HomeMy WebLinkAboutCOUNCIL - COMPLETE AGENDA - 07/25/2017 - COMPLETE AGENDACity of Fort Collins Page 1
Wade Troxell, Mayor City Council Chambers
Gerry Horak, District 6, Mayor Pro Tem City Hall West
Bob Overbeck, District 1 300 LaPorte Avenue
Ray Martinez, District 2 Fort Collins, Colorado
Ken Summers, District 3
Kristin Stephens, District 4 Cablecast on FCTV Channel 14
Ross Cunniff, District 5 and Channel 881 on the Comcast cable system
Carrie Daggett Darin Atteberry Wanda Winkelmann
City Attorney City Manager City Clerk
The City of Fort Collins will make reasonable accommodations for access to City services, programs, and activities
and will make special communication arrangements for persons with disabilities. Please call 221-6515 (V/TDD: Dial
711 for Relay Colorado) for assistance.
Adjourned Meeting
July 25, 2017
6:00 p.m.
CALL MEETING TO ORDER
ROLL CALL
1. Executive Session Authorized.
City Council will consider adjourning into Executive Session to conduct the mid-year performance
evaluation of the Municipal Judge. (30 minutes)
OTHER BUSINESS
ADJOURNMENT
City of Fort Collins Page 1
Wade Troxell, Mayor Council Information Center (CIC)
Gerry Horak, District 6, Mayor Pro Tem City Hall West
Bob Overbeck, District 1 300 LaPorte Avenue
Ray Martinez, District 2 Fort Collins, Colorado
Ken Summers, District 3
Kristin Stephens, District 4 Cablecast on FCTV Channel 14
Ross Cunniff, District 5 and Channel 881 on the Comcast cable system
Carrie Daggett Darin Atteberry Wanda Winkelmann
City Attorney City Manager City Clerk
The City of Fort Collins will make reasonable accommodations for access to City services, programs, and activities
and will make special communication arrangements for persons with disabilities. Please call 221-6515 (TDD 224-
6001) for assistance.
City Council Work Session
July 25, 2017
After the City Council Adjourned Meeting, which begins at 6:00 p.m.
(Amended 7/24/17)
CALL TO ORDER.
1. City Charter and Municipal Court Jurisdiction. (staff: Judge Kathleen Lane, Carrie Daggett, Darin
Atteberry; 30 minute discussion)
The purpose of this item is to provide background to Council regarding a possible ballot question
seeking voter approval of a Charter amendment modifying Municipal Court's jurisdiction over civil
claims.
2. Northern Integrated Supply Project (NISP) Fish and Wildlife Mitigation and Enhancement Plan.
(staff:John Stokes, Jennifer Shanahan; 15 minute staff presentation; 45 minute discussion)
The purpose of this item is to review and discuss staff’s proposed comments on the State of
Colorado Fish and Wildlife Mitigation and Enhancement Plan (the Plan) for the Northern Integrated
Supply Project (NISP). In 2015, Fort Collins City Council adopted a position regarding NISP in
Resolution No. 2015-082. The resolution states that NISP would be harmful to Fort Collins and
states “City Council cannot support NISP as it is currently described and proposed…”
In 2017, City Council adopted Resolution 2017-024 authorizing the City Manager and his designees
to meet on a regular basis with Northern Water to discuss and explore Fort Collins’ interests in order
to ascertain whether those interests can be met pursuant to the terms of the resolution. To date,
while several amicable meetings have occurred, Fort Collins and Northern Water have not reached
any new understandings or agreements.
City of Fort Collins Page 2
While staff’s draft comment letter on the Plan implicitly assumes that NISP will be permitted and
constructed by recommending various changes to NISP and its operations, nothing in draft comment
letter should be interpreted to be a change of Fort Collins’ position regarding NISP.
While the Plan contains new, useful, and encouraging mitigation measures, staff continues to believe
that NISP will have damaging impacts to Fort Collins and is concerned that the Plan does not
sufficiently address a number of key concerns. In addition to describing a number of concerns, the
comment letter also describes numerous recommendations to address the concerns.
The major elements of the proposed comments on the Plan are:
Peak Flows
Water Quality
Mitigation, Restoration, Channel Improvements, and Conveyance
Adaptive Management and Long-term Monitoring
Uncertainties regarding agreements
Mitigation and Enhancement Costs
Big game habitat
The draft comment letter is available for public comment on the City’s web page beginning July 20,
2017 and ending on July 30, 2017 (http://www.fcgov.com/nispreview/). On July 20, 2017, the web
link will be sent to all citizens who shared their email address at the last NISP open house. Staff also
presented information to the Land Conservation and Stewardship Board, the Natural Resources
Advisory Board, and the Water Board.
3. Poudre Fire Authority (PFA) 2016 Annual Report. (staff: Tom DeMint, Kirsten Howard, Ann
Turnquist; 10 minute staff presentation; 45 minute discussion)
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.
OTHER BUSINESS.
Discussion regarding small cell telecommunication facilities.
ADJOURNMENT.
DATE:
STAFF:
July 25, 2017
Judge Kathleen M. Lane, Municipal Judge
Carrie Daggett, City Attorney
Darin Atteberry, City Manager
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
City Charter and Municipal Court Jurisdiction.
EXECUTIVE SUMMARY
The purpose of this item is to provide background to Council regarding a possible ballot question seeking voter
approval of a Charter amendment modifying Municipal Court's jurisdiction over civil claims.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
Does Council have questions or concerns related to bringing this item forward for consideration in August?
BACKGROUND / DISCUSSION
Article VII, Section 1 of the City Charter provides that there shall be a Municipal Court vested with original
jurisdiction of all causes arising under the City's Charter and ordinances. This means that the Municipal Court has
jurisdiction to hear cases other than criminal offenses, traffic or civil infractions or other enforcement of Code
violations. Prior to 1989, the City Charter gave the Municipal Court “exclusive jurisdiction” over these matters,
meaning that other courts, such as the Larimer County District Court, were precluded from hearing those cases.
This provision of the City Charter was changed in 1989 to eliminate the reference to Municipal Court’s jurisdiction
over matters arising under the City Charter and Code as “exclusive,” “thereby clarifying that City Ordinances can
create civil remedies in other courts of competent jurisdiction” (Ordinance No. 5, 1989).
The Fort Collins Municipal Court’s caseload has traditionally included violations of the City Code, including codes
adopted therein such as the City’s Traffic Code and uniform codes. Most of the caseload is traffic-related and the
majority of those cases are decriminalized traffic infractions. The balance of the caseload is non-traffic
misdemeanors and civil infractions. Though there are some differences in rights and options based on the nature
of the charge, the process relating to all defendants is governed by the Colorado Municipal Court Rules of
Procedures and state statutes applicable to Municipal Courts, as well as City Code and Charter provisions.
In April, the Council adopted Ordinance No. 052, 2017, adopting Rules of Civil Procedure for the Municipal Court.
The need for these rules was precipitated by the filing in Municipal Court of the first-ever civil case seeking review
of a City Council decision. In the past, plaintiffs have sought judicial review of these types of decisions in Larimer
County District Court under Rule 106 of the Colorado Rules of Civil Procedure.
Civil cases such as the pending case requesting a review of a City land use decision involve an entirely different
process governed by an extensive set of procedural rules relating to civil cases. The Fort Collins Municipal Court
is not staffed, in terms of judicial or administrative positions, to handle complex civil cases such as this. Instead,
such cases have in the past been filed by plaintiffs into Larimer County District Court as actions under Rule 106 of
the Colorado Rules of Civil Procedure. In that way, such cases are handled by Judges with specific expertise in
civil law. The District Court has been the path chosen for review of City decisions in all cases other than the one
pending currently, and this review would continue to be available if the almost never-used option of Municipal
Court review is eliminated.
In summary, Municipal Court does not have the capacity to handle civil cases in addition to its existing caseload.
Budgeting for additional staff for such cases would be difficult since they are rare but very time-intensive when
filed. Either way, the potential conflict (or appearance thereof) remains which has been raised in the pending case
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since Municipal Judges are hired, evaluated, and reappointed by City Council. Referring such cases to Municipal
Judges from other jurisdictions under an intergovernmental agreement for judicial services causes an unfair
burden to the other City’s resources and is not a realistic, long-term option. Revising the City’s Charter to clearly
remove this jurisdiction from the Municipal Court - so that such cases would instead be filed in Larimer County
District Court - is the preferred option.
The use of Municipal Court for review of City land use and other types of decisions and actions is proving
problematic. There are challenges in having the City’s own court review the City’s decisions, and there is a risk of
abuse by plaintiffs that could result in substantial delays and expense in these civil cases for little gain. Review in
District Court would continue to be available and this has been the course of review in all cases until the currently
pending civil case in Municipal Court was filed. A proposed Charter amendment could be presented for Council
consideration (via ordinance) on first reading at Council’s August 8 special meeting.
While a few jurisdictions have adopted civil court rules for use in these kinds of civil cases (as the City did in
April), others have modified their charters to eliminate their municipal court’s jurisdiction over civil matters and to
limit their court’s jurisdiction to just hearing the prosecution of violations of the municipality’s charter and
ordinances.
If the Council is supportive of the recommended Charter change, an ordinance setting the ballot question for such
a change could be considered on first reading on August 8, with second reading on August 15, which is the same
schedule as planned for consideration of the proposed Charter change for broadband service.
A draft of Charter amendment language that would accomplish the change described above, (subject to additional
discussion, review and revision) is as follows:
Article VII.
Municipal Court
Section 1. Municipal court.
