2017 —$1.0M 2018 = $0.5M Annexations Adjustment: Annexation — primarily residential: In the event of a City approved annexation of properties included in the District that are primarily residential in nature, the RAF sales and use tax percentage and RAF property tax percentage will be adjusted to ensure no loss of revenue to PFA. Annexation — with significant commercial or industrial components: In the event of a City approved annexation of properties included in the District that include a significant commercial or industrial components, the City and District will work cooperatively to ensure that service levels will be maintained through adequate funding adjustments after the annexation has occurred. URA / TIF / Adjustments and Other Implications: In the event of Urban Renewal Authority (URA) implementation of tax increment financing (TIF) that materially affects the City contribution to the Authority or cost of service to the Authority, the City and District will work cooperatively to ensure that service levels will be maintained through adequate funding adjustments. All parties are committed to renegotiating the RAF or contribution amount in good faith in the event of "other" implications that affect the efficient implementation of the RAF or management of the Authority in a fiscally prudent manner. Exhibit A, Page 2 Exhibit A To Intergovernmental Agreement B. District Contribution The District will annually contribute to the funding of the Authority the following amounts: The District shall annually adopt a mill levy (minimum 10.595 mills) pursuant to state law, and 100% of the mill levy revenue, less reasonable administrative expenses for the operation of the District, shall be contributed to the funding of the Authority for any authorized purpose. C. Other Revenues The Poudre Fire Authority will generate other revenues for support of specific programs and services through a variety of sources. The PFA is authorized to expend these funds with approval of the PFA Board of Directors in the same manner as City and District funds are allocated to PFA purposes. These revenues will be considered to be PFA's alone and not revenue of either the City or the District. These revenue sources may include such sources as: 1. Fee Revenue a. Plan Review and Development Review Fees b. Sprinkler Inspection Fees c. Hazardous Materials Fees d. Wildland Reimbursements or Fees e. Capital Expansion Fees passed through the City of Fort Collins or other entities f. Opticom Maintenance Fees 2. Cost sharing revenue for City of Fort Collins Office of Emergency Management 3. Miscellaneous Income 4. Investment Income 5. Grant Revenue 6. Federal, State or County reimbursement for disaster assistance or other purposes. D. General Provisions If District or City funding of the Authority changes significantly, all parties commit to renegotiating the IGA and the City and District contribution amounts in good faith. Exhibit A, Page 3 EXHIBIT B To Intergovernmental Agreement Support Services Provided to the Authority by the City of Fort Collins Department Service Description Office of Emergency Management Coordinated OEM services • Work in close coordination with the Authority's designated emergency manager • Fund portion costs of the City's joint OEM in partnership with the City General Fund and Utility Services through the City's Budget process Human Resources Pension Administration • Administer 401 Money Purchase Plans for Authority benefitted employees • Process new employee enrollment and changes in participant records • Provide GERP administration for existing participants Deferred Compensation Plans Administration • Administration and support of 457 Deferred Compensation programs • Enrollment and changes processed Health and Welfare Benefits • Administer health and welfare benefits (medical, dental, vision, life, long-term disability) within City self-insured plans and contract group insurance agreements • COBRA administration • New employee benefits sign-ups • Interpret plans to employees • Act as liaison between employees and insurance companies • Maintain records, files and forms Benefits Open Enrollment • Provide access to health and welfare benefits through City sponsored plans in the same way as provided to covered City employees • Provide flexible spending accounts Training • Access to skill development courses including technology, leadership and professional development classes. Access to personal enrichment courses such as wellness classes provided on a space available basis Job Posting • Link from City employment web site to Authority's employment web site positions Pre-employment • Drug Testing Exhibit B, Page 1 EXHIBIT B To Intergovernmental Agreement Human Resources (cont,) Records • Personnel records maintenance • Employment verifications • Annual EEOC reporting Wellness programs • Provide access to City Health Fair programs • Provide annual Health Screening/Blood Draw program to benefited employees in the same manner as provided to City employees • Provide annual flu shots to benefited employees in the same manner as provided to City employees • Provide office ergonomics reviews for Authority office employees • Provide EAP services (charged) Financial Services Payroll Administration • Provide payroll services through the City's accounting and payroll system • Add new employees through the same New Hire process as used for City employees • Provide employee exit processing in the same manner as provided for City employees • Administer unemployment claims and garnishments Accounting • Provide accounts payable, accounts receivable, and purchasing cards to Authority • Maintain files and records • Maintain asset inventory • Grant compliance • Cash management Banking and investing • Capital projects investments (fee charged) Risk Management (charged) • Provide point of contact for citizen claims • Process Worker Comp and liability claims to Authority insurance • Safety monitoring (atmospheric testing, radon, etc.) • Coordinate selection of worker's comp providers • Coordinate insurance renewals: Support and advice on Property and Casualty and Workers' Compensation Insurance contract • Liaison with insurance broker • Driver's license checks Exhibit B, Page 2 EXHIBIT B To Intergovernmental Agreement Financial Services (cont,) Purchasing • Purchasing advice • Issuing purchase orders • RFP/Bid creation and coordination • Service Agreements/Contracts Capital Expansion Fees • Collect and maintain accounts for Capital Expansion Fees collect from developer by the City on behalf of Authority Annual Financial Audit Coordination • Annual financial audit by same auditor as contracted by the City (charged) Operations Services: Fleet • Vehicle fueling (charged) • Pool vehicle rentals (charged) • Fuel payment cards • Vehicle repair (charged) Facilities • Facility repairs (charged) • Service contacts (advice on who to call) • Preventive maintenance on HVACs, A/Cs, furnaces (charged) • Project management for larger projects (charged) • Real estate services (charged) Police Services Dispatch • Dispatch consoles (charged) Information Technology Network Administration • Work in close coordination with Authority IT in configuring, maintaining and managing the Authority's data network including network switches, routers, VPN access and wiring • Provide internet access • Provide access to internet web email • Partner with the Authority in FCPS Computer Aided Dispatch (CAD) systems • Connectivity to City core switch GIS • Access to City GIS programs, data and licenses Voice/Phone system • Land-line phone system network and maintenance • Partners in Verizon wireless purchases Server/Storage Administration • Active Directory • Authority equipment in server room • Occasional server support Exhibit B, Page 3 EXHIBIT B To Intergovernmental Agreement Services Provided to the City of Fort Collins by Authority Office of Emergency Management • Office space for OEM • Training Center space for Emergency Operations Center • Portion of funding for Emergency Manager position • Day to day supervision of OEM function Meeting Rooms • Access to conference rooms, community rooms and Training Center space without fees Community Education Programs • Support of CityWorks program with presenters, demonstrations, access to Authority facilities • Participation in employee Safety Fair • Other fire service education programs upon request Exhibit B, Page 4 2018 ANNUAL REPORT Where Stewardship Meets Community ATTACHMENT 2 WHAT MAKES THE POUDRE FIRE AUTHORITY DIFFERENT FROM OTHER FIRE DEPARTMENTS? Letter from the Chief In 1982, the City of Fort Collins (City) and the Poudre Valley Fire Protection District (PVFPD) came together to create the Poudre Fire Authority (PFA). We are a consolidated ﬁre department created to serve and protect Fort Collins, Timnath, LaPorte, Bellvue, Horsetooth, Redstone Canyon and parts of unincorporated Larimer and Weld Counties. In fact, PFA serves 235 square miles of northern Colorado. We’re proud to be a separate government entity, funded and governed by our “parent” organizations (City and PVFPD). Our goal is to provide you with prompt, skillful, and caring ﬁre and rescue services—24/7/365. The consolidation into an Authority allows us to cross boundaries easily and provide efﬁcient, cost-effective service to a growing community! I hope this report helps you understand how we work to achieve these goals every day. - Chief Tom DeMint 01 WHAT IS AN AUTHORITY? Deﬁnition: An organization having power or control in a particular, typically political or administrative, sphere. Colorado state law allows neighboring ﬁre departments to join together to provide ﬁre and rescue services more efﬁciently and effectively by creating a Fire Authority. Instead of serving as a city department and a rural ﬁre department, PFA is a separate, independent governmental entity led by a Board of Directors. That Board is made up of representatives of the Fort Collins City Council and the PVFPD Board, so it is governed by elected ofﬁcials who have residents’ best interests in mind. PFA is tied very closely to those “parents” by funding, service levels, and the governing board, and works within an Intergovernmental Agreement. Beneﬁts of having an Authority: REDUCED TAX-PAYER COSTS ENHANCED COMMUNICATIONS IMPROVED EMERGENCY SERVICES CONCENTRATED TRAINING ELIMINATION OF DEPARTMENT OVERLAPS We are comprised of: WHO IS THE POUDRE FIRE AUTHORITY? 02 PFA is governed by a Board of Directors The Board is comprised of two members from Fort Collins City Council, two members from the PVFPD Board of Directors, and a 5th member selected by the other four, historically the Fort Collins City Manager. The PFA Board of Directors appoints the Fire Chief, who in turn manages and employs all personnel of the Authority. WHAT DOES PFA DO? PFA provides many services to the community including: • Fire protection services • Emergency medical services • Fire suppression • Hazardous material emergency response • Technical rescue response (water, ice, rope, conﬁned space and trench rescues) • Wildland ﬁre response • Volunteer ﬁreﬁghter program • Fire investigations • Inspection services • Public affairs and education • Technical services Fort Collins City Council PoudreDistrict Fire Authority Board Poudre Valley Fire Protection Fire Chief Community Safety & Services Support Operations Administrative Services Citizens 212 FULL-TIME POSITIONS UNIFORMED EMPLOYEES 189 CIVILIAN EMPLOYEES 23 MALE 91.53% FEMALE 8.47% MALE 43.47% FEMALE 56.52% 03 HOW IS THE FUNDING ALLOCATED? As a separate governmental entity, the PFA uses the City and District contributions to fund both the operating and capital budgets of the Authority. PFA thanks Fort Collins’ voters for their support of the 2019 KFCG sales tax initiative. PVFPD’s funding: PFA receives 100% of the PVFPD’s mill levy (10.595 mills). The PVFPD’s contribution in 2018 was $6.7 million. City’s funding: PFA receives a combination of sales/use tax and property taxes from the City. The City’s contribution in 2018 was $26.7 million. City’s Keep Fort Collins Great (KFCG) funding: A speciﬁ c sales tax measure approved by City voters provided $2.9 million to PFA in 2018. Capital spending changes every year, based on capital project needs. 