HomeMy WebLinkAboutCOUNCIL - AGENDA ITEM - 07/25/2017 - POUDRE FIRE AUTHORITY (PFA) 2016 ANNUAL REPORTDATE:
STAFF:
July 25, 2017
Kirsten Howard, PFA Senior Budget & Board
Coordinator
Tom DeMint, PFA Fire Chief
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
Poudre Fire Authority (PFA) 2016 Annual Report.
EXECUTIVE SUMMARY
The purpose of this item is to review PFA governance and funding, 2016 performance measurements and
metrics, goals, actual spending to budget, benefits to the community related to strategic outcome goals,
operational efficiency, productivity improvements, issues of concern to Poudre Fire Authority, the Poudre Valley
Fire Protection District, and the City, and a focus on issues moving forward.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
Poudre Fire Authority will provide an update to Council, including its 2016 annual report.
BACKGROUND / DISCUSSION
The 2014 Amended and Restated Intergovernmental Agreement (IGA), between the Poudre Valley Fire
Protection District (PVFPD) and the City of Fort Collins, establishing the Poudre Fire Authority (PFA) stipulates
that the Authority will provide an annual report regarding the activities and accomplishments of the Authority to its
parent organizations, the City and District. Chief DeMint’s goal in providing this report is to reflect on the progress
of continuous improvement efforts and the ever increasing attention to data-driven, outcome-based decision
making. This work session represents the third annual report to City Council. The same report was made to the
PVFPD Board on May 22, 2017 to fulfill the reporting requirement of the IGA.
Report Highlights:
The 2016 Annual Report is presented in an electronic format (http://www.pfaannualreport.com/) a 6-panel
hardcopy report (Attachment 1), and a Statistical Report (Attachment 2). These reports tell the story of PFA
including its governance, its people, its resources, services provided, types of incidents to which PFA responded,
and where PFA is headed in the future. Highlights include:
2016 was a year of growth for PFA, keenly illustrated by the decision to deploy full-time firefighters at Station
8 in Timnath, formerly served for decades by dedicated volunteers. Station 8 serves the southeast portion of
PFA’s jurisdiction, which includes southeast Fort Collins, the Town of Timnath, a major portion of Interstate 25
and surrounding areas. Firefighters deployed from an existing volunteer station in downtown Timnath as they
awaited the construction of a new station at 4800 Signal Tree Drive. Having firefighters available 24/7
significantly reduced response times throughout the area. Key to constructing Station 8 was an IGA with the
Town of Timnath, Timnath Development Authority, the PVFPD, and PFA, and provides tax increment funding
from Timnath, through the PVFPD, for PFA’s budget. Ongoing funding from all of these entities is provided
through the PFA to pay the ongoing costs of operating PFA. Station 8, in 2016, responded to 43.78% of its
calls in the City of Fort Collins, 20.31% of its calls in Timnath, and 35.9% of its calls throughout the PVFPD,
which includes Interstate 25.
Keep Fort Collins Great (KFCG) funding (Attachment 3) supports 15 positions; south battalion, shift safety
officers, firefighters, public education position, accreditation manager, and division chief. In addition, KFCG
funds partially funded replacement of Self-Contained Breathing Apparatus (SCBA). Outcomes of KFCG
funding include reduced maintenance costs and increased safety compliance of SCBA, reduced response
times for the south battalion, reduced potential for injury and workers’ compensation costs with on-scene shift
July 25, 2017 Page 2
safety officers, lower potential for citizen injuries through public education programs, and more opportunities
for improving quality and measuring outcomes.
PFA protected $29.7 billion in property.
PFA had a budget underspend of 4.64%, or $1.3 million.
The Authority’s reserves are healthy, at 26% of operating revenue.
Even as PFA’s call-volume increased, the Authority saw a small reduction in emergency response times. This
not only demonstrates PFA’s dedication to excellence in the service provided, but also a sense of
collaboration with partners at Fort Collins 911 and UCHealth EMS.
PFA strives to be driven by positive outcomes and has maintained its accredited status through the
Commission on Fire Accreditation International. Through these efforts, PFA ensures that important aspects of
the services delivered are being measured. Positive outcomes are as important to citizens as they are to PFA,
and accreditation is an excellent tool to determine how PFA can improve to provide better outcomes.
PFA continues to reach out to the community to provide educational opportunities to reduce the risks faced by
the more than 200,000 citizens served. By providing life-safety education to school-aged children, the aging
community and other targeted populations, the Community Safety and Service Division actively works to
prove that Ben Franklin was right when he said, “an ounce of prevention is worth a pound of cure.”
Two fire sprinkler saves are highlighted: A dryer fire extinguished by the sprinkler system at Fort Collins
Health Care Center and a fire extinguished by the sprinkler system at the Orthopaedic Center of the Rockies.
Moving Forward
In addition to presenting the 2016 Annual Report (Attachment 1), PFA staff will focus on the future, including
opportunities and challenges.
Emergency Medical Services (EMS) - A new position has been added to oversee medical services, which
accounts for 75% of calls to which PFA is dispatched. In addition, PFA emergency medical technicians
(EMT) are providing enhanced services including epi pens and advanced airway techniques.
Future Look of EMS Incidents - Increasing low acuity medicals and social work needs will be key future
demands.
Collective Bargaining - PFA staff and Local 1945 are currently working collaboratively and cooperatively to
design PFA’s first Collective Bargaining Agreement.
Environment - Challenges to protecting the built-environment (access and fire prevention) with increasing
density and response risk.
Training - PFA’s commitment to citizens and their property continues through constant training for any
emergency.
Ongoing Improvement and Accreditation - PFA, in 2017, will complete its second Annual Compliance
Report in the five-year-cycle of Accreditation, which aligns with PFA’s desire to continuously improve.
Community Growth - PFA is working to plan for the future, particularly a new Station 15 in the northeast
portion of its jurisdiction.
Future Funding:
o Keep Fort Collins Great funding, a tax initiative passed in 2010 that is set to sunset in 2020, will
soon face re-approval from Fort Collins’ voters. The PFA Board of Directors has directed staff to
maintain a significant fund balance in order to weather a funding decrease for a short period of
time, allowing opportunity to attrition positions rather than lay off positions if the KFCG tax is not
renewed by the citizens (currently Reserve for Contingency is $5.2 million, or 17.49% of
revenue). If the KFCG tax is not renewed and the funds are not replaced within the Revenue
Allocation Formula, reserves could be used in the short-term while reorganization is undertaken
and the terms of the IGA are reevaluated.
o Gallagher Amendment and TABOR Amendment continues to impact PFA property tax funding.
The state’s Property Tax Administrator set the assessed value rate at 7.2%, which was higher
than the initial estimate of 6.56%. PFA staff will continue to monitor the Gallagher Amendment.
o Poudre Valley Fire Protection District - Possible implementation of impact fees.
o Capital Needs - PFA continues to develop its long-term capital plans, including the need for
additional Administration space, a new Station 15 in the Northeast part of the jurisdiction and
updating existing fire stations.
July 25, 2017 Page 3
A major goal of the 2016 electronic and 6-panel annual reports is to reach a broader range of interested
community members in a way that will be appealing and accessible. The 2015 electronic annual report has had
approximately 2,500 unique visits, with an average of five minutes per visit on the site. The 2016 annual report
will be promoted through continuous posts (one per month) on PFA social media, Chief’s column in the
Coloradoan, PFA’s website, distribution of 6-panel report at all stations, Administration, Training, and at 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,
Town of Timnath, Wellington Fire Protection District, and elected Representatives.
The 2016 Statistical Report (Attachment 2) was developed with feedback from a subcommittee made up of
Board members and PFA staff (Dave Pusey, Gerry Horak, Holger Durre, and Kirsten Howard), which resulted in
streamlining and capturing PFA division outcomes as well as each program’s inputs and outputs that contribute to
the outcomes. Benchmark partners were also reviewed and changes made to reflect comparable population,
college or university in community, non-municipal fire departments (where possible), and accredited agencies
thereby creating a more accurate comparison and aligning long-term direction. The participants include Arvada
Fire Protection District, Boulder Fire Rescue, South Metro Fire Protection District, Colorado Springs Fire
Department, Littleton Fire Rescue, Gainesville Fire Rescue (FL), Corvallis Fire Department (OR), Guelph Fire
(Ontario, Canada), Rockford Fire Department (IL), Grand Rapids Fire Department (MI), and Bellvue Fire
Department (WA).
This presentation provides an opportunity to discuss the overall performance of PFA in fulfilling its responsibilities
under the IGA between its parent organizations, the City and the PVFPD. PFA staff welcomes any feedback
regarding this update and the 2016 Annual Report.
ATTACHMENTS
1. 2016 PFA Annual Report (PDF)
2. 2016 PFA Statistical Annual Report (PDF)
3. Keep Fort Collins Great Funding History (PDF)
4. Powerpoint Presentation (PDF)
ATTACHMENT 1
Kristin
Stephens
Mike
DiTullio
Gerry
Horak
Dave
Pusey
Darin
Atteberry
Ron
Anthony
James
Gentry
Ed
Rupert
Mike
DiTullio
Dave
Pusey
ATTACHMENT 1
12.5% ASSOCIATES
50% BACHELORS
9% MASTERS
2.2% DOCTORAL
3.5% IN SCHOOL
45
12.58
ATTACHMENT 1
ATTACHMENT 1
ATTACHMENT 1
ATTACHMENT 1
Headquarters: 102 Remington Street, Fort Collins CO 80524
Courage,
Leadership, Duty
Poudre Fire Authority
2016 Statistical Annual
Report
Serving the Northern Colorado Communities of
Bellvue, Fort Collins, LaPorte, Timnath
ATTACHMENT 2
Courage, Leadership, Duty 1
SECTION PAGE
Introduction 2
Community Safety and Service Outcomes 3
Fire Investigations/Prevention Support 5
Fire Protection Systems 7
Inspection Services 9
Office of Emergency Management 11
Public Affairs and Education 12
Technical Services 15
Operations Division Outcomes 16
Customer Assistance Response Team 17
Fire Suppression 17
Hazardous Materials Response Team 22
Technical Rescue 23
Volunteer Program 25
Wildland Team 26
Support Division Outcomes 28
Emergency Medical Services 30
Emergency Medical Service Performance Management 31
Equipment Maintenance 31
Facilities Maintenance 32
Information Technology 33
Occupational Health and Safety 34
Self-Contained Breathing Apparatus Maintenance 40
Training Division 40
Administration Division Outcomes 50
Performance Standards Comparisons 51
City/District Comparative Statistics 70
2016 PFA Budget Review 71
PFA Board Actions – 2016 74
PFA Statistical Report
2016
ATTACHMENT 3
2 Courage, Leadership, Duty
Introduction
Welcome to PFA’s 2016 Statistical Report. Following are division outcomes as
well as performance standards comparisons, City/District comparative statistics,
2016 budget review, and PFA Board actions.
The method used for reporting measures of progress has been evaluated,
existing outputs and outcomes have been affirmed, and outcome measures more
representative of big-picture goal accomplishment have been established. Key
outcomes at a higher organizational level are the focus; each division section
herein begins with a table of targeted outcome measures to which each program
in the division contributes. Each program within a division identifies how inputs
and outputs contribute to accomplishing strategic objectives through a more
centralized approach to outcome measurement. Each measure, whether an
input, output, or outcome, was aligned with the Strategic Plan and the
Accreditation Self-Assessment Manual (SAM). Since some of the measures are
new, they have not yet been reported; N/R is used in this instance, which means
Not Reportable. Staff is working on collecting and evaluating the new
performance measures for alignment with each division’s outcomes.
The core document for Accreditation-driven continuous improvement is the SAM,
which addresses 259 performance indicators that cover the breadth of PFA’s
responsibilities. This document is a tool for PFA staff to appraise effectiveness of
service provided and plan for improvement where needed. The Accreditation
documents, including SAM, can be viewed at http://www.poudre-fire.org/about-
us/reports-surveys.
Within the program reports some of the Primary Self-Assessment
Category/Criterion measures indicate that they are a Core Competency. A core
competency measure identifies a pass/fail performance indicator regarding
Accreditation. There are 82 core competency performance indicators within the
Self-Assessment Manual that must be met in order to be a candidate for
Accreditation.