There shall be a Municipal Court vested with original jurisdiction of all causes arising under the City's
Charter and ordinances. There shall be a Municipal Court, which shall be a qualified municipal court of
record as provided by law, to hear and try all alleged violations of the Charter and ordinances of the City
and shall have such other jurisdiction as may be conferred by law. The Council shall appoint the judge or
judges of Municipal Court for two (2) year terms. Council shall designate a Chief Judge to carry out
related duties as adopted by the Council by ordinance, and shall fix the compensation of the Municipal
Judges. Such compensation shall in no manner be contingent upon the amount of fees, fines or costs
imposed or collected. Each Municipal Judge shall be licensed to practice law in the State of Colorado
during his or her tenure in office, but need not be so licensed prior to appointment. As Council determines
necessary, the Council may designate one (1) or more reputable and qualified attorneys to serve as
temporary judge. The Council may remove a Municipal Judge for cause.
Rules of procedure, costs and fees shall be enacted by the Council upon recommendation of the Chief
Municipal Judge.
ATTACHMENTS
1. Public Engagement Summary (PDF)
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PUBLIC ENGAGEMENT SUMMARY
PROJECT TITLE: CHARTER CHANGE REGARDING JURISTICTION OF MUNICIPAL COURT
OVERALL PUBLIC INVOLVEMENT LEVEL: INFORM
BOTTOM LINE QUESTION:
The City Council will consider referring a ballot measure this November asking voters if they support a
change to the City Charter regarding the Municipal Court's jurisdiction. The Charter change would serve
to maintain the key Municipal Court function of addressing criminal offenses, traffic or civil violations, or
other code enforcement violations by removing other civil claims from the Court's jurisdiction.
Such other civil claims typically challenge administrative, quasi-judicial, and other legislative decisions
made by the City.
KEY STAKEHOLDERS:
Property owners and Developers
City of Fort Collins residents
TIMELINE: July 24-Aug 8, 2017
Key Messages:
There is currently long-standing language in the Charter that allows other civil cases to be brought
to municipal court:
“There shall be a Municipal Court vested with original jurisdiction of all causes arising under
the City's Charter and ordinances." [emphasis added]
Article VI, Section1, Charter of the City of Fort Collins
The focus and expertise of Municipal Court is addressing and adjudicating criminal offenses,
traffic or civil violations and other enforcement of City Code.
Until recently, civil cases have historically been filed in District Court and not Municipal Court.
Earlier this year, the first such civil case was filed in Municipal Court by three citizens challenging
a recent Council decision upholding a land-use approval.
Unlike the District Courts that have historically and routinely heard these kind of civil cases, the
Municipal Court is not well-suited to hear them.
Even when a civil case is first heard in Municipal Court, the next step in the judicial review process
is an appeal to District Court. Therefore, hearing these civil actions in Municipal Court does little
more than add an extra, and probably unnecessary, step in the judicial process.
There are challenges in having the City’s own court review City administrative, quasi-judicial, and
other legislative decisions and this Charter change would eliminate that situation.
Such a Charter change would conserve court resources, increase efficiency and reduce delay by
eliminating a redundant judicial layer, as civil cases that could go through Municipal Court have
historically been and can continue to be heard in the Larimer County District.
Tools and Techniques:
FAQ document
News Release
Email Newsletters
Direct outreach to developers and the Homebuilders Association
ATTACHMENT 1
DATE:
STAFF:
July 25, 2017
John Stokes, Natural Resources Director
Jennifer Shanahan, Environmental Planner
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
Northern Integrated Supply Project (NISP) Fish and Wildlife Mitigation and Enhancement Plan.
EXECUTIVE SUMMARY
The purpose of this item is to review and discuss staff’s proposed comments on the State of Colorado Fish and
Wildlife Mitigation and Enhancement Plan (the Plan) for the Northern Integrated Supply Project (NISP). In 2015,
Fort Collins City Council adopted a position regarding NISP in Resolution No. 2015-082. The resolution states
that NISP would be harmful to Fort Collins and states “City Council cannot support NISP as it is currently
described and proposed…”
In 2017, City Council adopted Resolution 2017-024 authorizing the City Manager and his designees to meet on a
regular basis with Northern Water to discuss and explore Fort Collins’ interests in order to ascertain whether
those interests can be met pursuant to the terms of the resolution. To date, while several amicable meetings
have occurred, Fort Collins and Northern Water have not reached any new understandings or agreements.
While staff’s draft comment letter on the Plan implicitly assumes that NISP will be permitted and constructed by
recommending various changes to NISP and its operations, nothing in draft comment letter should be interpreted
to be a change of Fort Collins’ position regarding NISP.
While the Plan contains new, useful, and encouraging mitigation measures, staff continues to believe that NISP
will have damaging impacts to Fort Collins and is concerned that the Plan does not sufficiently address a number
of key concerns. In addition to describing a number of concerns, the comment letter also describes numerous
recommendations to address the concerns.
The major elements of the proposed comments on the Plan are:
Peak Flows
Water Quality
Mitigation, Restoration, Channel Improvements, and Conveyance
Adaptive Management and Long-term Monitoring
Uncertainties regarding agreements
Mitigation and Enhancement Costs
Big game habitat
The draft comment letter is available for public comment on the City’s web page beginning July 20, 2017 and
ending on July 30, 2017 (http://www.fcgov.com/nispreview/). On July 20, 2017, the web link will be sent to all
citizens who shared their email address at the last NISP open house. Staff also presented information to the
Land Conservation and Stewardship Board, the Natural Resources Advisory Board, and the Water Board.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. Does Council have any questions, concerns or suggestions with respect to staff’s proposed comments?
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BACKGROUND / DISCUSSION
NISP, a proposed water supply and storage project serving 15 communities and water districts in northern
Colorado (including the Fort Collins-Loveland Water District that serves portions of southeast Fort Collins) has
been in the federal permitting process for 12 years. The United States Army Corps of Engineers (Corps) must
issue a (404) permit before the project may proceed to construction. The City has participated in the federal
permitting process as a stakeholder, in particular making comments on the Draft Environmental Impact Statement
in 2008, and again in 2015 with respect to the Supplemental Draft Environmental Impact Statement. Currently,
the Corps is drafting a Final Environmental Impact Statement expected for release in late 2017.
In addition, to the Army Corps permit, the project must receive a water quality certification from the Colorado
Department of Health and the Environment (CDPHE) and an approved State Wildlife Mitigation and Enhancement
Plan (the Plan). The Plan can be accessed at: http://www.northernwater.org/sf/WaterProjects/NISP
The purpose of this agenda item is to review and discuss staff’s proposed comments (Attachment 1) on the draft
Plan that has been submitted to the Colorado Parks and Wildlife (CPW) Commission. CPW is accepting public
comments (<http://cpw.state.co.us/aboutus/pages/commission.aspx>) on the Plan and the CPW Commission will
be having a public hearing on August 10th or 11th to accept oral testimony. Staff will return to Council on August 8,
2017 for Council to consider an endorsement of staff’s comments via resolution.
The Plan is due for final consideration by the CPW Commission on September 7, 2017 If the CPW Commission
approves the Plan, it is submitted to the Colorado Water Conservation Board (CWCB), and then to the Governor’s
office for final approval. Once the Plan has been approved by the CPW Commission, it is likely to be accepted by
CWCB and the Governor.
Staff believes it is vitally important for the City to comment on the Plan. The Plan will have a significant long-term
impact to Fort Collins. Furthermore, the Plan is likely to influence the Corps and its approach to NISP mitigation.
While the Plan includes many desirable elements, from staff’s perspective it will not adequately protect the
interests of Fort Collins.
The state statute (C.R.S. 37-60-122.2) that requires the creation of the Plan explains:
“The general assembly hereby declares that such fish and wildlife resources are a matter of statewide
concern and that impacts on such resources should be mitigated by the project applicants in a reasonable
manner. It is the intent of the general assembly that fish and wildlife resources that are affected by the
construction, operation, or maintenance of water diversion, delivery, or storage facilities should be
mitigated to the extent, and in a manner, that is economically reasonable and maintains a balance
between the development of the state's water resources and the protection of the state's fish and wildlife
resources.”
Following are brief descriptions of each of the key concerns and associated recommendations. For the full
version, including technical comments, please see the attached draft comment letter.
Peak Flows: Regular high flows are necessary to “clean” the river and protect fish and wildlife habitat and to
protect human health and safety (in particular with respect to maintain adequate capacity for flood flows). To its
credit, the Plan includes a peak flow mitigation strategy. However, the strategy is not likely to achieve the state’s
goal of protecting fish and wildlife, nor will it assure continued channel maintenance and capacity.
Staff recommends an annual 3-day peak flow bypass (i.e., no water will be diverted into Glade Reservoir for 3
days during the peak flows that occur in May/June).
Water Quality: While the Plan proposes some water quality mitigation measures, the measures were developed
in the absence of a quantitative water quality impacts analysis (the State of Colorado water quality 401
certification currently under development as a part of the final environmental impact statement (EIS).
Staff recommends withholding approval of the Plan until the final EIS and final water quality impacts analysis are
made publicly available.
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Mitigation, Restoration, Channel Improvements, and Conveyance. The Plan proposes a number of mitigation
and enhancement measures. The mitigation measures are designed to address the unavoidable impacts of
NISP. In general, staff believes that these measures are inadequate to mitigate the system-wide extent of NISP’s
impacts and should be substantially improved.
Staff recommends that NISP increase its $7.8 million financial commitment for restoration and enhancements by
$14.2 million.