96.7% of the Revenue is Intergovernmental, 8% of the Revenue is KFCG Funding. Intergovernmental $34.8M Fees & Charges for Service $759K Licenses & Permits $179K Miscellaneous Revenue $160K Earnings on Investments $69K $35.9M TOTAL REVENUE 66.35% of the net operating budget was allocated to the Operations Division. Operations $21.7M Support $5.3M Administration $2.5M Community Safety Service $3.0M Grants/Project $87K $32.6M TOTAL EXPENDITURES Apparatus Replacement $1.4M Records Management Replacement $467K Computer/Technology $300K Facilities Maintenance $264K Mobile Data Terminals $120K Radio Replacement $100K Burn Building $88K STATION 2 STATION 1 STATION 3 STATION 10 STATION 14 STATION 5 STATION 4 STATION 7 STATION 12 STATION 8 STATION 6 Bellvue Horsetooth Laporte Timnath Fort Collins Wellington Masonville Windsor VOLUNTEER STATION 11 VOLUNTEER STATION 9 Wellington Masonville Windsor N FireCenter Stations TrainingBuilding Admin. PFA RESPONSE AREA IN YELLOW HOW DOES THE PFA IMPACT 04 OUR COMMUNITY? The PFA does far more than putting out ﬁ res. In fact, due to the preventative measures we take, such as home inspections and smoke detector checks, ﬁ re related incidents make up a small portion of our work. WHAT AREA DOES PFA COVER? 13,CALLS824 MEDICAL 4,416 GOOD INTENT 1,396 SERVICE CALLS 605 HAZARDOUS CONDITIONS 321 FIRES/EXPLOSIONS 21,65SERVICE967 OTHER REQUESTS FOR TOTAL INCIDENTS IN 2018 VALUE OF PROPERTY PROTECTED $35+ BILLION ESTIMATED POPULATION OF PFA’S JURISDICTION 209,588 SQUARE MILE SERVICE AREA 235 1,ALARMS340 FALSE 05 HOW IS PFA SAVING LIVES? Through a comprehensive plan review and inspection process PFA assures a safe built environment for our citizens, while the advances and expansion of the Emergency Medical capabilities provide for a safer community within PFA’s jurisdiction. Here are just a few examples: A candle left unattended caused a ﬁre in an assisted living facility. The ﬁre was stopped by the activation of an automatic sprinkler system. Units responded and completed extinguishment of the ﬁre and ventilated the building. The sprinkler system may have saved lives and signiﬁcantly limited the damage caused by the ﬁre. In 2018, Quality of Life has been improved in this area by: • Updated and improved clinical protocols utilized by all nine agencies. • Standardization of equipment and training, speciﬁcally Automatic External Deﬁbrillators (AEDs), improved services to the community by allowing interoperability among agencies. • New AEDs provide better clinical care through real-time monitoring of provided Cardio Pulmonary Resuscitation (CPR). • One outcome of the 2018 improvements in EMS is a 300% increase in cardiac survival rates. An intentionally set ﬁre in a church was stopped by the activation of the automatic sprinkler system. The sprinkler system saved the building from signiﬁcant damage. The investigation of the incident was coordinated with Fort Collins Police Services, which identiﬁed and arrested a suspect in connection with the incident. Sprinkler Systems Saves Lives In 2018 PFA is responsible for ensuring high-quality EMS within its jurisdiction; this includes nine agencies within the greater northern Larimer County area (2,200 square miles in Northern Larimer County and parts of western Weld County). Emergency Medical Services (EMS) Saves Lives HOW IS PFA SAVING LIVES? 06 Home ﬁres today grow faster than ever as synthetic materials change the ﬁre dynamic; through educational efforts and timely response, PFA works to assure everyone can escape before ﬂashover occurs. WHAT DOES PFA HOPE FOR IN THE FUTURE? Perennially named as one of the best regions to live in the US, PFA’s scope will only continue to grow in the coming years, requiring new solutions and methodologies to keep our citizens safe. Through our “right-sized response” philosophy we are able to streamline efﬁciencies and position PFA for the growth our region is experiencing. By helping to inspect buildings and being involved during the building stages, we can help prevent emergencies before they happen. This allows us to continuously improve services and innovative approaches to solve current and emerging issues. 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 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. PFA believes that the best service to the community is to prevent ﬁres from occurring; however, when ﬁres occur, limiting the loss to life and property becomes the best service. Interceding before ﬂashover demonstrates the success of all Authority services (education, prevention and response) in controlling the ﬁre before ﬁre extends beyond the room in which the ﬁre started. If we have not interceded before ﬂashover, more lives and property are threatened and the risk of losing control of the ﬁre is increased. Preventing Flashover Saves Lives 2015 90.4% 2016 91% 2017 89.8% 2018 96.97% PERCENT OF TIME PFA INTERCEDES BEFORE FLASHOVER (CONTAINED TO ROOM OF ORIGIN) Learn more about PFA and access the 2018 Annual Report online at pfaannualreport.com Follow us to stay connected. Headquarters: 102 Remington Street, Fort Collins CO 80524 Courage, Leadership, Duty Poudre Fire Authority 2018 Statistical Annual Report Serving the Northern Colorado Communities of Bellvue, Fort Collins, LaPorte, Timnath ATTACHMENT 3 Courage, Leadership, Duty 1 SECTION PAGE Introduction 2 Community Safety and Service Outcomes 3 Fire Investigations/Prevention Support 4 Fire Protection Systems 6 Inspection Services 8 Office of Emergency Management 10 Public Affairs and Education 11 Technical Services 14 Operations Division Outcomes 16 Customer Assistance Response Team 17 Fire Suppression 17 Hazardous Materials Response Team 21 Technical Rescue 23 Volunteer Program 25 Wildland Team 26 Support Division Outcomes 27 Emergency Medical Services 28 Emergency Medical Service Performance Management 31 Equipment Maintenance 32 Facilities Maintenance 33 Information Technology 35 Occupational Health and Safety 36 Self-Contained Breathing Apparatus Maintenance 39 Training Division 39 Administration Division Outcomes 50 Performance Standards Comparisons 51 City/District Comparative Statistics 72 2018 PFA Budget Review 73 PFA Board Actions – 2018 76 PFA Statistical Report 2018 2 Courage, Leadership, Duty Introduction Welcome to PFA’s 2018 Statistical Report. Following are division outcomes as well as performance standards comparisons, City/District comparative statistics, 2018 budget review, and PFA Board actions. The method used for reporting measures of progress has been evaluated, existing outputs and outcomes have been affirmed, and outcome measures more representative of big-picture goal accomplishment have been established. Key outcomes at a higher organizational level are the focus; each division section herein begins with a table of targeted outcome measures to which each program in the division contributes. Each program within a division identifies how inputs and outputs contribute to accomplishing strategic objectives through a more centralized approach to outcome measurement. Each measure, whether an input, output, or outcome, was aligned with the Strategic Plan and the Accreditation Self-Assessment Manual (SAM). Since some of the measures are new, they have not yet been reported; N/R is used in this instance, which means Not Reportable; in addition, some measure are Pending, which means pending new software. Staff is working on collecting and evaluating the new performance measures for alignment with each division’s outcomes. The core document for Accreditation-driven continuous improvement is the SAM, which addresses specific performance indicators that cover the breadth of PFA’s responsibilities. This document is a tool for PFA program managers to appraise effectiveness of service provided and plan for improvement where needed. Additionally, Senior Leaders are able to check on the progress of the programs as evaluated by the program managers. Fire Camp Recruitment Effort Courage, Leadership, Duty 3 Community Safety and Service Division Outcomes CSS Division Outcomes Targeted Outcome Measures Actual 2016 Actual 2017 Actual 2018 % of at-risk residents reporting an understanding with fire safety practices (as surveyed) N/R U/D U/D % of at-risk residents reporting an understanding with fire safety practices (as surveyed) N/R U/D U/D Fire related casualties per 100,000 population .04 1.45 .477* % of residences with smoke alarms within PFA district Under Review Under Review Under Review % of residences with working carbon monoxide alarms within PFA’s district (as surveyed) Under Review Under Review Under Review # of businesses inspected with no identified violations on initial inspection/# of businesses in compliance on re-inspection Under Review Under Review Under Review Commercial Buildings - % of square feet of sprinkler protected occupancies/total commercial square footage Under Review Under Review Under Review *Fire death under investigation N/R = Not Reportable; U/D = Under Development 4 Courage, Leadership, Duty Fire Investigations/Prevention Support N/R = Not Reportable; U/D = Under Development In 2018, the Poudre Fire Authority responded to 311 fire calls within the 235- square-mile PFA service area, compared with 332 fire calls the previous year (a decrease of 6.3%). 