HomeMy WebLinkAboutCOUNCIL - AGENDA ITEM - 06/09/2020 - 2019 POUDRE FIRE AUTHORITY ANNUAL REPORTDATE:
STAFF:
June 9, 2020
Tom DeMint, PFA Fire Chief
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
2019 Poudre Fire Authority Annual Report
EXECUTIVE SUMMARY
The purpose of this item is to discuss the Poudre Fire Authority’s (PFA) overall performance in fulfilling its
responsibilities under the Intergovernmental Agreement (IGA) between its parent organizations, as well as the
implications to PFA from the COVID-19 pandemic.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
PFA staff will provide information around PFA’s governance to both the Council and the Poudre Valley Fire
Protection District (PVFPD) Board, including PFA’s 2019 Annual Report. Council and the PVFPD Board will have
the opportunity to review the ongoing relationship between the two entities and discuss issues of concern to the
PFA, the PVFPD, and the City due to the COVID-19 pandemic.
BACKGROUND / DISCUSSION
The 2014 Amended and Restated IGA (Attachment 1), between the PVFPD and the City, establishing the PFA,
stipulates that the Authority will provide an annual report regarding the activities and accomplishments of the
Authority to its parent organizations, the City and the PVFPD. Chief DeMint’s goal in providing this report is to:
1. Discuss issues of concern to the PFA, the PVFPD, and the City.
2. Develop a common understanding of the relationship between the City, the PVFPD, and PFA.
3. Discuss demands of an evolving and growing community.
4. Discuss innovations and changing technology.
5. Review year 2019.
The work session with Council and PVFPD represents the sixth annual report to the “parents” of the PFA. This is
a particularly timely update to the parents of the PFA, given the COVID-19 pandemic and its effects on the City,
the District, and the PFA.
Issues of Concern to PFA, the PVFPD, and the City of Fort Collins
As a critical part of the emergency service system, the PFA has been responding to the COVID-19 global
pandemic. This includes the use of an Incident Command System (ICS) Incident Management Team (IMT), as
would be used in any other major emergency that would impact the District. Through professionalism, dedication
and planning, the PFA continues to provide uninterrupted service delivery that is prompt, skillful and caring. All
Authority personnel have been and continue to be well supplied with personal protective equipment (PPE), in
accordance with the Center for Disease Control (CDC) recommendations. Call volume trends have remained
stable or slighter lower due to the stay at home order issued by the Governor. While we have not experienced any
traceable or confirmed exposures to our personnel, we have had three PFA members test positive for the virus.
All members have recovered and returned to duty. PFA leadership and the COVID-19 IMT continue to monitor the
situation, making adjustments as recommended. The next phase of the incident will be focused on planning and
preparation for long-term sustainability of safe and effective service delivery.
As the impact of the COVID-19 pandemic on the community progresses, PFA staff has worked to develop plans
to address both the short-term and potential long-term finances of the organization. This work session provides
an opportunity for the parents of the PFA to discuss the impacts of possible reductions in property, sales, and use
June 9, 2020 Page 2
taxes on the Authority in 2020 and into the future.
PFA staff has provided the PVFPD and PFA Boards with an overview of PFA’s financial situation, as outlined
below, as well as proposed measures to balance PFA’s budget in 2020, and anticipated revenue issues expected
in 2021.
Revenue:
PFA staff continues to evaluate the potential impact of the stay-at-home order on local spending and on the ability
of taxpayers to meet their property tax obligations for 2019 taxes payable in 2020.
• Sales and Use Tax - Approximately 34% of PFA’s revenues come from City of Fort Collins sales and use
taxes. The City has been working diligently to project the impact of the current economic climate on its sales
and use taxes for the coming three quarters of 2020. The City’s potential shortfall scenarios range from 10%
to 25% of sales and use taxes during the remainder of 2020. These reductions could range from $10 million
to $50 million in lost tax revenue. How those potential losses impact City revenue remains to be determined.
The first quarter’s share of sales and use tax revenues has already been received by PFA in alignment with
the IGA’s Revenue Allocation Formula (RAF). The RAF does not contemplate a mid-year loss of revenue to
the City, so the impact on PFA is not spelled out. City Council and City staff will need to consider how the
City will address funding shortfalls on its essential services.
• Property Tax - As of April 23, staff has reviewed tax receipts for property taxes paid to Larimer County for
both the City and PVFPD. The first major due date for property taxes will be on April 30, since the first “half
payment” due date was extended from February 15 to April 30. With those dates in mind, it appears that
property tax receipts are roughly tracking their normal pattern. With one week of collections left in April,
receipts are 92% of 2019 levels. Though this is lower than those projected for the year, given a significant
increase in assessed valuations for 2019 taxes due in 2020, the final week of collections is likely to bring in
substantial receipts. Many taxpayers schedule their payments for the deadline, rather than the weeks leading
up to the deadline. PFA staff will follow daily updates on receipts through the due dates, April 30 and June 15,
and keep the PFA Board apprised of any relevant changes.
• Fees - Other non-tax revenues, including plan review and development review fees, were on track at the end
of the first quarter. PFA staff continues to see a steady rate of submission by developers, suggesting that
development is continuing. However, the first quarter does not reflect the full impact of the changes in fee
revenue that are likely to be seen going forward. When the month of April closes out, PFA staff will be able to
update the effect of the situation on overall fee revenue.
Expenditures
PFA’s Senior Leadership Team has been meeting throughout the month of April to identify specific spending
reductions to prepare for the potential loss of funding through either the City or the PVFPD. Reductions and
delays that have been identified include:
Hiring Freeze - Newly budgeted, unfilled positions planned for 2020 will be frozen:
• Mechanic
• Physical Therapist
• Public Education Specialist
• Fall fire academy hires - under review
Capital Projects Delays - Projects which were budgeted in 2020 but are not yet committed financially will be
postponed at least until 2021:
• Station 6 mechanic shop expansion
• Station 7 replacement
• Training Center kitchen renovation
• Glider Engine 7
Open/unfulfilled Purchase Orders - Delayed or cancelled.
Deputy/Assistant Chief - Staff had planned to bring a revised plan for implementation of this position during the
second quarter; funds were reserved, but plans are now delayed.
June 9, 2020 Page 3
Staff Vehicles - Postpone or cancel scheduled replacements.
Conferences/Training - Eliminate conferences, travel, and outside training as much as possible.
Fuel Costs - Reduced costs from market volatility will create savings.
Other Non-personnel Costs - Each division has committed to eliminating any non-urgent or non-essential
spending, so long as such reductions do not impact employee safety
Reserves
PFA has substantial reserves of “one-time” money that has been built up over the past few years to address the
uncertainty of the renewal of Keep Fort Collins Great (KFCG). Since KFCG was renewed, these funds are
available for other purposes, including addressing a short-term funding loss. Current reserves, including funds
earmarked for capital projects, total over $15 million. Many of these funds are committed to projects like the
construction of Station 7, future Station 15, apparatus purchases and other long-term capital needs, but they
could help PFA weather the current financial uncertainty. These are “one-time” funds, so they do not help with
new ongoing expenses or with maintaining existing spending plans over the long-term; they can help bridge short-
term shortfalls.
Intergovernmental Agreement and PFA Governance
Since 1981, PFA has provided fire and rescue service to Fort Collins, Timnath, LaPorte, Bellvue, Horsetooth and
Redstone Canyon under an IGA between the City and the PVFPD. This agreement consolidated two fire
departments (City and District) into one Fire Authority covering 230 square miles of northern Larimer County and
11 square miles of western Weld County.
In 2014, the City and the PVFPD renewed the IGA to continue PFA as the fire and rescue service, reaffirmed the
governance model, and clarified the financial commitments of the parties to PFA’s operations. The current IGA
includes community benefits resulting from the consolidated fire service provided by PFA including:
• Improved quality of emergency services
• Improved response times
• Concentrated training
• Enhanced communications
• Elimination of service boundary conflicts
• Reduced taxpayer costs and duplication of overhead and equipment costs
Revenue Allocation Formula
Funding of the PFA is provided through a Revenue Allocation Formula (RAF) included in the IGA. The purpose of
the formula is to create a funding stream for fire and rescue services, and to apportion costs in an equitable
manner between the City and the PVFPD. Over the 35+ years of the existence of PFA, financial contributions,
call volume, and the assessed value of property protected by PFA have been in the range of 80-85% City, 15-
20% District. The funding formula called for in the RAF was established to ensure that the same funding ratio
would continue into the future. The City contributes a fixed portion of its base sales and use tax to the Authority,
plus a percentage of property taxes (9.765 mills) and a percentage of revenue from the voter approved KFCG tax
measure. The District provides 100% of its 10.595 mills of property tax to PFA, less minor administrative costs.
The District’s portion includes the Tax Increment Financing from Timnath’s Development Authority through an IGA
between the Town of Timnath, the Timnath Development Authority, the PVFPD, and PFA.
The overall cost of PFA’s operation totaled nearly $38.5 million in 2019; 86% of these costs are in personnel
costs, which is typical in a highly service-oriented enterprise.
2019 Annual Report Highlights
The 2019 Annual Report will be presented in an 8-page hardcopy (Attachment 2), an electronic format -
<https://pfaannualreport.com/> (available soon) - and a Statistical Report (Attachment 3), which together will
form PFA’s comprehensive report to the community about its return on the investment of tax dollars. The 2019
Annual Report theme centers upon Emergency Medical Services (EMS) and improvements in this arena. As
required in the IGA, other components of the report include resources, actual spending to budget, metrics,
services provided, types of incidents to which PFA responded, future-looking innovations such as computer-
aided dispatch enhancements, station alerting enhancements, regionalization of fleet services, and predictive and
June 9, 2020 Page 4
analytic system design software. Annual Report highlights include:
• Emergency Medical Services - An impressive, 600%, increase in cardiac survival rates is one outcome of
improvements within the EMS arena. PFA is responsible for ensuring high-quality EMS within its jurisdiction,
which includes nine agencies within the greater northern Colorado area (2,200 square miles). Clinical
protocols have been updated and improved by the nine agencies; equipment and training was standardized to
improve services to the community through interoperability among agencies; new equipment provided better
clinical care through real-time monitoring of provided Cardio Pulmonary Resuscitation (CPR); and the
development of a paramedic firefighter program within the Support Division is underway.
• Response Time - The percent of time PFA fire personnel are on scene within 6 minutes 20 seconds in the
urban area for emergent calls in 2019 was 50%. Two items that impacted PFA’s urban response in 2019
include call processing and a larger service area; the urban area went from 48 square miles to 77 square
miles. In the future, automatic dispatching and station alerting will increase the response time in the urban
area. In the rural area, PFA fire personnel arrived on scene within 12 minutes 20 seconds 80% of the time.
• Funding - 97.12% of PFA’s revenue is intergovernmental or funded by PFA’s “parent organizations”. Other
funding is received from fee-based development review revenue. PFA’s 2019 reserves are projected to be
$10 million, or 25% of the operating revenue.
• Budget to Actual - Projected 2019 underspend of 4.12% of budget ($1.4 million). Annual underspend
resources are returned to PFA’s reserves for future allocation.
• Value of Property Protected - In 2019, PFA protected more than $41 billion of property.
Innovations Moving Forward
• Community Growth - An overarching goal of PFA’s Strategic Plan is to continuously improve services and
seek innovative approaches to solve current and emerging problems. As growth continues, the PFA Board
has directed staff to look at regionalization of fire services with neighboring communities, which is currently
occurring through auto and mutual aid agreements, training activities, and participation in the EMS contract.
These discussions will continue into the future in order to build an understanding of regional needs while
seeking innovative approaches to meet those needs.
• Community Risk Reduction - As the community continues to grow, and the types of calls become more
human-services oriented, PFA is increasing its look toward risk reduction with programs such as the Hoarding
Task Force and the Community Service Action Team, which meet citizen needs outside of traditional fire
safety programs. These types of programs make communities safer and reduce calls for emergency
response.
• Right-sized Response - PFA staff is continuously searching for methods that challenge past assumptions for
traditional response models to emergencies. For example, the Roving Alternative Medical (RAM) Unit that
was piloted in 2017 and implemented in 2019. The RAM Unit deploys two firefighter Emergency Medical
Technicians in a vehicle within the City’s core to address non-critical emergency calls during high-call load
hours, thereby keeping fire apparatus available for critical calls. In 2019, new software was implemented that
enables PFA staff to run deployment scenarios for station location and emergency responses to further
challenge past assumptions.
• Future Funding
o KFCG funding sustains PFA’s funding looking forward with a permanent tax commitment beginning in
2021.
o The PVFPD Board placed a ballot measure on the November 2018 Larimer County Election Ballot to
address the impact of the Gallagher and TABOR amendments on the property tax revenue used to
provide fire service through PFA. The measure was passed by District voters and sustains PFA’s funding
looking forward.
o The PVFPD Board is working toward implementing impact fees in the District. Next steps include
developing IGA’s with Larimer County and the Town of Timnath for implementation.
o PFA staff continues to develop its long-range financial and capital plans, including the need for additional
Administration space, a new Station 15 in the northeast part of the jurisdiction, updating older fire
stations, and apparatus replacement.
June 9, 2020 Page 5
Marketing of the PFA Annual Report
The goal of both the electronic and 8-page hardcopy annual report is to reach a broader range of interested
community members in an accessible and appealing manner. PFA’s Public Information Officer and
Communication Coordinator will promote the 2019 Annual Report through continuous, monthly posts on PFA
social media, the Chief’s column in the Coloradoan, an introductory video to PFA personnel, PFA’s website,
distribution of hardcopy report to all stations as well as Administration and Training lobby areas and PFA events.