ATTACHMENT 3
Courage, Leadership, Duty 3
Community Safety and Service Division
Outcomes
CSS Division Outcomes
Strategic
Objective Targeted Outcome Measures
Actual
2014
Actual
2015
Actual
2016
1C
% of residents voluntarily
registering with LETA for
emergency notifications
30% 35% 40%
1C % of City employees with
applicable NIMS certifications N/R N/R N/R
1C
% of at-risk residents reporting
an understanding with fire
safety practices (as Surveyed)
New
Educator
No
Survey
Complete
Survey
1C
% of at-risk residents reporting
an understanding with fire
safety practices (as Surveyed)
New
Educator
No
Survey
Complete
Survey
1C Fire Related casualties per
1,000 population .04 .04 .04
1D % of residences with smoke
alarms within PFA’s district N/R N/R N/R
1D
% of residences with working
carbon monoxide alarms within
PFA’s district (as surveyed)
N/R N/R N/R
1D
# of businesses inspected with
no identified violations on initial
inspection/# of businesses in
compliance on re-inspection
N/R N/R N/R
1D
Commercial Buildings - # of
sprinkler protected
occupancies/total occupancies
inspected
Under
4 Courage, Leadership, Duty
ATTACHMENT 3
Courage, Leadership, Duty 5
Fire Investigations/Prevention Support
N/R = Not Reportable
In 2016, the Poudre Fire Authority responded to 338 fire calls compared to 373
fire calls the previous year, a decrease of 9.38%. For the majority of those calls,
the origin and cause of the fire was determined at the responding company level.
In cases where the cause cannot be easily determined due to the extent of
damage, possibility of arson, or other circumstances, a fire investigator responds
to the scene. During 2016, 132 fires, or 39%, required the response of a fire
investigator to determine the origin and cause of the fire.
Strategic
Goal
Primary Self-
Assessment
Category/Criterion
Output
Measures
2014
Actual
2015
Actual
2016
Actual
Reduce the
frequency
and severity
of
emergency
incidents
Core Competency
5D.8: An appraisal is
conducted, at least
annually, to determine
the effectiveness of
the fire investigation
program.
% of time on-
call Fire
Investigator
arrives at the
scene within
30 minutes of
dispatch
91% 83% 92%
% of
incendiary
fires closed
with arrest
N/R 33% 17%
% of burn
permits
submitted
online
95% 96% 96%
% of burn
permits
issued or
denied within
2 business
days of
6 Courage, Leadership, Duty
Fire Cause Summary (Total Fires)
Cause Number %of Total
ACCIDENTAL 240 71.0%
ARSON 30 8.9%
NATURAL 9 2.7%
UNDETERMINED 59 17.5%
Total 338 100.0%
Partnerships continued with local, state, and federal law enforcement agencies in
2016. Fort Collins Police Services, Larimer County Sheriff’s Office, Timnath
Police Department, and the Bureau of Alcohol, Tobacco, Firearms & Explosives
assisted the Poudre Fire Authority on 18 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 1 5.6% 0.3%
FCPS 13 72.2% 3.8%
TIMPD 1 5.6% 0.3%
LCSO 3 16.7% 0.9%
Total 18 100.0%
Through the hard work of Fire Investigators and the relationships with local law
enforcement agencies, five individuals were arrested for arson in 2016
representing four incidents, compared to ten arrests in 2015. This reflects an
Arson clearance rate of 17% which matches the national average. Arson will
always be a very difficult crime to prosecute due to its covert nature and the fact
that much of the evidence is destroyed in the fire. Continued collaboration with
law enforcement agencies has had a positive impact in 2016.
Case Disposition
Type Number
% of
Total
Arrests Made 4 3.0%
Cases Closed 122 92.4%
Cases Not Closed 7 5.3%
Total Cases 132
*Pending cases awaiting further information for final disposition
The total number of incendiary fires as well as incendiary fires in structures
increased slightly in 2016. Some of the motives encountered in 2016 include
domestic disturbance situation, vandalism, and fire play/curiosity. The total fire
loss for 2016 was $2,144,049. This reflects a 22.7% decrease from 2015. The
Total dollar loss from intentionally set fires was substantially lower in 2016. This
ATTACHMENT 3
Courage, Leadership, Duty 7
was due to the fact that the majority of the incendiary fires were set outside and
extinguished before spreading to structures or vehicles.
Fire Protection Systems
New fire sprinkler system installations increased by 72 new systems. This
change increased the number of buildings protected by fire sprinklers from 1,460
to 1,532.
1,163 1,202 1,214 1,236
1,256 1,283 1,313
1,383
1,460 1,532
‐
200
400
600
800
1,000
1,200
1,400
1,600
1,800
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Total Systems
Total Fire Sprinkler Systems
Type 2015 2016 % of CHANGE from
2014 to 2015
Total Fires 373 338 -9.38%
Total Incendiary 21 30 4.2%
Structure/Incendiary 4 5 25%
All Other Incendiary 17 25 4.7%
% Total Incendiary 7% 8.8%
Total Dollar Loss $2,776,838 $2,144,049 -22.7%
Total Dollar Loss
Incendiary $167,146 $16,400 -90%
% Total Dollar Loss
Incendiary 6% .76%
ATTACHMENT 3
8 Courage, Leadership, Duty
Activity 2015 2016 % of Change
2015/2016
Total Fire Sprinkler Systems 1,460 1,532 4.94%
New Sprinkler System Installations 77 72 -6.49%
Sprinkler System Upgrades 228 182 -20.17%
Residential Fire Sprinkler Systems
Reviewed 7 17 14.2%
New Fire Alarm Installations 141 196 39.0%
Spray Booths Installed 6 4 -33.0%
Fire System Permits/Plan Reviews 459 506 10.23%
N/R = Not Reportable
Strategic
Goal
Primary Self-
Assessment
Category/Criterion
Output
Measures
2014
Actual
2015
Actual
2016
Actual
Reduce the
frequency
and severity
of
emergency
incidents
5B.4: A plan review
process is in place to
ensure that buildings
and infrastructure (e.g.,
hydrants, access, street
width, etc.) are
constructed in
accordance with adopted
codes and ordinances.
% of plan
reviews
completed
within 10
days of
request
N/R N/R 69.5%
CC 5B.3: The program
has adequate staff with
specific expertise to
meet the fire
prevention/life safety
goals and objectives.
% of
identified
alarm
systems
followed-up
within 5
business
Courage, Leadership, Duty 9
Inspection Services
*All violations are brought up to code; however, inspections and re-inspections
do not always occur within the same calendar year.
**Prior to 2016 all multi-family structures were added to the data base, even
those with the same street address but multiple buildings. In late 2015 the
duplicate non-sprinklered, multi-family addresses were removed, which results in
a negative percent change in 2016.
INSPECTION SERVICES COMPARATIVE ANALYSIS
Activity 2015 2016 % of
Change
Total Businesses on
Record 6,526 6,684 2.425
Inspections Conducted 5,156 5,180 0.47%
Total Businesses
written for violations 1,781 1,727 -3.03%
Activity 2015 2016 % of Change
Total businesses and
multifamily residences on
record
6,674 6,684 .15%
Total sprinkled businesses 2,182 2,382 9.16%
Total multifamily residential
homes 361 287 -20.50%**
Total sprinkler inspections
completed 1,975 2,118 7.24%
Total general inspections
completed in non-sprinkled
businesses
3,178 3,062 -3.65%
Total businesses written for
violations 1,781 1,727 -3.03%
Percent of violations brought
up to code 95%* 95%* -
ATTACHMENT 3
10 Courage, Leadership, Duty
N/R = Not Reportable
Strategic
Goal
Primary Self-
Assessment
Category/Criterion
Output
Measure
2014
Actual
2015
Actual
2016
Actual
Reduce the
frequency
and severity
of
emergency
incidents
Core Competency
5B.8: An appraisal is
conducted, at least
annually, to determine
the effectiveness of the
fire prevention program
and its efforts in risk
reduction.
% of total
businesses
requiring
inspections
which
received at
least one
code
inspection
per 3-year
plan
40% 55% 60%
% of initial
inspections
resulting in
Final Notice
N/R N/R N/R
% of initial
inspections
resulting in
issuance of a
summons
N/R N/R N/R
% of sprinkler
systems
activated by
fire
N/R N/R N/R
# of sprinkler
system
activations
Courage, Leadership, Duty 11
Office of Emergency Management
Strategic
Goal
Primary Self-
Assessment
Category/Criterion
Output
Measures
2014
Actual
2015
Actual
2016
Actual
Promote
emergency
prevention,
preparation,
response,
mitigation,
and
recovery,
across the
organization
in
collaboration
with other
community
efforts
Safe
Community –
Provide a
safe place to
live, work,
and play.
(City of Fort
Collins)
CC 5H.1: The
agency publishes an
all-hazards plan that
defines roles and
responsibilities of all
participating
departments and/or
external agencies.
An appropriate
multi-agency
organizational
structure is identified
and authorized to
carry out the all-
hazards plan
predetermined
functions and duties.
5H.2: The agency is
compliant with the
National Incident
Management
System (NIMS) and
12 Courage, Leadership, Duty
Public Affairs and Education
Service Requests
*It is worth noting that PFA in 2015 purchased a Bullex-branded, fire extinguisher simulation tool. Previously,
crews were called upon to host demonstrations that required setting up for and conducting live burns. Often,
they would be called away to an emergency and have to leave the demonstration partway through. Now,
PFA’s primary public educator and others can take the Bullex out into the community by themselves, saving
crew time and, as a result, money.
By Age 2009 2010 2011 2012 2013 2014 2015 2016
Pre-School
(3-5) 2,401 2,833 2,164 2,363 1,676 1,898 2,565 1,092
Elementary
(5-12) 4,934 5,351 3,154 4,251 3,964 5,125 5,761 3,620
Jr/Sr High
(12-18) 756 499 1,483 494 860 1,168 957 801
Adult (18-
60) 5,387 6,448 4,409 4,249 4,761 5,713 8,187 2,489
Sr Citizen
(60+) 624 821 936 956 1,119 1,590 1,135 408
Total 14,102 15,952 12,146 12,313 12,380 15,494 18,605 8,410
ATTACHMENT 3
Courage, Leadership, Duty 13
By Shift 2009 2010 2011 2012 2013 2014 2015 2016
A Shift Total 98 80 68 64 58 88 75 56
B Shift Total 74 110 111 61 70 77 112 114
C Shift Total 56 99 69 110 74 76 67 56
By Station 2009 2010 2011 2012 2013 2014 2015 2016
Station 1 41 51 34 42 32 44 46 28
Station 2 27 28 30 19 15 15 23 15
Station 3 35 35 43 35 16 24 25 22
Station 4 13 37 30 31 29 36 28 45
Station 5 39 37 19 35 35 39 45 36
Station 6 9 13 16 8 12 18 17 10
Station 7 6 10 4 8 10 4 10 2
Station 8 7
Station 10 20 33 18 24 24 21 18 22
Station 12 9 9 16 12 9 18 9 11
Station 14 29 36 25 23 20 22 33 28
Other 57 53 51 49 58 98 98 89
Total 285 342 286 286 260 339 352 315
Ride-Along 2009 2010 2011 2012 2013 2014 2015 2016
Citizen Ride-Along 42 136 28 36 143 53 59 60
Child Passenger Safety
PFA firefighters participate in a county-wide child passenger safety effort along
with Larimer County Safe Kids Coalition. This free program is administered by
the administrative assistant who schedules crews (and other certified
technicians) while they are on duty at fire stations. The format allows for the most
flexibility for customers, related to appointment locations and time. This program
is a valuable investment in improving the safety of young, at-risk customers.
Public Education believes the number of PFA checks has gone down as more
and more organizations certify technicians and offer this service.
ATTACHMENT 3
14 Courage, Leadership, Duty
Car Seat Checks 2009 2010 2011 2012 2013 2014 2015 2016
Station 1 75 81 42 18 12 25 28 34
Station 2 47 18 46 41 58 37 21 24
Station 3 80 32 49 42 41 31 24 30
Station 4 80 66 46 61 32 44 49 37
Station 5 75 45 65 47 83 74 59 60
Station 6 29 29 23 44 22 17 24 22
Station 7 16 9 1 3 5 8 5 5
*Station 8 10
Station 10 45 44 26 32 49 37 35 28
Station 12 10 9 9 22 24 33 30 16
Station 14 7 14 24 43 19 33 19 19
Check Points 8 0 0
**Other 10 7 10 29 16 19 42 35
Total 474 354 341 382 361 366 336 320
* Station 8, then located on Main Street in Timnath, was staffed by full-time firefighters starting in
December 2015, so 2016 is the first year its firefighters started conducting car seat checks.