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 2018, 127 fires, or 40%, received a response from a fire investigator to determine the origin and cause of the fire. Strategic Initiative Primary Self- Assessment Category/Criterion Output Measures 2016 Actual 2017 Actual 2018 Actual 1 - High Quality and Innovative Core Services Core Competency 5C.5: The agency conducts a formal and documented appraisal, at least annually, to determine the impacts of the fire investigation, origin and cause program and its efforts to reduce fires based on community assessment, standards of cover and measures performance. % of time on- call Fire Investigator arrives at the scene within 30 minutes of dispatch 91% 90% 92% % of incendiary fires closed with arrest 17% 17% 38% % of burn permits submitted Courage, Leadership, Duty 5 Fire Cause Summary (Total Fires) Cause Number % Accidental 178 57.2% Incendiary 25 8.0% Natural 9 2.9% Undetermined 99 31.8% Total 311 100.0% Partnerships continued with local, state, and federal law enforcement agencies in 2018; Bureau of Alcohol, Tobacco, Firearms and Explosives (ATF), Colorado Bureau of Investigation (CBI), Colorado State University Police Department (CSUPD), Timnath Police Department (TIMPD). Fort Collins Police Services (FCPS) and Larimer County Sheriff’s Office (LCSO) assisted Poudre Fire Authority on 42 fires during the year. Law Enforcement Assistance to PFA Investigators Agency Number % of Law % of Total Fires ATF 0 0.0% 0.0% CBI 0 0.0% 0.0% CSUPD 2 4.8% 0.6% FCPS 26 61.9% 8.4% TIMPD 0 0.0% 0.0% LCSO 14 33.3% 4.5% Total 42 100.0% 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 law enforcement partners, a total of 25 cases were determined to violate Colorado arson statutes. Ten of those 25 cases resulted in an arrest, citation, or a referral to PFA’s Juvenile Firesetter Intervention Program. This reflects an arson clearance rate of 40%, which is above the national average of 21.7% Case Disposition Type Number % Arrests Made 10 3.2% Cases Closed 303 97.4% Cases Not Closed * 8 2.5% *Pending cases awaiting further information for final disposition The total number of incendiary fires, as well as incendiary fires in structures, decreased slightly in 2018. Some of the motives encountered in 2018 include; crime concealment, vandalism, and fire play/curiosity. The total fire loss for 2018 was $2,161,727. This reflects a 27% decrease from 2017. The total dollar loss 6 Courage, Leadership, Duty from intentionally-set fires was lower in 2018. This was due to the fact that a large percentage of the incendiary fires were caused by curiosity/child’s play, which resulted in small fires that were detected early. The monetary value of the structures and property lost from incendiary fires in 2018 was a small percentage of the total fire loss for this year. Fire Protection Systems New fire sprinkler system installations increased by 294 new systems. This change, as well as an adjusted accounting of 490 existing sprinkler systems that were discovered during the recent implementation of a new Records Management System, increased the number of buildings protected by fire sprinklers from 1,663 to 2,447. 1,214 1,236 1,256 1,283 1,313 1,383 1,460 1,532 1,663 2,447 - 500 1,000 1,500 2,000 2,500 3,000 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Total Systems Total Fire Sprinkler Systems Type 2017 2018 % of CHANGE from 2017 to 2018 Total Fires 332 311 -6.3% Total Incendiary 26 25 -3.8% Structure/Incendiary 7 6 -14.3% All Other Incendiary 19 19 0.0% % Total Incendiary 7.8% 8.0% Total Dollar Loss $2,996,569 $2,161,727 -27.9% Total Dollar Loss Incendiary $64,380 $20,125 -68.7% % Total Dollar Loss Incendiary 2.1% 0.9% Courage, Leadership, Duty 7 Activity 2017 2018 % of Change 2017/2018 Total Fire Sprinkler Systems 1,663 2,447 47.1% New Sprinkler System Installations and Modifications 131 294 124.4% Residential Fire Sprinkler Systems Reviewed 13 15 15.3% New Fire Alarm Installations 166 187 12.6% Spray Booths Installed 3 3 0% Fire System Permits/Plan Reviews 516 481 -6.7% N/R = Not Reportable Strategic Initiative Primary Self- Assessment Category/Criterion Output Measures 2016 Actual 2017 Actual 2018 Actual 1 – High Quality and Innovative Core Services Core Competency 5A.3: The program has sufficient staff with specific expertise to meet the community risk reduction goals, objectives and identified community risks. % of plan reviews completed within 10 days of request 69.5% 90% 56% 5A.4: A plan review process ensures that adopted codes and ordinances determine the construction of buildings and infrastructure (such as hydrants, access, street width). % of identified alarm systems 8 Courage, Leadership, Duty Inspection Services 1 In 2018 data came from two sources, and the way businesses are identified is different between programs (i.e. a strip mall in one program reflects as one business, whereas in the new program a strip mall reflects multiple businesses) 2 All violations are brought up to code; however, inspections are re-inspections do not always occur within the same calendar year. Activity 2017 2018 % of Change Total Occupancies (Business and Multifamily Residence) on Record 6,905 7,418 7.4% Total Sprinkled Business Occupancies 2,309 2,666 15.46% Total Multifamily Residential Occupancies 431 496 15.0% Total Sprinkler Inspections Completed 2,331 2,532 8.6% Total General Inspections Completed in Non-Sprinkled Businesses 1 1,092 2,587 136.9% Inspections Conducted 4,939 5,049 2.2% Total Businesses Written for Violations 2 1,516 1,219 -19.5% Courage, Leadership, Duty 9 N/R = Not Reportable; U/D = Under Development; Pending = Pending software Strategic Initiative Primary Self- Assessment Category/Criterion Output Measure 2016 Actual 2017 Actual 2018 Actual 1 – High Quality and Innovative Core Services Core Competency 5A.2: The code enforcement program ensures compliance with applicable fire protection laws, local jurisdiction, hazard abatement, and agency objectives as defined in the Community Risk Assessment and Standards of Cover. Core Competency 5A.3: The program has sufficient staff with specific expertise to meet the community risk reduction program goals, objectives and identified community risks. % of total businesses requiring inspections which received at least one code inspection per 3-year plan 60% 65% Pending % of initial inspections resulting in Final Notice N/R U/D 3.66% % of initial 10 Courage, Leadership, Duty Office of Emergency Management Strategic Goal Primary Self- Assessment Category/Criterion Output Measures 2016 Actual 2017 Actual 2018 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) Core Compentency 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 Courage, Leadership, Duty 11 Public Affairs and Education WHAT PUBLIC AFFAIRS AND EDUCATION DOES PFA’s Community Risk Reduction (CRR) 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 before, during, and after the emergency. WHO IS SERVED AND HOW CRR efforts are designed to align with specific populations of people and specific needs. These are constantly changing based on call data, demographic data, anecdotal evidence, and more. In fall, 2018, PFA’s CRR team conducted a training of all line staff to design risk reduction plans specific to each station area. 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. 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. 12 Courage, Leadership, Duty In September, 2018, the public education team moved from a temporary database towards full ImageTrend integration. This allows firefighters and civilian staff to better record their public interactions. ImageTrend is the record management software (RMS) used by PFA for all emergency incidents. Rather than maintain two databases, CRR was one of the first programs to build itself into ImageTrend. Because firefighters and staff are already familiar with and using this software, CRR is capturing more information about its public interactions than ever before. This allows for better coordination between Operations and Public Education. One example of this is the social referral system integrated into Image Trend, which allows firefighters to refer needs they encounter in the field to Public Education staff who act as patient navigators. In 2018, this system was used 31 times, to refer cases of hoarding, emerging high utilizers and residents who need assistance meeting their basic needs. Six residents were referred to further assistance from other agencies and six homes were flagged in Computer Aided Dispatch (CAD) as hoarding homes. Work with the remaining homes is ongoing and Public Education continues to grow its network of community partners to meet emerging needs. Building on the success of 2017’s smoke alarm installation program, Public Education used 2018 to explore other models of service. The 2017 model required the use of social work students. In 2018, the Public Education team trained firefighter recruits and citizens to ask basic public health questions (i.e. do you have a doctor?) during smoke alarm installations. By building public health partnerships, citizens have been helped to access healthcare. CRR targeted two mobile home parks in 2018, both of which had been targeted in previous efforts. These parks showed an initial decline in emergency responses and the revisits were scheduled to identify the upper limit of effectiveness of this program. How much could it reduce calls? After these visits, calls remained at the lower level achieved by the first visit, but went no lower. One additional neighborhood was canvassed after a fatal fire occurred. With the fire fresh on the neighbors’ minds, PFA staff canvassed fewer homes than usual, but spent more time in each home talking to residents, helping them process this tragedy. Because this occurred in December 2018, limited data is available to track results. PFA will continue to assess and refine both its programs and its ability to track and analyze results. OUTPUTS AND OUTCOMES 2018 saw a decrease in emergency calls. This represents the breaking of an at- least ten year trend of increasing calls. This decrease is the result of several factors, one of them being the fruition of 2017’s programs and the new approaches of 2018. Courage, Leadership, Duty 13 Since 2015, CRR has attempted to grow its presence on Colorado State University (CSU) campus through a variety of events. The signature event of CRR’s outreach is FlashPoint, a week-long series of interactive educational events including trivia nights, documentary film screenings, and public demonstrations. In 2018, 595 CSU students were reached through a 360 o virtual tour of a burned home. This new, narrative style of education is engaging and informative and received great feedback from students. In 2018, calls to CSU main campus went down by 9% ending an at-least three year upward trend. The data shows a statistically significant relationship between the reduction in calls and CRR’s increased and more effective presence on campus. 2018 also saw changes to the Community Service Action Team (CoSAT) program. While this program previously targeted neighborhoods, 2018 altered it to pilot a patient navigator program, which targets frequent users of the 911 system. Similar to the neighborhood-based program, CRR staff followed up with frequent patients, assessed their needs, and connected them to local resources. Although in the pilot phase, this program has generated some positive results. Patients who engage in the program see a reduction in calls while those who refuse (a natural control group) continue to overuse the system. However, the patients who generate the most Emergency Medical Service calls have not shown a large reduction. CRR will continue to engage these residents and seek solutions. 14 Courage, Leadership, Duty Technical Services N/R = Not Reportable; U/D = Under Development Strategic Initiative Primary Self- Assessment Category/Criterion Output Measures 2016 Actual 2017 Actual 2018 Actual 1 – High Quality and Innovative Services Core Competency 5.A3: The program has sufficient staff with specific expertise to meet the community risk reduction goals, objectives and identified community risks. 