In addition, the report will be sent to Leadership Fort Collins, CityWorks 101, Fort Collins Chamber of Commerce,
partner agencies such as UC-Health, Larimer County Sheriff’s Office, Loveland Fire Rescue Authority, Fort
Collins Police Services, Wellington Fire Protection District, Town of Timnath, and to elected state and federal
representatives.
The 2019 Statistical Annual Report is a deeper dive into division outcomes; each program’s inputs and outputs;
and performance standards comparisons with benchmark partners, City/District comparative statistics; budget
review, and PFA Board actions. The benchmark partners (those of comparable population, college or university
in community; non-municipal fire departments (where possible) and accredited agencies) include Arvada Fire
Protection District, Boulder Fire Rescue, South Metro Fire Protection District, Colorado Springs Fire Department,
Littleton Fire Rescue, Loveland Fire Rescue Authority, Gainesville Fire Rescue (FL), Corvallis Fire Department
(OR), Guelph Fire (Ontario, Canada), Rockford Fire Department (IL), Grand Rapids Fire Department (MI), and
Bellvue Fire Department (WA). Unfortunately, due to changes in Records Management Systems nationwide and
to the COVID-19 pandemic, many comparison departments did not participate in the 2019 Benchmark Survey.
In addition to the 2019 Annual Reports, PFA staff has attached a timeless marketing piece, entitled Get to Know
the Poudre Fire Authority (Attachment 4), that explains the benefits of the Authority, the services provided by
PFA, the governance structure of the PFA, and a map of PFA’s service area. This marketing piece will be used
similarly to the annual report and is marketable for a longer time period than an annual report.
ATTACHMENTS
1. 2014 Amended and Restated IGA Establishing PFA (PDF)
2. 2019 Annual Report (PDF)
3. 2019 Statistical Annual Report (PDF)
4. Get to Know the Poudre Fire Authority (PDF)
5. PowerPoint Presentation (PDF)
AMENDED AND RESTATED
INTERGOVERNMENTAL AGREEMENT
ESTABT ISHING THE POUDRE FIRE AUTHORITY
THIS AGREEMENT, entered into this /C day of rt. , 2014, pursuant to
Section 29-1-201 et seq., C.R.S., by and between THE CITY OF FORT COLLINS,
COLORADO, a municipal corporation, hereinafter referred to as the "City", and THE POUDRE
VALLEY FIRE PROTECTION DISTRICT, Larimer County, State of Colorado, hereinafter
referred to as the "District".
WTTNESSETH:
WHEREAS, the parties to this Agreement have entered into previous intergovernmental
agreements providing for the formation of an independent governmental entity for the purpose of
providing fire protection and related services, as noted in such previous intergovernmental
agreements, within the respective territorial limits of the parties hereto, which entity is known as
the POUDRE FIRE AUTHORITY; and
WHEREAS, those previous agreements, as amended, have been mutually beneficial in
providing a higher degree of protection to persons and property within the respective territorial
limits of the parties hereto; and
WHEREAS, the parties desire to provide for the continued existence of the POUDRE
FIRE AUTHORITY, and to amend and restate in full all previous intergovernmental agreements
regarding the establishment and operation of the POUDRE FIRE AUTHORITY.
NOW, THEREFORE, in consideration of the mutual covenants and obligations herein
expressed, it is agreed by and between the parties hereto as follows:
ARTICLE I
GENERAL PROVISIONS
1.1. Term of the Agreement. This Agreement shall be in effect from the date first
above written until terminated by the parties as herein provided. In addition to the option to
terminate for non-appropriation as described in Section 5.4., below, this Agreement may be
terminated under this Section by either party hereto, provided written notice of termination is
given to the other party. The effective date of termination shall be on December 31 of any
calendar year, provided said termination shall be no sooner than twenty-four (24) months after
service of the written notice of termination.
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ATTACHMENT 1
1.2. Poudre Fire Authority. The existence of the independent governmental entity
known as the "POUDRE FIRE AUTHORITY", hereinafter referred to as the "Authority",
created by the intergovernmental agreement of the parties dated December 22, 1981, as such
agreement was amended thereafter, is hereby continued. The Authority is an independent
governmental entity separate and distinct from the City and the District. The Authority may
provide, either directly or by contract, fire protection, emergency medical, rescue and ambulance
services, enforcement of fire prevention codes, hazardous materials response, and other
emergency services typically provided by a public fire department and that may be provided by a
fire department under the City Charter and by a fire protection district organized pursuant to
Article 1, Title 32, C.R.S., within the respective territorial limits of the parties (collectively, the
"Fire Rescue Services").
1.3. Nature of the Authority. The Authority is a separate legal entity organized
pursuant to Section 29-1-203(4), C.R.S. In carrying out its purposes, the Authority will observe
and comply with statutes and laws applicable to the District and the City, including, but not
limited to Parts 1, 5, and 6 of Article 1, Title 29, C.R.S., regarding budget preparation,
accounting, and auditing; and Part 4 of Article 6, and Parts 2 and 3 of Article 72 as applicable to
the Authority, and Article 10 of Title 24, C.R.S., regarding open meetings, open records,
criminal justice records, and governmental immunity. The parties intend that the Authority not
be considered a "district" subject to Article X, Section 20 of the Colorado Constitution. The
Authority boundaries shall consist of the combined territorial boundaries of the parties.
1.4. Governing Board. The Authority shall be administered by a governing Board of
five (5) members, hereinafter referred to as the "Board." The City shall appoint two (2) members
and the District shall appoint two (2) members. The fifth member shall be appointed annually at
the first regular meeting of the Board in August of each year by majority vote of the four other
members as appointed by the City and District.
A. All appointees and terms of appointment shall be at the discretion of the
appointing entity.
B. All vacancies on the Board shall be filled by the appointing entity.
1.5. Meetings of the Board.
A. Regular Meetings. The Board shall provide for regular meetings at a time
and place fixed by resolution of the Board.
B. Special Meetings. Special meetings may be called by the Chair of the
Board or by the Board at such times as the Chair or the Board may
determine to be necessary, provided that written notice or notice by
telephone or electronic mail of the time, place, and business of such
meeting is given to each Board member at least twenty-four (24) hours
prior to such meeting. Any Board member may sign a waiver of notice
which waiver shall then be in lieu of any other notice requirement. A
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Board member attending any special meeting shall be deemed to have
received the necessary notice.
C. Open Meetings. All meetings of the Board shall be open to the public,
except that the Board may go into executive session as permitted by state
law.
D. Electronic Attendance. If approved by the Board, the Board members
may participate by telephone or other technology that allows them to
participate in a meaningful manner, so long as meetings are open to
the public and the Board is not acting in a quasi-judicial capacity.
1.6. Minutes. The Secretary shall cause all minutes of the meetings of the Board to be
kept and shall, prior to the next meeting, provide a draft of the minutes to each member of the
Board for consideration at the next meeting.
1.7. Voting., Quorum; Required Votes. Each member of the Board shall have one (1)
vote. A quorum of the Board shall consist of three (3) members, provided that the City and the
District are represented by at least one of their appointees, and no official action on any matter may
be taken by the Board unless a quorum is present. Unless otherwise required by law, the affirmative
votes of a majority of the Board members present shall be required for the Board to take any action.
1.8. By-laws. The Board may adopt such by-laws, rules and regulations as necessary
for the conduct of its meetings and affairs.
ARTICLE II
OFFICERS AND EMPLOYEES
2.1. Chair, Vice Chair and Secretary. The Board shall elect a Chair and Vice Chair
from its members, and shall appoint a Secretary who may, but need not, be a member of the
Board. Said officers shall perform the duties normal for said offices, including the following:
A. The Chair shall sign all contracts on behalf of the Authority, except
contracts or agreements that may be signed by the Fire Chief of the
Authority, as herein provided, and shall perform such other duties as may
be imposed by the Board.
B. The Vice Chair shall perform all of the Chair's duties in the absence of the
Chair.
C. The Secretary shall attest to all contracts signed on behalf of the Authority
and perform such other duties as may be imposed by the Board.
2. 2. Management. The Board shall appoint a Fire Chief to manage the Authority.
Subject to the supervision of the Board and the powers specifically reserved to the Board as
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described in Article III of this Agreement, the Fire Chief shall have all powers and authorities
provided for a municipal fire chief and a fire chief under Section 32-1-1002, C.R.S., and shall
oversee and manage all business and affairs of the Authority, including the operation,
maintenance, management, administration, and provision of all facilities, improvements,
equipment, services and personnel, in the manner typically associated with a fire and emergency
rescue agency for which the fire chief has been delegated authority by the governing body to
manage all aspects of the agency, including the authority associated with a chief executive,
administrative, and operational officer. The powers of the Fire Chief shall include, but not be
limited to, the following:
A. To provide for the planning, design and construction of any buildings,
additions or improvements to the facilities owned by the Authority.
B. To execute any contract for capital costs, costs of special services,
equipment, materials, supplies, maintenance or repair that involves any
expenditure by the Authority of less than Seventy-Five Thousand
Dollars ($75,000), providing such expenditure is within budget. This
expenditure limit will be increased or decreased every five years
according to the cumulative Denver-Boulder Consumer Price Index for
Urban Consumers, as published by the Bureau of Labor Statistics. Such
adjustment will be made by the Board.
C. To employ all personnel of the Authority required for the provision of Fire
Rescue Services and maintenance and operation of all facilities and to
make such personnel decisions as he or she deems appropriate, including
without limitation, decisions as to organization, staffing levels,
deployment, promotions, demotions, discipline and, where deemed
necessary by the Fire Chief, termination.
D. To employ all personnel required in connection with the planning, design
and construction of any buildings, additions or improvements to the
facilities owned by the Authority.
E. To expend funds and enter into contracts, whenever required, for the
immediate preservation of the public health, safety, and welfare, provided
that the amount of funds involved does not exceed one percent (1%) of the
annual budget of the Authority for the year in which the funds are
expended or the contract is made.
F. To dispose of by sale any personal property of the Authority with a value
of less than Fifty Thousand Dollars ($50,000). This sale limit shall be
increased or decreased every five years according to the cumulative
Denver-Boulder Consumer Price Index for Urban Consumers, as
published by the Bureau of Labor Statistics. Such adjustment shall be
made by the Board.
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G. To approve payroll payments and other demands for payments by the
Authority, provided that such payments are within budget and that no
individual payment exceeds Seventy-Five Thousand Dollars ($75,000).
This payment limit will be increased or decreased every five years
according to the cumulative Denver-Boulder Consumer Price Index for
Urban Consumers, as published by the Bureau of Labor Statistics. Such
adjustment will be made by the Board.
H. To prepare and submit to the Board an annual operating budget for the
next fiscal year in accordance with the budget schedules of the City and
District.
T. To adopt general operating guidelines, including but not limited to non-
personnel matter policies and procedures, operating policies and
inspection policies, as deemed appropriate by the Fire Chief.
J. To generally supervise the acquisition, construction, management,
maintenance and operation of the Authority's facilities and personnel.
K. To negotiate with labor groups as may be required by state law or
authorized by the Board.
L. To negotiate with a provider of ambulance services dispatched through the
City's public safety answering point (PSAP) within the Authority's
service area, including, but not limited to, an exclusive service agreement,
performance standards, and other provisions as deemed appropriate, to be
approved by the Board.
M. To conduct procurement and purchasing processes consistent with the
City's administrative procurement policies and procedures, unless
excepted from those policies and procedures by the Board.
N. To provide an Annual Report regarding the activities and
accomplishments of the Authority, including reports to the City and
District for the purpose of reviewing annual performance measurements
and metrics, goals, actual spending to budget, benefits to the community
related to strategic outcome goals, operational efficiency, productivity
improvements, and issues of concern to the Authority, the District, and the
City, with such report to be submitted annually in the second quarter of
each year. The Authority shall also provide the community with regular
updates throughout the year related to its performance as measured by
relevant performance metrics, including analysis of effectiveness in
meeting community service needs.
0. To perform such other duties as directed by the Board and report to the
Board at such times and on such matters as the Board may direct.
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2.3. Legal Advisor. The Board shall have the power to appoint, through a
competitive selection process as determined by the Board, an attorney to provide legal
services to the Authority.
2.4. Other Employees. The Board shall have the power to appoint and employ such
other persons, agents, and consultants for the purpose of providing professional, technical or
consulting services as may be necessary for the purposes of this Agreement.
ARTICLE III
POWERS OF THE AUTHORITY
3.1. General Powers. The Authority shall exercise, in the manner herein provided, the-
powers lawfully authorized to each of the parties, as provided by the laws of the State of
Colorado, and all incidental, implied, expressed or necessary powers for the accomplishment of
the purposes of this Agreement as provided herein. The Authority's powers shall be exercised by
the Board unless otherwise designated by this Agreement, applicable law, or delegation of the
Board. The Authority shall not have the power to levy taxes.
3.2. Specific Powers. The Authority is hereby authorized, in its own name, to do all
acts necessary for the exercise of the foregoing powers including, but not limited to, the
following:
A. To make, enter into, and perform contracts of every kind as authorized by
law with other governmental entities, the State of Colorado, or any
political subdivision thereof, the United States, or any political subdivision
thereof, and any individual, firm, association, partnership, corporation or
any other organization of any kind.
B. To employ all necessary personnel.
C. To acquire, construct, manage, maintain, and operate any buildings,
works, improvements or other facilities.
D. To acquire, hold or dispose of property.
E. To sue and be sued in its own name.
F. To incur debts, liabilities, or obligations to the extent and in the manner
permitted by law, and borrow money and, from time to time, make,
accept, endorse, execute, issue and deliver bonds, notes and other
obligations of the Authority for monies borrowed, or in payment for
property acquired, or for any of the other purposes, services or functions
of the Authority; and, as provided by law, and to the extent permitted by
law, to secure the payment of any such obligations by mortgage, pledge,
deed, indenture, agreement, or other collateral instrument, or by other lien
upon or assignment of all or any part of the properties, rights, assets,
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contracts, easements, revenues and privileges of the Authority; providing
that all debts, liabilities, and obligations of the Authority shall be limited
to or secured only to the extent of the Authority's revenues and assets; and
further providing that no obligation of the Authority shall be or become an
obligation of either the City or the District without the express written
consent of such party.