Adaptive Management and Long-term monitoring. The Plan includes a welcome adaptive management and
monitoring component, however the elements are incomplete.
Staff recommends that an independent and collaborative adaptive management and monitoring program be
established. In addition, the monitoring program should be funded for 50 years, not 20, and the annual budget
should be increased from $50,000 to $100,000.
Uncertainties Regarding Agreements. Agreements with various third-party entities and persons need to be
completed for the Plan to operate as contemplated to mitigate NISP’s impacts on fish and wildlife resources.
However, the Plan fails to identify completed and certain agreements, and there are numerous assumptions
throughout the Plan concerning agreements with third parties.
Staff appreciates that Northern Water and CPW have good intentions. CPW, however, should withhold approval
of the Plan until crucial agreements are complete.
Mitigation and Enhancement Costs. Staff recommends increased spending on mitigation, enhancement, and
monitoring provisions by no less than $18.2 million (an additional $9.2 million for mitigation; $5 million for
enhancements; $4 million for monitoring). The original NISP budget is $857 million (page 9 of the Plan). Though
the mitigation and enhancement costs are represented in several different ways in the Plan, the overall costs
mitigation and enhancement costs are described as $59 million (please note that staff would not describe some of
the items in the Plan as mitigation or enhancement, for example the multiple outlet release structure at Glade
Reservoir). An extra $18.2 million would be sum of $77.2 million and would represent ~9% of the original NISP
budget (an increase of ~2%).
The proposal to increase the budget for these items is reasonable, practicable, and achievable for a project with
the scale and impact of NISP and commensurate with the cost of mitigation on other major Front Range water
projects (e.g., the Gross Reservoir Expansion Project and the Chatfield Reservoir Reallocation Project). The total
cost of each NISP acre-foot of water at full build out would be negligibly affected and each NISP acre-foot of
water would still only be approximately one-half the current cost of an acre-foot of firm yield from the Colorado Big
Thompson Project.
Big Game Habitat. While these comments generally are restricted to those elements of the Plan that directly
pertain to Fort Collins and its boundaries, staff recommends additional big game habitat protection on the west
side of the proposed Glade Reservoir. An approximately 5,000-acre State Land Board (SLB) parcel will adjoin the
west side of Glade; to the west, the SLB parcel is bounded by Gateway Natural Area, owned and managed by
Fort Collins, as well as water and land managed by the City of Greeley, and then United States Forest Service
property. The SLB parcel currently is leased by CPW for hunting and fishing access and it provides a crucial
buffer to federal lands to the west as well as providing high quality big game winter range. This range will be even
more important should Glade Reservoir be constructed and fragment big game habitat, especially critical winter
range.
Staff recommends a partnership - that could include Fort Collins - to conserve the SLB parcel in perpetuity for it
wildlife and associated recreation values.
ATTACHMENTS
1. Fish and Wildlife Mitigation draft comments (PDF)
2. Powerpoint presentation NISP (PDF)
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Dear Colorado Parks and Wildlife Commission,
The City of Fort Collins (”Fort Collins”) respectfully submits the following comments on the
proposed Fish and Wildlife Mitigation and Enhancement Plan (Applicant Proposal), dated June
9, 2017 (“Plan”) for Northern Water’s proposed Northern Integrated Supply Project (“NISP”).
Fort Collins appreciates the public comment opportunity provided by the Colorado Parks and
Wildlife Commission (“CPW”) and the Colorado Water Conservation Board (“CWCB”). There
are two parts to this comment letter: Concerns and Key Recommendations, and Technical
Comments.
In 2015, Fort Collins City Council adopted a position regarding NISP in Resolution No. 2015-082.
The resolution states that NISP would be harmful to Fort Collins and states “City Council cannot
support NISP as it is currently described and proposed…” In 2017, Fort Collins City Council
adopted Resolution 2017-024 authorizing the City Manager and his designees to meet on a
regular basis with Northern Water to discuss and explore Fort Collins’ interests in order to
ascertain whether those interests can be met pursuant to the terms of the resolution. To date,
while several amicable meetings have occurred, Fort Collins and Northern Water have not
reached any new understandings or agreements. While this comment letter implicitly assumes
that NISP will be permitted and constructed by recommending various changes to NISP and its
operations, nothing in this letter should be interpreted to be a change of Fort Collins’ position
regarding NISP.
Fort Collins’ Concerns and Key Recommendations
It is Fort Collins’ understanding that CPW collaborated with Northern Water to help create
certain elements of the Plan. CPW and Northern are to be commended for the many positive
elements contained in the Plan. They include the refined conveyance operations that provide
base flows, fish passage on multiple structures, ramping of Hansen Canal deliveries, and the
inclusion of monitoring, adaptive management, and – very importantly - peak flow concepts
and strategies.
Despite these positive elements, Fort Collins remains highly concerned about the negative
impacts on fish and wildlife resources that will result from the system-wide changes that NISP
will cause to the Cache la Poudre River (“Poudre River”). Fort Collins expects various negative
impacts to occur even with implementation of the Plan. Thus, if NISP is permitted and
constructed, Fort Collins urges CPW and the CWCB to revise the Plan as set forth in this
comment letter. The comments are designed to help better mitigate NISP impacts in a manner
that remains economically reasonable and maintains a balance between the development of
the state’s water resources and the protection of the state’s fish and wildlife resources.
Fort Collins’ key concerns and suggestions for improvement of the Plan center on seven
themes. They are summarized below along with a brief description of Fort Collins’ key
recommendations. Fort Collins looks forward to continuing its dialogue with CPW, the CWCB,
ATTACHMENT 1
2.1
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Attachment: Fish and Wildlife Mitigation draft comments (5767 : NISP Fish and Wildlife Mitigation and Enhancement Plan)
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Northern Water, and others interested in bettering the Poudre River and its fish and wildlife
resources.
1. Peak Flows. The Plan proposes a peak flow operations program; however, the program
will not accomplish the goals described by the statute (C.R.S. §37-60-122.2) for three
fundamental reasons. First, while the Plan aspires to support habitat needs for
spawning fish, it does not consider other basic needs for fish and wildlife resources.
Without a peak flow strategy adequate to support the food base, which requires diverse
in-channel habitats and shading from a functional riparian zone, the Plan will fail to
mitigate impacts to fish and wildlife. Second, the definition presented for “flushing
flows,” to provide for surface cleaning of the riffles, is not applicable to the Poudre River
where gravels are settled within the riverbed matrix, not above it (see peak flow
technical comment #1, below). The proposed flushing flows prescribed in the Plan to
“clean the surface” will be insufficient to flush gravels. Third, the technical report
(Anderson, 2017) uses an unconventional approach for determining an adequate
flushing flow regime (see technical comments, below). Based on these observations,
the peak flow operations program proposed by the Plan will not accomplish the Plan’s
stated objective of providing spawning habitat for fish.
A proposed solution to the shortcomings of the Plan’s peak flow strategy is to adopt and
implement a modified peak flow strategy to ensure at a minimum an annual 3-day peak
flow bypass. That is, the Peak Flow Operations Program would be modified as an annual Tier 1
event, which would more closely approximate the current peak flow regime than the proposed
tiered approach. Furthermore, the modified approach would be easier to manage and provide
more predictability than the tiered approach. Associated curtailment and increases of
NISP’s diversions should change the flows no more than 500 cubic feet per second
(”cfs”) over a 24-hour period. This will help ensure public safety and mitigate
desiccation of riparian habitat. Even with this strategy in place, NISP will diminish the
ascending and descending limbs of the hydrograph and negatively affect riverine and
riparian habitat. This approach has several advantages. It more closely approximates
the current flushing flow regime than the tiered approach proposed in the Plan, and it is
relatively easy to manage. While the annual 3-day bypass could affect NISP’s yield, Fort
Collins calculates the impact would be less than 5%, and that could be lowered through
various management actions.
Please note that under separate cover letter, Fort Collins will be providing technical
comments on the Anderson report to the U.S. Army Corps of Engineers, CPW, and the
Environmental Protection Agency (all three agencies apparently were consulted in the
process of developing the Plan’s peak flow mitigation strategy).
2. Water Quality. NISP is likely to have impacts to water quality and thus to fish and
wildlife resources. While the Plan proposes some water quality mitigation measures,
the measures were developed in the absence of a quantitative water quality impacts
analysis (the State of Colorado water quality 401 certification currently under
ATTACHMENT 1
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Attachment: Fish and Wildlife Mitigation draft comments (5767 : NISP Fish and Wildlife Mitigation and Enhancement Plan)
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development as a part of the final environmental impact statement (“EIS”). Fort Collins
recommends withholding approval of the Plan until the final EIS and final water quality
impacts analysis are made publicly available so that the Commission can ascertain
whether mitigation measures will adequately prevent water quality impacts to fish and
wildlife.
3. Mitigation, Restoration, Channel Improvements, and Conveyance. The Plan proposes a
number of mitigation and enhancement measures. The mitigation measures are
designed to address the unavoidable impacts of NISP. In general, Fort Collins believes
that these measures are inadequate to mitigate the system-wide extent of NISP’s
impacts and should be substantially improved (such as impacts to the ascending and
descending limbs of the hodograph). While the impacts of NISP will occur throughout
the river corridor from the canyon mouth to the confluence with the South Platte River,
the restoration and proposed channel improvements are limited to short sections of
river. Fort Collins believes that this portion of the Plan could be greatly enhanced by
developing more mitigation projects throughout the river corridor, including specific
locations in and upstream of Fort Collins.