5A.4: A plan review process ensures that adopted codes and ordinances determine the construction of buildings and infrastructure (such as hydrants, access, street width). % of tenant finish reviews completed within 20 days of submittal N/R 90% 54% % of plan reviews completed within 30 days of submittal N/R 90% 14% % of final fire code Courage, Leadership, Duty 15 Development Reviews Year Development Reviews % of Change 2018 467 2.86% 2017 454 -2.16% 2016 464 16.29% Building Plans Reviewed Review Types 2015 2016 2017 2018 % of Change New Building 103 124 121 116 -0.4% Tenant Finish 272 228 201 258 28.4% Amplified Communication Systems 14 8 18 24 33.0% Fuel Tank Removals/Installs 13 14 39 22 -43.6% Total 402 374 379 420 10.8% 16 Courage, Leadership, Duty Operations Division Outcomes Operations Division Outcomes Strategic Objective Targeted Outcome Measures Actual 2016 Actual 2017 Actual 2018 1A % of time fire interceded upon prior to flashover 92.5% 90% 97.06% 1A % change in 1 st arriving total response time to moderate-risk emergent fire incidents in the urban response area N/R -3% Pending 1A % change in 1 st arriving total response time to moderate-risk emergent fire incidents in the suburban response area N/R N/R Pending 1A % change in 1 st arriving total response time to moderate-risk emergent fire incidents in the rural response area N/R N/R Pending 1A % of residential property value saved in occupancies impacted by Structure Fire N/R N/R 98.23% 1A % of commercial property value saved in commercial occupancies impacted by Structure Fire N/R N/R 95.61% 3D % of Citizen Survey respondents rating PFA service as good or very good (residential/business) 87% 89% N/R 3D % approval rating from customers on Response Card Surveys 100% 98.8% 98.6% N/R = Not Reportable; Pending = Pending new software Courage, Leadership, Duty 17 Customer Assistance Response Team (CART) • Assisted 19 individuals during and after emergencies. • CART was dispatched to respond 19 times and responded 94.7% of the time. • CART continues to have a no cost agreement with two local hotels for emergency shelter. On three occasions CART utilized this service. • CART contacted the American Red Cross for assistance on three occasions. • PFA continues to use a single source restoration company under a contractual agreement for board-up services. The restoration company was used for board-up services on 13 emergency calls. On one occasion, the property management company contacted their own restoration company. • CART responded on 14 structure fires, one RV fire, two sprinkler activations, two vehicle versus building accidents, and one witnessed auto accident. Fire Suppression In 2018, the Poudre Fire Authority experienced a 1.04% decrease in total calls (in- and out-of-district). This represents a request for service on the average of one call every 24 minutes or 60.18 incidents per day. Attached is graphic information on calls responded to by PFA in 2018 and comparison statistics for previous years. 18 Courage, Leadership, Duty In 2018, 85.67% of in-district calls were inside the City limits and 14.33% were in the Poudre Valley Fire Protection District. 0 1,500 3,000 4,500 6,000 7,500 9,000 10,500 12,000 13,500 15,000 16,500 18,000 19,500 21,000 22,500 24,000 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 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 16.68% of all calls occurring in its area. Station 1* 3,664 Station 5* 3,360 Station 4 2,633 Station 3 2,195 Station 2 2,008 Station 6 1,901 Station 10 1,839 Station 12 1,502 Station 14 1,324 Station 8 624 Station 7 592 Out of PFA Jurisdiction 191 Volunteer Stations 9 & 11 134 Total 21,967 *Stations 1 and 5 house two fire companies, and the total number of calls is for both companies. STA 1 - 16.68% STA 5 - 15.30% STA 4 - 11.99% STA 2 - 9.14% STA 3 - 9.99% STA 6 - 8.65% STA 10 - 8.37% STA 12 - 6.84% STA 14 - 6.03% STA 8 - 2.84% STA 7 - 2.69% Out of PFA Jurisdiction 0.87% STA 9 & 11 0.61% PERCENT OF TOTAL CALLS BY STATION 20 Courage, Leadership, Duty Call Type by NFIRS Category 2017 2018 % Change Medicals 14,535 13,824 -4.89% Good Intent Calls 4,152 4,416 6.36% Service Calls 1,148 1,396 21.60% False Alarms 1,401 1,340 -4.35% Hazardous Conditions 550 605 10.00% Fires/Explosions 362 321 -11.33% Other Requests for Service 49 65 32.65% Total 22,197 21,967 -1.04% The following 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. *RAM1 went into service Wednesday through Friday on August 15, 2018. 0 500 1000 1500 2000 2500 3000 3500 4000 Number of Calls Apparatus Calls per Apparatus MEDICALS 62.93% GOOD INTENT 20.10% SERVICE CALLS 6.35% FALSE ALARMS 6.10% HAZARDOUS CONDITIONS 2.75% FIRE/EXP 1.46% OTHER 0.30% PERCENT OF CALLS BY TYPE OF CALL Courage, Leadership, Duty 21 Hazardous Materials Response Team In 2018 the PFA Hazmat Team billed $3,731 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; Pending = Pending Software Strategic Initiative Primary Self- Assessment Category/Criterion Output Measures 2016 Actual 2017 Actual 2018 Actual 1 – High Quality and Innovative Core Services 5H.2: The agency maintains appropriate training, operations policies and documentation that response personnel are compliant with all applicable hazardous materials regulations and laws. 5H.4: The agency complies with all aspects of applicable hazardous material regulations such as, annual refresher training, medical monitoring of response personnel, annual physical examinations as applicable per standards, and exposure record retention. Maintain a minimum level of hazardous materials technicians assigned to the Operations Division meeting the Code of Federal Regulations 29 Standard 22 Courage, Leadership, Duty In 2018 PFA responded to 416 calls for a hazardous materials response. Incident Type Number of Incidents Carbon monoxide incident 36 Carbon Monoxide Incident w/Detector 55 Chemical hazard (no spill or leak) 9 Chemical spill or leak 17 Combustible/flammable gas/liquid condition, other 1 Flammable gas or liquid condition, other 1 Gasoline or other flammable liquid spill 48 HazMat release investigation w/no HazMat includes odor of gas 114 Natural gas or Liquefied Petroleum Gas (LPG) leak (inside) 47 Natural gas or LPG leak (outside) 77 Oil or other combustible liquid spill 8 Refrigeration leak 3 Total 416 Courage, Leadership, Duty 23 Technical Rescue N/R = Not Reportable; Pending = Pending Software Strategic Initiative Primary Self- Assessment Category/Criterion Output Measures 2016 Actual 2017 Actual 2018 Actual 1 – High Quality and Innovative Core Services 5G.2: The agency establishes minimum training and operational standards; compliant with local, state and national standards, and that all personnel who function in the technical rescue program meet training and operational standards. Delivery of technical rescue discipline Authority-wide trainings delivered in accordance with the technical rescue operational plan 4 4 4 Core Competency 5G.1: Given the agency’s Standards of Cover and emergency deployment objectives, the agency meets its staffing, response time, station, apparatus, and equipment deployment objectives for each 24 Courage, Leadership, Duty Technical Rescue Six-Year Summary (By Dispatch Type) Call Type Description 2013 2014 2015 2016 2017 2018 6-Year Total Elevator Rescue 48 91 96 89 106 121 551 Motor Vehicle Accidents with Extrication 77 74 57 78 55 67 408 General Rescue Responses 11 5 8 7 7 11 49 Search for Lost Persons 0 0 1 1 0 1 3 Water Rescues (Swiftwater, Stillwater, and Ice) 25 26 26 20 25 25 147 Total Per Year 161 196 188 195 193 225 1,158 Percent Change 33.06 21.74 -4.08 3.72 -1.03 16.58 11.67 The following table represents the six-year activity trend for dispatched technical rescue incidents responded to by PFA. This data indicates an average annual increase of 11.67%. 161 196 188 195 193 225 0 50 100 150 200 250 2013 2014 2015 2016 2017 2018 Number of Citizen Requests Year Citizen Requests for Technical Rescue Calls 2013-2018 Courage, Leadership, Duty 25 Volunteer Program N/R = Not Reportable 2018 Calls at Volunteer Stations Station 1 st Qtr 2018 2 nd Qtr 2018 3rd Qtr 2018 4 th Qtr 2018 2018 Calls Resp. Calls Resp. Calls Resp. Calls Resp. Calls Resp. 9 21 6 40 14 50 25 17 0 128 45 11 2 2 0 0 3 3 1 1 6 6 Strategic Initiative Primary Self- Assessment Category/Criterion Output Measures 2016 Actual 2017 Actual 2018 Actual 1 – High Quality and Innovative Core Services 5F.1 and 5K.1 Given its Standards of Cover and emergency deployment objectives, the agency meets its staffing, response time, station, apparatus and equipment deployment objectives for each type and magnitude of emergency medical incidents and wildland fire incidents. % of PFA volunteers attending at least 12 volunteer specific training events N/R 100% 98.5% % of Station 9 and 11 calls responded to by 26 Courage, Leadership, Duty Station 9 Response from Last Friday in June through First Tuesday in September* Year Calls in Area Responses Response Rate 2012* 48 7 15% 2013* 27 4 15% 2014* 33 0 0% 2015* 33 14 42% 2016* 50 32 44% 2017* 71 49 69% 2018* 45 22 49% Wildland Team Synopsis of 2018 Wildland Statistics Included in this Report Category Statistic Comment PFA wildfire responses 78 In-district and Mutual Aide Five year average is 81.8 fires Home assessments made previously and available online 1,281 to date Data is available to residents and emergency responders PFA out-of-district deployments Three deployments Cabin Lake, Colorado; Beaver Meadows Rx Burn, Colorado; Mesa Fire, Idaho PFA Shift personnel completion of wildfire refresher training 97% PFA Responses to Wildfires First Quarter Second Quarter Third Quarter Fourth Quarter Year to Date Avg. 2014- 2017 20.5 19 27 16.25 82.75 2018 13 21 35 9 78 Strategic Initiative Primary Self- Assessment Category/Criterion Output Measures 2016 Actual 2017 Actual Courage, Leadership, Duty 27 Support Division Outcomes Support Division Outcomes Targeted Outcome Measures Actual 2016 Actual 2017 Actual 2018 % of EMS cases adhering to current EMS protocols Under Review N/R N/R % patients treated for respiratory distress that show improvement after treatment by PFA EMS 100% 100% 100% % diversity applicants-minority identified Under Review No Hiring Process No Hiring Process % diversity applicants -female N/R No Hiring Process No Hiring Process % diverse applicants on eligibility list- minority 25% No Hiring Process No Hiring Process % diverse applicants on eligibility list- female 8% No Hiring Process No Hiring Process % diverse recruit firefighters-minority 25% 25% No Hiring Process % diverse recruit firefighters-female 9% 10% No Hiring Process % decrease (if any) of firefighters 3 years post-hire-minority or ethnicity 0% 0% 0% % decrease (if any) of firefighters 3 years post-hire-female 0% 0% 0% Workers’ Compensation Experience Modifier 28 Courage, Leadership, Duty Emergency Medical Services Strategic Initiative #1 – High Quality and Innovative Core Services Strategic Goal 2 Primary Self-Assessment Category/Criterion Output Measures 2018 Actual Provide the highest level of care, and enhance public safety through the development of an efficient, integrated and collaborative EMS system Objective 2A: Conduct a comprehensive analysis of PFA’s current EMS program to identify existing demands and resource allocation. % EMS calls reviewed for appropriate documentation 100% Objective 2B: Identify opportunities for improvement in EMS system service delivery. % of organizational training efforts directed towards EMS 14% % of EMS contract service deliverables measured, assessed and reported monthly 100% Objective 2E: Record and report system effectiveness. % increase in neurologically intact cardiac arrest survivability 300% Courage, Leadership, Duty 29 1 1 1 1 2 3 4 4 4 5 5 6 7 9 11 11 14 15 16 24 26 36 38 40 41 51 67 72 96 106 130 154 158 254 259 301 345 428 429 488 509 703 882 1344 0 200 400 600 800 1000 1200 1400 1600 Eye Symptoms/Non-Traumatic Environmental Problem Anaphylactic Shock Cold exposure/Localized Drowning/Near Drowning Burns Animal Bite/Sting envenomation Eye Injuries Cold Exposure Hypothermia Refused Treatment