G. To apply for, accept, receive and disperse grants, loans and other aid from any
governmental entity or political subdivision thereof.
H. To invest any unexpended funds that are not required for the immediate
operation of the Authority, as the Authority determines is advisable, in
accordance with the laws of the State of Colorado; provided, however, that
such investment management and cash management services will be
provided by the City through its Finance Department.
1. To administer and enforce the Fire Code adopted by the City and District,
and as adopted or consented to by other municipalities and counties within
the Authority's service area.
J. To contract with a provider of ambulance services dispatched through the
City's public safety answering point (PSAP) within the Authority's
service area through any lawful means, including, but not limited to, an
exclusive service agreement, performance standards or other provisions as
deemed appropriate by the Board.
K. To adopt bylaws, rules, and regulations respecting the exercise of its
powers and carrying out of its purposes.
L. To fix, maintain, and revise fees, rates, and charges for functions, services,
or facilities provided by the Authority in the manner provided by law.
M. To own, operate, and maintain real and personal property and facilities in
common with others, and to conduct joint, partnership, cooperative, or
operations with others, and to exercise all the powers granted herein in
joint, partnership, cooperative, or other operations with others.
N. To act as agent on behalf of the parties with regard to the functions and
services described hereinabove and any existing contracts and agreements
between either or both of the parties or any other party, to the extent
permitted by law and the terms of such contracts and agreements.
0. To carry out all provisions of this Agreement.
7
ARTICLE IV
ORGANIZATIONAL PROCEDURE
4.1. Delegation of Powers. Duties and Responsibilities.
A. Each of the parties hereto delegates to the Authority the power, duty and
responsibility to maintain, operate, manage and control all of the Fire
Rescue Services facilities, equipment, resources and property of the
Authority, including without limitation, all fire stations, land, buildings
and firefighting, emergency medical and rescue equipment, and to
employ the necessary personnel and do any and all other things necessary
or desirable to provide continued efficient and economical Fire Rescue
Services to all persons and property within the respective territorial limits
of the parties hereto, which area shall be considered the jurisdiction of the
Authority.
B. The Authority is hereby empowered to provide Fire Rescue Services to
persons and property outside the jurisdiction of the Authority by
agreement in exchange for payment or reciprocal services, as long as
such additional services can be provided through the use of existing
facilities, equipment, resources, and personnel of the Authority.
4.2. Personnel.
A. The Board shall adopt the rules, regulations and procedures necessary to
govern personnel matters.
B. During the term of this Agreement, all employees transferred from the City
and the District under the original Intergovernmental Agreement and all
employees hired by the Authority shall be employees of the Authority
subject to the terms and conditions of employment in effect as stated in
Authority Personnel Rules and Regulations, as amended from time to
time.
C. All of the time that a transferred employee has spent as a Fire Department
employee of either the City or the District shall be considered as time
employed by the Authority for the purpose of determining any conditions
or benefits of employment with the Authority.
D. The establishment of the Authority as an independent governmental entity
shall not affect in any manner the rights of City or District employees,
hired prior to January 1, 1982, insofar as they relate to pension benefits
provided by the laws of the State of Colorado.
8
E. At the termination of this Agreement, any unfunded pension liabilities
incurred by the Authority during the term of this Agreement shall be
assumed by the City or the District in proportion to the allocation of
Authority personnel to the City and the District.
F. If this Agreement is terminated, the parties agree that any employee of the
Authority who was an employee of the City or the District on January 1, 1982
shall be restored to employment with the employee's original employer (City or
District as applicable) or the entity which has need for additional employees.
Said employment shall be subject to the terms and conditions of employment
then in effect as stated in City or District personnel rules.
4.3. Authority Fund. The Board shall establish an Authority Fund to account for all
financial transactions of the Authority in accordance with generally accepted accounting principles.
ARTICLE V
BUDGET; MAINTENANCE AND OPERATION
COSTS; OTHER COSTS
5.1. Annual Budget.
A. The Board shall adopt a preliminary budget for maintenance and operation
costs, capital costs, and costs of other services in accordance with the
budget schedules of the City and the District, which budget may be
amended from time to time based on changes in revenue projections made
by the City and the District. The Board shall submit the budget to the
respective governing bodies of the parties hereto. The budget shall become
the Authority budget only after approval of the appropriations by the
respective governing bodies and final approval by the Board.
B. The financial contributions of the parties for the funding of the Authority shall
be determined by the Revenue Allocation Formula, hereafter referred to as the
"RAF," as set forth in Exhibit A, attached hereto and incorporated by this
reference.
C. The Board shall present requests for supplemental appropriations to the
respective governing bodies of the parties hereto. For the purposes of this
Agreement, "supplemental appropriations" shall mean any appropriation
made above and beyond the annual appropriation made during the
budgetary process.
D. The Board shall have the power to reappropriate funds in the fund balance
for whatever purpose the Board deems appropriate or necessary without
approval of the City or District. Such reappropriations shall be made only
9
at meetings of the Board held after proper notice has been given,
according to the bylaws of the Authority.
5 2. Records and Accounts. Through the City's Finance Department, the Authority
shall provide for the keeping of accurate books of account, showing in detail the capital costs, cost of
services, maintenance and operating costs and all financial transactions of the
Authority which books of account shall correctly show any receipts and also any costs, expenses
or charges paid to or to be paid by each of the parties hereto. Said books and records shall be
open to inspection at all times during normal business hours by any representative of either party or
by the accountant or other person authorized by either party to inspect said books or records. The
Board shall provide for the auditing of all books and accounts and other fmancial records of the
Authority on an annual basis, utilizing the same certified public accountant as is used by the City
in the auditing of its financial records. The results of said audit shall be presented to the City and
the District not later than thirty (30) days after receipt by the Board.
5.3. Payment of Costs. The City shall pay the Authority monthly and the District shall
pay the Authority quarterly, in advance, its allocated share of the total budgeted annual costs and
expenses. The Board is authorized to approve other arrangements for payments by the City and the
District, provided the financial security of the Authority is not impaired. In addition to supplemental
appropriation requests, the Board is authorized to request amounts in excess of any regular payment
for the costs and expenses of the Authority, provided the total annual allocation does not exceed the
estimated share of costs and expenses for either party to this Agreement. The Authority shall make
available to each of the agencies a final detailed statement of the final costs and expenses for the
fiscal year allocated in the same manner as estimated expenses were allocated, as soon as possible
after the close of each fiscal year.
5.4. Appropriation and Non-Appropriation of Funds. Each party shall provide the
funds required to be paid by it to the Authority under this Agreement from any source of funds
legally available to such entity for such purpose. All financial obligations of the City and the
District incurred pursuant to this Agreement are expressly contingent upon the annual
appropriation of funds by each party. Upon an event of non-appropriation by one party, the party
that has appropriated funds may, in its sole discretion, terminate this Agreement effective ninety
(90) days after service of written notice of termination upon the other party, or may choose to
continue this Agreement in effect, in which case the Authority shall adjust the level of service
consistent with available revenues. If both parties fail to appropriate funds under this
Agreement, then this Agreement shall terminate effective as agreed to by the parties, taking into
consideration available revenues.
ARTICLE VI
SERVICES
6.1. Professional, Administrative and Support Services. The City shall provide to the
Authority those professional, administrative, and support services described in Exhibit B,
attached hereto and incorporated herein by this reference, upon the terms and conditions set forth
therein. The Authority shall provide to the City those services also described in Exhibit B, upon
10
the terms and conditions set forth therein. The provision of those services shall be at no
additional charge unless otherwise indicated on Exhibit B. Upon the written agreement of the
City Manager and the Fire Chief, Exhibit B may be amended from time to time.
6.2. Additional Services. The City may agree to provide other additional services to
the Authority, provided the Authority complies with the operating procedures of the City.
ARTICLE VII
OWNERSHIP OF PROPERTY
7.1. Real and Personal Property. The Authority shall continue to hold all right, title
and interest in any and all real property and personal property transferred to the Authority by the
City or the District or acquired by the Authority since January 1, 1982 for the purpose of
providing Fire Rescue Services, unless such property is disposed of in compliance with the terms
of this Agreement.
7.2. Asset Inventory Schedules. The Authority shall maintain separate asset inventory
schedules for any and all property transferred from the City or the District which remains under
the ownership of the Authority, as well as any and all property acquired by the Authority since
January 1, 1982.
ARTICLE VIII
TERMINATION
8.1. Disposition of Assets. Upon termination of this Agreement pursuant to
paragraphs 1.1. or 5.4. above, the assets of the Authority shall be disposed of as follows:
A. All assets acquired by the Authority from contributions from the parties
shall be returned to the contributing party if said assets are still owned by
the Authority.
B. If assets contributed to the Authority are not in existence, the contributing
party shall have the option of receiving the fair market value of the asset at
the time of disposal by the Authority in either cash (if available) or assets of
the Authority acquired with funds provided by the parties.
C. All remaining assets acquired by the Authority after January 1, 1982, from
funds provided by the parties shall be distributed to the parties on the basis
of the appraised value of said assets at the time of termination and in the
same proportion as the respective contributions of funds by the parties for
acquisition of the assets over the life of this Agreement.
D. The parties may agree to dispose of any assets of the Authority in any
other acceptable manner.
11
E. If the parties cannot agree on the disposition of certain assets of the
Authority, said assets shall be subject to an independent appraisal and
shall be sold at public auction with the proceeds allocated to the parties in
the same proportion as the respective contributions of funds by the parties
for acquisition of the asset.
ARTICLE IX
MISCELLANEOUS PROVISIONS
9.1. Notices. Any notice required hereunder shall be in writing and shall be
sufficient if deposited in the United States mail, postage prepaid to:
CITY: City Manager
City of Fort Collins
P.O. Box 580
Fort Collins, Colorado 80522
DISTRICT: Chair of the Board
Poudre Valley Fire Protection District
102 Remington Street
Fort Collins, Colorado 80524
9.2. Consent. Whenever any provision of this Agreement requires consent or approval
of the parties hereto, the same shall not be unreasonably withheld.
9.3. Amendments. This Agreement may only be amended in writing by the parties
hereto.
9.4. Severability. In the event any provision of this Agreement is determined to be
illegal or invalid for any reason, all other provisions of this Agreement shall remain in full
force and effect unless and until otherwise determined. The illegality of any provision of this
Agreement shall in no way affect the legality and enforceability of any other provision of the
Agreement.
9.5. Successors. This Agreement shall be binding upon and shall inure to the
benefit of the successors of the parties.
9.6. Assignment and Delegation. A party shall neither assign any of the rights nor
delegate any of the duties created by this Agreement without the written consent of the other
party.
9.7. Effect Upon Prior Agreements. This Agreement shall extinguish and replace
the intergovernmental agreement entitled Intergovernmental Agreement dated November 3,
1987, and the three addenda to that Intergovernmental Agreement referenced in the Third
12
Addendum to the Intergovernmental Agreement Between the City of Fort Collins and Poudre
Valley Fire Protection District dated May 21, 2013.
9.8. -
No Third Party Beneficiaries. This Agreement is made for the exclusive
benefit of the parties hereto and shall not be construed to be an agreement for the benefit of
any third party or parties and no third party shall have a right of action hereunder for any
cause whatsoever.
IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be signed
on the date hereinabove written.
CITY OF FORT COLLINS, COLORADO
a municipal corporation
POUDRE VALLEY FIRE PROTECTION DISTRICT
B :
President of the Board
Counsel for District
13
Exhibit A
To Intergovernmental Agreement
Funding Formula and Revenue Allocation Formula (RAF)
The City of Fort Collins and the Poudre Valley Fire Protection District will each make annual
contributions to the Poudre Fire Authority according to the following contribution calculations:
A. City Contribution to the Authority per RAF
Subject to the Adjustments described below, the City will annually contribute to the funding of the
Authority the following amounts:
1. .29 of one cent of City base sales and use tax (excluding sales and use tax revenue
which has been legally pledged for use only on specific projects and debt obligations,
or has otherwise been restricted or committed for a particular use as a matter of law or
contract); and
2. A sum equal to 67.5 percent of the operating mill levy of the City's property taxes; and
3. Sales and use tax revenue from the voter approved tax measure currently known as
"Keep Fort Collins Great" (KFCG) per the tax measure provision for fire protection and
other emergency services funding.
"City Sales and Use Tax" and "City Property Tax" refer to forecasts per the City's Financial
Services April projection as part of the City's Biennial Budget process. The RAF will be updated
throughout that same year if there are material changes to the City Sales & Use Tax and City
Property Tax April projections.
City Contribution Calculations
The formula for determining the City's Calculated Annual Contribution to the Authority will be
calculated as the sum of:
1. A portion of Base Sales and Use tax revenue
Total City Base Sales & Use Tax Revenue (per Financial Services April projections)
2.25 DIVIDE: Total 2.25 cent Base City sales and use tax to equal
subtotal of 1 cent of sales and use tax
x 0.29 MULTIPLY: RAF sales and use tax percentage share of total revenue
Sales and use tax RAF Amount
Example: If 2.25% sales tax yields $60 million per year, then $60 million ÷ 2.25 =
$26.66 million per 1% of sales and use tax; then $26.66 million x .29 = $7.733 million
is .29 cents of sales and use tax to be contributed to PFA.
2. PLUS a portion of Property Tax revenue
City 9.797 Mill Property Tax Revenue (per Financial Services April projections)
x 0.675 MULTIPLY: RAF property tax percentage
Property tax RAF Amount
Exhibit A, Page 1
Exhibit A
To Intergovernmental Agreement
3. PLUS tax measure revenue from Keep Fort Collins Great dedicated to fire
protection and other emergency services funding
The sum of which components equals the City Calculated Annual Contribution to the
Authority.