The primary focus for restoration should be on improving river-floodplain connectivity,
which has ecological and flood attenuation benefits (see technical comments below on
channel conveyance). The Plan is confusing in that it proposes restoration elements to
mitigate for additional sedimentation and channel contraction, while at the same time
asserting that there will be no additional aggradation upstream of I-25. See Plan at A12.
Upstream mitigation could include reconnection of the river to its floodplain that might
mitigate potential flood conditions in Fort Collins (see comments below on channel
conveyance). The Plan’s proposed budget for mitigation is $2.8 million (page 87). In the
experience of Fort Collins, this will not be enough to achieve the Plan’s objectives or
enhancements to those objectives. Based on Poudre restoration projects the City has
undertaking or is contemplating, a more reasonable number would be in the
neighborhood of $12 million.
Fort Collins also recommends that the enhancement budget increase from $5 million to
$10 million. Again, this is based on the Poudre River restoration experience of Fort
Collins; in short, to work at scale, a more robust budget will be needed.
The ability of the Poudre River to convey flood flows from its watershed is not a topic
directly considered by the Plan. Nevertheless, a river that is able to convey flood flows
and minimize risk to human health and safety is a river that also protects the integrity of
fish and wildlife habitat. The devastating human and wildlife impacts of the 2013 floods
on Front Range rivers are instructive examples. Fort Collins has numerous foundational
concerns about the definitions and analytical approach under which flushing flows were
developed.
ATTACHMENT 1
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The Plan notes that channel maintenance flows – which are relevant to flood mitigation
– are not an objective. Fort Collins is concerned that long-term channel capacity, and
thus flood flow conveyance capacity, will be reduced through aggradation of sediment
within the channel and vegetation encroachment into the existing channel. The
alternative 3-day annual bypass flow proposed by Fort Collins would address some of
these concerns. The adaptive management and monitoring program could then analyze
long-term channel conveyance impacts with the 3-day annual bypass in place.
4. Adaptive Management and Long-Term Monitoring. Fort Collins welcomes the adaptive
management concept included in the Enhancement portion of the Plan, as it will provide
opportunities to monitor various fish and wildlife mitigation actions and to adjust them
over time. Even though NISP is designed to provide water in perpetuity, the Plan
proposes that CPW and Northern lead the adaptive management committee and fund
its activities for a mere 20 years. Fort Collins recommends that an independent and
collaborative monitoring program be established that includes local stakeholders and
further recommends that funding for adaptive management be extended from 20 years
to at least a 50-year period (which aligns with the water planning and supply framework
of NISP).
Furthermore, Fort Collins recommends that the adaptive management plan include
specific performance standards and associated “triggers” for action to ensure river
health. The State of the Poudre (Fort Collins, 2017) provides both a framework and
underlying details for developing performance thresholds and triggers that are based on
a comprehensive and functional approach to sustaining river health. Fort Collins would
welcome the opportunity to discuss and develop this approach with Northern Water.
Lastly, Fort Collins recommends that the adaptive management and monitoring program
be funded at $100,000 a year instead of $50,000. In the experience of Fort Collins,
$50,000 will not be adequate to the broad set of monitoring tasks.
5. Uncertainties Regarding Agreements. Agreements with various third-party entities and
persons need to be completed for the Plan to operate as contemplated to mitigate
NISP’s impacts on fish and wildlife resources. However, the Plan fails to identify
completed and certain agreements, and there are numerous assumptions throughout
the Plan concerning agreements with third parties. It is unclear whether these
agreements can realistically be completed due to various uncertainties, such as whether
third parties are willing, whether the costs for such needed agreements can be met by
Northern Water, and whether the legal and regulatory challenges can be adequately
addressed for Northern Water and the third parties. Fort Collins appreciates that
Northern Water and CPW have good intentions. CPW should withhold approval of the
Plan until crucial agreements are completed (for example bypass agreements with ditch
companies for the conveyance refinement).
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6. Mitigation and Enhancement Costs. Fort Collins recommends increased spending on
mitigation, enhancement, and monitoring provisions by no less than $18.2 million (an
additional $9.2 million for mitigation; $5 million for enhancements; $4 million for
monitoring). The original NISP budget is $857 million (page 9 of the Plan). Though the
mitigation and enhancement costs are represented in several different ways in the Plan,
the overall costs mitigation and enhancement costs are described as $59 million (please
note that Fort Collins would not describe some of the items in the Plan as mitigation or
enhancement, for example the multiple outlet release structure at Glade Reservoir). An
extra $18.2 million would be sum of $77.2 million and would represent ~9% of the
original NISP budget (an increase of ~2%).
The proposal to increase the budget for these items is reasonable, practicable, and
achievable for a project with the scale and impact of NISP and commensurate with the
cost of mitigation on other major Front Range water projects (e.g., the Gross Reservoir
Expansion Project and the Chatfield Reservoir Reallocation Project). The total cost of
each NISP acre-foot of water at full build out would be negligibly affected and each NISP
acre-foot of water would still only be approximately one-half the current cost of an
acre-foot of firm yield from the Colorado Big Thompson Project.
7. Big Game Habitat. While these comments generally are restricted to those elements of
the Plan that directly pertain to Fort Collins and its boundaries, Fort Collins wishes to
express its support for additional big game habitat protection on the west side of the
proposed Glade Reservoir. An approximately 5,000-acre State Land Board (“SLB”) parcel
will adjoin the west side of Glade; to the west, the SLB parcel is bounded by Gateway
Natural Area, owned and managed by Fort Collins, as well as water and land managed
by the City of Greeley, and then United States Forest Service property. The SLB parcel
currently is leased by CPW for hunting and fishing access and it provides a crucial buffer
to federal lands to the west as well as providing high quality big game winter range. This
range will be even more important should Glade Reservoir be constructed and fragment
big game habitat, especially critical winter range. Fort Collins recommends a
partnership – that could include Fort Collins – to conserve the SLB parcel in perpetuity
for it wildlife and associated recreation values.
The essence of the concerns and recommendations Fort Collins’ presents in this comment letter
can be distilled to the observation that the Poudre River post-NISP, even with the Plan, will not
have adequate flows to ensure the long-term health of fish and wildlife resources nor channel
maintenance and flood conveyance.
The State of the River Report (SOPR, Fort Collins, 2017), a recently completed integrated river
health assessment found that the Poudre warranted an overall grade of “C” for the study reach
from approximately Gateway Natural Area to I-25 (http://www.fcgov.com/poudrereportcard/).
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Fort Collins’ goal, which supports the fish and wildlife goals of the State, is to improve the
current grade; however, without implementing at a minimum the provisions recommended in
this letter, it is not likely the Poudre River will be able to maintain or improve the grade.
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Technical Comments of the City of Fort Collins on the Fish and Wildlife Mitigation and
Enhancement Plan (Applicant Proposal), dated June 9, 2017 for Northern Water’s proposed
Northern Integrated Supply Project
FORT COLLINS’ TECHNICAL COMMENTS REGARDING PEAK FLOWS
Peak Flows Technical Comment 1:
Anderson Report Statement: Flushing Flows: Flows that flush or move sediments (sands and
gravels) resting on top of the coarse bed material matrix (or armor layer) in riffles. Flushing
flows allow for surface cleaning of riffles necessary to support ecological function of the river
channel. The objective of the flushing flows is to maintain spawning habitat for fish. (Anderson
2017 page 1)
Note that flushing flows defined above and evaluated in this report are different from threshold
flows identified and discussed in the NISP Supplemental Draft Environmental Impact Statement
(SDEIS) Stream Morphology and Sediment Transport Baseline Report (Baseline Report) (ACE
2013). The Baseline Report includes an assessment of two threshold flows that involve
movement of the coarse bed material matrix (or armor layer) comprised of very coarse gravels
and cobbles. The first threshold flow indicates when there is slight movement or vibration of the
coarse armor layer material allowing for finer sediments to be released from the interstices of
matrix. These flows are referred to as ‘Flushing Flows’ in the Baseline Report … but have
subsequently been re-labeled and are now referred to as ‘Channel Maintenance Flows’ for all
future work. (Anderson 2017 page 1)
Spawning gravels for brown trout range in size from 3 mm to 100 mm…”Class A” spawning
gravels, which are most optimal, range in size from 10mm to 70mm… (Anderson 2017 page 8)
Comment: The new definition for flushing flows is not applicable to the Poudre River. Flows
prescription based on this definition and its supporting analyses will be ineffective at achieving
the objective of maintaining spawning habitat for fish.
In the vast majority of riffles along the Poudre River, gravels up to 64mm do not sit on top of a
coarse armor layer. Rather, the smaller gravels sit among and within the larger bed material
and help make-up the bed material matrix. The newly-proposed definition of “flushing flows” is
thus incompatible with the Poudre River bed.
The following photos show the riverbed above, in, and downstream of downtown Fort Collins.
The river bottom is a matrix of grain sizes and gravels sit within the armor layer matrix, not
above it.
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Figure 1 - Riffle downstream of the Greeley Filter Plant.
Figure 2 - Riffle just upstream of Mulberry Wastewater Treatment Plant
Figure 3 - Riffle Downstream of Timberline Road
To be effective in meeting the agencies’ objective, the bed material matrix must be mobilized to
flush the finer sediments that have settled in and behind the larger materials, as defined above.
The standard approach within the discipline of geomorphology is to calculate and work to
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mobilize the median-sized riverbed material, referred to as the “d50” (ASCE, 1992; Milhous,
2000, 2003). Mobilization of the d50 accomplishes numerous functions including: algae
scour/disturbance, sand/fine sediment flushing, limiting encroaching vegetation and armor
breakup/full transport of bedload” (Shanahan et al., 2014).