Not Recorded () Choking/airway obstruction GI Bleed Not Applicable () 30 Courage, Leadership, Duty 1 1 1 1 4 10 13 15 15 20 24 27 32 34 55 64 1265 0 200 400 600 800 1000 1200 1400 Procedures Trauma Alert King Tube Tasar Probe Removal Soft Wrap Patient Restraint Wound Care Airway Control (Nasal) Suction Automatic External Defibrillator Assist Respirations Bleeding Control Splint Airway Control (Oral) CPR Spinal Immobilization Assist Ambulance Crew PFA Medical Procedures Performed - 2018 8 9 10 20 28 177 356 0 50 100 150 200 250 300 350 400 Diphenhydramine (Benadryl) Albuterol Epinephrine 0.3mg - 1:1000 IM Albuterol sulfate Neb Oral glucose Aspirin Oxygen PFA Medications Administered - 2018 Courage, Leadership, Duty 31 Emergency Medical Services Performance Management *2016 was the first year of program implementation; N/R = Not Reportable 5 11 13 33 40 72 73 174 420 446 494 1597 2468 0 500 1000 1500 2000 2500 3000 Treated patient, Helicopter transported Patient Dead at Scene-Resuscitation Attempted Treated, transported by law enforcement Patient Dead at Scene-No Resuscitation Attempted Patient refused care False Call / False Alarm Treated patient, Amb Transport with PFA EMT Person Evaluated, No Treatment Required Canceled on Scene Patient Treated, Not Transported Canceled (Prior to Arrival At Scene) Patient Treated, Amb Transport Patient Treated, Transport Unknown Patient Disposition - 2018 Strategic Initiative Primary Self- Assessment Category/Criterion Output Measures 2016* Actual 2017 Actual 2018 Actual Reduce the frequency and severity of emergency incidents Core Competency 5F.7: The agency conducts a formal and documented appraisal, at least annually, to determine the effectiveness of the EMS program and its impact on meeting the agency’s goals and objectives. This should 32 Courage, Leadership, Duty Equipment Maintenance N/R = Not Reportable Strategic Initiative Primary Self- Assessment Category/Criterion Output Measures 2016 Actual 2017 Actual 2018 Actual 4 – Financial Responsibility Core Competency 6D.1: An apparatus maintenance program is established. Apparatus maintenance is conducted in accordance with the manufacturer's recommendations and federal and/or state/ provincial regulations. Attention is given to the safety, health, and security aspects of equipment operation and maintenance. Diesel Fleet - Ratio of service hours compared to total miles driven N/R 97.6 N/R Diesel Fleet - Ratio of annual downtime in days compared to total miles driven N/R 271.8 N/R Diesel - Miles per gallon N/R N/R N/R Courage, Leadership, Duty 33 Facilities Maintenance N/R = Not Reportable Strategic Initiative Primary Self- Assessment Category/Criterion Output Measures 2016 Actual 2017 Actual 2018 Actual 4 – Financial Responsibility 4B.3: Any projected operating deficit (expenditures exceeding revenues in a budget year) is explained, and a plan developed to rectify the deficit. Core Competency 6B.3: Physical facilities are adequate and properly distributed in accordance with stated service level and Standards of Cover. Core Competency 6B.3: Facilities comply with federal, state/provincial and local codes and regulations at the time of construction, required upgrades for safety are identified, and where resources allow, addressed. Energy Use Index (determined by adding annual use in kilowatts and annual use of natural gas in cubic feet then dividing by the building’s square 34 Courage, Leadership, Duty The budgeted amount includes Operations and Maintenance (O&M) funds and Capital funds. O&M funds lapse at the end of each budget year and Capital funds are non-lapsing. Note: 2017 included an additional $63,000 for exhaust system upgrades. Energy Use Index (determined by adding annual use in kilowatts and annual use of natural gas in cubic feet then dividing by the building’s square footage). A lower score denotes less energy use. Note: Station 9 and 11 are unstaffed fire stations (volunteer stations). $0 $100,000 $200,000 $300,000 $400,000 $500,000 $0 $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 $400,000 $450,000 2015 2016 2017 2018 Amount Spent Amount Budgeted Facility Repairs and Capital Improvements Capital O&M Actual Spent 0 20 40 60 80 100 120 140 Energy Use 2017-2018 Energy Use Index 2017 2018 Courage, Leadership, Duty 35 Information Technology N/R = Not Reportable Strategic Initiatives Primary Self- Assessment Category/Criterion Output Measures 2016 Actual 2017 Actual 2018 Actual 1 – High Quality and Innovative Core Services 4 – Financial Responsibility 9C.3: Technological resources (e.g., telecommunications equipment, computer systems, general business software, etc.) and the information management system are appropriate to support the needs of the agency. Access is available to technical support personnel with expertise in the systems deployed by the agency. Documentation and analysis of data are accessible to the agency. % Satisfaction rating as assessed on IT end-user survey N/R 90% 79% % up-time for Fire Records Management System 99.5% 99.5% 99.5% % up-time for IT infrastructure N/R 98% 99% Number of suspected malware incidents/year 10 10 4 36 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 workers’ 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 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Number of Injuries/Exposures Year Injuries and Exposures Exposures Reported Injuries $0.00 $100,000.00 $200,000.00 $300,000.00 $400,000.00 $500,000.00 2010 2011 2012 2013 2014 2015 2016 2017 2018 Claims Cost Year Workers' Comp Claims Paid by Insurance Courage, Leadership, Duty 37 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 Occupational Safety and Health Administration (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 2018 Experience Modifier Year Experience Modifier 0 50 100 150 200 250 300 350 2013 2014 2015 2016 2017 2018 Shift Days Missed Year Shift Days Missed 38 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. 22 17 22 13 13 14 83 57 66 54 76 82 0 20 40 60 80 100 120 2013 2014 2015 2016 2017 2018 Number of Injuries/Exposures Year Severity of Injury Non OSHA 0 2 4 6 8 10 12 2013 2014 2015 2016 2017 2018 OSHA Frequency Rate Year Frequency Courage, Leadership, Duty 39 Self-Contained Breathing Apparatus Maintenance (SCBA) N/R = Not Reportable Training Division Training Hours In 2018, a total of 32,715 training hours were recorded into PFA’s Target Solutions Program. This report focuses on 19,406 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 – 2018 total training hours by category (PFA Target Solutions data). 0 5000 10000 15000 20000 25000 2018 Sanctioned Training by Category Sanctioned Training Strategic Goal Primary Self- Assessment Category/Criterion Output Measures 2016 Actual 2017 Actual 2018 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 .64 .66 .34 Non- warranty repair cost/SCBA unit N/R N/R .07 40 Courage, Leadership, Duty Percent of Sanctioned Training Hours by Category for 2018 Figure 2 – Percent (in hours) of each category of training for the year 2018 (PFA Target Solutions data). Training Facility Usage 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 and demonstrates that the training facility was used each day of 2018. The Front Range Fire Consortium (FRFC) utilizes the PFA Training Campus for FRFC fire recruit academies twice per year. Figure 3 – Training facility use by days 2018 (PFA SharePoint Calendar data). 8.50% 23.00% 14.00% 11.00% 11.00% 1.00% 17.00% 11.00% Percent of Sanctioned Training Hours by Category for 2018 Administration Firefighter EMS Driver/Operator Fire Officer Wildland Tech Rescue Hazmat 0 50 100 150 200 250 300 350 400 Internal External FRFC TOTAL Training Facility Use by Number of Days in 2018 Days Courage, Leadership, Duty 41 Figure 4 – Training facility use by days percentage (PFA SharePoint Calendar data). Tuition Reimbursement/Education Requests In 2018, the Training Division spent a total of $67,526 for tuition reimbursement and educational class/conference requests. Tuition reimbursement In 2018, tuition reimbursement accounted for $18,009. 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 2013 to 2018. Table 1 represents a six-year trend for tuition reimbursement costs per request. 70% 12% 16% Training Facility Use by Percentage of Days for 2018 Internal External FRFC 42 Courage, Leadership, Duty Figure 5 – Tuition reimbursement trend for the period of 2013 through 2018 (JD Edwards Data). Figure 6 – Comparison of the number of participants by rank for the period of 2013 through 2018 (JD Edwards Data). $0 $5,000 $10,000 $15,000 $20,000 $25,000 $30,000 $35,000 2013 2014 2015 2016 2017 2018 Tuition Reimbursement Program Costs for Years 2013-2018 Amount 0 5 10 15 20 25 30 35 40 Number of Participants by Rank in Tuition Reimbursement Program 2013 2014 2015 2016 2017 2018 Courage, Leadership, Duty 43 Average Cost Per Request for Tuition Reimbursement Program Year Amount # of Requests Average Amount 2013 $19,771 14 $1,412 2014 $30,400 37 $822 2015 $15,262 17 $898 2016 $18,095 16 $1,131 2017 $17,245 11 $1,568 2018 $18,009 12 $1,500 Total $118,782 107 $1,110 Table 1 – Summary of tuition reimbursement costs as an average per participant from 2013 to 2018 (JD Edwards data). Tuition reimbursement is a successful professional development tool for PFA. It enables employees to complete college-level course work that can be transferred into 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 $49,517 on education requests in 2018. 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. 44 Courage, Leadership, Duty Figure 7 – Comparison of approved education requests by rank for the years 2014 to 2018. In 2018, a total of 81 educational requests were received, of which 57 were approved. One of the reasons for the drop in number from the previous year was that more attendees were assigned into classes based on their working groups in the department. 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 PFA continues to be a member of the Colorado Metropolitan Certification Board (CMCB). 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 for Pumper/Aerial, Hazmat Operations, Hazmat Technician, and Fire Officer I and II. In 2018, 47 CMCB certificates were awarded to PFA personnel. The certificates issued in 2018 represent all CMCB certifications available to PFA personnel. Figure 8 is a comparison of the number of certificates issued by category between 2014 and 2018. 