Phase-in of City Contribution Adjustment ($2.6 M over 5 years)
The City's current (2014) budgeted contribution to the Authority is $2.6M below the RAF calculated
amount. It is the City's intent to phase in its total contribution to equal the RAF calculation over a 5
year time period beginning in 2015 as follows:
City Calculated Annual Contribution
MINUS: Escalation Adjustment for year
Total City Contribution
Escalation Adjustment by year:
2014 = $2.6M
2015 = $2.1M
2016 = $1.6M
2017 —$1.0M
2018 = $0.5M
Annexations Adjustment:
Annexation — primarily residential:
In the event of a City approved annexation of properties included in the District that are
primarily residential in nature, the RAF sales and use tax percentage and RAF property tax
percentage will be adjusted to ensure no loss of revenue to PFA.
Annexation — with significant commercial or industrial components:
In the event of a City approved annexation of properties included in the District that include a
significant commercial or industrial components, the City and District will work
cooperatively to ensure that service levels will be maintained through adequate funding
adjustments after the annexation has occurred.
URA / TIF / Adjustments and Other Implications:
In the event of Urban Renewal Authority (URA) implementation of tax increment financing (TIF)
that materially affects the City contribution to the Authority or cost of service to the Authority, the
City and District will work cooperatively to ensure that service levels will be maintained through
adequate funding adjustments.
All parties are committed to renegotiating the RAF or contribution amount in good faith in the event
of "other" implications that affect the efficient implementation of the RAF or management of the
Authority in a fiscally prudent manner.
Exhibit A, Page 2
Exhibit A
To Intergovernmental Agreement
B. District Contribution
The District will annually contribute to the funding of the Authority the following amounts:
The District shall annually adopt a mill levy (minimum 10.595 mills) pursuant to state law, and
100% of the mill levy revenue, less reasonable administrative expenses for the operation of the
District, shall be contributed to the funding of the Authority for any authorized purpose.
C. Other Revenues
The Poudre Fire Authority will generate other revenues for support of specific programs and services
through a variety of sources. The PFA is authorized to expend these funds with approval of the PFA
Board of Directors in the same manner as City and District funds are allocated to PFA purposes.
These revenues will be considered to be PFA's alone and not revenue of either the City or the
District. These revenue sources may include such sources as:
1. Fee Revenue
a. Plan Review and Development Review Fees
b. Sprinkler Inspection Fees
c. Hazardous Materials Fees
d. Wildland Reimbursements or Fees
e. Capital Expansion Fees passed through the City of Fort Collins or other entities
f. Opticom Maintenance Fees
2. Cost sharing revenue for City of Fort Collins Office of Emergency Management
3. Miscellaneous Income
4. Investment Income
5. Grant Revenue
6. Federal, State or County reimbursement for disaster assistance or other purposes.
D. General Provisions
If District or City funding of the Authority changes significantly, all parties commit to renegotiating
the IGA and the City and District contribution amounts in good faith.
Exhibit A, Page 3
EXHIBIT B
To Intergovernmental Agreement
Support Services Provided to the Authority by the City of Fort Collins
Department Service Description
Office of Emergency
Management
Coordinated OEM services • Work in close coordination with the
Authority's designated emergency
manager
• Fund portion costs of the City's joint
OEM in partnership with the City
General Fund and Utility Services
through the City's Budget process
Human Resources Pension Administration • Administer 401 Money Purchase Plans
for Authority benefitted employees
• Process new employee enrollment and
changes in participant records
• Provide GERP administration for
existing participants
Deferred Compensation Plans
Administration
• Administration and support of 457
Deferred Compensation programs
• Enrollment and changes processed
Health and Welfare Benefits • Administer health and welfare benefits
(medical, dental, vision, life, long-term
disability) within City self-insured plans
and contract group insurance
agreements
• COBRA administration
• New employee benefits sign-ups
• Interpret plans to employees
• Act as liaison between employees and
insurance companies
• Maintain records, files and forms
Benefits Open Enrollment • Provide access to health and welfare
benefits through City sponsored plans in
the same way as provided to covered
City employees
• Provide flexible spending accounts
Training • Access to skill development courses
including technology, leadership and
professional development classes.
Access to personal enrichment courses
such as wellness classes provided on a
space available basis
Job Posting • Link from City employment web site to
Authority's employment web site
positions
Pre-employment • Drug Testing
Exhibit B, Page 1
EXHIBIT B
To Intergovernmental Agreement
Human Resources
(cont,)
Records • Personnel records maintenance
• Employment verifications
• Annual EEOC reporting
Wellness programs • Provide access to City Health Fair
programs
• Provide annual Health Screening/Blood
Draw program to benefited employees in
the same manner as provided to City
employees
• Provide annual flu shots to benefited
employees in the same manner as provided
to City employees
• Provide office ergonomics reviews for
Authority office employees
• Provide EAP services (charged)
Financial Services Payroll Administration • Provide payroll services through the City's
accounting and payroll system
• Add new employees through the same
New Hire process as used for City
employees
• Provide employee exit processing in the
same manner as provided for City
employees
• Administer unemployment claims and
garnishments
Accounting • Provide accounts payable, accounts
receivable, and purchasing cards to
Authority
• Maintain files and records
• Maintain asset inventory
• Grant compliance
• Cash management
Banking and investing • Capital projects investments (fee charged)
Risk Management (charged) • Provide point of contact for citizen claims
• Process Worker Comp and liability claims
to Authority insurance
• Safety monitoring (atmospheric testing,
radon, etc.)
• Coordinate selection of worker's comp
providers
• Coordinate insurance renewals: Support
and advice on Property and Casualty and
Workers' Compensation Insurance contract
• Liaison with insurance broker
• Driver's license checks
Exhibit B, Page 2
EXHIBIT B
To Intergovernmental Agreement
Financial Services
(cont,)
Purchasing • Purchasing advice
• Issuing purchase orders
• RFP/Bid creation and coordination
• Service Agreements/Contracts
Capital Expansion Fees • Collect and maintain accounts for Capital
Expansion Fees collect from developer by
the City on behalf of Authority
Annual Financial Audit
Coordination
• Annual financial audit by same auditor as
contracted by the City (charged)
Operations Services: Fleet • Vehicle fueling (charged)
• Pool vehicle rentals (charged)
• Fuel payment cards
• Vehicle repair (charged)
Facilities • Facility repairs (charged)
• Service contacts (advice on who to call)
• Preventive maintenance on HVACs, A/Cs,
furnaces (charged)
• Project management for larger projects
(charged)
• Real estate services (charged)
Police Services Dispatch • Dispatch consoles (charged)
Information
Technology
Network Administration • Work in close coordination with Authority
IT in configuring, maintaining and
managing the Authority's data network
including network switches, routers, VPN
access and wiring
• Provide internet access
• Provide access to internet web email
• Partner with the Authority in FCPS
Computer Aided Dispatch (CAD) systems
• Connectivity to City core switch
GIS • Access to City GIS programs, data and
licenses
Voice/Phone system • Land-line phone system network and
maintenance
• Partners in Verizon wireless purchases
Server/Storage
Administration
• Active Directory
• Authority equipment in server room
• Occasional server support
Exhibit B, Page 3
EXHIBIT B
To Intergovernmental Agreement
Services Provided to the City of Fort Collins by Authority
Office of Emergency Management • Office space for OEM
• Training Center space for Emergency
Operations Center
• Portion of funding for Emergency Manager
position
• Day to day supervision of OEM function
Meeting Rooms • Access to conference rooms, community
rooms and Training Center space without
fees
Community Education Programs • Support of CityWorks program with
presenters, demonstrations, access to
Authority facilities
• Participation in employee Safety Fair
• Other fire service education programs upon
request
Exhibit B, Page 4
Prompt. Skillful. Caring.
2019 ANNUAL REPORT
ATTACHMENT 2
A Note From The Fire Chief
Keeping traditions while embracing change.
Crews push new engines into the bay, bagpipes are played at ceremonies, and the helmet serves
as the main symbol of the job. This is who we’ve been for a long time, but while we keep some
things the same, we work hard to change others. Poudre Fire Authority (PFA) is responding to the
demands of an evolving and growing community. Everything from our services to our technology
is shifting alongside the needs of our service area. The increase in service demands, changes in
the use of the 911 system, and growing population require a systematic and proactive response.
We balance increased demands against the financial and personnel resources available. Through
efficiencies and innovations, emergency medical cardiac arrest saves increased by 600 percent
from 2017 to 2019 and we’re on the way to leading the nation.
Our Roving Alternative Medical Unit (RAM) responds to lower-level emergency medical calls
(the majority of our incidents) and relieves the system by keeping a fire engine and crew available
for larger emergencies. It is imperative that PFA continues to embrace change. I hope this report
illustrates some of the innovations we’ve already put in place and those that are on their way.
- Fire Chief Tom DeMint
217
190
27
PFA Is Governed By a Board Of Directors
The Board is comprised of two members from Fort Collins City Council, two members from
the PVFPD Board of Directors, and a fifth member selected by the other four, historically
the Fort Collins City Manager. The PFA Board of Directors appoints the Fire Chief, who in
turn manages and employs all personnel of the Authority.
Poudre Fire
Authority Board
Fire Chief
Fire Prevention &
Community Risk
Reduction
SupportOperations
Administrative
Services
Fort Collins City
Council
Poudre Valley
Fire Protection
District Board
Community
Members
FULL-TIME POSITIONS
UNIFORMED EMPLOYEES
CIVILIAN EMPLOYEES
WE ARE COMPRISED OF
91% 9%
MALE FEMALE
41% 59%
MALE FEMALE
PFA Provides Many Services to the
Community Including:
Fire protection
services
Emergency
medical services
Fire
suppression
Hazardous
materials
Emergency
response
Technical
rescue response
(water, ice, rope,
confined space and
trench rescues)
Wildland
fire response
Volunteer
firefighter
program
Fire
investigations
Inspection
services
Public affairs
and education
2019 Budget & Funding Outcomes
Funding Critical Services
PFA, as a separate governmental
entity, receives the majority of
its revenue from a combination
of sales/use taxes and property
taxes from the City of Fort
Collins equating to $28,612,142
in 2019, and 100% of the
PVFPD’s mill levy (10.595 mills)
equating to $6,805,653 in 2019.
PFA thanks voters
within the PFA
service area for
their support.
Revenue Breakdown $37,663,145
2.1%
97.12%
0.36%
0.23%
0.20%
Intergovernmental
$36,578,725
Fees and charges
for service
$789,253
Licenses
and Permits
$134,358
Miscellaneous
Revenue
$74,700
Earnings on
Investments
$86,109
Operating Budget by Expenditure
$34,221,077
Salaries & Benefits
86.64%
Other Purchased
Services 6.61%
Materials, Supplies,
& Equipment 5.74%
Other Purchased
Services 1.01%
Operating Budget by Division
$34,221,077
Operations 66.99%
Support 16.28%
Fire Prevention & Community
Risk Reduction 8.67%
Administration 7.81%
Grants/Projects 0.25%
Capital Budget Breakdown
$3,014,636
Apparatus Replacement
48.86%
Burn Building 15.38%
Computer/Technology
Replacement 12.09%
The PFA Does Far More Than Put Out Fires
131OTHER
1,ALARMS221 FALSE
1,CALLS941 SERVICE
3,INTENT395 GOOD
14,CALLS460 MEDICAL
496 HAZARDOUS CONDITIONS
295EXPLOSIONS FIRES/
Total incidents in 2019
21,939
STATION 2 STATION 1
STATION 3
STATION 10
STATION 14
STATION 5
STATION 4
STATION 7
STATION 12
STATION 8
STATION 6
Bellvue
Horsetooth
Laporte
Timnath
Fort Collins
Wellington
Masonville Windsor
VOLUNTEER
STATION 11
VOLUNTEER
STATION 9
Bellvue
Horsetooth
Laporte
Timnath
Fort Collins
FireCenter Stations Training
PFA RESPONSE
AREA IN GRAY
What We
Protect
212,931
230
Estimated population
of PFA’s jurisdiction
Value of property protected
Square miles of service area
$41+ BILLION
Out of Hospital Cardiac Arrest (OHCA) Survivors
“
“
We strive every day to be proficient,
professional and compassionate
for our community.
PFA is governed by a Board of Directors
The Board is comprised of two members from Fort Collins City Council, two members from
the PVFPD Board of Directors, and a fifth member selected by the other four, historically
the Fort Collins City Manager. The PFA Board of Directors appoints the Fire Chief, who in
turn manages and employs all personnel of the Authority.
EMS is a Central Part Of Our Mission
Requests for emergency medical services (EMS) make
up the majority of calls.
While PFA remains prepared for low frequency, high-risk incidents (e.g. trench rescues,
river rescues, large wildland fires), it must also respond to a shift in the use of 911 and other
expansions in services. PFA has been responding to calls for medical help nearly since its
inception, but in 2016 leadership recognized an opportunity for growth. They assembled a
dedicated team to create standards and practices to deliver world-class emergency medical
care to the community. The PFA EMS Battalion was born. This group has helped set PFA and
medical partners on a path toward becoming a primary player in the delivery of emergency
medical services and a leader in cardiac arrest survival rates.
Cardiac Arrest Survivor
If it weren’t
for you no
one would
be here
to answer
your phone
call right
now.
The cardiac arrests used for this data were due
to a medical condition, rather than a traumatic
event like a car accident.
More People
Are Surviving
We know even more
people could be saved.
People survive cardiac arrests when
agencies and the community work
together. We lean heavily on our
many partners that help make each
of these saves possible and we need
the help of community members
too. Refer to the back page to learn
how you can help.