To summarize, the newly-assigned term “channel maintenance flows” – and not the newly-
defined “flushing flows” – defines the flows necessary to move the bed material matrix and
release finer material from the matrix. This is the function needed to maintain spawning
habitat on the Poudre River and should be calculated with the d50.
Recommendation: To meet CPW’s goal of flushing gravels for spawning habitat on the Poudre
River, Fort Collins recommends that the agencies use the original definition of “flushing flows” –
not the new definition in Anderson 2017 – and then develop mitigation strategies to achieve
this objective (such as the flow bypass proposal outlined in comment 1d).
Peak Flows Technical Comment 2:
Anderson Report Statement: Flushing Flows: Flows that flush or move sediments (sands and
gravels) resting on top of the coarse bed material matrix (or armor layer) in riffles. Flushing
flows allow for surface cleaning of riffles necessary to support ecological function of the river
channel. The objective of the flushing flows is to maintain spawning habitat for fish. (Anderson
2017 page 1)
Comment: The objective of supporting ecological function of the river channel is a broad goal
and Fort Collins agrees that it is within the scope of C.R.S. §37-60-122.2 and the mandate to
protect fish and wildlife resources. However, the statement that flushing flows is limited to the
needs for spawning fish instead suggests that the Plan’s proposed scope is much narrower.
Fort Collins does not understand why this Plan, which is intended to support fish and wildlife
resources, has presented an overly narrow objective. To meet the Plan’s goal of sustaining a
healthy fishery, three other objectives must be included:
1. The food base for fishes (aquatic insects) requires clean interstitial spaces.
2. A diversity of in-channel habitats (pools, riffles, runs) requires full mobility of the
riverbed.
3. A self-sustaining and functional riparian zone provides shading critical additions to the
food base form terrestrial inputs and requires hydrology appropriate to support riparian
process.
In addition, to meet the objective to protect fish and wildlife resources set forth in C.R.S. §37-
60-122.2, a mosaic of healthy riparian habitats is needed which is met through management of
both the volume and duration of peak flows. Other mitigation measures proposed in the Plan,
such as the proposal to retrofit diversion dams with fish passage, have little value if these
baseline ecological objectives are not achieved.
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Recommendation: Set objectives around the full suite of needs for fish and the habitat needs
for obligate riparian wildlife. Develop mitigation strategies that support an ecologically
functional riverbed and functional self-sustaining riparian zone (such as the flow by pass
proposal outlined in comment 1d).
Peak Flows Technical Comment 3:
Anderson Report Statement: Very coarse gravels (64mm) show a flushing flow range of 1,667
cfs to 2,873 cfs in the Laporte reaches and 3,729 cfs to 6,817 cfs within the Fort Collins and
Timnath reaches. It should be noted that the d16 of the coarse armor layer in the Fort Collins
and Timnath reaches, from the Larimer and Weld Canal to I-25, includes both coarse gravel and
very coarse gravel. (Anderson report page 8)
Based on the results of the initiation of motion analysis, the agency representatives agreed that
the flows to flush coarse and very coarse gravels, having a maximum flow magnitude of 2,800
cfs, would optimize benefit to aquatic species in the study area….. (Anderson report page 45)
Comment: The conclusion of the agency representatives appears to not be supported by the
Anderson report or independent analysis. According to the Anderson report, flushing of coarse
gravel (32mm) and very coarse gravel (64mm) through Fort Collins occurs at flows between
3,729 cfs - 6,817 cfs. However, these higher flow values are disregarded though the adoption
of the recommended 2,800 cfs flow rate, even though the report clearly defines Class A
spawning gravels as 10-70mm.
It also appears that the Anderson report relies on unestablished assumptions regarding gravel
size. It appears that the “coarse armor layer” (which is not part of the flushing analysis) is
defined in the Anderson report as anything equal to or greater than the d16 grain size at each
riffle. The term “d16” refers to the particle size that is larger than 16 percent of the total
distribution of grain sizes. It does not indicate a specific grain size and could range widely
depending on the type of river and specific location. Fort Collins is unaware of any basis for
defining the coarse armor layer based on this threshold of d16. Further explanation with
references from peer-reviewed journal articles is needed to back up this approach whereby all
grain sizes greater than the d16 are dismissed.
The peak flow strategy at the mouth of the canyon calls for 2800 cfs at Tier 2 (20% of the time)
and no bypass for Tier 3 (35% of the time). Neither Tier would flush gravels through Fort Collins
because flows downstream in Fort Collins are equal at best and lower most days for
downstream reaches and Tier 3 occurs at lower flows in any case. Tiers 2 and 3 occur
approximately 60% of the time and would not achieve flushing flows to flush gravels to
maintain spawning habitat through Fort Collins according to the initiation of motion analysis
presented in the Anderson report.
Fort Collins independently studied the flows needed to mobilize the riverbed near College
Avenue (City of Fort Collins, 2014). This effort concluded that a flow of 3,300 cfs is needed for a
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duration of three days and optimally would need to occur on average every three years to
support life cycle needs for spawning fish. Under today’s pre-NISP conditions (based on the full
record of Lincoln gage data), this flow is occurring every 4.6 years. While this value is based on
a single study reach (between Shields and College Avenue), it was developed to mobilize the
d50.
Recommendation: To meet CPW’s goal of flushing gravels for spawning habitat on the Poudre
River, Fort Collins recommends mitigation strategies that achieve flows that the incipient
motion analyses indicates are necessary (such as the flow bypass proposal outlined in the
following Peak Flows Technical Comment 4.
Peak Flows Technical Comment 4:
Plan Statement: Simulated peak flow operations show that the program would substantially
improve peak flow characteristics at the Canyon Gage (Colorado Division of Water Resources ID
CLAFTCCO) from unmitigated NISP operations. (Page 47)
Comment: Fort Collins applauds the Plan’s efforts to reduce NISP’s significant adverse impacts
to peak flows on the Poudre River. Although the peak flow operations program represents an
improvement over past NISP proposals, as noted in the previous three technical comments, it
does not achieve CPW’s stated goal of supporting ecological function of the river channel and
maintaining fish spawning habitat.
Recommendation: Fort Collins recommends that the Plan be revised and eliminate the tier-
based system for peak flows and be restructured to curtail all diversions for a minimum period
of 3 days (72 hours) every year coinciding with the peak flow period.
Full curtailment is the only method that increases the likelihood of achieving the volumetric
range of flows with optimal frequency that is needed to support spawning fish populations. It
reduces the burden on Northern Water to provide and administer channel maintenance flows
on a specific frequency at specific locations. It also eliminates the expectation that Northern
Water could control other factors (such as interannual climate variability). Essentially, for a
minimum of three days, current peak flow conditions would persist regardless of NISP’s
operations or Glade Reservoir’s storage level.
Fort Collins acknowledges that a full, annual bypass may reduce the NISP’s yield. However, Fort
Collins predicts this yield reduction will be small (less than 5%), and could be further reduced
through various water sharing operations or cooperative agreements. Fort Collins encourages
further conversations on these options.
Peak Flows Technical Comment 5:
Plan Statement: The operations described for this program would apply once Glade Reservoir
has been filled and is no longer under any type of initial fill conditions (which limit the rate at
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which the reservoir can be initially filled). For the interim period, it is likely that NISP effects on
peak flows will be minimal as the rate of fill will be substantially reduced from maximum project
operations. (Page 50)
Comment: Fort Collins is concerned about changes and impacts during the filling period yet
there is no flow analysis for this period in the Plan. The impacts of a filling period as described
could potentially follow or be followed by a multi-year drought. This flow pattern could
permanently alter the trajectory and functionality of the system due to an extensive (decadal)
period during which flushing flow needs are not met which in turn will increase the armoring
(by increasing the D50) and raise future flow values required to move the bed.
Recommendation: The Plan should specify the maximum diversion and duration rate during the
initial fill period so that impacts during this interim period can be ascertained. Flushing flow
commitment, such as a peak flow by-pass should be implemented during the filling period.
FORT COLLINS’ TECHNICAL COMMENTS REGARDING WATER QUALITY
Water Quality Technical Comment 1:
Comment: NISP is likely to have impacts to water quality and thus to fish and wildlife resources.
While the Plan proposes some water quality mitigation measures, the measures were
developed in the absence of a quantitative water quality impacts analysis (the State of Colorado
water quality 401 certification currently under development as a part of the Final
Environmental Impact Statement).
Recommendation: Fort Collins’ recommends not finalizing the Plan until the Final EIS and final
water quantitative water quality model and impacts analysis are available.
Water Quality Technical Comment 2:
Comment: The Plan describes monitoring and adaptive management as the tools/strategies to
address water quality impacts. Fort Collins finds this overly general approach troubling given
that no quantitative information about the water quality impacts has been made available for
evaluation.
Fort Collins believes that in order to evaluate the efficacy of an adaptive management program
to protect against the many potential water quality impacts, three concepts are critical:
1) Ability to identify expected impacts
2) Establishment of clearly defined triggers for actionable items
3) Adequate program funding
The first two criteria are not met by this proposed Plan based on the lack of the analysis
associated with the 401-water quality certification, and the third should be determined based
on the likelihood of the impacts that qualify for action.
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Recommendation: Fort Collins recommends, that this mitigation plan not be approved until the
401 analysis is released and the information can be used to better define expected impacts and
defined related thresholds for action.