0 20 40 60 80 100 120 140 2014 2015 2016 2017 2018 Educational Requests by Rank for Years 2014-2018 Courage, Leadership, Duty 45 Figure 8 – Comparison of CMCB certificates earned for the years 2014 to 2018. Training Center Operations & Maintenance Employee Training & Development 0 10 20 30 40 50 60 70 80 90 2014 2015 2016 2017 2018 Strategic Initiative Primary Self- Assessment Category/Criterion Output Measures 2016 Actual 2017 Actual 2018 Actual 1 – High Quality and Innovative Core Services 3 – Workforce Development/Culture 4 – Financial Responsibility Core Competency 8C.1: Facilities and Apparatus are provided to support the agency’s all- hazards training needs. The agency has plans addressing any facilities and apparatus not available internally to complete training activities. Number of trimester inspections of all facilities, props and equipment to identify potential 46 Courage, Leadership, Duty Strategic Initiative Primary Self- Assessment Category/ Criterion Output Measures 2016 Actual 2017 Actual 2018 Actual 1 – High Quality and Innovative Core Services 3 – Workforce Development/ Culture 4 – Financial Responsibility 8B: Training and Education Program Performance Training/ education programs are provided to support the agency’s needs. Basic Skills - Completion rate of Target Solutions assignments within designated timeframe 100% 100% 100% Driver Operator (DO) - Completion rate of Target Solutions assignments within designated timeframe 100% 100% 100% (DO) - Provision of DO academy during calendar year 1 1 1 Truck DO - Completion rate of Target Solutions assignments within designated timeframe 100% 100% 100% Officer Development - Provision of Fire Officer I and II classes in conjunction with CSU Courage, Leadership, Duty 47 Core Competency 8B.3: The agency evaluates individual and crew performance through validated and documented performance- based measurements. Review, develop and deliver Company Performance Tasks (CPTs) used to evaluate crews on core competencies Two times per year Two times per year Two times per year Review, develop and deliver D/O competency evaluations 1 per year 1 per year 1 per year 8B.5: The agency maintains a training records management system that meets recognized standards. Maintain training records/certifications throughout the year to NFPA standard Analyze training records annually for ISO, regulatory, and PFA policy compliance 100% 100% 100% 48 Courage, Leadership, Duty Recruit Fire Academy Strategic Initiative Primary Self- Assessment Category/Criterion Output Measures 2016 Actual 2017 Actual 2018 Actual 1 – High Quality and Innovative Core Services 3 – Workforce Development/Culture 4 – Financial Responsibility Core Competency 8B.3: The agency evaluates individual and crew performance through validated and documented 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 end of their Courage, Leadership, Duty 49 Certification Strategic Initiative Primary Self- Assessment Category/Criterion Output Measures 2016 Actual 2017 Actual 2018 Actual 1 – High Quality and Innovative Core Services 3 – Workforce Development/Culture 4 – Financial Responsibility 8A.4: The agency has identified minimum levels of training required for all positions in the organization. % 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 100% 100% 100% % of BCs certified to Fire Officer II 45% 55% 67% 8B.5: The agency 50 Courage, Leadership, Duty Administration Division Outcomes Administration Division Outcomes Targeted Outcome Measures Actual 2016 Actual 2017 Revised 2018 7B.4: The agency’s workforce composition is reflective of the service area demographics or the agency has put forth a reasonable effort by instituting an effective recruitment plan to achieve the desired workforce composition - % of minority firefighters N/R >15.5% 14% total workforce, 14.5% uniformed, 12.2% civilian Demographic Data (hiring diversity) - % diverse recruit firefighters - minority 25% Reflect Increase 11% Demographic Data (hiring diversity) - % recruit firefighters - female 9% Reflect Increase 0% % of budget underspent at year-end 1.8% 3.3% 2.2% Percent of accepted 2015 Accreditation Peer Team Recommendations Implemented 20% 70% 70% Financial audit findings indicating financial statements are in compliance with established accounting practices 100% 100% 100% Community Lifesaving Award Courage, Leadership, Duty 51 2018 PERFORMANCE COMPARISONS The 2018-2023 Strategic Plan was approved by the PFA Board in February 2018, and sets long-term direction for the Authority; based upon the information gathered through the community-driven strategic planning process and the determination of critical issues and service gaps, the following strategic initiatives were identified as the foundation for the development of goals and objectives: 1. High Quality and Innovative Core Services (aligned with Center for Public Safety Excellence Self-Assessment) 2. Proactive Internal/External Communications 3. Workforce Development/Culture 4. Financial Responsibility 5. Governance and Organizational Sustainability The Authority’s strategic initiatives and goals are well aligned with the PFA Annual Budget and Accreditation process to measure the performance of fire protection and emergency service delivery at a macro level. The benchmark survey is a means of comparing PFA’s performance against other jurisdictions to assess how well the Authority is performing. The results are displayed in graphs providing actual values and a five-year history for PFA and national data when available (2018 national data will become available between September and November, 2019). The 2018 Benchmarking survey participants have been reviewed and reflect comparable population, college or university in community, non-municipal fire departments (where possible), and accredited agencies thereby creating a more accurate comparison and aligning long-term direction. The participants include Arvada Fire Protection District, Aurora Fire Rescue, Boulder Fire Rescue, Castle Rock Fire and Rescue, South Metro Fire Protection District, Colorado Springs Fire Department, Littleton Fire Rescue, Longmont Fire Department, Loveland Fire Rescue Authority, Gainesville Fire Rescue (FL), Corvallis Fire Department (OR), Guelph Fire (Ontario, Canada), Rockford Fire Department (IL), Grand Rapids Fire Department (MI), Bellevue Fire Department (WA). Staff evaluated the benchmark survey and made changes to align long-term direction. The five-year PFA history provides a means for citizens to assess how PFA has performed historically, and, where available, how PFA compares on a national level. Due to changes in Records Management Systems nationwide, many comparison departments did not participate in the 2018 Benchmark Survey. Outcomes are organized into areas related directly to the Strategic Initiatives and Goals outlined in the 2018 Strategic Plan. This provides a picture of how PFA is doing in relation to the outcomes and whether performance is improving in relation to goals. 52 Courage, Leadership, Duty Goal 1 – Deliver the highest quality and innovative service within the Poudre Fire Authority jurisdiction, which is guided by data analysis, self-assessment and aligned with the Center for Performance Safety Excellence Fire and Emergency Service Self- Assessment. Response Time PFA’s goal for the percent of time PFA fire personnel are on scene within six minutes 20 seconds in the urban area cannot be measured for the year 2018. In the 4 th quarter of 2018 the PFA Board of Directors approved the purchase of new data analysis software called ADAM (Apparatus Deployment Analysis Module) from Deccan, and the software that was previously used for this metric was terminated. The first meeting for implementation of the new software system is on February 14, 2019. This will be a planning meeting for the project in which dates will be established for completion. This measure will be updated once the data is able to be analyzed. Intercede Before Flashover Flashover is the stage of a structure fire when it becomes extremely dangerous to occupants, destructive to structures, and hazardous to firefighters. During a flashover, temperatures and conditions are intense and an entire room can burst into flames, causing a fire to spread to other parts of the structure. By containing a fire to its room of origin, either through rapid fire department response, fire sprinklers, or fire containment, fire loss and injuries to occupants and firefighters can be reduced. Delaying flashover also allows more time to complete a search and rescue of the burning room or allow a firefighter to go above a fire to rescue a trapped victim. Delaying flashover and fire spread can limit fire loss and injuries to occupants and firefighters. Poudre Fire Authority staff strongly believes that the best service to the community is to prevent fires from occurring; however, when fires occur, limiting the loss to life and property becomes the best service. Interceding before Flashover measures the success of all Authority services (education, prevention, and response) in controlling fire before fire extends beyond the room in which the fire started. If fires are not interceded before Flashover, more lives and property are threatened and the risk of losing control of the fire is increased. Strategic Initiative 1 “High Quality and Innovative Core Services.” Courage, Leadership, Duty 53 90.4 91 89.8 96.97 0 10 20 30 40 50 60 70 80 90 100 2015 2016 2017 2018 Percent of Time Interceded before Flashover Percent of Time PFA Intercedes before Flashover (contained to room of origin) 0.0 0.5 1.0 1.5 2.0 2.5 Fires Per 1,000 Population Fire Department 2018 Number of Fires Per 1,000 Population B E T T E R 54 Courage, Leadership, Duty PFA’s goal is to limit direct estimated fire loss. 0 1 2 3 4 5 6 2014 2015 2016 2017 2018 Fires PFA & Nation Number of Fires Per 1,000 Population 5-Year History PFA Nation B E T T E R $0 $10 $20 $30 $40 $50 $60 Loss Per Capita Fire Department 2018 Fire Loss Per Capita B E T T E R Courage, Leadership, Duty 55 $0 $10 $20 $30 $40 $50 $60 $70 $80 2014 2015 2016 2017 2018 Loss Per Capita PFA & Nation Fire Loss Per Capita 5-Year History PFA Nation PFA 5-Year Average B E T T E R $0.00 $0.05 $0.10 $0.15 $0.20 $0.25 $0.30 $0.35 $0.40 $0.45 Pueblo CO PFA CO Fire Department 2018 Loss Per $1,000 Property Protected B E T T E R 56 Courage, Leadership, Duty $0.00 $0.02 $0.04 $0.06 $0.08 $0.10 $0.12 $0.14 2014 2015 2016 2017 2018 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 $0 $5,000 $10,000 $15,000 $20,000 $25,000 $30,000 $35,000 Loss Per Fire Fire Department 2018 Fire Loss Per Fire B E T T E R Courage, Leadership, Duty 57 The national comparison in 2017 includes the California wildfire loss. Maintaining an insurance rate as low as possible within the City of Fort Collins and the urban area of the Poudre Valley Fire Protection District is a goal of the Poudre Fire Authority. In 2015, the Insurance Services Office (ISO) rated PFA at a 2, due in part to transitioning a volunteer station to a fully-staffed station in Timnath. $0 $5,000 $10,000 $15,000 $20,000 2014 2015 2016 2017 2018 Loss Per Fire PFA & Nation Fire Loss Per Fire 5-Year History PFA Nation B E T T E R 0 1 2 3 4 5 ISO Rating Fire Department 2018 Urban ISO Rating Per Community B E T T E R 58 Courage, Leadership, Duty Goal 2 – Provide the highest level of care, and enhance public safety, through development of an efficient, integrated and collaborative EMS system. In 2015 PFA entered into a contract with Poudre Valley Health Systems as the sole emergency ambulance provider for the PFA’s jurisdiction and surrounding areas in Larimer County. This is the first contract of its kind in PFA’s jurisdiction and has resulted in expanded services, increased staffing, as well as a reduction in PFA’s Advanced Life Support partner’s response times. 