18
IN 2019
9
IN 2018
3
IN 2017
World-class
emergency
care means
improved patient
care, decreased
patient suffering
and improved
survivability within
our jurisdiction
Jurisdiction-wide changes
by PFA’s EMS Battalion and
Agency Partners include:
What’s after the COVID-19 event?
PFA and the world will be processing the pandemic and the aftermath of stay-at-home orders
for months if not years. Our top priority was to keep our responders healthy so they could
continue to help protect the community. PFA ensured high-quality emergency medical
responses to people in our region impacted by this unprecedented event.
Partnerships with UCHealth and Intergovernmental Agreements with nine emergency service
districts within the Northern Larimer County Emergency Response Area, enabled PFA to serve
as a resource for best practices and timely information. An in depth After Action Review will
provide new direction, procedures and processes based on the COVID-19 pandemic response.
■ New computer-aided dispatch
enhancements which incorporate
real-time GIS into the dispatch
system.
■ Station alerting enhancements
that could improve response times.
■ Regionalization of fleet services to leverage
resources, address a service gap, and
improve fleet reliability.
■ Predictive analytic and system design
software to allow for better emergency
system design and deployment.processes
based on the COVID-19 pandemic response.
Looking Forward
PFA is making countless improvements to processes
and technologies to help protect lives and property.
Some technology and process improvements include:
REVAMPED
TRAINING
REFINED MEDICAL
PROTOCOLS
STANDARDIZED
MEDICAL EQUIPMENT
AND PROTOCOLS
EMS System is Built on Five Pillars
RESPONSE
TIMES AND
COMPLIANCE
TRAINING
AND
CERTIFICATION
PROTOCOLS
QUALITY ASSURANCE
AND QUALITY
IMPROVEMENT
EQUIPMENT
Help more people survive their
cardiac arrest and have a real time
PFA incident log by downloading
the PulsePoint app.
The lifesaving app will notify you when someone needs
CPR within a quarter of a mile of your current location.
Join the more than 10,000 people that are already using it.
It will walk you through CPR, how to use an AED and
even show you the AED closest to you.
Stay involved with Poudre Fire Authority
by following us on social media.
poudre-fire.org
Headquarters: 102 Remington Street, Fort Collins CO 80524
Courage,
Leadership, Duty
Poudre Fire Authority
2019 Statistical Annual
Report
Serving the Northern Colorado Communities
of Bellvue, Fort Collins, LaPorte, Timnath
ATTACHMENT 3
Courage, Leadership, Duty i
SECTION PAGE
Introduction 1
Community Safety and Service Outcomes 2
Office of the Fire Marshal 2
Fire Investigations/Prevention Support 5
Fire Protection Systems 8
Inspection Services 9
Community Risk Reductions 11
Technical Services 13
Operations Division Outcomes 16
Fire Suppression 16
Hazardous Materials Response Team 20
Technical Rescue 26
Volunteer Program 31
Wildland Team 33
Support Division Outcomes 36
36
38
41
43
45
47
50
54
55
57
60
Support Operations and Maintenance
Emergency Medical Services
Emergency Medical Service Performance Management
Equipment Maintenance
Facilities Maintenance
Information Technology
Occupational Health and Safety
Warehouse
Self-Contained Breathing Apparatus Maintenance
Training Center Operations and Maintenance
Employee Training and Development
Recruit Fire Academy
Certification 62
64
68
90
91
Administration Division Outcomes
2019 Performance Comparisons
City/District Comparative Statistics
2019 PFA Budget Review
PFA Board Actions – 2019 94
PFA Statistical Report - 2019
53
Courage, Leadership, Duty 1
Introduction
Welcome to Poudre Fire Authority’s (PFA) 2019 Statistical Report. Following are division
outcomes as well as performance standards comparisons, City/District comparative
statistics, 2019 budget review, and PFA Board actions.
The method used for reporting measures of progress has been evaluated, existing outputs
and outcomes have been affirmed, and outcome measures more representative of big-
picture goal accomplishment have been established. Key outcomes at a higher
organizational level are the focus; each division section herein begins with a table of
targeted outcome measures to which each program in the division contributes. Each
program within a division identifies how inputs and outputs contribute to accomplishing
strategic objectives through a more centralized approach to outcome measurement. Each
measure, whether an input, output, or outcome, was aligned with the Strategic Plan and the
Accreditation Self-Assessment Manual (SAM). Since some of the measures are new, they
have not yet been reported; N/R is used in this instance, which means Not Reportable; in
addition, some measures are Pending, which means pending new software. Staff is
working on collecting and evaluating the new performance measures for alignment with
each division’s outcomes.
The core document for Accreditation-driven continuous improvement is the SAM, which
addresses specific performance indicators that cover the breadth of PFA’s responsibilities.
This document is a tool for PFA program managers to appraise effectiveness of service
provided and plan for improvement where needed. Additionally, Senior Leaders can check
on the progress of the programs as evaluated by the program managers.
2 Courage, Leadership, Duty
Community Safety and Service Division Outcomes
Community Safety and Service (CSS) Division Outcomes
Targeted Outcome Measures Actual
2017
Actual
2018
Actual
2019
2020
Goal
Fire-related casualties per 100,000
population 1.45 .477 .750 .650
The CSS Division is under new leadership; outcome measures are being reevaluated and
developed.
Office of the Fire Marshal
Accreditation Criteria/Performance Indicator: Category 5A/5A.5 Community Risk
Reduction
Manager: Division Chief Jerry Howell
Year: 2019
Program Description:
Under the general direction of the Fire Chief, the Fire Prevention and Community Risk
Reduction Division Chief (Fire Marshal) is responsible to direct and coordinate the
activities of the Fire Prevention Bureau and Public Affairs and Education Office. Activities
include planning, organizing and assigning the tasks within these program areas to assure
objectives are accomplished in the short-term, and that long-range goals and plans are
developed and accomplished to meet the organization’s mission. The Office of the Fire
Marshal is responsible for the daily operations of the four program areas within Fire
Prevention (Investigations, Inspection Services, Technical Services and Fire Protection
Systems), as well as the management of the office. This includes direct interaction with
internal and external customers with an underlying concentration on providing the highest
possible customer service across the division. The Public Affairs and Education Office
operates more independently than the remainder of the Division; however, the Division
Chief of Fire Prevention and Community Risk Reduction remains responsible for the
development of, and completion of goals and missions within these two program areas.
Program Objectives:
• Serve as the liaison to boards, commissions, business leaders, community groups
and citizens on issues of fire and life safety, emergency management, planning,
mitigation and recovery.
• Work closely with other divisions within PFA to develop and implement
organizational programs that fulfill the overarching Authority goals and objectives.
Courage, Leadership, Duty 3
• Evaluate current practices and operations within Fire Prevention to determine if the
highest possible level of customer service is being provided to citizens, businesses
and contractors who utilize PFA services.
• Work closely with the Building Services Departments at the City of Fort Collins,
Larimer County, Town of Timnath, and Colorado State.
• Participate as a senior leadership team member within the organization and work
as part of that team to realize the organizational goals and objectives of the
Authority.
• Evaluate the effectiveness of current inspection and testing programs, including an
extensive review of current business practices within Fire Prevention, with a long-
term goal to concentrate resources on the most at-risk populations and buildings
while still meeting mandated testing and inspection schedules.
Strategic Initiative Alignment:
1 – High Quality and Innovative Core Services
5 – Governance and Organizational Sustainability
Measures of Output Progress:
Program Inputs:
Budget:
2019 Adopted 2019 Actual
$685,573 $617,390
Strategic
Initiatives
Primary Self-
Assessment
Category/Criterion Output
Measures
2017
Actual
2018
Actual
2019
Actual
2020
Goal
1 – High
Quality and
Innovative
Core Services
5 –
Governance
and
Organizational
Sustainability
Core Competency
5A.1: The authority
having jurisdiction
has an adopted fire
prevention and
building code.
% of fire
safety
complaints
followed
up on
within 1
business
day
90% 95% 95% 95%
4 Courage, Leadership, Duty
Staffing: The CSS Division operated well under budget in 2019. This was largely due to the
retirements of several full-time employees; monies not spent when staffing gaps existed
and the change in salaries of new staff. The work of the CSS division is also accomplished
utilizing contract employees.
Did you stop doing anything because of resources (Budget and/or Time): There was
no work or services that the division stopped providing due to either time constraints or
budget.
Training: All staff in the division were provided with training for a new permit processing
software MobileEyes™ The implementation of this software streamlined many CSS
processes and subsequently saved permit process times and increased data reliability.
Additionally, all inspectors, investigators and plan reviewers attended classes provided by
the code and standard organizations that the PFA works with such as the International
Code Council (ICC) and National Fire Protection Association (NFPA).
Previous Year Accomplishments: The PFA formally adopted the 2018 International Fire
Code in December of 2018. In 2019 CSS implemented training and stakeholder
engagement relative to the enforcement of the new code. Additionally, CSS implemented
new software for plan reviews and inspection compliance that auto referenced the new
code language.
Outcome of the Program: Outcomes of this program include providing interventions that
increase citizen safety and reduce calls for services and responses. These interventions
include visiting citizens and connecting them with helpful social services, investigating and
resolving fire alarm and protection system malfunctions, and providing a variety of custom
created public education and social media messaging. Additionally, CSS provides a
comprehensive Fire Inspection program for buildings and hazards within the jurisdiction.
These fire inspections collect updated information that is shared with operational
personnel for pre-incident planning.
A Poudre Fire Authority goal is to intercede prior to flashover in 85% of structure fires that
occur in the system. In 2019, there were four incidents where flashover was prevented
because of the activation of code mandated and inspected automatic suppression systems.
There was one fire that was extinguished because of a code mandated and inspected
extinguisher at an assisted living facility. PFA interceded before flashover 93.54% of the
time in 2019 with 68 incidents of fire in the jurisdiction. The goal was exceeded and needs
to be re-evaluated for 2020.
Courage, Leadership, Duty 5
Fire Investigations/Prevention Support
Accreditation Criteria/Performance Indicator: Category 5C/5C.5 Investigation, Origin
and Cause
Manager: Captain/Assistant Fire Marshal Justin Moinester
Year: 2019
Program Description:
• Perform activities related to the investigation of fires to determine the origin and
cause.
• Manage the investigation of fires at PFA in the areas of training, support, and
documentation.
• Work with other interested parties such as law enforcement, insurance companies,
private investigators and attorneys.
• Manage the PFA Open Burning program.
• Assist the Youth Fire Awareness Program by identifying and referring qualified
candidates into the program.
• Coordinate the review, approval and inspection of fireworks, pyrotechnics and
explosives storage and use.
Program Objectives:
• Investigate all fires referred by fire suppression or other parties of accidental,
natural, arson, or undetermined cause.
• Work with local law enforcement, city attorney, and district attorney to bring
closure to investigations.
• Maintain investigation files, reports, and documents.
• Provide basic and advanced investigation training to all PFA investigators.
• Approve or disapprove open burning requests within PFA jurisdiction and work
with the Larimer County Department of Health and Environment in regard to such.
• Enforce the Fire Code and related division policies regarding open burning,
fireworks, explosives, and issuing permits.
• Maintain confidential records systems, and investigation reports.
• Work with the Youth Fire Awareness Program and with related individuals.
• Act as evidence custodian and technician for PFA.
• Respond to queries from the public concerning general fire safety and related issues.
• Review of Special Event permit applications and related coordination on the
Incident Action Plans necessary to ensure public safety.
Strategic Initiative Alignment:
1 – High Quality and Innovative Core Services
6 Courage, Leadership, Duty
Measures of Output Progress:
U/D = Under Development
Program Inputs:
Budget:
2019 Adopted 2019 Actual
$188,446 $172,478
Strategic
Initiative
Primary Self-
Assessment
Category/Criterion
Output
Measures
2017
Actual
2018
Actual
2019
Actual
2020
Goal
1 - High
Quality and
Innovative
Core
Services
Core Competency
5C.5: The agency
conducts a formal and
documented
appraisal, at least
annually, to
determine the
impacts of the fire
investigation, origin
and cause program
and its efforts to
reduce fires based on
community
assessment, standards
of cover and measures
performance.
% of time on-
call Fire
Investigator
arrives at the
scene within
30 minutes of
dispatch
90% 91.67% 100% 100%
% of
incendiary
fires closed
with arrest
17% 38% 40% 21%
% of burn
permits
issued or
denied within
Courage, Leadership, Duty 7
2019 underspend was due to a decrease in the amount of after hours on-call requests, this
resulted in an underspend of the program’s overtime budget.
Staffing:
The Investigations/Prevention Support program is managed by one captain rank FTE. The
programs on-call investigation program is supplemented by two additional FTE’s that
provide after-hours coverage for fire prevention and investigation needs
Did you stop doing anything because of resources (Budget and/or Hours):
The program did not discontinue any services in 2019
Training:
Trainings delivered by the AFM-Investigations
- O&C investigation for the Acting Captains Academy
- Fire Investigations and Evidence Collection for Larimer County Sheriff’s Office
Trainings attended by on-call investigators and Bureau 1 personnel
- 2019 Colorado chapter IAAI annual training conference (20 hours)
- 2019 Wyoming chapter IAAI annual training conference (20 hours)
- 2019 Denver Fire Department Fire Investigation conference (20 hours)
- Continuing education provided by CFItrainer.com – hours vary by investigator
Previous Year Accomplishments:
Two additional FTE’s from the Fire Prevention Bureau were identified to fill roles as on-call
investigators. These individuals initiated self-paced online training and one attended the
2019 Colorado chapter IAAI annual training conference. The program has identified a
target date of July 2020 to have the new on-call investigators ready to assume roles in the
rotation.