Water Quality Technical Comment 3:
FWMEP Statement: The [Munroe] exchange …..has been replaced with a new pipeline directly
from Glade to PV Pipeline (for FCLWD) and new pipeline from Glade to SCFP (for Eaton,
Severance and Windsor). This avoids streamflow depletions in Poudre River streamflow between
Munroe Canal diversion and the Glade Reservoir release point. (Page 36)
Comment: The proposed operation of Glade Reservoir to the Pleasant Valley Pipeline (“PVP”)
for the Fort Collins-Loveland Water District deliveries presents the possibility of degraded water
quality being delivered to the Fort Collins Water Treatment Facility. Such degraded water
quality require additional expenditures for treatment that may be unacceptable to Fort Collins.
This concern was addressed in the Fort Collins’ comments submitted for the SDEIS.
Fort Collins maintains the right to exercise the terms of Paragraph 3.a of the Allotment Contract
for Capacity in the Pleasant Valley Pipeline, dated February 28, 2003, which provides that Fort
Collins (and others) must each give their specific approval allow the PVP to be used to deliver
water from Glade Reservoir in the PVP. Therefore, the proposed pipeline and mitigation of low
flows in the river is not a certain avoidance measure, but rather represents a proposed
avoidance strategy for streamflow depletion impacts, and should be identified and addressed
as such.
FORT COLLINS’ TECHNICAL COMMENTS REGARDING MITIGATION, RESTORATION, CHANNEL
IMPROVEMENTS, AND CONVEYANCE (“CORRIDOR”)
Corridor Technical Comment 1:
Comment: Concerns and goals for riparian dependent wildlife and increased flood risk to the
Fort Collins are closely related and addressed together in this section of the technical
comments. Fort Collins’ primary observation on these sections of the Plan (5.3.1.1 -5.3.1.3) is
that the piecemeal and spatially limited proposals for restoration and in-channel improvements
are inadequate for the type and scale of impacts from NISP.
Fort Collins owns more than two-thirds of the floodplain within the city limits. Fort Collins’
landscape level goal for riparian wildlife is to support a continuous mosaic of self-sustaining
habitats along the Poudre River.
The interplay between flows and geomorphology (topography specifically) drives the potential
for this desired habitat complexity. Flows that spill beyond the bank (i.e. above “bankfull”) are
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the primary driver for riparian habitats. Bankfull flows will be reduced with NISP. The Plan, and
in particular the Peak Flow Bypass Program, does not mitigate this loss.
Attenuating and safely conveying floodwaters is a high priority for Fort Collins. Regardless of
whether NISP is built, the Poudre River will continue to see extreme flood events. Flushing and
channel maintenance flows (as defined by the U.S. Army Corps of Engineers in the SDEIS, not
the recent Anderson report) influence conveyance capacity by mobilizing and scouring the
riverbed and undercutting encroaching vegetation. The failure to mitigate the loss of these
channel maintenance flows in the Plan will lead over time to a natural adjustment (downsizing)
by the river. This will displace flows normally in the channel to the floodplain and increase
flood risk.
The Plan does not mitigate the NISP-associated reduction in the 5-year flows. Without peak
flow mitigation there will be a 20 to 30% reduction in the width of the 5-year floodplain (Fort
Collins’ comments on the 2015 SDEIS). A site-specific example would occur just downstream of
Lemay Avenue where the 5-year floodplain currently extends far into the riparian zone. With
NISP, the 5-year flow will not overbank at all in this location. Discrete and far-flung site-based
restoration is not sufficient to mitigate system-wide loss of riparian habitats.
Two flow-based strategies can help mitigate both impacts to riparian habitats and channel
conveyance. First, a complete 3-day bypass, as previously described, would provide the system
with a range of peak flows. The frequency and magnitude of channel maintenance, flushing,
and 5-year flows would all remain the same as today. Second, consideration must be given to
mitigating the ascending and descending limbs. The magnitude and duration of the limbs, or
“the area under the curve” directly influences the probability the river will receive flows that
are effective at sustaining flushing and channel maintenance functions and sustain a mosaic of
riparian and wetlands habitats for wildlife.
If NISP is to be built without mitigation for channel maintenance flows and without longer
duration flows (without mitigation of the ascending and descending limbs), the proper type of
and necessary mitigation would be large-scale improvements to floodplain connectivity. This
would enable future higher and extreme flow events to spill onto the floodplain to drop
sediment and slow and attenuate (absorb) floodwaters. This would mitigate the increased
flood risk NISP poses to Fort Collins. Large-scale restoration of river- floodplain connectivity
also would provide underlying processes necessary for riparian habitats to sustain and
regenerate wildlife habitat.
Recommendation: To mitigate for the narrowing of riparian habitats and increased flood-risk
risk Fort Collins recommends the following:
1. A 3-day peak bypass that provides the current range of channel maintenance and
flushing flows;
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2. Initiate a discussion with Fort Collins, Northern Water; and CPW to discuss mitigation
solutions/strategies with Northern Water and CPW to address the flow reductions
associated with the ascending and descending limbs; and
3. Implement projects to reconnect the river to its floodplain on a large scale.
Like the Plan, the State of the Poudre (SOPR, Fort Collins, 2017) identifies river reaches and
identifies those reaches with the greatest need for increased for restoration of floodplain
connectivity. Fort Collins recommends that the Plan focus its floodplain restoration efforts in
these areas.
The following Poudre River reaches were identified in the SOPR as receiving grades of D or F:
5. County Road 54 to Rist Canyon Road
7. Just below Overland Trail to Larimer Weld Canal
8. Larimer Weld Canal to Shields Street
15. Prospect Road to Fossil Creek Reservoir Inlet Diversion
The following Poudre River reaches were identified in the SOPR as receiving grades of C-:
4. Greeley Diversion to County Road 54
13. Timnath Reservoir Inlet Canal to Timberline Road
18. Rail Road Bridge to Interstate-25
Corridor Technical Comment 2:
Plan Statement: As part of compensatory mitigation for resource effects throughout the Poudre
River, Northern Water would implement improvements in the stream channel at two locations
of slightly more than one mile each in affected reaches of the Poudre River. Initially, Northern
Water has identified the following reaches for these improvements
• Approximately 1.2 miles within a 2.1-mile reach of the Poudre between PVC and the
Hansen Supply Canal inflows (Figure 20)
• Approximately 1.2 miles of stream in the Watson Lake area (Figure 21)
Key components of a stream habitat improvement project would likely include constructing in-
channel structures made of natural materials to create riffles and pools with a defined low-flow
channel which would increase channel depth, especially during low-flows; reconnecting the
channel to the floodplain and old oxbows; encouraging regeneration of native vegetation; and,
removing areas of non-native vegetation. (Page 57)
Zone
Reach 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
Floodplain Extent 78 82 85 74 65 85 62 61 87 50 67 73 70 77 50 98 82 71
Canyon Rural Urban Plains
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Improvements in existing riparian vegetation would be incorporated as part of the stream
channel habitat and improvement reaches that are described above. Additionally, Northern
Water has identified additional areas in which to improve existing riparian vegetation. Riparian
vegetation improvements would directly mitigate impacts on riparian vegetation resources,
impacts of reduced peak flows, and would also mitigate effects on water temperature in certain
reaches. Areas under consideration include the following:
• City of Fort Collins (10 acres)
• Frank State Wildlife Area (34 acres)
• Eastman Park Area (14 acres)
• Adjacent to all channel improvement reaches (54 acres)
Riparian vegetation mitigation through Fort Collins will be coordinated with current planning
efforts by the City, including its Poudre River Downtown Master Plan. The Poudre River
Downtown Master Plan includes much of the nearly 5-mile reach of Segment B, in which
approximately 10 acres of riparian vegetation may be affected by NISP. (Page 60)
Comment: In addition to the overview comment presented above, Fort Collins has four specific
and separate comments on these statements from the Plan:
1. The Plan does not provide any quantitative foundation for the proposal to conduct 2.4 miles
of stream channel improvements as the appropriate scale for the magnitude of impacts
from NISP flow reductions. A possible approach is to mitigate at a minimum of a 1/10 ratio.
Since the impacts occur on approximately 50 river miles, 5 miles of stream would need to
be improved.
2. It is unclear if “areas under consideration” implies a firm commitment. The relationship
between 54 acres adjacent to all channel improvement reaches and the 2.4 miles of
proposed channel improvements is not clear.
3. The Plan states there will be 10 acres of riparian vegetation affected by NISP. The NISP
SDEIS states there will be 10 acres of wetlands affected in reach B. There is a major
difference between wetlands and riparian areas and the scale of impacts to riparian areas
will be much greater.
4. Fort Collins agrees with many of the objectives listed for these projects, however many may
not be possible or needed in the two identified. For example reconnecting the channel to
the floodplain and old oxbows is not possible in the Watson lake reach, and is not needed
for the sub-reach from Pleasant Valley Canal to the Greeley diversion. According to the
State of the Poudre results, the floodplain extent score for the sub-reach from the Pleasant
Valley Canal to the Greeley diversion is an 85 (B). Similarly, within the proposed upstream
reach there are many areas (polygons) where the “Vegetation Structure” score is already a
B or A grade. From the Greeley diversion downstream for a half mile the “River Form” score
also is a “B.” The bottom line is that more rigorous site selection would help ensure that
the Plan’s restoration objectives are met.