** These are inspections conducted by a certified car seat technician who may not be based at a
station. (ex. Those appointments conducted at PFA’s Administrative Offices, 102 Remington St.)
Youth Fire Awareness/Juvenile Fire Setter Intervention Program
The goals of this program are to reduce juvenile involvement in fire setting and
arson, and to assist children who have engaged in fire-setting behavior. Children
and juveniles become involved in this program in one of four ways: referred by
their parents/guardians; contacted by PFA personnel at a fire incident; required
to participate through juvenile diversion at the Larimer County District Attorney’s
office; or receive an educational class at their school. Participants in this program
receive education about arson, juvenile involvement and the effects of arson on
the community.
2009 2010 2011 2012 2013 2014 2015 2016
Classroom
Education 31 20 4 5 13 10 3 7
ATTACHMENT 3
Courage, Leadership, Duty 15
Technical Services
* This includes large scale projects which in some cases took months to complete. Examples
include: CSU Biology, CSU Stadium, College 830 Housing, CSU Chemistry, Affinity Affordable
Senior Housing, Avago, Foothills Multi-Family
Development Reviews
Year Development Reviews % of Change
2015 399 7%
2014 375
Building Plans Reviewed
Review Types 2014 2015 2016 % of Change
New Building 125 103 124 20%
Tenant Finish 258 272 228 -16%
Amplified Communication Systems 24 14 8 -42%
Fuel Tank Removals/Installs 22 13 14 7%
Strategic
Goal
Primary Self-
Assessment
Category/Criterion
Output
Measures
2014
Actual
2015
Actual
2016
Actual
Reduce
the
frequency
and
severity of
emergency
incidents
5B.4: A plan
review process is in
place to ensure
that buildings and
infrastructure (e.g.,
hydrants, access,
street width, etc.)
are constructed in
accordance with
adopted codes and
ordinances.
% of tenant finish
reviews
completed within
15 days of
submittal
In
Revision
In
Revision 91%
% of plan reviews
completed within
15 days of
submittal
In
16 Courage, Leadership, Duty
Operations Division Outcomes
Operations Division Outcomes
Strategic
Objective
Targeted Outcome
Measures Actual 2014
Actual
2015
Actual
2016
1A % of time fire interceded
upon prior to flashover
TBD
Accreditation,
Fire Behavior
Training
TBD,
Metrics in
place for
monitoring
in 2016
92.5%
1A
% change in 1st arriving
total response time to
moderate-risk emergent
fire incidents in the
urban response area
+4.96% +2.67%
Awaiting
SOC
Publication
1A
% change in 1st arriving
total response time to
moderate- risk emergent
fire incidents in the
suburban response area
-21.1% +5.2%
Awaiting
SOC
Publication
1A
% change in 1st arriving
total response time to
moderate- risk emergent
fire incidents in the rural
response area
+17.1% -1.43%
Awaiting
SOC
Publication
1A
% of residential property
value saved in
occupancies impacted
by Structure Fire
95.33% 90.91% 93.04%
1A
Courage, Leadership, Duty 17
Customer Assistance Response Team (CART)
Assisted 39 individuals during and after emergencies.
CART was dispatched to respond 16 times and responded 100% of the
time.
With a no-cost agreement with two local hotels, CART was able to provide
temporary shelter following emergency operations for 12 customers on
four separate occasions.
PFA continues to use a single source restoration company under a
contractual agreement for board up services.
CART contacted the American Red Cross for assistance on four
occasions.
The restoration company was used for board up services on eight
structure fires. On two occasions, the homeowner or management
company contacted their own restoration company.
Fire Suppression
In 2016, the Poudre Fire Authority experienced a 10.09% increase in total calls
(in- and out-of-district). This represents a request for service on the average of
one call every 25 minutes or 57.61 incidents per day.
Attached is graphic information on calls responded to by PFA in 2016 and
comparison statistics for previous years.
ATTACHMENT 3
18 Courage, Leadership, Duty
In 2016, 84.61% of in-district calls were inside the City limits and 15.39% were in
the Poudre Valley Fire Protection District.
2016 90th Percentile Response Baseline Performance
First-Arriving Unit
Response
Zone
2016
1st Quarter
2016
2nd
Quarter
2016
3rd Quarter
2016
4th Quarter
2016
Aggregate
Urban 7:27
N=1,425
7:34
N=1,477
7:17
N=1,528
7:11
N=1,479
7:23
N=5,909
Suburban 10:15
N=216
9:16
N=224
9:24
N=267
10:01
N=222
9:39
N=929
Rural 17:05
N=46
16:29
N=60
15:29
N=60
15:01
N=37
16:11
N=203
Total response time performance measured for the first arriving PFA unit on emergent calls for
service. This includes call proccessing, turnout, and travel time. Data measured only for engine
and support companies. (n = number of incidents)
0
1,500
3,000
4,500
6,000
7,500
9,000
10,500
12,000
Courage, Leadership, Duty 19
Station 1 continues to be PFA’s busiest station, with 18.83% of all calls occurring
in its area.
Station 1* 3,960
Station 5* 3,140
Station 4 2,647
Station 2 2,072
Station 3 1,870
Station 6 1,816
Station 10 1,730
Station 12 1,300
Station 14 1,295
Station 7 512
Station 8* 417
Volunteer Stations 9 & 11 149
Out of PFA Jurisdiction 120
Total 21,028
*Stations 1 and 5 house two fire companies, and the total number of calls is for
both companies. 2016 was Station 8’s first full-year as a fully-staffed station.
ATTACHMENT 3
20 Courage, Leadership, Duty
Call Type by NFIRS Category 2015 2016 % Change
Medicals 14,120 14,772 4.62%
Good Intent Calls 2,052 3,087 50.37%
False Alarms 1,293 1,409 9.06%
Service Calls 755 847 12.33%
Hazardous Conditions 468 506 7.66%
Fires/Explosions 373 348 -9.38%
Other Requests for Service 39 59 -6.35%
Total 19,100 21,028 10.09%
ATTACHMENT 3
Courage, Leadership, Duty 21
This graph reflects the total calls to which each piece of apparatus (company)
responded. Total calls on this chart are higher than actual total calls because
multiple apparatus can be dispatched to a single incident.
ATTACHMENT 3
22 Courage, Leadership, Duty
Hazardous Materials Response Team
In 2016 the PFA Hazmat Team billed $6,758.62 for reimbursement related to
responses to incidents in keeping with the Authority’s strategic goals of being
effective stewards of the community’s and PFA’s resources.
N/R = Not Reportable
Strategic
Goal
Primary Self-
Assessment
Category/Criterion
Output
Measures
2014
Actual
2015
Actual
2016
Actual
Promote
emergency
preparation,
response,
mitigation,
recovery and
resiliency
across the
organization
in
collaboration
with other
community
efforts
Core Competency
5F.5: Minimum
training and
operational standards
are established and
met for all personnel
who function in the
hazardous materials
response program,
including for incidents
involving weapons of
mass destruction.
Maintain a
minimum level
of hazardous
materials
technicians
assigned to the
Operations
Division
meeting the
CFR 29
Standard
N/R N/R 31
90th percentile
response time
of Operational
Courage, Leadership, Duty 23
Technical Rescue
Strategic
Goal
Performance
Measure
2014
Actual
2015
Actual
2016
Actual
Reduce the
frequency and
severity of
emergency
incidents
% of time
qualified staff
available to
respond to
technical
rescue calls
100% 100% 100%
Be an
accountable,
values-driven
workforce that
cares for the
community
and each
other
90th percentile
response time
for a rescue
specialist to
arrive on scene
of a technical
rescue (1st
support unit
arrival)
12:08 13:08 12:08
The above table represents the five-year activity trend for dispatched technical
rescue incidents responded to by PFA. This data indicates an average annual
increase of 12.01%
Call Type Description 2011 2012 2013 2014 2015 2016
5-
Year
Total
Elevator Rescue 50 51 48 91 96 89 375
Motor Vehicle
Accidents with
Extrication 48 40 77 74 57 78 326
General Rescue
Responses 2511587 36
Search for Lost
Persons 11 1 2
Water Rescues
(Swiftwater, Stillwater,
and Ice) 17 16 25 26 26 20 113
24 Courage, Leadership, Duty
112
161
196 188 195
0
50
100
150
200
250
2012 2013 2014 2015 2016
Number of Citizen Requests
Year
Citizen Requests for Technical Rescue Calls
2012 - 2016
ATTACHMENT 3
Courage, Leadership, Duty 25
Volunteer Program
N/R = Not Reportable
2016 Calls at Volunteer Stations
Station
1st Qtr 2016 2nd Qtr 2016 3rd Qtr 2016 4th Qtr 2016 2016
Calls Resp. Calls Resp. Calls Resp. Calls Resp. Calls Resp.
9 27 4 41 19 54 32 20 10 142 65
11 0 0 1 5 5 9 2 4 8 18
Strategic
Goal
Primary Self-
Assessment
Category/Criterion
Output
Measures
2014
Actual
2015
Actual
2016
Actual
Promote
emergency
prevention,
preparation,
response,
mitigation, and
recovery
across the
organization in
collaboration
with other
community
efforts
5G.1: Given the
agency's standards of
cover and emergency
deployment objectives,
the agency meets its
staffing, response time,
apparatus and
equipment deployment
objectives for each
type and magnitude of
emergency medical
incidents.
5K.1: Given the
agency's standards of
cover and emergency
deployment objectives,
the agency meets its
staffing, response time,
apparatus and
equipment deployment
objectives for each
type and magnitude of
wildland emergency.
% of PFA
volunteers
26 Courage, Leadership, Duty
Station 9 Response from the last Friday in June through
the first Tuesday in September*
Year Calls in Area Responses Response Rate
2011* 25 1 4%
2012* 48 7 15%
2013* 27 4 15%
2014* 33 0 0%
2015* 33 14 42%
2016* 50 32 44%
2016
(Memorial Day-
Labor Day)
73 45 61%
*June through September dates were staffed in 2015 with similar comparison in 2016.
Wildland Team
Strategic
Goal
Primary Self-
Assessment
Category/Criterion
Output
Measures
2014
Actual
2015
Actual
2016
Actual
Reduce the
frequency and
severity of
emergency
incidents 5K: The agency
operates an
adequate, effective,
and efficient
program directed
toward wildland
firefighting.
Perform all
Wildland
Outreach and
Planning
Initiative
assessments
directly
requested by
homeowner
within 30 days
100% 100% 100%
Promote
emergency
prevention,
preparation,
response,
mitigation,
and recovery
across the
organization
Courage, Leadership, Duty 27
Synopsis of 2016 Wildland Statistics Included in this Report
Category Statistic Comment
PFA wildfire responses
110 In-district
and Mutual
Aide
Five year average is 73
fires
WUI home assessments
completed to PFA residents
60 new, 12
reassessments
Home assessments made
previously and available online 1,279 to date
Data is available to
residents and emergency
responders
PFA out-of-district deployments Seven
deployments
Four single engine (two in
CO/ two in WY), two single
engine + overhead (one
Boulder County/one
Larimer), one overhead
(Montana).