Outcome of the Program:
The Investigation/Prevention Support program provided timely investigation service to
the organization and the community. Every fire was investigated in accordance with
organizational operational directives and adopted code. In addition, the program provided
special event application review service to the City of Fort Collins, Colorado State
University and Larimer County. All special event permits applications were reviewed and
either approved or denied. Event day inspections were performed by the BU1’s under the
direction of the AFM-Investigations.
8 Courage, Leadership, Duty
Fire Protection Systems
Accreditation Criteria/Performance Indicator: Category 5A – Community Risk Reduction
Program
Manager: Assistant Fire Marshal Greg Kimble
Year: 2019
Program Description:
The Fire Protection Systems program is charged with ensuring that all fire protection
systems (fire sprinklers, commercial and residential fire alarms, hood & duct, paint spray,
clean agent, and special systems) are reviewed to meet the required codes and installation
standards.
Program Objectives:
• Provide systems plan review within the allotted time.
• Provide plan review using electronic submittals.
• Streamline the systems plan review process by allowing the contractors to submit
plans and review PFA comments related to the project online.
• Support Technical Services and Inspection Services as needed and specifically in the
area of fire suppression and alarm systems.
Strategic Initiative Alignment:
1 – High Quality and Innovative Core Services
Measures of Output Progress:
Program Inputs:
Budget:
2019 Adopted 2019 Actual
$165,725 $142,920
Strategic
Initiative
Primary Self-
Assessment
Category/Criterion
Output
Measures
2017
Actual
2018
Actual
2019
Actual
2020
Goal
1 – High
Quality
and
Innovative
Core
Services
Core Competency
5A.3: The program
has sufficient staff
with specific
expertise to meet the
community risk
reduction goals,
objectives and
identified community
risks.
% of initial
plan
reviews
completed
Courage, Leadership, Duty 9
Inspection Services
Accreditation Criteria/Performance Indicator: Category 5A – Community Risk Reduction
Program
Manager: Captain/Assistant Fire Marshal Wayne Wiggins
Year: 2019
Program Description:
Inspection Services provides both general and suppression system inspections to
commercial and multifamily residential buildings in PFA’s jurisdiction. This program
ensures compliance with the fire code through inspections, education and enforcement
when needed. Being a resource for the community when they want or need answers in
regard to the fire code is another large part of the workload. The three Bureau 1 inspectors
that work within this program are online firefighters that work as liaisons between the
FP&CRR Division and Operations. The Bureau 1’s are trained to assist with sprinkler and
alarm systems as well as fire investigations. They inspect and enforce the code in assembly
occupancies within PFA’s jurisdiction. They also monitor occupant loads within the
drinking and dining establishments at night. A growing number of Marijuana Occupancies
(kitchens, dispensaries, marijuana infused products, and plant husbandry) have brought a
unique amount of workload to this program. Many hours continue to be spent on reviewing
policies and procedures to keep the community safe from the hazards that come with these
businesses.
The services provided by this program are for the community as well as first responders.
Through a safe-built environment, education, and inspections, fire hazards can be
decreased. This decreases the chance of fire as well as the dollar amount of fire loss when a
fire does occur. Firefighters are educated in the fire suppression systems, which enables
them to limit dollar loss to structures and use the systems to work in a safer environment
thereby promoting a higher life safety for civilians and firefighters.
Program Objectives:
• Continue to maintain current information on each business that has been inspected.
Additional businesses being inspected will be brought up to date in the Records
Management System.
• Manage the inspection services part of Records Management System ensuring that all
information is accurate and accessible to the firefighters responding to these
businesses.
• Create a program within the Records Management System to organize and collect data
in regard to all the contact forms currently used.
• Develop and facilitate opportunities for training.
• Continue to educate Bureau 1 inspectors in suppression systems and investigation
through outside courses and conferences, making them a resource to instruct other
PFA personnel.
• Continue to work with Planning and Analysis to develop effective risk-assessment
methodologies.
10 Courage, Leadership, Duty
Strategic Initiative Alignment:
1 – High Quality and Innovative Core Services
Measures of Output Progress:
N/R = Not Reportable
Program Inputs, Budget:
2019 Adopted 2019 Actual
$893,137 $846,603
Strategic
Initiative
Primary Self-
Assessment
Category/Criterion
Output
Measure
2017
Actual
2018
Actual
2019
Actual
2020
Goal
1 – High
Quality
and
Innovative
Core
Services
Core Competency C
5A.2: The code
enforcement
program ensures
compliance with
applicable fire
protection laws,
local jurisdiction,
hazard abatement,
and agency
objectives as
defined in the
community risk
assessment and
standards of cover.
Core Competency C
5A.3: The program
has sufficient staff
with specific
expertise to meet
the community risk
reduction program
goals, objectives and
identified
community risks.
% of
annual
inspections
completed
N/R N/R 88% 100%
%
Courage, Leadership, Duty 11
Community Risk Reduction
Accreditation Category/Performance Indicator: 5B –Public Education Program
Manager: Community Risk Reduction Manager Michael Durkin
Year: 2019
Program Description:
The Community Risk Reduction program serves the community through the management,
development and coordination of public outreach and education activities. These activities
encompass aspects of education, social work, public health and other disciplines to reduce
community risks and promote fire and life safety.
Program Objectives:
• Provide ongoing education to on-line firefighters to empower an entire workforce of
fire- and life-safety educators.
• Continue to improve data tracking processes, for public education and affairs
programs, to ensure the best delivery of information in an attempt to change
behaviors and reduce risk. Assessments will occur quarterly.
• Continue to expand public education programs to reach new and diverse populations,
while identifying intersections with social service-related needs and forging
relationships with the organizations that address those needs.
Strategic Initiative Alignment:
Goal 1C: Evaluate implementing Community Risk Reduction programs in all PFA service
areas.
Goal 1D: Evaluate all measures tied to the PFA budget, annual report and programs, in
order to enhance program management.
12 Courage, Leadership, Duty
Measures of Output Progress:
N/R = Not Reportable
Program Inputs:
Budget:
2018 Allocated 2018 Spent 2019 Allocated 2019 Spent
$365,223.00 $348,975.33 $435,344 $324,490
Staffing:
Admin Secretary II 1
Community Risk Reduction Manager 1
PIO/Communications Coordinator 1
PulsePoint Coordinator .5
*Program relies on on-duty staff as well.
Did anything stop because of resources (Budget and/or Hours): No
Training:
Strategic
Initiatives
Primary Self-
Assessment
Category/Criterion
Output Measures 2018
Actual
2019
Actual
1: High
Quality
and
Innovative
Core
Services
Goal 1C: Evaluate
implementing
Community Risk
Reduction programs
in all PFA service
areas.
Goal 1D: Evaluate all
measures tied to the
PFA budget, annual
report and programs,
in order to enhance
program
management.
Number of citizens who
have received a
PulsePoint notification
N/R 339
Number of people who
demonstrated ability to
use and extinguisher
after training
N/R 745
Rate of follow-up on
social referrals N/R 20%
Number of people who
have toured a fire station N/R 320
Number of people who
have practiced a fire drill
(not including CSU or
PSD)
Courage, Leadership, Duty 13
In 2019, the Community Risk Reduction Manager became certified as an instructor in the
Fire and Life Safety Educator (FLSE) I certification. This allows PFA to act as a resource to
build more FLSE I certified educators statewide.
Also, in 2019, trainings were done on an ad-hoc basis, as requested by individual station
captains. The move to providing uniform trainings has resulted in better documentation of
public education events.
2019 saw an improvement of the Public Education training provided to recruits in the
Front Range Fire Consortium. The new training is more relevant to first-year firefighters
and better prepares them.
Previous Year Accomplishments:
In 2019, PFA continued the work of the Community Service Action Team (CoSAT) program
and its focus on frequent users of the EMS system. Partnerships with local organizations
such as Housing Catalyst opened new avenues for outreach.
Outcome of the Program:
This program is partially responsible for maintaining the call reduction from the previous
year. It is statistically significant that public education programs targeted specific
neighborhoods as well as Colorado State University and some high utilizers and these areas
are responsible for some of this decrease.
Technical Services
Accreditation Category/Performance Indicator: 5A –Community Risk Reduction
Program
Manager: Assistant Fire Marshal Sarah Carter
Year: 2019
Program Description:
To support the PFA vision of being a respected values-driven leader, Technical Services
maintains a partnered presence with the City of Fort Collins, Larimer County, Town of
Timnath, and Colorado State University Building and Planning Departments.
During the development and construction processes in these communities, Technical
Services staff evaluates the fire safety features of each project to verify compliance with the
provisions of the locally adopted fire code. Features such as fire apparatus access, exiting
provisions, egress systems, water supply, and radio amplification systems are reviewed
and inspected for compliance.
As local business continues to trend toward functions involving hazardous materials, uses
such as cannabis cultivation and extraction facilities, distilleries, and semiconductor
production facilities are reviewed and inspected for compliance with the fire code.
14 Courage, Leadership, Duty
Additionally, the installation and removal of all fuel storage tank systems are inspected in
conjunction with local environmental and safety regulators, including the State Department
of Oil and Public Safety.
As new codes are published, the changes are reviewed by Technical Services staff to
evaluate their merit and make recommendations regarding their suitability within the
jurisdiction. This is conducted in coordination with the City of Fort Collins, Larimer
County, and the Town of Timnath, who each execute independent code adoptions.
Program Objectives:
• To return tenant finish plans within 20 workdays of submittal to PFA.
• To return new building plans within 30 workdays of submittal to PFA.
• To conduct the final inspection required for the acquisition of the Certificate of
Occupancy within three workdays of request.
• Provide development and construction guidance for the business community.
• Prepare activity reports for construction plan reviews.
• Prepare final inspection completion reports.
• Provide fire protection and building safety information for inclusion in pre-plans
and records management.
• Provide technical service collaboration with neighboring jurisdictions.
Strategic Initiative Alignment:
1 – High Quality and Innovative Core Services
Measures of Output Progress:
Strategic
Initiative
Primary Self-
Assessment
Category/Criterion Output
Measures
2017
Actual
2018
Actual
2019
Actual
2020
Goal
1 – High
Quality
and
Innovative
Services
Core Competency
5A3: The program
has sufficient staff
with specific
expertise to meet
the community risk
reduction goals,
objectives and
identified
community risks.
5A.4: A plan review
process ensures
that adopted codes
and ordinances
% of tenant finish
reviews completed
within 20 days of
submittal
90% 54% 88% 90%
Courage, Leadership, Duty 15
N/R = Not Reportable; N/A* - Data is provided as a contextual reference for output
measures
Program Inputs:
Budget:
2019 Adopted 2019 Actual
$599,494 $529,214
determine the
construction of
buildings and
infrastructure (such
as hydrants, access,
street width)
# of construction
reviews/program
FTEs
N/R N/R 77.14% N/A*
# of development
reviews/program
FTEs
N/R N/R 80.98% N/A*
# of final
inspections/program
FTEs
N/R N/R 75.57 N/A*
16 Courage, Leadership, Duty
Operations Division Outcomes
Operations Division Outcomes
Strategic
Objective
Targeted Outcome
Measures
Actual
2017
Actual
2018
Actual
2019 2020 Goal
1A % of time fire interceded
upon prior to flashover
90% 97.06% 93.54% 98%
1A
% of time 1st arriving total
response time to moderate-
risk emergent fire incidents
in the urban response area
meets benchmark goal of
6:20
64% 62% 50%
Verify and
validate
benchmark
1A
% of time 1st arriving total
response time to moderate-
risk emergent fire incidents
in the rural response area
meets benchmark goal of
12:20
67% 88% 75%
Verify and
validate
benchmark
Fire Suppression/Operations
Accreditation Category/Performance Indicator: Category 5E/5F.3
Manager: Battalion Chief Gene Maccarini
Division Chief Rick Vander Velde
Year: 2019
Program Description:
To be a model of excellence for a modern, professional emergency service organization; to
be a professional all hazards response team; to be on the cutting edge, leading the industry
and setting standards for the fire service. Rapid response to fires and other emergencies by
highly skilled and specially equipped personnel is the major emphasis of the Operations
Division, and staff has developed the objectives to delineate the essential activities required
for successful emergency response.
Program Objectives:
• Maintain a 90th percentile total response time within the Urban Response Area of
6:20 minutes or less for the first-in engine company.
• Maintain a 90th percentile total response time within the Urban Response Area of
10:20 or less within the Urban Service Response area for the first-in support
company.
• Emphasize sound emergency scene safety procedures to minimize firefighter
injuries.
Courage, Leadership, Duty 17
• Provide adequate resources and plans to effectively handle 99% of the incidents to
which PFA responds.
• Provide property conservation services to limit property damage caused by fire
suppression activities.
• Intercede, control and recover from emergency incidents as rapidly and effectively
as possible.
• Provide equipment, training and personnel to develop and maintain an effective
emergency communication system.
• Maintain a company-based apparatus and equipment maintenance program to
ensure 24-hour operational readiness.
• To work alongside the FP&CRR Division covering all disciplines within the
Operations Division.
Strategic Initiative Alignment:
1 – High Quality and Innovative Core Services
Measures of Output Progress:
*N/R = Not Reportable; Pending = Pending Deccan Software
Strategic
Initiative
Primary Self-
Assessment
Category/Criterion
Output
Measure
2017
Actual
2018
Actual
2019
Actual
2020
Goal
1 – High
Quality
and
Innovative
Core
Services
Core Competency
5E.1: Given its
standards of cover
and emergency
deployment
objectives, the
agency meets its
staffing, response
time, stations,
pumping capacity,
apparatus and
equipment
deployment
objectives for each
type and magnitude
of fire suppression
incidents.