0 1 2 3 4 2014 2015 2016 2017 2018 ISO Rating PFA Urban ISO Rating 5-Year History B E T T E R 97 95 92 100 100 85 56 100 100 96 2018 UCH EMS Contract Compliant Response Time Percentage by Zone Zone 1 Emergent Zone 1 Non Emergent Zone 2 Emergent Zone 2 Non Emergent Zone 3 Emergent Zone 3 Non Emergent Courage, Leadership, Duty 59 Category Required Time On Time Count Late Count Total Incidents Count Percentage On Time Zone 1 Emergent 8.59 5975 412 6387 97% Zone 1 Non Emergent 11.59 8797 799 9596 95% Zone 2 Emergent 11.59 724 107 831 92% Zone 2 Non Emergent 30 1456 29 1485 100% Zone 3 Emergent 23.59 17 19 36 56% Zone 3 Non Emergent 30 59 20 79 85% Zone 4 Emergent 60 98 8 106 100% Zone 4 Non Emergent 120 133 2 135 100% Zone 5 Emergent n/a 8 0 8 100% Zone 5 Non Emergent n/a 24 1 25 96% 60 Courage, Leadership, Duty 0 1 2 3 4 5 6 7 8 9 10 Injuries per 100,000 Population Served Fire Department 2018 Civilian Fire Injuries Per 100,000 Population B E T T E R Courage, Leadership, Duty 61 Note: PFA’s one fire death is still under investigation 0 1 2 3 Civilian Deaths Fire Department 2018 Civilian Fire Deaths B E T T E R 0 0.2 0.4 0.6 0.8 1 1.2 2014 2015 2016 2017 2018 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 62 Courage, Leadership, Duty Goal 3 – Deliver effective level of special operations services to address the community risk. Please see the program reports for Hazardous Materials Response Team (page 21), Technical Rescue (page 23), and Wildland Team (page 26). Goal 4 – Increase community awareness of the services provided by Poudre Fire Authority Objectives for this goal fall under the PFA Public Affairs and Communications Manager, which, in 2018 was vacant for a majority of the year. Increasing the community’s awareness of the services provided by PFA will continue and improve in 2019. PFA does present an annual report to both the Fort Collins City Council and the Poudre Valley Fire Protection District Board; these annual reports are available for viewing at www.pfaannualreport.com. Another way PFA monitors community awareness is through surveys. In 2012, a survey was conducted by Colorado State University (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 0 2 4 6 8 2014 2015 2016 2017 2018 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 Strategic Initiative 2 “Proactive Internal/External Communications.” Courage, Leadership, Duty 63 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. 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 2010 2012 2013 2015 2017 2018 2013 National Comparison 2018 National Comparison Fire Services Overall 96% 85% 89% 87% 89% 83% Similar Lower Fire Response Time -- 84% 89% 87% 91% 83% Above Not Available Emergency Preparedness -- 75% 80% 76% 79% 76% Much Above Much Higher Fire Prevention/Edu cation -- 72% 74% 78% 74% 73% Much Above Similar Note, prior to 2015 “fire service overall” was described as “Fire services”, and between 24% and 41% of respondents said “no opinion” when evaluating emergency preparedness, disaster response and restoration, fire prevention and education, fire response time, and fire services overall. Differences in ratings for fire services overall could be due, in part, to changes in question wording as well as the addition of other, more specific fire‐related safety services. PFA’s strives for a high overall satisfaction rate with businesses. The Evaluations of Inspections with PFA (CSU Business Survey) survey is not conducted annually; the most recent responses are from 2012. 64 Courage, Leadership, Duty 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 strives to maintain an excellent 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. The figures in the table below are for January 2018 through July 2018; this is due to software changes that did not allow for the survey results to be tracked for the remainder of the year. 2018 Emergency Response Service Survey Results Total Number of surveys mailed 591 Total Number of surveys returned 144 Percentage of surveys returned 24% Question Excellent Good Fair Poor N/A No Answer 1. How easy was it to report your emergency to the 911 dispatcher? 53.47% 9.72% 0.60% 0.00% 4.17% 0.00% 2. Rate our response time. 59.03% 4.86% 0.60% 0.00% 0.00% 0.00% 3. Rate the courtesy of the Firefighters on the scene. 61.11% 2.78% 1.19% 1.39% 0.00% 0.00% 4. Were all our actions clearly explained? 56.25% 6.94% 0.60% 1.19% 1.39% 0.00% 5. How would you rate our overall services provided? 61.11% 3.75% 0.00% 1.79% 0.00% 0.00% Courage, Leadership, Duty 65 Goal 5 – Develop and maintain a diverse, inclusive, well-trained, mission- ready workforce to protect life and property Candidates Tested American Indian or Alaskan Native Asian Black of African American Hispanic or Latino Native Hawaiian or Pacific Islander White Undisclosed Totals Male 0.66% 1.82% 2.65% 8.11% 0.50% 70.86% 4.30% 88.91% Female 0% 0% .50% 1.49% 0% 6.79% 0.17% 8.94% Undisclosed 0% 0% 0% 0% 0% 0.17% 1.99% 2.15% Total 604 Strategic Goal 5 Primary Self-Assessment Category/Criterion Output Measures 2018 Actual Develop and maintain a diverse, inclusive, well- trained, mission- ready workforce to protect life and property 5B: Recruit and hire a well- qualified, diverse, safety and value-oriented workforce. % diversity applicants- minority identified 18% % diversity applicants-female 10% % diverse recruit firefighters- minority 0% % diverse recruit firefighters- female 0% 5I: Retain a healthy, engaged, inclusive and value-oriented work-force. 66 Courage, Leadership, Duty 1.34 1.29 1.29 1.05 0.90 0.84 0.00 0.20 0.40 0.60 0.80 1.00 1.20 1.40 1.60 Uniformed Personnel per 1,000 Population 2018 Uniformed Personnel Per 1,000 Population 0% 2% 4% 6% 8% 10% 12% 2018 Percent of Female Uniformed Employees to Total Uniformed Courage, Leadership, Duty 67 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. 0 1 2 Deaths Fire Departments 2018 Firefighter Deaths B E T T E R No firefighter deaths were reported by any comparison departments. Strategic Goal Primary Self- Assessment Category/Criterion Performance Measure 2016 Actual 2017 Actual 2018 Actual High Quality and Innovative Core Services Workforce Development/ Culture Financial Responsibility 7F.7: A process is in place to investigate and document accidents, injuries and legal actions, etc., which is supported by the agency's information management system. Recordable Accident Frequency: # of injuries x 68 Courage, Leadership, Duty Goal 6 – Foster an environment of fiscal responsibilities at all levels Measures of Progress for this Strategic Initiative include achievement of the Government Finance Officers Association recognition for budget presentation and comprehensive annual financial report, as well as providing an annual report to City Council and Poudre Valley Fire Protection District Board of Directors. The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to Poudre Fire Authority, Colorado for its annual budget for the fiscal year beginning January 1, 2018. This was the 19th consecutive year that PFA has achieved this prestigious award. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device. This award is valid for a period of one year only. Staff believes the current budget continues to conform to program requirements, and is being submitted to GFOA to determine its eligibility for another award. Strategic Initiative 4 “Financial Responsibility.” Courage, Leadership, Duty 69 The Poudre Fire Authority’s comprehensive annual financial report for the year ended 2017, from which the information on this page has been drawn, was awarded the Certificate of Achievement for Excellence in Financial Reporting by Government Finance Officers Association of the United States and Canada (GFOA). The Certificate of Achievement is the highest form of recognition for excellence in state and local government financial reporting. In order to be awarded a Certificate of Achievement, a government must publish an easily readable and efficiently organized comprehensive annual financial report. This report must satisfy both generally accepted accounting principles and applicable legal requirements. A Certificate of Achievement is valid for a period of one year only. 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. The year 2015 reflected the first full year of the implementation of the restated Intergovernmental Agreement (IGA) and Revenue Allocation Formula between the City of Fort Collins (City) and the Poudre Valley Fire Protection District (PVFPD). The stepped-up funding level 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. 70 Courage, Leadership, Duty Goal 7 – Plan for long-term issues and demands that will shape the future of the Authority and its governance structure. Objectives under Goal 7 include seeking opportunities for regionalization of emergency services, preparing for future major annexations to the City of Fort Collins, and Long-Range Financial Planning. The objectives for Goal 7 are all in various stages of completion, and the action plans include: $0 $25 $50 $75 $100 $125 $150 $175 $200 $225 $250 Cost Per Capita Fire Department 2018 O&M Budget Per Capita Strategic Initiative 5 “Governance and Organizational Sustainability.” Courage, Leadership, Duty 71 Objective Accomplishment To-Date Seek opportunities for regionalization of emergency services • Front Range Fire Consortium training academy – training delivery • Front Range Fire Consortium – funding mechanism • Mutual and Auto-Aid agreements current per Standards of Cover Prepare for future major annexations to the City of Fort Collins • 2014 Restated Intergovernmental Agreement • Collect data on all current annexations Long-Range Financial Plan • Scheduled to be developed and implemented for 2020 budget process Seek additional and alternative funding sources • Staff is actively involved in the development of proposals for replacing the Keep Fort Collins Great after the current sunset in 2020 • Staff began working with PVPFD Board to evaluate regional partnership/consolidation of District boundaries with Wellington Fire Protection District • Staff is monitoring annexation activities and will continue to anticipate potential impact on service and funding • Secured grant funding for Community Risk Reduction programs 72 Courage, Leadership, Duty City/District Comparative Statistics Call Assessed Contribution Ratio Value Ratio Ratio 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 CITY 84.53 82.13 82.89 3 DIST 15.47 17.87 17.11 2016 CITY 84.61 80.90 74.24 DIST 15.39 19.10 25.76 4 2017 CITY 85.88 82.12 83.27 DIST 14.12 17.88 16.73 2018 CITY 85.67 80.30 80.68 DIST 14.33 19.70 19.32 3 2015 included first year of updated City Revenue Allocation Formula contribution 4 2016 included District capital contribution for Station 8 and Timnath TIF funds for Station 8 staffing and construction Courage, Leadership, Duty 73 2018 PFA Budget Review The 2018 PFA general fund actual spending compared to budget reflects a tight budget (underspend of 2.7%, or $909,552). In addition, the ending fund balance for 2018 benefitted from significantly higher fees for services, interest income, and miscellaneous revenue with revenue of $1,214,797 higher than projected. Note: these are not audited figures. Poudre Fire Authority Actual Spending to Budget, 2018 General Fund Statement of Revenues, Expenditures and Changes in Fund Balances-- Actual and Budget For the Month Ended December 31, 2018 REVENUES Actual Year-to-Date Budget Percent Year-to- Date Budget Received/ Expended Intergovernmental $31,500,628 $31,564,928 Fees and charges for services 1,411,212 933,611 Earnings on Investments 145,224 40,000 Grants and Non-Capital Projects 61,390 72,320 Miscellaneous revenue 952,609 245,408 Total Revenues 34,071,064 32,856,267 103.70% EXPENDITURES Administration 2,826,180 2,974,843 Community Safety Services 2,960,303 3,108,623 Grants & Non-Capital Projects 120,509 159,448 Support 5,078,933 5,407,129 Operations 21,668,612 21,914,046 Total Expenditures 32,654,537 33,564,089 -2.71% Excess or Deficiency of Revenues Over or Under Expenditures $1,416,527 ($707,822) Fund Balance January 1, 2018 $8,219,142 Fund