PFA Shift personnel completion
of wildfire refresher training 95%
New PFA volunteers hired and
trained in wildfire Five firefighters
24 active firefighters in
program
New PFA wildfire trained
seasonal employees Four firefighters
New PFA brush units put into
service
Three brush
units One Type 3 and two Type 6
PFA Responses to Wildfires
First
Quarter
Second
Quarter
Third
Quarter
Fourth
Quarter
Year to
Date
Avg. 2011-
2015
20 25 26 8 79
2016 14 25 42 29 110
ATTACHMENT 3
28 Courage, Leadership, Duty
Support Division Outcomes
Support Division Outcomes
Strategic
Objective Targeted Outcome Measures
Actual
2014
Actual
2015
Actual
2016
4G PFA Environmental Impact
Ratio/Score N/R N/R N/R
1E % of EMS cases adhering to
current EMS protocols
Under
Review
Under
Review
Under
Review
1E
% patients treated for respiratory
distress that show improvement
after treatment by PFA EMS
98% 100% 100%
3C % diversity applicants—minority
identified
Under
Review N/R 18%
3C % diversity applicants —female N/R N/R 7.4%
3C % diverse applicants on eligibility
list—minority 25% 25% 25%
3C
% diverse applicants on eligibility
list —female 8%
8%
8%
3C % diverse recruit firefighters—
minority 25% 25% 25%
3C % diverse recruit firefighters —
female 8% 9% 9%
3C
% decrease (if any) of firefighters
3 years post-hire—minority or
ethnicity
0%
0%
0%
3C % decrease (if any) of firefighters
3 years post-hire–female 0% 0% 0%
3C Workers’ Compensation
Experience Modifier 1.03 .86 .78
3B Department Composite
Competency Score – Didactic N/R N/R 100%
3B Department Composite
Competency – Practical N/R N/R 100%
4F
Internal IT Security – Failure
Rate of PFA initiated security
Courage, Leadership, Duty 29
ATTACHMENT 3
30 Courage, Leadership, Duty
Emergency Medical Services
N/R = Not Reportable
EMS Response Information for 2016
14,772 Medical responses in 2016, an increase of 651 calls over 2015.
79 Cardiac arrests occurred, requiring CPR
o An Automatic External Defibrillators (AED) was used in 26 of these
calls
688 patients had cardiac symptoms or non-traumatic chest pain
o 152 patients received Aspirin to decrease the potential of cardiac
damage
428 Respiratory Distress responses, 78 of which required airway control
o 50 oral airways, 24 nasal airways, and four King tubes
o 59 patients required ventilation assistance
857 Patients were unconscious or suffered an altered level of
consciousness
o 434 patients in seizure
107 Patients suffered a diabetic emergency
1,181 Patients suffered some form of minor trauma, with 94 patients
suffering major trauma
o 116 patients received splinting for their injuries
o 96 required bleeding control
Strategic
Goal
Primary Self-
Assessment
Category/Criterion
Output
Measures
2014
Actual
2015
Actual
2016
Actual
Reduce the
frequency
and severity
of
emergency
incidents
Be an
accountable,
values-driven
workforce
that cares for
the
community
and each
other
Core Competency
5G.4: Standard
operating procedures
or general
guidelines, and
standing
orders/protocols, are
in place to direct
EMS response
activities and to meet
Courage, Leadership, Duty 31
613 Patients were suspected of alcohol or drug related issues
182 Patients received drug administration other that oxygen ( Aspirin,
Albuterol, Benadryl, or Glucose)
46 Patients suffered an allergic reaction, with six suffering anaphylactic
shock
Three pregnant patients delivered in the field
Emergency Medical Service Performance Management
*2016 is the first year of program implementation
Equipment Maintenance
Strategic Goal
Primary Self-
Assessment
Category/
Criterion
Output Measures 2016
Actual*
Reduce the
frequency and
severity of
emergency
incidents
N/A
Respond to inquiries from NLCERA
member agencies and the transport
provider within one business day
from submittal
90%
Provide monthly response
performance reports to the transport
provider for data comparison by the
5th day of the month
100%
Strategic Goal
Primary Self-Assessment
Category/Criterion
Output
Measures
2016
Actual*
Maintain
community trust
by being effective
and accountable
stewards of the
community and
PFA’s resources
Core Competency 6D.1: An
apparatus maintenance program is
established. Apparatus
maintenance is conducted in
accordance with the
manufacturer's recommendations
and federal and/or state/provincial
regulations. Attention is given to
the safety, health, and security
aspects of equipment operation
and maintenance.
Core Competency 6D.5: Current
standard operating procedures or
32 Courage, Leadership, Duty
Facilities Maintenance
N/R = Not Reportable
Strategic
Goal
Primary Self-
Assessment
Category/Criterion
Output
Measures
2014
Actual
2015
Actual
2016
Actual
Maintain
community
trust by being
effective and
accountable
stewards of
the
community
and PFA’s
resources
4B.3: Any projected
operating deficit
(expenditures
exceeding revenues
in a budge year) is
explained, and a plan
developed to rectify
the deficit.
Core Competency
6B.3: Physical
facilities are adequate
and properly
distributed in
accordance with
stated service level
and standards of
cover.
Core Competency
6B.4: Facilities
comply with federal,
state/provincial and
local codes and
regulations.
Total
Maintenance
and Repair
Cost in
$/Total
Square Foot
Area of
Facilities
Maintained
N/R .54 .82
ATTACHMENT 3
Courage, Leadership, Duty 33
Information Technology
N/R = Not Reportable
Strategic
Goal
Primary Self-
Assessment
Category/Criterion
Output
Measures
2014
Actual
2015
Actual
2016
Actual
Be effective
stewards of
the
community
and PFA’s
resources
9C.3: Technological
resources (e.g.,
telecommunications
equipment, computer
systems, general
business software, etc.)
and the information
management system
are appropriate to
support the needs of
the agency. Access is
available to technical
support personnel with
expertise in the
systems deployed by
the agency.
% Satisfaction
rating as
assessed on IT
end-user survey
N/R N/R 87.70%
% up-time for Fire
Records
Management
System
N/R 98.99% 99.04%
% up-time for IT
infrastructure N/R N/R 99.01%
Number of
suspected
malware
incidents/year
N/R N/R 77
% of helpdesk
problems
resolved
N/R 90.63% 94.79%
Reduce the
34 Courage, Leadership, Duty
*Field checks of map coordinates fell in 2015 due to GIS workload on several
large projects. These checks will be completed prior to printing of map books
and GIS resumed the higher level of field checks in 2016.
Occupational Health & Safety Program
Injuries and Exposures
Workers’ Compensation Costs
The following chart illustrates the cost paid by PFA’s workers’ compensation
insurance carrier.
0
50
100
150
200
250
Number of Injuries/Exposures
Injuries and Exposures
Exposures
Reported Injuries
ATTACHMENT 3
Courage, Leadership, Duty 35
Experience Modifier
The experience modifier is the adjustment of annual premium on worker’s
compensation insurance based on previous loss experience. Three years of loss
experience are used to determine the experience modifier for the coming year. In
2016 another reduction results in a modifier rate of .78.
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
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
$400,000
$450,000
$500,000
2009 2010 2011 2012 2013 2014 2015 2016
Claims Costs
Workers' Comp Claims Costs Paid by Insurance
0
0.2
0.4
0.6
0.8
1
1.2
2014 2015 2016
Modifier Rate
Experience Modifier
ATTACHMENT 3
36 Courage, Leadership, Duty
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 until return.
Work-related modified duty plus Injury leave hours- shown as shift days missed
Severity of Injury
In 2013 PFA started tracking severity of injuries using the OSHA recordable
standard. This tracks injuries with treatment received beyond first aid.
0
50
100
150
200
250
2013 2014 2015 2016
Shifts
Shift Days Missed
22 17 22
13
83
57
66
54
0
20
40
60
80
100
120
2013 2014 2015 2016
Number of Injuries/Exposures
Red is OSHA recordable
Severity of Injury
ATTACHMENT 3
Courage, Leadership, Duty 37
Frequency
Frequency is shown using OSHA’s Recordable Accident Frequency. This is
calculated using the formula (# injuries x 200,000 / number of hours worked). A
lower frequency number relates to fewer injuries. This formula allows a national
comparison, which for the fire service is 10.2.
Activity at Time of Injury and Injury Type
The charts below illustrate the activity at time of injury and the injury type based
on National Fire Protection Association classifications. Nationally fireground
injuries account for almost half of all injuries. The fireground is the most dynamic
and uncontrolled work environment and PFA personnel make significant efforts in
keeping this injury rate low in such conditions.
0
2
4
6
8
10
12
2013 2014 2015 2016
OSHA Frequency Rate
Frequency
22%
13%
33%
11%
9%
10%
2%
2016 Reported Injuries/Exposures Activity
Training
EMS
Fireground
Other
Routine/Station Duties
Exercise
Responding/Returning
ATTACHMENT 3
38 Courage, Leadership, Duty
Activity at Time of Injury 2016 Five Year Average
EMS 23 19
Fireground 22 20
Training 15 16
Exercise 7 7
Routine/Station Duties 6 11
Responding/Returning 1 2
Other 7 10
TOTAL 81 85
Injury Type 2016 Five Year Average
Overexertion/Strain 24 26
Exposure 22 25
Contact with Object 7 6
Struck by Object 5 6
Fall, Jump, Slip 3 9
Other 6 10
TOTAL 67 82
Vehicle Accidents
The procedure that was implemented in late 2010 for self-critiquing accidents
and other incidents that result in lost or damaged PFA equipment is still being
used. The shift Safety Officers review the report with the individuals to assure all
the causal factors and lessons learned are determined.
36%
33%
9%
10%
5%
7%
2016 Reported Injuries/Exposures by
Injury Type
Overexertion/Strain
Exposure
Other
Contact with Object
Fall, Jump, Slip
Struck by Object
ATTACHMENT 3
Courage, Leadership, Duty 39
Vehicle Incident Cause 2016 Five Year Average
Misjudgment 11 14
Backing 12 4
Fault of Other Driver 4 4
Failure to Yield to
Emergency Vehicle
0 .5
Equipment Failure 0 1
Other 2 2
TOTAL 29 25.5
0
5
10
15
20
25
30
35
40
2010 2011 2012 2013 2014 2015 2016
Number of Accidents
PFA‐Owned Vehicle Accidents
41%
38%
14%
7%
2016 PFA‐Owned Vehicle Incidents
Backing
Misjudgment
Fault of Other Driver
Other
ATTACHMENT 3
40 Courage, Leadership, Duty
Self-Contained Breathing Apparatus Maintenance
N/R = Not Reportable
Training Division
Training Hours
In January 2016, PFA implemented Target Solutions as its Learning
Management and Training Records Management System. This new program
allows PFA to focus on a competency-based training program that meets
industry standards. Target Solutions allows the PFA Training Division to analyze
training programs by two groups – sanctioned and non-sanctioned training hours.
A total of 51,708 training hours are recorded into PFA’s Target Solutions
Program for the year 2016. This report focuses on 32,996 notable training
category hours. These hours are 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. Total hours by
category include sanctioned and non-sanctioned training hours. Figure 1 shows
sanctioned and total training hours by category for 2016. Figure 2 represents the
amount of sanctioned training recorded in Target Solutions for 2016 by
percentage.
Strategic
Goal
Primary Self-
Assessment
Category/Criterion
Output
Measures
2014
Actual
2015
Actual
2016
Actual
Be an
accountable,
values-driven
workforce that
cares for the
community
and each other
6F.5: A safety
equipment inventory
control and
maintenance tracking
system is in place and
current.
# of Service
Requests/#
of SCBA
Airpacks
N/R N/R .66
ATTACHMENT 3
Courage, Leadership, Duty 41
Figure 1 – Comparison of 2016 sanctioned and total training hours by
category (PFA Target Solutions data).
Percent of Sanctioned Training Hours by Category for 2016
Figure 2 – Percent (in hours) of each category of training for the year 2016 (PFA
Target Solutions data).
Training Facility Usage
The PFA’s Training Campus operates seven days a week ,12 months per year.
Figure 3 indicates a four-year trend in training facility usage by hours per group
for the years 2012 to 2016. Figure 4 indicates a four-year trend in training facility
use by day of week for the years 2012 to 2016.
0
5000
10000
15000
20000
25000
30000
35000
2016 Training Hours by Category
Sanctioned Hours by Category All Training Hours by Category
Administration,
8.0%
Driver/Operator
14.9%
Firefighter,
Fire Officer, 30.3%
15.8%
EMS, 11.9%
Wildland, 5.8%
Tech Rescue,
7.5%
Hazmat , 5.7%
ATTACHMENT 3
42 Courage, Leadership, Duty
Figure 3 – Training facility use by hours for the years 2012 to 2016 (PFA SharePoint Calendar
data).
Figure 4 – Training facility use by day of week for the years 2012 to 2016 (PFA SharePoint
Calendar data).