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Corridor Technical Comment 3:
Plan Statement: With additional depletions from NISP within this reach, it is possible that there
would be increased temperature standard excursions. Downstream of the Hansen Supply Canal
inflows, temperature standard excursions are less problematic because Hansen Supply Canal
inflows cool downstream river water. Channel improvements in this reach would seek to narrow
and deepen the current channel to be more consistent with current and future low-flow
conditions and increase riparian vegetation, including larger plains cottonwoods that would
shade the river channel. The effectiveness of these proposed improvements to cool water
temperature would be assessed during the detailed water quality modeling. (Pages 59-60)
Comment: Changes to stream temperature from NISP will be immediate. While cottonwoods
can provide shading, an immediate strategy will be necessary since large cottonwoods take a
minimum of 30 years to develop into “large cottonwoods for shading.”
FORT COLLINS’ TECHNICAL COMMENTS REGARDING ADAPTIVE MANAGEMENT, CHANNEL
IMPROVEMENT PLAN, ASSOCIATED ROLES, AND DECISION SPACE (“MANAGEMENT”)
Management Technical Comment 1:
FWMEP Statement: Northern Water and CPW will jointly lead the Poudre River Adaptive
Management Program committee. It is envisioned that Northern Water and CPW will develop
an MOU… As the lead agencies, Northern Water and CPW would provide final concurrence on
any actions to be implemented under the program. (Page 90)
Comment: As a natural resource, the health of the Poudre River primarily affects local
communities and agencies. Thus, the adaptive management and monitoring programs
described in the Plan should be co-led by local government agencies, coalitions, and academic
institutions, not just CPW and Northern Wtaer. In addition, concurrence must not be under the
sole control of Northern Water and CPW. The monitoring process should entail at least some
level of independence from Northern Water. Otherwise, Northern Water will be in the
untenable position of policing itself with respect to potential long-term impacts that affect local
communities.
Management Technical Comment 2:
Plan Statement: Development and implementation of the plan would require data collection,
which has already begun through the EIS process, and would continue by Northern Water
through the duration of the program. (Page 91)
Goals of the stream channel and habitat improvement plan would include:
• Collect additional data, perform a river corridor inventory, and document current conditions.
• Develop baseline geomorphic conditions for use in the Adaptive Management Plan.
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• Develop a river-wide master plan and prioritization for maintaining and improving the
following river functions:
o Irrigation and municipal water supply diversions;
o Channel and overbank capacity and connectivity;
o Aquatic habitat and species;
o Riparian habitat and wildlife species;
o Flood risk to land and infrastructure;
o Recreation.
• Develop a long-term monitoring and maintenance plan. (Channel Improvement Plan, page
96)
Comment: Fort Collins recommends that the Channel Improvement Plan and the Adaptive
Management Plan be developed within existing monitoring and assessment frameworks.
Projects such as The State of the Poudre Assessment (2017), the Coalition for the Poudre River
Watershed’s Watershed Resilience Plan (2016), the Lower Poudre Monitoring Alliance, and the
forthcoming Lower Poudre Sediment & Master Plan all take an integrated and functions-based
approach to Poudre River health.
Management Technical Comment 3:
Comment: According to guidance produced by the Department of the Interior Monitoring
adaptive management program
(https://www.doi.gov/sites/doi.gov/files/migrated/ppa/upload/Chapter1.pdf):
Management of problems … increasingly involves a systems approach with explicit and
agreed upon objectives, management alternatives, and analytical approaches that can
identify the most appropriate management strategies (page 3). Adaptive management is
a structured approach to decision making that emphasizes accountability and
explicitness in decision making (chapter 1, page 4).
The Plan has postponed the development of well-defined, measureable project objectives,
accountability and adaptive management triggers. The simple action of including a proposal for
adaptive management does not assure the generic goals set forth in the Plan will be met.
When initial objectives are not established, an adaptive management plan cannot provide
direction on how best to re-direct efforts to meet the objective in question. Both monitoring
and adaptive management should be grounded in best available science appropriate to meet
monitoring objectives and define objectives through thresholds and measureable outcomes.
Thus, prior to acceptance of this Plan (and the Record of Decision for the 404 permit) explicit
flood conveyance, water quality and ecosystem based objectives and a structure for decision-
making should be determined.
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Management Technical Comment 4:
Plan Statement: The Poudre River Adaptive Management Program will run for a period of 20
years following the initiation of filling Glade Reservoir, 10 years following full buildout
operations (defined as the consistent delivery of full or nearly full NISP yield to a majority of the
NISP participants for a period of 5 years), or until the funds set aside for the program are
exhausted, whichever comes first. (Page 92)
Comment: NISP impacts will occur in perpetuity yet the adaptive management program as
proposed will stop in 20 years following the initial fill period. This is a very short time frame
from the perspective of various geomorphic and ecological cycles. Fort Collins recommends
that a collaborative, independent monitoring program be established that includes local
stakeholders and further recommends that funding for adaptive management be extended to
at least a 50-year period.
Management Technical Comment 5:
Plan Statement: Mitigation and enhancement measures enacted through this program may
include, but are not limited to, the following:
- Accelerate establishment of channel forming by managing in-channel or riparian
vegetation;
- Place structures to direct sediment to selected aggradation zones;
- Install check structures or weirs to control the inundation of riparian vegetation;
- Dredge or otherwise remove sediment from the channel mechanically; (page 91)
Comment: Some adaptive management strategies and actions outlined in Plan are unclear
and/or would potentially have negative impacts on river health, function, and resiliency. As
noted above, there is no description provided as to how the proposed actions will have a
positive impact on watershed-scale disturbance.
- Accelerate establishment of channel forming by managing in-channel or riparian vegetation;
Further clarification is needed to be able to understand this proposal.
- Place structures to direct sediment to selected aggradation zones;
This concept is unclear and as Fort Collins interprets it, it is not a common practice. It is unclear
how the location of these zones will be selected since depositional zones are not static. Also,
according to the Plan deposition will not increase under NISP, so theoretically, managing
sediment is not necessary.
-Install check structures or weirs to control the inundation of riparian vegetation;
It is unclear if the objective here is to create backwater areas to drown out encroaching
vegetation or to inundate and therefore maintain necessary wetted pattern to support the
existing riparian zone. The use of weirs or check structures creates hard-points in the river
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which reduces the river’s ability to adjust and recover from larger flood events. The costly
vulnerability of these types of structures to large floods was evident after the floods of 2013.
The State of the Poudre revealed the lowest (failing) scores for geomorphology metrics for
reaches immediately upstream of diversion structures, indicating there are very poor habitat
conditions for aquatic insects and spawning fish because the riverbed is clogged with fine
sediment. So this proposal is undesirable as it would create in uniform glide habitat, decreased
habitat complexity for fish, and continuous sediment deposition for the affected local area
upstream.
- Dredge or otherwise remove sediment from the channel mechanically;
Dredging sediment mechanically from the river is not an acceptable mitigation approach as it
will result in considerable harm to fish and wildlife resources. The SDEIS asserts there will be no
additional aggradation upstream of I-25 despite the underlying data showing there will be (see
Fort Collins’s 2015 comments to the SDEIS). To propose dredging sediment is necessary implies
there is a significant departure is the perception of impacts between the SDEIS and Northern.
This particular issue is very important to Fort Collins and we hope to see greater consistency
between underlying data and conclusions on impacts in both this Plan and the final EIS.
FORT COLLINS’ TECHNICAL COMMENTS REGARDING UNCERTAINTIES REGARDING
AGREEMENTS (“AGREEMENTS”)
Agreements Technical Comment 1:
Plan Statement: If during actual operations, administration of water rights on the river results in
the flow commitments not reaching the targeted flows or reaches (i.e. operations by others
result in the bypassed or released flows not remaining in the river through the intended reach),
Northern Water would cease operation of the flow commitment and seek administrative and
legal solutions to ensure that these operations would result in the intended flows being met.
(Page 35).
Bypassed flow will not be diverted by another upstream or downstream water right…Bypassed
flow will not count against Glade fill. (Table 6, Page 46)
Comment: The PLAN acknowledges that flows that are intended to be bypassed or released to
achieve low flow enhancements or peaking flows may not be able to achieve their intended
goals.
Recommendation: The Plan should describe how bypassed flows will be protected from
subsequent diversion by other water right holders and how bypassed flows will be accounted.
Without this information, the future viability and operation of the program is uncertain and
there is no guarantee that bypassed flows will be maintained in the river.
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REFERENCES FOR FORT COLLINS’ TECHNICAL COMMENTS
American Society of Civil Engineering (ASCE) (1992). Sediment and aquatic habitat in river
systems.
Journal of Hydraulic Engineering 118(5):669–687.
Shanahan J.O., D.W. Baker, B.P. Bledsoe, N.L. Poff, D.M. Merritt, K.R. Bestgen, G.T. Auble, B.C.
Kondratieff, J.G. Stokes, M. Lorie and J.S. Sanderson. 2014. An Ecological Response Model for
the Cache la Poudre River through Fort Collins. City of Fort Collins Natural Areas Department,
Fort Collins, CO. 93 pp + appendices.
Milhous, R. T. (2000). Numerical modeling of flushing flows in gravel-bed rivers. In: P. C.
Klingeman, R. L. Beschta, P. D. Komar, and J. B. Bradley (Eds.), Gravel-bed Rivers in the
Environment, Water Resources Publications, Littleton, CO, pp. 579–608.
Milhous, R.T. (2003). Reconnaissance-level application of physical habitat simulation in the
evaluation of physical habitat limits in the Animas Basin, Colorado. U. S. Geological Survey
Open-File Report 03222, Fort Collins Science Center, Fort Collins, CO, 16 pp.