Balance December 31, 2018 $9,635,669 Year-to-Date 2018 74 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. Projected 2018 Fund Balance Beginning Balance $8,219,142 Revenue 34,071,064 <Expenditures> (32,654,537) Fund Balance $9,635,669 % of Reserves Revenue Unassigned - Reserve for Contingency 8,267,956 24.27% Restricted - Reserve for KFCG 0.00% Assigned - Revenue Reserve 1,011,806 2.97% Assigned - NCRCN Reserve Assigned - Encumbrances 328,689 0.96% Assigned - Workers Comp Reserve 27,218 0.08% Total Reserves $9,635,669 28.28% Courage, Leadership, Duty 75 Capital Fund Statement of Revenues, Expenditures and Changes in Fund Balances-- Actual and Budget For the Month Ended December 31, 2018 REVENUES Year-to-Date Actual Annual Budget Percent Received/ Expended Apparatus Replacement $1,404,672 $1,385,095 Burn Building $7,657 $2,209 Computer Aided Dispatch $6,382 $2,069 Computer/Tech Replacement $304,995 $300,822 Facilities Maintenance $268,957 $264,126 Hose Replacement $16,477 $16,159 Major Station Remodel $1,649,582 $921,305 Mobile Data Terminals $896 $0 Radio Replacement $169,939 $165,085 Records Management System $5,233 $0 SCBA Replacement $9,328 $3,027 Staff Vehicle Replacement $82,751 $80,000 Station Alerting $125,268 $132,110 Station 15 $68,909 $30,548 Station 4 Lease/Purchase $102 $0 Station 8 $8,806 $0 Thermal Imager Replacement $25,119 $24,321 Training Center Improvement $224,271 $84,834 Training Multi-Purpose Building $4,992 $1,618 Total Revenues $4,384,336 $3,413,328 128.45% EXPENDITURES Current: Apparatus Replacement $293,585 $1,380,862 Burn Building $18,988 $88,000 Computer Aided Dispatch Computer/Tech Replacement $14,556 $300,000 Facilities Maintenance $240,725 $263,848 Hose Replacement $7,380 $16,134 Major Station Remodel $37,702 Mobile Data Terminals $99,625 $120,471 Radio Replacement $95,494 $100,000 Records Management System (RMS) Replacement $399,082 $466,999 SCBA Replacement $5,287 Staff Vehicle Replacement $115 $79,674 Station Alerting Station 15 Station 4 Lease/Purchase $11,117 Station 8 $755,520 Thermal Imager Replacement $16,896 $24,304 Training Center Improvement $132,349 Training Multi-Purpose Building Total Expenditures $2,128,422 $2,840,292 74.94% Excess or Deficiency of Revenues Over or Under Expenditures $2,255,915 $1,566,429 Fund Balance January 1, 2018 $6,168,156 Fund Balance December 31, 2018 $8,424,071 76 Courage, Leadership, Duty Poudre Fire Authority Board Actions – 2018 18-1 Authorizing the fire chief, or his designee, to execute all contracts including those over $75,000 for a draft commander mobile fire pump testing and training unit 18-2 Amending the 2018 budget and reappropriating funds for prior year encumbrances 18-3 Authorizing the fire chief, or his designee, to execute all contracts including those over $75,000 for purchase of software licenses 18-4 Appropriating Bohemian Foundation Grant funds in the amount of $5,000 to assure health equity by teaching cardiopulmonary resuscitation and automatic external defibrillation skills in collaboration with a La Familia bilingual instructor 18-5 Adopting the PFA Old and New Hire Money Purchase Pension Plans and Trust Agreements as Amended and Restated January 1, 2017 and the First Amendments Thereto as of January 1, 2018 18-6 Appointing a 2018 Fire Code Review Committee 18-7 Requesting coverage under the Fire and Police Pension Association (FPPA) Defined Benefit System administered by the FPPA for new firefighters and existing firefighters for the PFA 18-8 Approving and ratifying the 2019-2020 collective bargaining agreement between the PFA and Local 1945 18-9 Appropriating Unanticipated Revenue within the Poudre Fire Authority 2018 Budget 18-10 Appropriating Unanticipated Revenue and Training Center Improvement Capital Project Funds 18-11 Supporting the Poudre Valley Fire Protection District Ballot Question to Stabilize Property Tax Revenue 18-12 Appropriating Unanticipated Revenue and Authorizing the Fire Chief, or his designee, To Execute all contract, including those over $75,000 for the purchase of Deccan Analytical Software 18-13 Appropriating Unanticipated Revenue for Reimbursement to the State of Colorado 18-14 Setting the Poudre Fire Authority Board of Directors 2019 Meeting Dates 18-15 Appropriating $115,820 Reserve for Contingency Funds to the Fire Suppression Budget, for 2018 Urban Search and Rescue Deployments 18-16 Poudre Fire Authority Board of Directors Support and Recommend Adoption or Ratification of the 2018 International Fire Code 18-17 Authorizing the Fire Chief, or his Designee, to execute all Contracts including those over $75,000 for a new Rescue Unit 18-18 Adopting the Budget and Appropriating Funds for the Operation of the Poudre Fire Authority for 2019 18-19 Setting the Fees for the Poudre Fire Authority Fire Prevention Bureau for the Calendar Year 2019 May 14, 2019 Poudre Fire Authority Annual Report Fire Chief Tom DeMint ATTACHMENT 4 What is Poudre Fire Authority? • An independent governmental entity that provides fire and rescue services • A consolidated fire agency serving two jurisdictions • No taxing authority; dependent on “parents” for funding 2 What was the Problem with Two Departments? • Duplication of service, equipment, overhead costs • Frequently changing boundaries with annexations • Crossing jurisdictions to provide service 3 How did we get an Authority? 4 How is PFA Governed? Board of Directors • Two members appointed by City Council • Two members appointed by PVFPD Board • Fifth member elected by other four—traditionally the Fort Collins City Manager 5 The Intergovernmental Agreement • Established in 1981; Updated in 2014 • Enumerates responsibilities of Board, Chief, and staff • Sets limitations on powers • Sets funding formula and in-kind contributions 6 2019 Funding v. Demand City of Fort Collins District Call Volume 85.7% 14.3% Assessed valuation of property protected 80.3% 19.7% Funding ratio 80.7% 19.3% 7 Funding ratio slowly shifting toward District paying larger share compared to call volume 8 Revenue Allocation Formula City funding by formula: • Share of base sales/use tax • 67% of City Property Tax mill levy • 11% of Keep Fort Collins Great sales/use tax District funding • 100% of District Property Tax mill levy (less administrative costs) 9 Annual Report • Opportunity for “parents” to meet Oversight of City and PVFPD investment in fire and rescue service • Required by IGA 10 Annual Report—How we measure service • Prompt: Response times • Skillful: Flashover prevention; cardiac incident survival rates; sprinkler saves • Caring: PFA improving emergency response survey materials www.pfaannualreport.com 11 Annual Report—Fiscal Health • Realistic budgeting, targeted at maximizing use of resources • Improved allocation to capital needs • Working toward appropriate staffing levels • Healthy reserves for future capital needs 12 Annual Report—Strategic Issues • Demand growth • Annexations and population growth • Capital cost growth • Sales/use tax growth uncertainty • Ambulance contract for pre-hospital medical care 13 200,000 / number of hours worked 5.5 5.3 5.8 Workers’ Compensation Modifier .96 Strategic Initiative 3 “Workforce Development/Culture.” maintains a training records management system that meets recognized standards. % of current certifications filed electronically in a searchable format 100% 100% 100% introductory year 100% 100% 100% 1 each 1 each 1 FOI 0 FOII Officer Development - Provision of Fire Instructor I classes 2 2 1 Officer Development - Completion rate of Target Solutions assignments within designated timeframe 100% 100% 100% Officer Development - Provision of Captain/BC academy during calendar year Two times per year Two times per year 1 each safety problems, limiting exposure to hazards and lowering risk completed on time 1 3 3 Number of Certificates Earned by Category % of helpdesk problems resolved 97% 95% 90% % of submitted map changes distributed in hard copy within 6 months from date of receipt 95% 95% 100% % of submitted changes entered into GIS database within 7 days 100% 95% 100% footage). A lower score denotes less energy use. Note: Station 9 and 11 are unstaffed fire stations. N/R See Energy Use Index on page 34 See Energy Use Index on page 34 Total Maintenance and Repair Cost in $/Total Square Foot Area of Facilities Maintained .67 .67 N/R include an evaluation of the agencies standard operating procedures, protocols and equipment. Respond to inquiries from member agencies and the transport provider within 1 business day from submittal N/R 90% 100% Provide monthly response performance reports to the transport provider by the 5 th of the month N/R 100% 100% Respiratory Arrest Heat related Injuries Suspected Stroke/CVA OB/GYN Diarrhea Epistaxis Obvious Death Allergic reaction Anxiety Nausea Poisoning/Overdose CVA/Stroke / TIA Unconscious/Unknown etiology Cardiac arrest Diabetic Problem General Illness Vomiting Behavioral/Psychiatric Problem Headache No Complaints Seizure Syncope / Dizziness Alcohol/Drug Problem Difficulty Breathing Cardiac Symptoms Weakness Altered Level of Consciousness Medical, Other Trauma Pain Patient Medical Concern - 2018 .81 .80 .96 Internal IT Security-Failure Rate of PFA initiated security challenges/# of employees N/R 9.34% 7.3% N/R = Not Reportable 2018 Actual 1 – High Quality and Innovative Core Services 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% volunteer personnel during summer staffing 25% 25% 36% % of Station 9 and 11 calls responded to by volunteer personnel in off season 25% 25% 22% type and level of risk of a technical rescue incident. % of time Poudre Fire Authority meets its technical rescue effective response force benchmark performance. N/R N/R Pending 31 24 34 Retention rate of hazardous materials technicians assigned to the Operations Division 96% 90% 96% 90th percentile total response time of hazardous materials technician- level response in the urban response area (Benchmark 12:40) N/R 12:40 Pending inspections completed within 3 days of request N/R 90% 100% Number of Submitted Plan Reviews/ Number of Program FTEs N/R 90% 100% Number of Submitted Plan Reviews/ Population in PFA Service Area N/R U/D U/D System (NIMS) and 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 Community Emergency Response Team classes held annually 4 3 3 Number of Incident Command System Courses held annually 7 9 8 Number of Disaster Management Courses held annually 4 7 3 Number of Homeland Security Exercise Evaluation Program compliant exercises participated/ coordinated 4 3 4 Public education campaigns held annually to promote Larimer Emergency Telephone Association registration 2 4 1 inspections resulting in issuance of a summons N/R U/D 0.13 % of sprinkler systems activated by fire 13.33% 5.88% 3.7% requiring contact within 5 business days N/R 90% 100% online 96% 100% 100% % of burn permits issued or denied within 2 business days of submittal 100% Under Revision 97% Core Competency 5D.3: The program has sufficient staff with specific expertise to meet the fire investigation, origin and cause program goals, objectives and identified community risks. % PFA investigators trained within 6 months of incumbency N/R U/D 100% Staff Vehicle Replacement $80K Major Station Remodel $50K Thermal Imager Replacement $24K Hose Replacement $16K $2.9M CAPITAL BUDGET UNDERSPENT BY $910K (OR 2.7% OF THE BUDGET) BUDGET EXPENDITURES: $9.6M (OR 27% OF THE OPERATING REVENUE) RESERVES: M = Million K = Thousand