Tuition Reimbursement/Education Requests
In 2016, the Training Division spent $37,354 for tuition reimbursement and
educational class/conference requests.
Tuition reimbursement
Tuition reimbursement accounted for $18,095 in 2016. The Tuition
Reimbursement Program pays participants’ tuition expenses for
0
500
1000
1500
2000
2500
3000
2012 2013 2014 2015 2016
Training Facility Use by Hours 2012 to 2016
Internal
External
Mixed
FRFC
16%
20%
18%
17%
16%
8%
5%
Training Facility Sessions by Day by Percent
for 2012-2016
Monday
Tuesday
Wednesday
Thursday
Friday
Saturday
Sunday
ATTACHMENT 3
Courage, Leadership, Duty 43
accredited college-level classes. Figure 5 indicates the five-year trend for tuition
reimbursement. Figure 6 indicates the number of employees by rank
participating in the tuition reimbursement program from 2012 to 2016. Table 1
represents a five-year trend for tuition reimbursement costs per request. The
decrease in average cost per student for 2014 and 2016 is related to the PFA
Fire Officer Professional Development Program. As part of a joint venture with
Colorado State University, PFA was able to negotiate reduced fees for its
employees.
Figure 5 – Tuition reimbursement trend for the period of 2012 through 2016 (JD Edwards Data).
Figure 6 – Comparison of the number of participants by rank for the period of
2012 through 2016 (JD Edwards Data).
0
5
10
15
20
25
30
35
40
Number of Particants by Rank in Tuition
Reimbursement Program
2012
2013
2014
2015
2016
$0
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
$35,000
2012 2013 2014 2015 2016
Tuition Reimbursement Program Costs for years
2012 to 2016
amount
ATTACHMENT 3
44 Courage, Leadership, Duty
Average Cost per Request for Tuition
Reimbursement Program
Year Amount # of
Requests
Average
Amount
2012 $9,024 8 $1,128
2013 $19,771 14 $1,412
2014 $30,400 37 $755
2015 $15,262 17 $898
2016 $18,095 16 $1,131
Totals $92,552 92 $809.31
Table 1 – Summary of tuition reimbursement costs as
an average per participant from 2012 to 2016 (JD
Edwards data).
Tuition reimbursement is a successful professional development tool for PFA. It
enables employees to complete college-level course work in management and
leadership relative to the fire service. It is an integral component of achieving
PFA’s strategic goal of professional development that is aligned with national-
level fire service recommendations.
Education requests
In addition to tuition reimbursement, the Training Division spent $19,259 on
education requests in 2016. 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. Figure 7 represents approved educational
requests by rank.
Figure 7 – Comparison of approved education requests by rank for the years 2013 to 2016.
0
20
40
60
80
100
120
Educational Requests by Rank for Years 2013 to 2016
2013
2014
2015
2016
ATTACHMENT 3
Courage, Leadership, Duty 45
In 2016, a total of 90 educational requests were received, of which 86 were
approved. The majority of educational requests came from personnel holding the
rank of firefighter, driver/operator or captain. In relation, most of these requests
were for topics in fundamental skills and task-oriented subjects. This is indicative
of the importance of this program for supplemental skill development for PFA
personnel. Specialty programs such as Hazmat, Wildland, and Tech Rescue
have individual budgets and are not included in these numbers.
Certification
The Training Division continues to be involved with Colorado Metropolitan
Certification Board (CMCB). The CMCB ensures compliance with national
firefighting standards through the CMCB certification program. At PFA,
certifications consist of Firefighter I and II, Fire Instructor I and II, Driver/Operator,
Hazmat Operations, Hazmat Technician, and Fire Officer I and II.
In 2016, 61 CMCB certificates were awarded to PFA personnel. The certificates
issued in 2016 represent all CMCB certifications available to PFA personnel.
Figure 8 is a comparison of the number of certificates issued by category
between 2013 and 2016.
Figure 8 – Comparison of 2015 CMCB certificates earned for the years 2013 to 2016.
0
10
20
30
40
50
60
70
80
90
Number of Certificates Earned by Category
2013
2014
2015
2016
ATTACHMENT 3
46 Courage, Leadership, Duty
Training Center Operations & Maintenance
Employee Training & Development
Strategic
Goal
Primary Self-
Assessment
Category/Criterion
Output
Measures
2014
Actual
2015
Actual
2016
Actual
Maintain
community
trust by being
effective and
accountable
stewards of
the
community
and PFA’s
resources
8C.4: Apparatus and
equipment utilized for
training are properly
maintained in
accordance with the
agency’s operational
procedures, and are
readily accessible to
trainers and
employees.
Number of
trimester
inspections of
all facilities,
props and
equipment to
identify
potential
safety
problems,
limiting
exposure to
hazards and
lowering risk
completed on
time
0 0 1
Strategic
Goal
Primary Self-
Assessment
Category/
Criterion
Output Measures 2014
Courage, Leadership, Duty 47
N/R = Not Reportable
assignments within
designated timeframe
Officer Development –
Provision of Fire Officer
I and II classes in
conjunction with CSU
1 each 1 each 1 each
Officer Development –
Provision of Fire
Instructor I classes
N/R 2 2
Officer Development -
Completion rate of
Target Solutions
assignments within
designated timeframe
N/R N/R 100%
Officer Development -
Provision of Captain/BC
academy during
calendar year
Two
times
per
year
One
time
Two
times
per
year
Core
Competency
8B.4: The
agency
provides for
evaluation of
individual,
company, or
crew, and
multi-
company or
crew
performance
through
performance-
based
measurement
Review, develop and
deliver Company
Performance Tasks
(CPTs) used to
evaluate crews on core
competencies
Two
times
per
year
48 Courage, Leadership, Duty
Recruit Fire Academy
Strategic
Goal
Primary Self-
Assessment
Category/Criterion
Output
Measures
2014
Actual
2015
Actual
2016
Revised
Be an
accountable,
values-driven
workforce that
cares for the
community
and each
other
Core Competency
8B.4:
The agency provides
for evaluation of
individual, company, or
crew, and multi-
company or crew
performance through
performance-based
measurements.
% of recruits
that complete
the FRFC
Recruit
Academy to
be certified at
a minimum of
Firefighter-I
and Hazmat
Operations
89% 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
Courage, Leadership, Duty 49
Certification
N/R = Not Reportable
Strategic
Goal
Primary Self-
Assessment
Category/Criterion
Output
Measures
2014
Actual
2015
Actual
2016
Actual
Be an
accountable,
values-driven
workforce that
cares for the
community
and each
other
8A.4: The agency
has identified
minimum levels of
training required for
all positions in the
organization
% of
firefighters
possessing
required
certificates
based on their
eligibility and
current policy
100% 100% 100%
% of
firefighters
passing
training
programs and
obtaining
certifications
100% 100% 100%
8B.1 A process is
in place to ensure
that personnel are
appropriately trained.
% of Captains
and BCs
certified to
Fire Officer I
80% 85% 100%
% of Captains
certified to
Fire Officer II
N/R N/R 32%
50 Courage, Leadership, Duty
Administration Division Outcomes
Administration Division Outcomes
Strategic
Objective Targeted Outcome Measures
Actual
2014
Actual
2015
Actual
2016
3C
7B.4: The agency’s workforce
composition is reflective of the
service area demographics or the
agency has a recruitment plan to
achieve the desired workforce
composition - % of minority
firefighters
12.6% 13.6% 14.1%
3C
Demographic Data (hiring diversity)
- % diverse recruit firefighters -
minority
25% No Hiring
Process 25%
3C Demographic Data (hiring diversity)
- % recruit firefighters - female 7%
No Hiring
Process 9%
4B % of budget underspent at year-
end 1.6% 2.2% 2.24%
4B
Percent of accepted 2015
Accreditation Peer Team
Recommendations Implemented
N/A 20% 50%
4D
Financial audit findings indicating
financial statements are in
compliance with established
accounting practices
100% 100%
Audit
finalized
in
Spring
2017
Fire Station 8 Grand Opening
ATTACHMENT 3
Courage, Leadership, Duty 51
2016 PERFORMANCE COMPARISONS
The 2015 Strategic Plan was approved by the PFA Board in March 2015, and
sets long-term direction for the Authority; the goals of this Strategic Plan are to
focus on the next three to five years; align the Strategic Plan with the
Accreditation process; and reflect current organizational needs. The Authority’s
goals and targeted outcomes are well aligned with the PFA Annual Budget and
Accreditation process to measure the performance of fire protection and
emergency service delivery at a macro level.
The benchmark survey is a means of comparing PFA’s performance against
other jurisdictions to assess how well the Authority is performing. The target
outcomes are displayed in graphs providing actual values and a 5-year history for
PFA and national data when available (2016 national data will become available
between September and November, 2017). The 2016 Benchmarking survey
participants have been reviewed and changes made to reflect comparable
population, college or university in community, non-municipal fire departments
(where possible), and accredited agencies thereby creating a more accurate
comparison and aligning long-term direction. The participants include Arvada
Fire Protection District, Boulder Fire Rescue, South Metro Fire Protection District,
Colorado Springs Fire Department, Littleton Fire Rescue, Gainesville Fire
Rescue (FL), Corvallis Fire Department (OR), Guelph Fire (Ontario, Canada),
Rockford Fire Department (IL), Grand Rapids Fire Department (MI), Bellevue Fire
Department (WA). In 2016, staff evaluated the benchmark survey and made
changes to align long-term direction. The 5-year PFA history provides a means
for citizens to assess how PFA has performed historically, and, where available,
how PFA compares on a national level.
The target outcomes are organized into four areas related directly to the Goals
outlined in the 2015 Strategic Plan. This provides a picture of how PFA is doing
in relation to the outcomes and whether performance is improving in relation to
goals.
Target Outcome 1A – Achieve compliance with published Standards of
Cover (SOC) document
This is an ongoing, continuous improvement effort aimed at ensuring the PFA is
continuously positioning resources and evaluating processes with the ultimate
goal of placing the appropriate resources on scene in the shortest amount of time
within current system constraints. The Risk Assessment and Standards of Cover
Goal 1
“Reduce the frequency and severity of emergency incidents.”
ATTACHMENT 3
52 Courage, Leadership, Duty
can be viewed at: http://www.poudre-fire.org/home/showdocument?id=2983
Target Outcome 1B – Decrease overall response times to emergency
requests for service
Through the accreditation process this measure has changed from average
response time to percentile response time. In the accreditation model fire
departments do not report average response times, rather the time of arrival on-
scene of the first due unit 90% of the time. This is measured from the time of
dispatch to the time of crew arrival for all emergent incidents. Utilizing the 90th
percentile is a better measure for driving continuous improvement in response
times due to the ability to assess a gap in response performance earlier than
utilizing an average.
Improved total response time by nearly one minute to 7 minutes 23 seconds for
first arriving unit to emergent incidents in the urban area (from dispatch greeting
to PFA arrival greeting) 90% of the time. Through the accreditation process, call-
processing times have been reduced by one minute compared to the
performance in 2014. In addition, PFA is continuing to use the accreditation
process to strive for response times that meet or exceed PFA’s standard of 6:20
in the urban area.
Target Outcome 1C – Increase public awareness and change behaviors
8:12 8:36 8:37
7:45 7:23
0:00
1:12
2:24
3:36
4:48
6:00
7:12
8:24
9:36
2012 2013 2014 2015 2016
Response Time
90th Percentile Response Times for
First Due Unit
ATTACHMENT 3
Courage, Leadership, Duty 53
related to everyday safety threats
In 2012, the occupant of a residential fire was located and removed from the
structure; unfortunately the occupant succumbed to the injuries. The fire was
caused by careless use of smoking materials in a residence with a large amount
of accumulated materials inside, which hampered rescue activities. This was the
last fire death suffered in PFA’s jurisdiction.