Percentage
of fires
confined to
object of
origin
18 Courage, Leadership, Duty
Program Inputs:
Budget:
2019 Adopted 2019 Actual
$22,449,288 $20,135,142
*Entire Operations budget
Fire Suppression Committee Operating Costs (Sub-categories from the Operational
Budget)
Committee meetings: $ 3,000.00
Training Planning meetings: $ 2,000.00
Research and development: $ 2,000.00
Tools and Equipment: $ 2,000.00
Training and Education: $ 6,000.00
Total Budget $15,000.00
Staffing:
Division Chief of Operations: Non-active member to whom the Committee Chief Liaison
reports.
Committee Chief Liaison: Active member assigned by the Training Battalion Chief
Division Chief of Operations or assigned designee. This position reports directly to the
Division Chief of Operations.
Committee Chair: Operation Development Training Captain who is tasked to organize
meetings, draft committee reports, and represents the Fire Behavior Committee on the
Standards of Coverage Committee.
Operational Directive (OD) Member: Active member assigned to the committee by the
OD Committee to act as a liaison for needed changes to PFA operational directives.
Fire Investigator: Active member assigned by the Community Safety Service Division to
the committee to provide information from fire investigations relating to cause, origin, fire
dynamics, and the effectiveness of tactics used.
Committee Members: Active members ranging from five to six PFA operational employees
who are charged with reviewing and assessing fire dynamics research, its relevance to PFA
and recommending needed changes to response, tactics, equipment, training and OD’s.
Did you stop doing anything because of resources (Budget and/or Hours):
• Transitioned from a centralized to decentralized approach to analysis and decision
making.
Summary of Response Activity:
• Number of Incidents: 56
• Response Time Analysis:
Courage, Leadership, Duty 19
Dispatch
Time
Turnout
Time
Travel
Time First
Unit
Travel
Time
Effective
Response
Force
(ERF)
Total
Response
Time First
Unit
Total
Response
Time ERF
1:49 1:59 6:21 12:31 9:49 16:37
Training:
• Hosted a Physics and Fire Dynamics class instructed by James Mendoza from San
Jose Fire Department
• Department wide training on Firefighter Safety and Survival and Mayday operations
• Provided two acquired structure trainings
• Assisted and participated in three acquired structure burns with Loveland Fire
Rescue Authority looking at effectiveness of tactics
• Elevated master stream training for all Truck Driver Operators as well as Engine
Operators
• Conducted department wide Company Performance Tasks (CPT’s) for basic skill
evaluation
• Conducted department life fire training with a focus on Rapid Intervention Crew
training
• Live fire demonstration for Local 1945 and state and local law makers
• Hosted and instructed for the International Honoring Tradition and Leading Change
Conference
• Conducted 11 After Action Reviews (AAR’s) of major incidents
• Completed Authority hose testing
• Authority-wide Fire Alarm Systems training
• Federal Aviation Administration required mutual aid Aircraft Rescue and Fire
Fighting (ARFF) training with Loveland Fire Rescue
• Annual task books for Driver Operators and pumping
Previous Year Accomplishments:
• Rotated committee members
• Completed a re-write of the committee operating document
• Realigned the committee’s goals into five areas of function: Response, Equipment,
Operational Directives, Training/Research, and Quality Assurance/Quality
Improvement (QA/QI)
• Assisted in making changes to PFA deployment model and SOC in conjunction with
the regional Computer Aided Dispatch changes
20 Courage, Leadership, Duty
• Assisted the Operations Chief in alignment of terminology and practices for
regionalization and closest unit dispatching
• Drafted and submitted Operational Directive changes identified from further study
of fire dynamics and lessons learned from AAR’s
• Provided resources to requesting departments, including the Fire Department of
New York (FDNY), on fire suppression tactics and operational changes that have
been implemented
• Increased the amount of instruction time in the recruit academy for fire behavior
training
Hazardous Materials Response Team
Accreditation Category/Performance Indicator: Category 5H/5H.3
Manager: Captain Matt Housley/Battalion Chief Geoff Butler
Operations Chief Rick Vander Velde
Year: 2019
Program Description:
Hazardous materials can be described as substances that, when released from the intended
container, can cause harm to persons or the environment. The Hazmat Program supports
the personnel, training and equipment necessary for response to hazardous materials
incidents within PFA’s jurisdiction and as a mutual aid partner for surrounding agencies.
The program objective is to minimize the adverse effects of a hazardous materials release
on life, property and the environment. The program supports training for Poudre Fire
Authority personnel consistent with the requirements of the Code of Federal Regulations
and state and local requirements as they relate to emergency response to hazardous
materials incidents.
Program Objectives:
• Minimize the adverse effects of a hazardous materials release on life, property and
the environment.
• Provide for eight Colorado Municipal Certification Board (CMCB) certified Hazmat
technicians per shift.
o Four Full Techs assigned to Station 10 on each shift. (Reference Hazmat
technician training document).
o Four Tech Lites minimum per shift. (Reference Hazmat technician training
document).
• Ensure that training and competencies outlined in the Code of Federal Regulations
part 29 (CFR29) are met by all PFA response personnel.
• Provide and maintain specialized tools and equipment necessary for hazardous
materials response.
• Maintain abilities to support consortium Hazmat response.
Courage, Leadership, Duty 21
• Provide Technician Level training to other staff as funding allows.
Strategic Initiative Alignment:
1 – High Quality and Innovative Core Services
Measures of Output Progress:
Program Inputs:
Budget:
2019 Adopted 2019 Actual
$132,755 $65,051
In 2019 the hazmat program asked for and received extra money in the budget to replace
some monitoring and chemical/substance identification equipment that is nearing the end
Strategic
Initiative
Primary Self-
Assessment
Category/Criterion
Output
Measures
2017
Actual
2018
Actual
2019
Actual
2020
Goal
1 – High
Quality
and
Innovative
Core
Services
5H.2: The agency
maintains appropriate
training, operations
policies and
documentation that
response personnel
are compliant with all
applicable hazardous
materials regulations
and laws.
5H.4: The agency
complies with all
aspects of applicable
hazardous material
regulations such as,
annual refresher
training, medical
monitoring of
response personnel,
annual physical
examinations as
applicable per
standards, and
exposure record
retention.
Maintain a
minimum
level of
22 Courage, Leadership, Duty
of its life. The plan was to replace this equipment by obtaining a grant that would likely
require matching funds from within PFA’s budget. Due to workload issues, this grant
application was not completed within the application window. As a result, the matching
funds were not needed and thus the additional funds requested were returned to the
operations budget.
Staffing:
All PFA firefighters are required to be trained and certified to the hazardous materials
operations level by the Authority’s certifying body, the Colorado Metropolitan Certification
Board (CMCB). These personnel are the initial responders to most hazardous materials
within the Authorities boundaries. Most hazardous materials incidents are handled by the
first arriving PFA unit, the PFA safety officer, and the technicians responding from Station
10.
In 2019, PFA and IAFF Local 1945 entered into a two-year contract (the contract).
Personnel who are assigned to Station 10 assign themselves based on the current bid
process as described in the contract. Within this contract is the staffing requirement that
two hazmat techs be assigned to Station 10 each day as a part of the daily minimum staffing
requirement. This 100% increase in trained personnel (from the previous year’s minimum
staffing of one hazmat tech) has made a significant, positive difference in the daily
operations at Station 10 and the service level hazmat has been able to provide to the PFA
and the community. In addition, the hazmat program has exceeded its goal of eight hazmat
technicians per shift. At the end of 2019, there were a total of 35 technicians within the
Authority across the three shifts and includes some 40-hour personnel.
Did you stop doing anything because of resources (Budget and/or Hours)?
The hazmat program has not asked for an increased budget in the last several years except
for the one-time funds requested for equipment replacement. As mentioned above these
were not utilized in 2019 and the money was returned to the operations budget. Both the
equipment that needs to be replaced, and the replacement equipment, have been identified
and will likely be acquired in 2020. Within the program the challenge continues to be
meeting the demands of the program from a time perspective, not a monetary perspective.
Summary of Response Activity:
Number of Incidents: 743
Response Time Analysis:
Dispatch Time Turnout Time Travel Time Total Response Time
2:31 2:06 8:20 11:33
Training:
In 2019 the hazmat program continued its tradition of providing high quality, relevant
training across the Authority at all levels of certification.
Courage, Leadership, Duty 23
The following is a synopsis of the training that was provided by and funded from within
the hazmat program:
Several firefighters became newly certified technicians via State sponsored hazmat
classes and National Fire Academy attendance.
On the second Tuesday of every month, a 3-hour hazmat team meeting and training is
conducted for current hazmat technicians and those interested in joining the hazmat
team. These classes are intended to meet the continuing education requirements of
CMCB for Hazmat Technician and the actual daily response requirements of a growing
community. A copy of this 2019 training schedule is provided at the end of this section.
In addition, PFA hazmat technicians led or participated in training involving the
following.
• Northern Colorado Bomb Squad tabletop exercise
• On site drill for an Ammonia leak with Anheuser Busch’s hazardous materials
response team
• Trench rescue training with PFA technical rescue personnel (all three shifts)
• A multi-agency drill at Colorado State University involving response to a
biological agent that involved not only local partners such as Colorado State
University Police Department and UC-Health Emergency Medical Services, but
also national partners, in this case U.S. military’s 84th Civil Support Team out of
F.E. Warren Air Force base in Cheyenne, Wyoming
• The State of Colorado’s Local Emergency Planning Committee conference in
Breckenridge (attended for free via grant)
• A class on homemade explosives taught by Alcohol, Tobacco and Firearms
agents and sponsored by the Northern Colorado Bomb Squad
• Assisted Fort Collins Police Services with the development of hazardous
materials/weapons of mass destruction training for all their officers
• Participated in a multi-jurisdictional event at the Larimer County Ranch facility
and the Larimer County Justice Center
The program works diligently to keep costs low by providing two levels of hazmat
training for technicians (which increases the number of technicians at a reduced cost),
utilizing state and federally sponsored classes when possible or by teaching classes at
conferences which often provides free attendance to the remainder of the conference.
In 2019 several technicians taught locally and/or nationally including at local
businesses, at the Midwest Hazmat Conference in Chicago, IL and the Houston Hotzone
Conference in Houston, TX (teaching the PFA hazmat response system). In addition to
feedback on the process at a national level, it also facilitates a sharing of ideas, best
practices and research on new products and tools, many of which have been
incorporated into the PFA Hazmat program.
24 Courage, Leadership, Duty
Several specialty classes were also attended by technicians including a 3-day class on
air monitor maintenance and repair, a sampling and chemical identification class taught
by Boulder County’s Hazmat Team, and classes provided due to our participation in
Colorado’s Urban Search and Rescue Team, Colorado Task Force One (COTF-1) as a
Hazardous Materials Specialist.
PFA hazmat also sponsored a few training opportunities in 2019 that technicians did
not take advantage of (NFA, IAFC Hazmat Conference) in part due to the inability to
provide leave to attend the training.
The PFA hazmat program provides and funds a minimum of six hours of hazmat
training at the operations certification level each year. This training is provided in
person, through the spring 8-hour day, and via Target Solutions assignments and is
designed to incorporate the operations level JPRs (CMCB) that must be completed every
three years. This training is developed and delivered by PFA hazmat technicians.
Construction of props needed as well as overtime for instructors is provided from funds
within the hazmat budget. 2019 highlights include a new chemical decontamination
system for chemical/biological incidents, donning and doffing of protective gear and a
hands-on response scenario involving an unknown powder.
2019 PFA Hazmat Team Training Calendar
January Tuesday January 8th 0830 Suburban Propane
Propane Emergencies
February Tuesday February 12th
0830
Level A Job Sheets/Tabletop
5.2.1 Hazardous materials
Technician Level Response
Plan
March Tuesday March 12th 0830 8-hour day class review
April Tuesday April 9th 0830 Tech ODs
EN10/Haz10 Equipment
review
May Tuesday May 14th 0830 Tech Ref Clipboard
QRC
June Tuesday June 11th 0830 Radiological response
review White
Powder/Suspicious Package
Tabletop
July Tuesday July 9th 0830 Hot Topic/Drill
August Tuesday August 13th 0830 NOCO Bomb/Drill
September Tuesday September 10th
0830
Wireless monitors/Con
Space/Trench/Dewatering
pump/Heater/Blower
October Tuesday October 8th 0830 Tech ODs
EN10/Haz10 Equipment
review
Courage, Leadership, Duty 25
November Tuesday November 12th
0830
Tech Ref Clipboard
QRC
December Tuesday December 10th
0830
Don/Doff Level A
Plug/Patch
Decontamination
Previous Year Accomplishments:
In addition to the training mentioned above there were several notable accomplishments in
2019. A first ever hazardous material transportation study was completed that involved a
survey of over the road and over the rail hazardous materials traffic within the Authority’s
boundaries. PFA hazmat personnel worked with the City of Fort Collins Water Treatment
group and a contractor that they hired to address spills and spill response within the City’s
source water area. Resulting training will be delivered in 2020 to water crews and PFA
personnel.
PFA hazmat crews attended the City’s household hazardous waste drop off events for the
second year in a row. These events allow citizens to drop off hazardous materials that
might otherwise wind up in the landfill stream, or remain hidden but unused, in citizen’s
garages posing a risk to the community.
There were several notable responses in 2019. These include:
• Several responses to a local business for Hydrofluoric acid exposures
• An ammonia leak at a local brewery
• A drug lab warrant with the Northern Colorado Drug Task Force
• A response with Larimer County Park Rangers for an overturned boat in Horsetooth
reservoir in which PFA hazmat was able to provide booms to contain the spill
• A response with law enforcement for a chemical suicide at a local motel
Finally, in 2019 PFA hazmat and PFA’s Battalion Chief of Planning and Analysis
implemented tracking within the records management system for hydrocarbons and other
hazardous materials liquids spilled during events that were mitigated and cleaned up by
crews, thereby preventing them from entering the watershed.