State of the Poudre: A River Health Report Card (2017).
http://www.fcgov.com/poudrereportcard/pdf/reportcard.pdf
City of Fort Collins comments on the NISP Supplemental Draft Environmental Impact
Statement. 2015.
http://www.fcgov.com/nispreview/pdf/2015nisp-comments.pdf?1442010471
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Fish and Wildlife Mitigation and Enhancement Plan for the
Northern Integrated Supply Project
Overview of City’s Proposed Response
Council Work Session July 25, 2017
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Process
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Overview Presentations to boards (mid-July)
Land Conservation and Stewardship Board,
Natural Resources Advisory Board
Water Board
Council
July 25th Work session review of comments
August 8th Council consideration of a resolution
Public
Online comment opportunity July 20th-July 30th
August 10/11
Public testimony opportunity to “Wildlife Commission” (Trinidad)
September 8
Commission adopts Plan
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Colorado State Statute
“The general assembly hereby declares that such fish and wildlife
resources are a matter of statewide concern and…
…should be mitigated to the extent, and in a manner, that is
economically reasonable and maintains a balance between the
development of the state's water resources and the protection of
the state's fish and wildlife resources.”
3
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National Environmental Policy Act (Final EIS-late 2017)
404 Clean Water Act permit
State of Colorado 401 Certification (2018)
State of Colorado Wildlife Mitigation Plan (2017)
Record of Decision
Permits and process
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Fort Collins 2015 position
5
“…City Council cannot support NISP as it currently described and proposed
in the SDEIS with the understanding that the City Council may reach a
different conclusion with respect to a future variant of NISP….if such variant
addresses the City’s fundamental concerns…
The City’s position has not changed and is not going to change with
the submission of these comments.
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2017 Council Direction
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In 2017, Fort Collins City Council adopted Resolution 2017-024 authorizing
the City Manager and his designees to meet on a regular basis with
Northern Water to discuss and explore Fort Collins’ interests in order to
ascertain whether those interests can be met pursuant to the terms of the
resolution.
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Adds base flow for 12 mile reach
Summer 25 cfs
Winter 18 cfs
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The Plan Includes:
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Avoidance and minimization
-conveyance refinement
-peak flow operations program
-temperature mitigation
Compensatory mitigation
-stream channel and habitat improvement plan
-channel and habitat improvements
-riparian vegetation
Enhancement
-adaptive management
-wildlife habitat around Glade
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City’s themes
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1. Peak flows
2. Mitigation, restoration, channel improvements, channel
conveyance
3. Water quality
4. Adaptive Management
5. Cost
6. Big Game
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1. Peak flows –
• Definition for flushing flows too narrow, analysis
inappropriate, tiered approach for Peak Flow Program
provides flows too low to maintain “unclogged riverbed.”
• Recommendation: improve peak flow program to allow
a complete 3 day bypass (no diversion for 3 days)
2. Water quality
3. Restoration, channel improvements, channel conveyance
4. Adaptive Management
5. Uncertainties
Key concerns & recommendations
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Proposed flow changes (Shields St)
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(As proposed in the Plan, graph shows monthly averages)
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Proposed flow changes (Shields St)
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(As proposed in the Plan, graph shows monthly averages)
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Proposed flow changes (Shields St)
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(As proposed in the Plan, graph shows monthly averages)
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Potential changes to flood levels
100-year Floodplain
Overbank Channel Overbank
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Small Rise
Sedimentation
and Vegetation
Growth
100-year Floodplain Wider
Potential changes to flood levels
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1. Peak flows
2. Water quality
2. Restoration, channel improvements, channel conveyance:
Limited and piecemeal. Wrong type and scale for impacts
Recommendation: systematic mitigation
1. 3-day flow by-pass
2. Discuss flow based mitigation of ascending and
descending limbs with CPW/Northern
3. Large scale restoration of river-floodplain connectivity
Key concerns & recommendations
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Key concerns & recommendations
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1. Peak flows
3. Water quality: no data, analysis
Recommendation: do not adopt mitigation plan/adaptive
management until results for 401 certification are available
1. Restoration, channel improvements, channel conveyance
2. Adaptive Management
3. Uncertainties
4. Cost
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1. Peak flows
2. Water quality
3. Restoration, channel improvements, channel conveyance
4. Adaptive Management: CPW and Northern lead monitoring and
adaptive management program, no defined performance
standards or “action” triggers.
Recommendation: create an independent monitoring group.
Establish clear objectives/triggers. Use all applicable
data/programs, not just EIS and new data.
Key concerns & recommendations
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5. Cost: $ commitment too low for scope/size cost of project.
Recommendation: increase total mitigation expenditures from
$40M to 58M. Cost would still be one-half the cost of CBT.
Key concerns & recommendations
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1. Peak flows
2. Water quality
3. Restoration, channel improvements, channel conveyance
4. Adaptive Management
5. Uncertainties
t:
6. Big Game: important habitat in vicinity of Glade will be
fragmented.
Recommendation: conserve State Land Board property west of
Glade in perpetuity
Key concerns & recommendations
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Discussion
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Questions?
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DATE:
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
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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.
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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)
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ATTACHMENT 1
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Attachment: 2016 PFA Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
Kristin
Stephens
Mike
DiTullio
Gerry
Horak
Dave
Pusey
Darin
Atteberry
Ron
Anthony
James
Gentry
Ed
Rupert
Mike
DiTullio
Dave
Pusey
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Attachment: 2016 PFA Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
12.5% ASSOCIATES
50% BACHELORS
9% MASTERS
2.2% DOCTORAL
3.5% IN SCHOOL
45
12.58
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ATTACHMENT 1
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Attachment: 2016 PFA Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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
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Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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
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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.
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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
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Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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
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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%
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Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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%* -
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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
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Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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.
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Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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
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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.
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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.
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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%
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Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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.
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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
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Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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
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Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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
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Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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
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Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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
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Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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
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Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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
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Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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
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Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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
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Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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
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Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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
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Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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
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Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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
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Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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
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Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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
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Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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
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Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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
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Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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
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Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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
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Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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
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Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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.”
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Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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
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Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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.
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Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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
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Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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.”
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Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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)
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Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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
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Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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
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Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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
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Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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
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Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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
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Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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
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Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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
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Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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
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Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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
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Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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
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Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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
3.2
Packet Pg. 134
Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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
3.2
Packet Pg. 135
Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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
3.3
Packet Pg. 136
Attachment: Keep Fort Collins Great Funding History (5648 : Poudre Fire Authority 2016 Annual Report)
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
3.3
Packet Pg. 137
Attachment: Keep Fort Collins Great Funding History (5648 : Poudre Fire Authority 2016 Annual Report)
July 25, 2017
Poudre Fire Authority: Moving Forward
ATTACHMENT 4
3.4
Packet Pg. 138
Attachment: Powerpoint Presentation (5648 : Poudre Fire Authority 2016 Annual Report)
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
3.4
Packet Pg. 139
Attachment: Powerpoint Presentation (5648 : Poudre Fire Authority 2016 Annual Report)
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
3.4
Packet Pg. 140
Attachment: Powerpoint Presentation (5648 : Poudre Fire Authority 2016 Annual Report)
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
3.4
Packet Pg. 141
Attachment: Powerpoint Presentation (5648 : Poudre Fire Authority 2016 Annual Report)
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
3.4
Packet Pg. 142
Attachment: Powerpoint Presentation (5648 : Poudre Fire Authority 2016 Annual Report)
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
3.4
Packet Pg. 143
Attachment: Powerpoint Presentation (5648 : Poudre Fire Authority 2016 Annual Report)
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
3.4
Packet Pg. 144
Attachment: Powerpoint Presentation (5648 : Poudre Fire Authority 2016 Annual Report)
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
3.4
Packet Pg. 145
Attachment: Powerpoint Presentation (5648 : Poudre Fire Authority 2016 Annual Report)
PFA Moving Forward
• Impact Fees in PVFPD
• Continuous Improvement:
– Training
– Accreditation Compliance Report
9
ATTACHMENT 4
3.4
Packet Pg. 146
Attachment: Powerpoint Presentation (5648 : Poudre Fire Authority 2016 Annual Report)
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
3.4
Packet Pg. 147
Attachment: Powerpoint Presentation (5648 : Poudre Fire Authority 2016 Annual Report)
efforts.”
ATTACHMENT 3
3.2
Packet Pg. 117
Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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
3.2
Packet Pg. 116
Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
% 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
3.2
Packet Pg. 110
Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
end of their
introductory
year
100% 100% 100%
ATTACHMENT 3
3.2
Packet Pg. 109
Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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
3.2
Packet Pg. 108
Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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
3.2
Packet Pg. 107
Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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
3.2
Packet Pg. 94
Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
3.2
Packet Pg. 93
Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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
3.2
Packet Pg. 92
Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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
3.2
Packet Pg. 91
Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
challenges/# of employees
N/R N/R N/R
N/R = Not Reportable
ATTACHMENT 3
3.2
Packet Pg. 89
Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
in
collaboration
with other
community
efforts
ATTACHMENT 3
3.2
Packet Pg. 87
Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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
3.2
Packet Pg. 86
Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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
3.2
Packet Pg. 84
Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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
3.2
Packet Pg. 83
Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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
3.2
Packet Pg. 79
Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
% 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
3.2
Packet Pg. 77
Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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
3.2
Packet Pg. 76
Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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
3.2
Packet Pg. 72
Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
due to
freezing/# of
sprinklered
buildings
N/R N/R N/R
ATTACHMENT 3
3.2
Packet Pg. 71
Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
days
N/R N/R 100%
ATTACHMENT 3
3.2
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Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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
3.2
Packet Pg. 66
Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)
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
3.2
Packet Pg. 64
Attachment: 2016 PFA Statistical Annual Report (5648 : Poudre Fire Authority 2016 Annual Report)