0
1
2
3
4
5
6
7
Civilian Deaths
Fire Department
2016 Civilian Fire Deaths
B
E
T
T
E
R
0
0.2
0.4
0.6
0.8
1
1.2
2012 2013 2014 2015 2016
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
ATTACHMENT 3
54 Courage, Leadership, Duty
0
1
2
3
4
5
6
7
8
9
10
Injuries per 100,000 Population Served
Fire Department
2016 Civilian Fire Injuries
Per 100,000 Population
B
E
T
T
E
R
0
2
4
6
8
2012 2013 2014 2015 2016
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
ATTACHMENT 3
Courage, Leadership, Duty 55
Target Outcome 1D – Increase the safety of the built environment
0.0
0.5
1.0
1.5
2.0
2.5
3.0
3.5
4.0
Fires Per 1,000 Population
Fire Department
2016 Number of Fires
Per 1,000 Population
B
E
T
T
E
R
0
1
2
3
4
5
6
2012 2013 2014 2015 2016
Fires
PFA & Nation Number of Fires
Per 1,000 Population
5-Year History
PFA Nation
B
E
T
T
E
R
Strategic
Goal
Primary Self-
Assessment
Category/
Criterion
Performance
Measure
2014
Actual
2015
Actual
2016
Actual
Reduce the
frequency
and
severity of
emergency
incidents
56 Courage, Leadership, Duty
Target Outcome 1E – Increase EMS performance for identified key
treatment outcomes
Initiatives to reduce the frequency and severity of emergency incidents include
PulsePoint implementation and EMS contract implementation, which were both
2015 achievements. Outcome data and measurements for EMS contract
compliance are reflected on page 31.
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.
Target Outcome 2A – Effectively prepare the community for natural and
man-made disasters
Target Outcome 2B – Improve the Authority’s ability to respond and
recover from uncommon or catastrophic events
Target Outcome 2C – Enhance emergency management capabilities within
the Authority
Target Outcome 2D – Partner with the City of Fort Collins to foster a safe
community
Strategic
Goal
Primary Self-
Assessment
Category/Criterion
Performance
Measure
2014
Actual
2015
Actual
2016
Actual
Reduce
the
frequency
and
severity of
emergency
incidents
5G.9: The
agency’s
information system
allows for
documentation and
analysis of the EMS
program.
% patients
treated for
respiratory
distress that
show
improvement
after
treatment by
PFA EMS
98% 100% 100%
Goal 2
“Promote emergency prevention, preparation, response, mitigation, and
recovery across the organization in collaboration with other community
Courage, Leadership, Duty 57
Please refer to page 12 - Public Affairs and Education Program, page 17 - Fire
Suppression Program, and page 11 - Office of Emergency Management
program.
Target Outcome 3A – Provide services that attend to the social safety
needs of residents in a caring manner
PFA’s goal is to maintain an 85% overall satisfaction rate with residents. In
2012, a survey was conducted by CSU to understand community residents’
perceptions of the job PFA does in providing emergency services, understand
the extent that community residents are aware of fire safety practices and the
extent they follow such practices, and understand businesses’ perceptions of the
job PFA does in providing emergency and non-emergency services to business
customers. Approximately 78% of fire safety guidelines are practiced by
residents in the community, and in general, if the guideline was known about, it
was followed. However, through the survey it was found that elderly and lower
income respondents tended not to follow the fire safety guidelines as tightly as
others. This survey is not conducted annually; the most recent responses are
from 2012.
PFA Citizen Satisfaction Survey Performed by CSU
Scale: 1 = Extremely Poor, 5 = Extremely Well
1993 1998 2006 2012
Responds within appropriate timeframe 4.4 4.6 4.5 --
Demonstrates Care for Persons 4.6 4.6 4.5 4.5
Demonstrates Concern for Property 4.3 4.4 4.4 4.5
Cooperation with Other Agencies 4.5 4.4 4.4 --
Handles Incident in Professional Manner -- -- 4.7 4.7
Provides accurate information related to the emergency -- -- 4.4 4.5
Provides follow-up services after an emergency -- -- 4.1 4.0
City residents are surveyed by the National Research Center on municipal
services and they compare their findings to national benchmarks as shown in the
following table.
Type of
Service
Quality of Service Rating
Very Good/Good
2003 2008 2010 2012 2013 2015
2013
National
Comparison
2015
National
Comparison
Goal 3
“Be an accountable, values-driven workforce that cares for the
community and each other.”
ATTACHMENT 3
58 Courage, Leadership, Duty
Overall Fire
Services 90% 94% 96% 85% 89% 87% Similar Similar
Fire Response
Time -- -- -- 84% 89% 87% Above Higher
Emergency
Preparedness -- -- -- 75% 80% 76% Much Above Much Higher
Fire
Prevention/Edu
cation
-- -- -- 72% 74% 78% Much Above Much Higher
Overall, ratings for the majority of safety services stayed strong from 2003 to
2015. 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 goal is to maintain a 90% overall satisfaction rate with businesses. This
survey is not conducted annually; the most recent responses are from 2012.
Evaluations of Inspections with PFA (CSU Business Survey)
Scale: 1 = Extremely Poor, 5 = Extremely Well
1998 2006 2012
From visit to visit PFA personnel provide consistent
information regarding the International Fire Code -- 4.6 4.2
PFA personnel respect your time when conducting a fire
code inspection 4.6 4.7 4.7
PFA personnel provide adequate safety training -- 4.3 4.2
PFA personnel provide adequate emergency evacuation
information -- 4.3 4.2
PFA personnel provide adequate information if they find a
fire code violation in your workplace 4.6 4.7 4.6
PFA personnel offer adequate guidelines to assist you with
correcting code violations 4.5 4.7 4.6
Visit to visit, the PFA is consistent in what they cite as a
code violation 4.4 4.5 4.5
PFA’s goal is to maintain a 95% satisfaction rate with emergency response. This
measure is intended to measure satisfaction soon after emergency service is
received. PFA continues to receive high marks in emergency response
satisfaction.
ATTACHMENT 3
Courage, Leadership, Duty 59
2016 Emergency Response Service Survey Results
Total Number of surveys mailed 975
Total Number of surveys returned 141
Percentage of surveys returned 14.46%
Excellent Good Fair Poor N/A
No
Answer
1. How easy was it
to report your
emergency to
the 911
dispatcher?
78.00% 14.18% 0.00% 0.00% 0.00% 7.82%
2. Rate our
response time. 82.27% 12.06% .71% 0.00% 0.00% 4.96%
3. Rate the
courtesy of the
Firefighters on
the scene.
90.07% 4.26% 3.55% 0.00% 0.00% 2.13%
4. Were all our
actions clearly
explained?
82.27% 9.22% 0.00% 2.13% 0.00% 0.00%
5. How would you
rate our overall
services
provided?
90.78% 5.67% 0.71% 1.42% 0.00% 1.42%
Target Outcome 3C – Maintain and enhance an accountable, well-qualified,
inclusive, diverse and safety-conscious workforce
No deaths are the only acceptable goal for PFA. While there are always risks
inherent in firefighting, these risks can be reduced by extensive training,
adequate equipment, sound operational policies and proper analysis of the risks
and benefits taken by each firefighter when engaged in emergency operations.
PFA has not had a line of duty death, and continued that trend in 2016 with zero
firefighter deaths.
ATTACHMENT 3
60 Courage, Leadership, Duty
Please refer to the Occupational Health and Safety program on page 34.
Target Outcome 3E – Engage PFA members in creating an effective and
consistent exchange of information
Please refer to the Information Technology program on page 33 and the Public
Affairs and Education program on page 12.
Target Outcome 3F – Maintain a support network that provides for the
emotional, physical, and safety needs of the PFA Family
ATTACHMENT 3
Courage, Leadership, Duty 61
Target Outcome 4A – Optimize alternate service response and staffing
models
PFA’s goal is to intercede before fire extends beyond the room of origin in 80% of
all structure fires within the urban service area. This measures the success of all
Authority services (education, prevention, and response) in controlling fires
before they extend beyond the room in which the fires started, thereby
threatening more lives and property and running the risk of losing control of the
fire.
Strategic
Goal
Primary Self-
Assessment
Category/Criterion
Performance
Measure
2014
Actual
2015
Actual
2016
Actual
Be an
accountable,
values-driven
workforce
that cares for
the
community
and each
other
7F.7: A process is in
place to investigate
and document
accidents, injuries
and legal actions,
etc., which is
supported by the
agency's information
management system.
Recordable
Accident
Frequency: #
of injuries x
200,000 /
number of
hours worked
7.7 9.7 6.8
Goal 4
“Maintain community trust by being effective and accountable stewards of
the community and PFA’s resources.”
ATTACHMENT 3
62 Courage, Leadership, Duty
Flashover is the stage of a structure fire when it becomes extremely dangerous
to occupants, destructive to structures, and hazardous to firefighters. During a
flashover, temperatures and conditions are intense and an entire room can burst
into flames, causing a fire to spread to other parts of the structure. By containing
a fire to its room of origin, either through rapid fire department response, fire
sprinklers or fire containment, fire loss and injuries to occupants and firefighters
can be reduced. Delaying flashover also allows more time to complete a search
and rescue of the burning room or allow a firefighter to go above a fire to rescue
a trapped victim. Delaying flashover and fire spread can limit fire loss and injuries
to occupants and firefighters.
90.4 91
0
10
20
30
40
50
60
70
80
90
100
2015 2016
Percent of Time Interceded before Flashover
Percent of Time PFA Intercedes before Flashover
(contained to room of origin)
ATTACHMENT 3
Courage, Leadership, Duty 63
The PFA goal is to maintain an insurance rate as low as possible within the City
of Fort Collins and the urban area of the Poudre Valley Fire Protection District. In
2015, ISO rated PFA at a 2 due in part to transitioning a volunteer station to a
fully-staffed station in Timnath.
0
1
2
3
4
5
ISO Rating
Fire Department
2016 Urban ISO Rating Per Community
B
E
T
T
E
R
0
1
2
3
4
2012 2013 2014 2015 2016
ISO Rating
PFA Urban ISO Rating 5-Year History
B
E
T
T
E
R
ATTACHMENT 3
64 Courage, Leadership, Duty
PFA’s goal is to limit direct estimated fire loss.
$0
$5
$10
$15
$20
$25
$30
$35
$40
Loss Per Capita
Fire Department
2016 Fire Loss Per Capita
B
E
T
T
E
R
$0
$10
$20
$30
$40
$50
2012 2013 2014 2015 2016
Loss Per Capita
PFA & Nation Fire Loss Per Capita
5-Year History
PFA Nation PFA 5-Year Average
B
E
T
T
E
R
ATTACHMENT 3
Courage, Leadership, Duty 65
$0.00
$0.20
$0.40
$0.60
$0.80
$1.00
$1.20
Colorado
Springs Co
Grand
Rapids MI
Rockford IL Corvallis OR Boulder CO PFA
Fire Department
2016 Loss Per $1,000 Property Protected
B
E
T
T
E
R
$0.00
$0.10
$0.20
$0.30
$0.40
$0.50
$0.60
$0.70
$0.80
2012 2013 2014 2015 2016
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
ATTACHMENT 3
66 Courage, Leadership, Duty
In 2012 the High Park Fire attributed to the majority of the fire loss, and in 2013,
there were two multi-family apartment structures with combined losses of
$950,000, and a large-loss commercial building fire with a $1,200,000 loss.
$0
$5,000
$10,000
$15,000
$20,000
$25,000
Loss Per Fire
Fire Department
2016 Fire Loss Per Fire
B
E
T
T
E
R
$0
$5,000
$10,000
$15,000
$20,000
2012 2013 2014 2015 2016
Loss Per Fire
PFA & Nation Fire Loss Per Fire
5-Year History
PFA Nation
B
E
T
T
E
R
ATTACHMENT 3
Courage, Leadership, Duty 67
Target Outcome 4B – Maintain a high level of financial accountability
Measures of Progress for this target outcome include achievement of the
Government Finance Officers Association recognition for budget presentation
and comprehensive annual financial report, as well as providing an annual report
to City Council.
The Government Finance Officers Association of the United States and Canada
(GFOA) presented a Distinguished Budget Presentation Award to Poudre Fire
Authority, Colorado for its annual budget for the fiscal year beginning January 1,
2016. This was the 17th 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.
ATTACHMENT 3
68 Courage, Leadership, Duty
The Government Finance Officers Association of the United States and Canada
(GFOA) awarded a Certificate of Achievement for Excellence in Financial
Reporting to Poudre Fire Authority for its comprehensive annual financial report
for the fiscal year ended December 31, 2015. This was the third consecutive
year that PFA has achieved this prestigious award. In order to be awarded a
Certificate of Achievement, a government must publish an easily readable and
efficiently organized comprehensive annual financial report. This report must
satisfy both generally accepted accounting principles and applicable legal
requirements.
A Certificate of Achievement is valid for a period of one year only. Staff believes
that the current comprehensive annual financial report continues to meet the
Certificate of Achievement Program’s requirements and is being submitted to the
GFOA to determine its eligibility for another certificate.
Target Outcome 4C – Maintain stability and predictability of funding
streams
The year 2015 reflected the first full year of the implementation of the new
Intergovernmental Agreement and Revenue Allocation Formula between the City
of Fort Collins and the Poudre Valley Fire Protection District. The stepped-up
funding level that is being phased-in by the City has helped PFA begin to
address lingering needs and funding shortfalls from previous years. A more
sustainable funding stream has been created through the
ATTACHMENT 3
Courage, Leadership, Duty 69
City/PVFPD IGA and Revenue Allocation Formula, supporting the goal of
maintaining a stable and predictable funding stream.
Target Outcome 4D – Provide clarity and transparency in financial matters
Initiatives to satisfy the target outcome include providing an annual performance
review to City Council (May 10, 2016), and by making available Annual Reports
to the public at www.pfaannualreport.com.
Target Outcome 4E – Ensure adequate capital facilities and equipment
needed to provide services
Please refer to the Capital Budget (page 112-140) section of the Budget
Document http://www.poudre-fire.org/home/showdocument?id=3486
Target Outcome 4F – Enhance a culture of care and maintenance for PFA’s
physical assets
This is an initiative being addressed by the Operations Team committee in 2017.
$0
$25
$50
$75
$100
$125
$150
$175
$200
$225
$250
$275
$300
$325
$350
Cost Per Capita
Fire Department
2016 O&M Budget Per Capita
ATTACHMENT 3
70 Courage, Leadership, Duty
City/District Comparative Statistics
Call Assessed Contribution
Ratio Value Ratio Ratio
2004 CITY 80.50 81.31 78.54
DIST 19.50 18.69 21.46
2005 CITY 82.43 82.15 80.05
DIST 17.16 17.85 19.95
2006 CITY 81.90 78.06 80.04
DIST 18.10 21.94 19.96
2007 CITY 82.90 79.01 79.61
DIST 17.10 20.99 20.39
2008 CITY 83.67 82.05 80.25
DIST 16.33 17.95 19.75
2009 CITY 83.93 80.30 80.20
DIST 16.07 19.70 19.80
2010 CITY 84.50 80.96 80.82
DIST 15.50 19.04 19.18
2011 CITY 83.75 81.01 81.12
DIST 16.24 18.99 18.98
2012 CITY 83.58 81.54 81.05
DIST 16.42 18.46 18.95
2013 CITY 83.65 82.18 82.10
DIST 16.35 17.82 17.90
2014 CITY 84.11 82.04 82.26
DIST 15.89 17.96 17.73
20151 CITY 84.53 82.13 82.89
DIST 15.47 17.87 17.11
20162 CITY 84.61 80.90 74.24
DIST 15.39 19.10 25.76
1 2015 included fir year of updated City RAF contribution
2 2016 included District capital contribution for Station 8 and Timnath TIF funds for Station 8
staffing and construction
ATTACHMENT 3
Courage, Leadership, Duty 71
2016 PFA Budget Review
The 2016 PFA general fund actual spending compared to budget reflects a tight
budget (underspend of 4.64%, or $1,338,539). In addition, the ending fund
balance for 2016 benefitted from significantly higher fees for services with
revenue of $968,576 higher than projected.
Poudre Fire Authority Actual Spending to Budget, 2016
General Fund
Statement of Revenues, Expenditures and Changes in Fund Balances--
Actual and Budget
For the Month Ended December 31, 2016
REVENUES Actual
Year-to-Date
Budget
Percent Year-to-
Date Budget
Received/
Expended
Intergovernmental 27,587,887.77 27,652,740.77
Fees and charges for services 1,824,505.42 855,929.00
Earnings on Investments 19,196.29 40,000.00
Grants and Non-Capital Projects 42,000.00 0.00
Miscellaneous revenue 229,391.77 60,500.00
Total Revenues 29,702,981.25 28,609,169.77 103.82%
EXPENDITURES
Administration 3,017,864.28 3,989,857.37
Community Safety Services 2,320,454.85 2,486,450.71
Grants & Non-Capital Projects 280,558.86 256,478.00
Lease Purchase (Sta. 4) 234,354.19 234,354.00
Support 4,094,137.44 4,187,967.72
Operations 18,876,983.87 19,007,784.42
Total Expenditures 28,824,353.49 30,162,892.22 4.64%
Excess or Deficiency of Revenues Over or
Under Expenditures 878,627.76 (1,553,722.45)
Fund Balance January 1, 2016 6,793,427.00
Fund Balance December 31, 2016 7,672,054.76
Year-to-Date 2016
ATTACHMENT 3
72 Courage, Leadership, Duty
Poudre Fire Authority General Fund Reserves
Poudre Fire Authority’s reserve policy states a minimum 3% of operating
revenues must be held in the reserve for contingencies and 3% of revenue must
be held in the revenue reserve. If the revenue reserve and contingency reserve
are depleted below reserve policy levels (6%), the fire chief will develop a
restoration plan to restore balances over a two-year time period.
FUND BALANCE Balance % of Revenue
Res - KFCG Fire & Emergency $562,309 1.97%
Assign - Govt Operations $936,227 3.27%
Assign - Workers Compensation $27,218 0.10%
Assign - NCRCN $647,259 2.26%
Assign - Encumbrances $59,767 0.21%
Unassigned Fund Balance $5,439,275 19.01%
FUND BALANCE $7,672,055 26.82%
ATTACHMENT 3
Courage, Leadership, Duty 73
Capital Fund
Statement of Revenues, Expenditures and Changes in Fund Balances--
Actual and Budget
For the Month Ended December 31, 2016
REVENUES
Year-to-Date
Actual
Annual
Budget
Percent Received/
Expended
Apparatus Replacement $1,415,841 $1,385,095
Burn Building $1,985 $2,548
Computer/Tech Replacement $61,317 $64,623
Console Replacement $300 $0
Facilities Maintenance $163,116 $164,012
Hose Replacement $15,858 $16,097
Radio Replacement $414,665 $416,820
SCBA Replacement $1,012,139 $937,932
Staff Vehicle Replacement $61,700 $60,378
Station 15 $38,985 $29,965
Station 4 Lease/Purchase $2,762 $3,677
Station 8 $3,290,989 $3,015,359
Thermal Imager Replacement $23,951 $24,113
Training Multi-Purpose Building $1,191 $1,586
Total Revenues $6,504,799 $6,122,205 106.25%
EXPENDITURES
Current:
Apparatus Replacement $2,589,253 $1,179,613
Burn Building $5,432 $8,000
Computer/Tech Replacement $106,167 $61,000
Console Replacement $0
Facilities Maintenance $63,964 $222,207
Hose Replacement $15,384 $16,000
Radio Replacement $20,501 $100,000
SCBA Replacement $1,481,300 $1,428,290
Staff Vehicle Replacement $88,873 $120,225
Station 15 $92
Station 4 Lease/Purchase $30
Station 8 $4,493,665 $1,347,734
Thermal Imager Replacement $11,121 $24,000
Training Multi-Purpose Building $13
Total Expenditures $8,875,797 $4,507,069 196.93%
Excess or Deficiency of Revenues Over or Under Expenditures ($2,370,997) $1,566,429
Fund Balance January 1, 2016 $7,811,467
Fund Balance December 31, 2016 $5,440,470
ATTACHMENT 3
74 Courage, Leadership, Duty
Poudre Fire Authority Board Actions - 2016
16-1 Reappropriation of Prior Year Encumbrances
16-2 Approving Station 8 Construction Costs and Appropriating Funds from
Reserve for Contingency to Station 8 Capital Project
16-3 Regarding the Meet and Confer Requirements of the Colorado Firefighter
Safety Act
16-4 Authorizing the Fire Chief to Negotiate and Sign Intergovernmental
Agreements with Other Governmental Emergency Services Agencies to
Provide Automatic and/or Mutual Aid
16-5 Authorizing the Fire Chief to Execute All Contracts Including Those over
$75,000 for the Purchase of Three Air Compressors for the Self-Contained
Breathing Apparatus Program
16-6 Appointing a 2015 Fire Code Review Committee
16-7 Appropriating Reserve for Contingency and Federal Emergency
Management Agency, Office of Emergency Management Grant Funds
16-8 Adopting the Larimer Multi-Jurisdiction Hazard Mitigation Plan
16-9 Authorizing the Fire Chief to Execute All Contracts Including Those over
$75,000 for the Purchase of Self-Contained Breathing Apparatus
16-10 Appropriating Ems Contract Funds, Approving Ems Contract Corrections,
and Approving an Intergovernmental Agreement with Wellington Fire
Protection District for EMS Data Management Services
16-11 Adopting the Poudre Fire Authority Risk-Assessment and Standards of
Cover
16-12 Transferring PVFPD Contribution From PFA Capital Budget To PFA O&M
Budget
16-13 Appropriating FEMA Assistance to Firefighters Grant Program – Fire
Prevention And Safety Grant
16-14 Setting the Poudre Fire Authority Board of Directors 2017 Meeting Dates
16-15 Approving The Intergovernmental Agreement Establishing The Front
Range Fire Consortium
16-16 Pursue Adoption of The 2015 International Fire Code
16-17 Granting Limited Recognition of Local 1945 of the International
Association of Firefighters to Determine if a Mutually Acceptable Collective
Bargaining Agreement Can be Developed
16-18 Approving the Purchase of New 800 Mhz Radios and Authorizing the Fire
Chief to Execute All Contracts Including Those Over $75,000 for the
Purchase of 800 Mhz Radios
16-19 Adopting the Budget And Appropriating Funds for the Operation of the
Poudre Fire Authority for 2017
16-20 Setting the Fees for the Poudre Fire Authority Fire Prevention Bureau for
the Calendar Year 2017
ATTACHMENT 3
Keep Fort Collins Great Funding History
Poudre Fire Authority
In November 2010, citizens in the Poudre Valley Fire Protection District (PVFPD) voted to increase the
mill levy to 10.595 mills, and Fort Collins citizens voted and approved a sales tax initiative - Keep Fort
Collins Great (KFCG). The .85 percent City sales tax initiative funds critical services and programs for the
community. This tax is scheduled to sunset on December 31, 2020. Poudre Fire Authority (PFA)
firefighters, including members of Local 1945, worked tirelessly to contribute to the successful
campaign. PFA receives 11% of the KFCG tax. The following is a history of KFCG budgeting and
expenditures; funds not expended in any year are transferred into a KFCG reserve held within the PFA
budget. In addition, revenues generated from the tax, above what was projected by the City, are held in
reserve at the City and must be requested by PFA through City Council.
2011 – $1,176,466 expended (Budgeted: $2,057,000)
Ongoing Items: South battalion, replaced two firefighter positions previously cut through attrition,
and two 4-person companies, maintain O&M budget (from 2011 budget cuts), Stations 1-4
maintenance, and new hire equipment.
2011 Outcomes: Reduction in south battalion response time (implementation of south battalion);
maintained ongoing level of service to community (maintain O&M budget).
2012 - $2,659,512 expended (Budgeted: $2,116,653)
Ongoing Items: South battalion, replaced two firefighter positions previously cut through attrition,
and two 4-person companies, maintain O&M budget, Stations 1-4 maintenance, new hire
equipment. One-time Items: chemical detection equipment, generator installation, accreditation
(moved to capital project), partial funding of secretary, Self-Contained Breathing Apparatus (SCBA)
capital replacement, Dispatch console replacement.
2012 Outcomes: Increase in citizen and firefighter safety (generator installation, chemical detection
equipment); improvement in measuring and evaluating deployment and performance, improved
response times, improved efficiency in data input, management, and analysis (Accreditation);
reduction in south battalion response time (implementation of south battalion).
2013 - $2,317,072 expended (Budgeted: $2,418,573)
Ongoing Items: South battalion, replaced two firefighter positions previously cut through attrition,
and two 4-person companies, Division Chief, maintain O&M budget, Stations 1-4 maintenance, new
hire equipment. One-time Items: generator installation, Fire 20/20 (Diversity training), Division
Chief costs (vehicle, misc. items).
2013 Outcomes: Improvement in measuring and evaluating deployment and performance,
improved response times, improved efficiency in data input, management, and analysis
(Accreditation); increase in citizen and firefighter safety (generator installation), reduction in south
battalion response time (implementation of south battalion).
2014 - $2,394,553 expended (Budgeted: $2,341,680)
Ongoing Items: South battalion, replaced two firefighter positions previously cut through attrition,
and two 4-person companies, Division Chief, maintain O&M budget, Stations 1-4 maintenance, new
ATTACHMENT 3
hire equipment. One-time Items: Wildland Coordinator, all-terrain ATV, education and training
scholarship, Public Education Coordinator, Accreditation Manager, electronic data management
(moved to capital project).
2014 Outcomes: Reduced battalion chief response times; increased firefighter safety with safety
officers on all critical emergency scenes. Delivery of effective education curriculum to target
populations (Public Educator); Continuous improvement through Accreditation self-assessment and
Standard of Cover (Accreditation); Development of critical leadership and management skills for
current and future fire officers thereby better serving internal and external customers (Education
Scholarship).
2015 - $2,520,533 expended (Budgeted: $2,482,819 O&M and $167,083 capital)
Ongoing Items: South battalion, replaced two firefighter positions previously cut through attrition,
and two 4-person companies, Division Chief, Accreditation Manager, Public Education Coordinator,
maintain O&M budget, Stations 1-4 maintenance, new hire equipment. One-time Items: Partial
funding of Apparatus Replacement. The PFA Board reallocated the electronic data management
funds to be expended on a new video/audio conference system via Resolution 14-8.
2015 Outcomes: Reduced battalion chief response times; increased firefighter safety with safety
officers on all critical emergency scenes. Delivery of effective education curriculum to target
populations (Public Educator); Continuous improvement through Accreditation self-assessment and
Standard of Cover (Accreditation); Development of critical leadership and management skills for
current and future fire officers thereby better serving internal and external customers (Education
Scholarship); better able to keep fire companies in their response area for classes and meetings
(video/audio conference system); regular replacement of apparatus allows PFA to reduce
maintenance costs, decrease apparatus downtime, and helps the Authority to incorporate more
environmentally friendly technology into its response equipment (apparatus replacement).
2016 - $2,961,306 expended (Budgeted: $3,266,692)
Ongoing Items: South battalion, replaced two firefighter positions previously cut through attrition,
and two 4-person companies, Division Chief, Accreditation Manager, Public Education Coordinator,
Deputy Fire Marshal, EMS Educator, maintain O&M budget, Stations 1-4 maintenance, new hire
equipment. One-time Items: SCBA.
2016 Outcomes: Reduction in SCBA maintenance costs and compliance with new safety standards;
reduction of potential injury and reduction of workers’ compensation costs (safety officer);
reduction of potential of injury to citizens by developing and delivering public education programs
targeted to at-risk populations (public education coordinator). Reduction in call processing times
through partnership with FC911 and through Accreditation; continued reduction in response times
for south battalion; increased firefighter and citizen safety with 4-person company.
2017 – (Budgeted: $2,804,685 and $317,264 City Reserve)
Ongoing Items: South battalion, nine firefighters (replaced positions, 4-person company, and safety
officer), Division Chief, Accreditation Manager, Deputy Fire Marshal, EMS Educator, maintain O&M
budget. Transferred $70,531 to City for FC911 Dispatcher. One-time Items from City Reserve:
Station Alerting capital project, mobile data terminals capital project, Records Management System
Capital Project.
2017 Outcomes:
ATTACHMENT 3
July 25, 2017
Poudre Fire Authority: Moving Forward
ATTACHMENT 4
Poudre Fire Authority
PFA is an independent government agency
established through an Intergovernmental
Agreement to provide fire protection and
emergency services to the City of Fort
Collins and the Poudre Valley Fire Protection
District.
2
ATTACHMENT 4
PFA Parent Organizations:
• City of Fort Collins
• Poudre Valley Fire Protection District
• Restated and Amended IGA 2015
– Funding Formula & Revenue Allocation
Formula outline how the parents contribute
financially to the PFA
3
ATTACHMENT 4
Financial Contributions
• City of Fort Collins:
– .29 of one cent base sales and use tax
– A sum equal to 67.5% of the operating mill
levy of property taxes
– Sales and Use Tax revenue from “Keep Fort
Collins Great” tax measure for fire protection
and other emergency services
Totals $26,633,034 in 2017, or 82.8% of PFA’s
funding
4
ATTACHMENT 4
Financial Contributions
• Poudre Valley Fire Protection District:
– Annual Mill Levy Adoption (10.595 mills)
– 100% of mill levy, less administrative costs,
contributed to PFA
– Timnath contributions pass through District
from Tax Increment pledge
Totals $5,730,446 in 2017, or 17.2% of PFA’s
funding
5
ATTACHMENT 4
Foresight
• PVFPD, Town of Timnath, and PFA have
worked together to:
– Provide exclusive fire protection and
emergency services
– Entered into an IGA to construct Station 8 and
provide ongoing funding
6
ATTACHMENT 4
PFA Moving Forward
• Emergency Medical Services (EMS)
– New oversight of EMS program
– Emergency Medical Technicians (EMT)
providing enhanced services:
• Epinephrine and blood glucose monitoring
• Narcan
• Airway Openings
• Patient Refusal of Ambulance Transport and
Treatment authorization
7
ATTACHMENT 4
PFA Moving Forward
• Low Acuity Medical Calls and Social
Work
• Collective Bargaining
• Environment:
– Increasing density and response risk
– Challenges to access and fire prevention
– Station 15 in northeast portion of jurisdiction
8
ATTACHMENT 4
PFA Moving Forward
• Impact Fees in PVFPD
• Continuous Improvement:
– Training
– Accreditation Compliance Report
9
ATTACHMENT 4
PFA Moving Forward
• Future Funding:
– “Keep Fort Collins Great” sunset in 2020
• PFA Board direction: maintain reserves
– Gallagher Amendment – staff monitoring
property tax
– Capital Needs
• Administration Facility
• Updating existing fire stations
10
ATTACHMENT 4
efforts.”
ATTACHMENT 3
Core Competency
5B.1: The
authority having
jurisdiction has an
adopted fire
prevention code.
Most current
International
Fire Code
adopted and
implemented
with City and
County
100% 100% 100%
ATTACHMENT 3
% of BCs
certified to
Fire Officer II
N/R N/R 45%
8B.5: The agency
maintains
individual/member
training records.
% of current
certifications
filed
electronically
in a
searchable
format
100% 100% 100%
ATTACHMENT 3
end of their
introductory
year
100% 100% 100%
ATTACHMENT 3
One
time
Two
times
per
year
Review, develop and
deliver Driver/Operator
competency
evaluations
N/R N/R 1
8B.5: The
agency
maintains
individual/
member
training
records.
Maintain training
records/certifications
throughout the year to
NFPA standard
Analyze training
records annually for
ISO, regulatory, and
PFA policy compliance
N/R 100% 100%
ATTACHMENT 3
Actual
2015
Actual
2016
Actual
Be an
accountable
values-
driven
workforce
that cares
for the
community
and each
other
8B: Training
and Education
Program
Performance
Training/
education
programs are
provided to
support the
agency’s
needs.
Basic Skills –
Completion rate of
Target Solutions
assignments within
designated timeframe
N/R N/R 100%
Driver Operator -
Completion rate of
Target Solutions
assignments within
designated timeframe
N/R N/R 100%
Driver Operator –
Provision of DO
academy during
calendar year
1 1 1
Truck Driver/Operator -
Completion rate of
Target Solutions
N/R N/R 100%
ATTACHMENT 3
frequency
and
severity of
emergency
incidents
Core Competency
2A.3: The agency
analyzes the
community by service
area/population density
for the purpose of
developing total
response time
standards.
% of submitted
map changes
distributed in hard
copy within 6
months from date
of receipt.
98%
75% *
(note
on next
page)
95%
% of custom
program reliability
as measured by
help-desk
submittals
N/R N/R N/R
% of submitted
changes entered
into GIS database
within 7 days.
N/R 98% 100%
4F
Support Division
Outcomes – Strategic
Objective 4F
Internal IT
Security – Failure
Rate of PFA
initiated security
challenges (lower
% better)
N/R N/R 7.93%
ATTACHMENT 3
general guidelines are in place to
direct the apparatus maintenance
program.
Diesel Fleet -
Ratio of
service hours
compared to
total miles
driven
90%
Diesel Fleet -
Ratio of
annual
downtime in
days
compared to
total miles
driven
100%
ATTACHMENT 3
the stated level of
EMS response.
Passing
percentage of
pre-hospital
protocol test
(1st time
success rate)
N/R N/R N/R
Aggregate
percentage of
maximum
allowed
interventions
appropriately
administered
N/R N/R N/R
5G.8: Patient care
records receive an
independent review
and the agency has
a quality assurance
program in place.
% EMS calls
reviewed for
quality of care,
appropriate
documentation
and protocol
compliance
25% 25% 25%
ATTACHMENT 3
challenges/# of employees
N/R N/R N/R
N/R = Not Reportable
ATTACHMENT 3
in
collaboration
with other
community
efforts
ATTACHMENT 3
attending
at least 12
volunteer
specific
training
events
N/R N/R 63%
Volunteer
Retention
Rate
N/R N/R 96%
Reduce the
frequency and
severity of
emergency
incidents
Total calls
in Sta. 9 &
Sta. 11
areas /
total
responses
23% 12% 25%
ATTACHMENT 3
Total Per Year 118 112 161 196 188 195 852
Percent Change 34.09% -5.08% 43.75% 21.74% -4.08% 3.72%
Technical Rescue Five-Year Summary (By Dispatch Type)
ATTACHMENT 3
trained
personnel;
arrival of first
unit (Ops
personnel
trained by
Hazmat
Program, PFA
jurisdiction
15:01 13:33 9:50
90th percentile
response time
of Technician
level
responders
non-emergent,
PFA
jurisdiction
31:57 35:17 33:50
ATTACHMENT 3
13,500
15,000
16,500
18,000
19,500
21,000
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Annual Calls for Service
TEN YEAR CALL TREND
MEDICALS & RESCUES FIRES & EXPLOSIONS TOTAL CALLS
ATTACHMENT 3
% of commercial
property value saved in
commercial
occupancies impacted
by Structure Fire
92.85% 88.32% 97.70%
3D
% of Citizen Survey
respondents rating PFA
service as good or very
good
(residential/business)
98% No Survey 98%
3D
% approval rating from
customers on Response
Card Surveys
99% 97% 100%
3D Volunteer Retention
Rate = ((E-N)/S)*100 N/R 55% 95%
N/R = Not Reportable
ATTACHMENT 3
Revision
In
Revision 59%*
% of final fire
code inspections
completed two
days of request
In
Revision
In
Revision 100%
Number of
Submitted Plan
Reviews/Number
of Program FTE’s
N/R N/R 136
Number of
Submitted Plan
Reviews/
Population in PFA
Service Area
N/R N/R .06
ATTACHMENT 3
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
3 3 3
Number of
Incident
Command
System Courses
held annually
4 4 7
Number of
Disaster
Management
Course held
annually
4 4 4
Number of
Homeland
Security
Exercise
Evaluation
Program
compliant
exercises
participated/
coordinated
4 4 4
Public education
campaigns held
annually to
promote Larimer
Emergency
Telephone
Association
registration
2 2 2
ATTACHMENT 3
due to
freezing/# of
sprinklered
buildings
N/R N/R N/R
ATTACHMENT 3
days
N/R N/R 100%
ATTACHMENT 3
submittal
100% 100% 100%
Core Competency
5D.3: The program
has adequate staff
with specific expertise,
training, and
credentials to
accomplish the
program goals and
objectives.
% PFA
investigators
trained within
6 months of
incumbency
N/R N/R N/R
ATTACHMENT 3
Review
Under
Review 35%
1D
Total # of square footage of
buildings inspected/number of
total inspection hours
N/R N/R 41,637 sq.
ft./hour
N/R = Not Reportable
ATTACHMENT 3