Outcome of the Program:
The outcome of the hazardous materials program described above reflects a well-trained
group of personnel responding in a layered, hazard driven response approach to hazardous
materials within the Authority’s boundaries and surrounding communities. Additionally,
PFA hazmat continues to work with other local, state and national responders up and down
the Front Range to standardize training, equipment and response capabilities within the
current framework that is available. Some examples of this include cost sharing of classes
and equipment. As the program looks to 2020, and beyond, it will continue to build on
these past successes, look for additional opportunities to succeed and build sustainability
through policy development, implementation and building a culture of excellence and
innovation.
26 Courage, Leadership, Duty
Halfway through 2019 the program manager for Hazmat worked with Planning and
Analysis on implementing fluid clean up calculations to the RMS system to assist with
capturing clean-up of automobile fluids on motor vehicle accidents. The training provided
by the hazardous materials team along with the operational knowledge of the responding
engine companies leads to these fluids being cleaned up and not able to enter the storm
drainage and eventually to the Poudre River. A significant outcome of the program was
mitigating approximately 489.5 gallons of hazardous waste and ensuring clean-up of these
items for all calls. This is a significant environmental impact of the program in working
with our crews and partners with the Larimer County Health Department and the City of
Fort Collins Environmental Regulatory Agency.
Technical Rescue
Accreditation Category/Performance Indicator: Category5G/5G.3 Technical Rescue
Manager: Captain Tim Murphy/Battalion Chief Geoff Butler
Operations Chief Rick Vander Velde
Year: 2019
Program Description:
This program is working to improve and maintain the technical rescue service level to the
community and includes:
• Swift water, still water, and ice rescue
• Technical rope rescue and large animal rescue
• Confined space, trench, and structure collapse rescue
• Vehicle, elevator, and machinery extrication
New equipment including collapse equipment, supplied air breathing units, a collapse
rescue truck, and other needed items have been purchased and put in service. This has
38.5 15
75
361
0
50
100
150
200
250
300
350
400
Other Call Types Chemical spill or
leak
Gasoline or other
flammable liquid
spill
Motor vehicle
accidents
Hazmat Gallons Mitigated
Courage, Leadership, Duty 27
enhanced the capabilities for technical rescue incidents. Staff continues to train, identify
community risks, and look for additional funding to increase the services of these skills that
are used on a weekly basis.
Program Objectives:
• Provide for trained personnel to respond safely to technical rescue emergencies
• Maintain service levels consistent with technical rescue standards
• Facilitate a regional training with neighboring fire department(s)
• 100% of emergency personnel to participate in ice rescue update
• 100% of emergency personnel to participate in swift water update
• Increase the number of swift water 2 certified rescue personnel within the river
corridor
• 100% of support company personnel, Stations 4 and 7 personnel to receive an
update on rope rescue
• 100% of support company personnel to receive an update on trench rescue
• 100% of support company and hazmat personnel to receive an update on confined
space rescue
• 100% of support company and Station 6 personnel receive update on big rig rescue
• Restructuring large animal rescue using Station 12 personnel
• Complete operational plan for technical rescue
• Consider reorganizing the technical rescue disciplines. Adding engine companies to
skill set training/response and separating Tower 1 and Ladder 5 responsibilities
• Identify and replace outdated technical rescue equipment.
• Streamline the data collection process for technical rescue through data gathering
using the Image Trend application in coordination with the accreditation team.
• Increase the confined space technician qualification by two personnel.
• All swift water 2 certified rescue personnel to complete swift water JPR
requirement.
• Implement JPR for trench, confined space and rope rescue annually.
Strategic Initiative Alignment:
1 – High Quality and Innovative Core Services
28 Courage, Leadership, Duty
Measures of Output Progress:
Program Inputs:
Budget:
2019 Adopted 2019 Actual
$118,434 $98,844
The Technical rescue budget was under budget due to the cancellation of the swift water 1
course, which also impacted the class size of the swift water 2 class. Swift water 1 is a
prerequisite for swift water 2, which reduced the size of the class after the swift water 1
cancellation.
Staffing:
The Division Chief of Operations is responsible for the Technical Rescue program. The
Special Operations Battalion Chief is the Battalion Chief liaison (this is a new assignment as
Strategic
Initiative
Primary Self-
Assessment
Category/Criterion
Output
Measures
2017
Actual
2018
Actual
2019
Actual
2020
Goal
1 – High
Quality
and
Innovative
Core
Services
5G.2: The agency
establishes minimum
training and
operational standards;
compliant with local,
state and national
standards, and that all
personnel who
function in the
technical rescue
program meet training
and operational
standards.
Delivery of
technical
rescue
discipline
Authority-
wide trainings
delivered in
accordance
with the
technical
rescue
operational
plan
Courage, Leadership, Duty 29
of February 2020) with a line Captain assigned as the program manager. There are
approximately 30 department members who participate on the team (more are trained,
these members work on the program) working in one of the three operating groups to
complete tasks associated with the large number of disciplines within the program. There
is a close collaboration with the Hazardous Materials Program Manager to coordinate
response and training as many of the incident types overlap.
Water Rescue: All on-line personnel are trained in still water, ice rescue, and swift water
shore operations on an annual or semi-annual basis. There are approximately eighteen
rescue swimmers on each shift. During swift water season, rescue swimmers are
concentrated along the river corridors.
Technical Rope: PFA maintains approximately eighteen personnel on each shift trained to
at least the operations level in high angle technical rescue. All personnel assigned to Station
12 are tasked with competency in large animal rescue operations.
Trench Rescue: Approximately seven personnel per shift have been trained to a minimum
of operations level for trench rescue.
Confined Space Rescue: PFA has a total of fifteen confined space rescue technicians.
Structural Collapse Rescue: PFA has approximately twenty-four personnel who participate
in the Urban Search and Rescue Task Force 1. Spread across all shifts, these personnel
serve as SME’s in structural collapse and are typically trained in several of the other
technical rescue disciplines.
Extrication: All PFA firefighters receive auto extrication training in academy. Four to ten
PFA personnel have specialized training in machine (5), big rig (10), and/or elevator (4)
extrication and serve as department SMEs and instructors.
Did you stop doing anything because of resources (Budget and/or Hours): No.
Summary of Response Activity:
Number of Incidents: 141
Response Time Analysis:
Dispatch Time Turnout Time Travel Time Total Response Time
2:35 1:48 7:48 11:22
Training:
Individual companies are expected to maintain currency and document training in those
specialty skills that apply to their companies, coverage areas, or personnel. In addition to
company level training, there are numerous formal trainings attended outside of PFA and
within the department at the department and multi-company levels.
30 Courage, Leadership, Duty
Water Rescue:
• Authority-wide swift water refresher training
• Authority-wide ice rescue refresher training
• Proficiency swims for all rescue swimmers
• Swift water rescue 2 was attended by four firefighters assigned to the river corridor
Technical Rope Rescue:
• Annual high angle refresher day for Tower 1, Ladder 5, Engine 4, and Engine 7
• Low angle rope refresher for Stations 9 and 11
• Rigging for Rescue operations level was attended by ten members of Tower 1,
Ladder 5, Engine 4, and Engine 7
Trench Rescue:
• Annual trench rescue refresher day for Tower 1, Ladder 5, Engine 10, and Engine 5
Confined Space Rescue:
• CMC confined space technician level class was attended by two firefighters.
• Annual confined space refresher day for Tower 1, Ladder 5, Engine 10, and Engine 1
Extrication:
• Annual extrication refresher day for Tower 1, Ladder 5, Engine 4, Engine 6, Engine
7, and Engine 8
Previous Year Accomplishments:
• Personnel from neighboring fire departments attended the trench rescue refresher.
• Planning for a technician level inter-agency trench rescue training in 2020 was
initiated.
• Numerous trainings, as documented in the previous section, were attended by
appropriate companies and personnel.
• A draft operational plan for technical rescue was completed.
• Technical rescue, extrication, and water rescue equipment continued to be well
maintained and updated with several improvements to these programs.
• Task books and JPRs for technical rescue disciplines were introduced to ensure
documentation of competence and currency.
Outcome of the Program:
In addition to the substantial outputs documented under training and accomplishments,
PFA responded to the following call types:
Ice rescue – 3
Auto extrication – 23
Extrication other – 4
Elevator rescue – 64
Trench rescue – 1
High angle rescue – 3
Courage, Leadership, Duty 31
Of significance was PFA’s mutual aid response to a trench rescue in the Windsor-Severance
jurisdiction. PFA was able to support this extended operation with an initial response of
three companies followed by 12 Urban Search and Research members and numerous
additional support services. PFA assumed a major operational role in this incident. While
the outcome was tragic for the two victims, no firefighters were injured during this high-
risk incident.
Volunteer Program
Accreditation Category/Performance Indicator: 5E – Fire Suppression, 5F – Emergency
Medical Services, 5G – Technical Rescue, 5K – Wildland Fire Service
Manager: Captain John Vander Vliet
Operations Chief Rick Vander Velde
Year: 2019
Program Description:
Through maintaining a cadre of trained emergency responders, the PFA Volunteer Program
strives to:
1) Provide multi-hazard emergency response in areas outside of the primary response of
career stations, namely Stations 9 and 11.
2) Enhance resilient emergency response throughout the Authority by reducing the drain
on the system into areas of 9 and 11 and by providing support to the system during
greater alarm incidents.
3) Afford an avenue for citizens and aspiring career firefighters to serve the community
while learning about the fire service and the Poudre Fire Authority.
4) Provide an additional source of service and education to citizens regarding fire service
issues.
Program Objectives:
• Maintain Stations 9 and 11 response at 40% during summer staffing and 25% for
the year by:
- Continuing to identify times of peak call volume and target staffing accordingly.
- Maintaining the seasonal staffing program to address times of peak call volume.
- Conducting outreach into the communities of Stations 9 and 11 for the recruitment
of new program members.
• Improve retention of personnel to a minimum of 18 personnel in order to maintain
response competency and reduce costs associated with training and equipping new
personnel.
• Support the retention of personnel and reliability of staffing by maintaining a
compensation plan for program members within current budget.
32 Courage, Leadership, Duty
Strategic Initiative Alignment:
1 – High Quality and Innovative Core Services
Measures of Output Progress:
Program Inputs:
Budget:
2019 Adopted 2019 Actual
$56,037 $61,104
Strategic
Initiative
Primary Self-
Assessment
Category/Criterion
Output
Measures
2017
Actual
2018
Actual
2019
Actual
2020
Goal
1 – High
Quality
and
Innovative
Core
Services
5F.1 and 5K.1 Given its
standards of cover and
emergency deployment
objectives, the agency
meets its staffing,
response time, station,
apparatus and equipment
deployment objectives
for each type and
magnitude of emergency
medical incidents and
wildland fire incidents.
% of PFA
volunteers
attending at
least 12
volunteer
specific
training
events
100% 98.5% 92% 100%
% of
Stations 9
and 11 calls
responded
to by
volunteers
during
summer
staffing
25% 36% 54% 40%
Courage, Leadership, Duty 33
Wildland Program
Accreditation Category/Performance Indicator: 5K/5K.3 Wildland Fire
Manager: Captain John Vander Vliet
Battalion Chief Geoff Butler
Operations Chief Rick Vander Velde
Year: 2019
Program Description:
Wildland and wildland-urban interface (WUI) fires constitute a significant hazard within
PFA’s jurisdiction and are the statutory responsibility of the Authority. With over 110
wildfires occurring per annum (20% of fire calls), the scale of this hazard has increased
over the past decade as illustrated by the 2012 High Park Fire that resulted in the
destruction of 248 homes and one fatality.
The Wildland Fire Program is coordinated by the Wildland Fire Officer under the oversite
of the Special Operations Battalion Chief as of January 2020. The program is comprised of
an in-district-specialty station, an out-of-district team, PFA volunteer firefighters, and an
open door for all on the Authority who wish to participate.
The Out of District Wildland Team deploys nationally in order to enhance suppression
operations through enhanced experience and training. This team possesses a higher level
of training and operates according to the National Wildfire Coordinating Group (NWCG)
national standards for advanced positions such as Engine Boss, Division Supervisors, and
Forward Observers.
Program Objectives:
The goal of the Wildland Fire Program is to minimize the impact of wildland and WUI fires
by developing and maintaining public awareness, PFA suppression capabilities, and multi-
jurisdictional cooperation at levels commensurate with the identified hazards and risks.
The focus areas and associated objectives within the Wildland Fire Program include:
Operations:
• Ensure a safe and effective response to wildfire incidents within PFA’s jurisdiction
• Maintain an out-of-district team to support cooperators at the national level and
enhance experience and abilities within the Authority
• Maintain a wildland fire command team that can support the safe and effective
management of expanding wildfires to termination or transition to a higher level of
command
• Develop and maintain inter-agency relationships in the realm of wildland fire
Training:
• Provide initial wildland fire training to career and volunteer recruits
• Provide annual refresher training to all uniformed personnel
34 Courage, Leadership, Duty
• Provide higher level training to out-of-district and wildland command team
members as well as those stations with higher levels of wildland fire hazard in their
areas in a cost-effective manner
Mitigation:
• Ensure public education and Authority-wide situational awareness of WUI issues
through the Wildland Outreach and Planning Initiative (WOPI) and seek grant
funding to that end
• The International Association of Firefighters “Ready, Set, Go” program is under
evaluation as the future method of public education and community risk reduction
in the PFA WUI.
Equipment:
• Ensure firefighters and apparatus are adequately equipped for safe and effective
wildland fire operations in a cost-effective manner
Apparatus:
• Develop recommendations for the purchase, maintenance, and placement of
wildland fire apparatus
Strategic Initiative Alignment:
1 – High Quality and Innovative Core Services
Measures of Output Progress:
Program Inputs:
Budget:
2019 Adopted 2019 Actual
$166,777 $150,407
Staffing: All career and volunteer firefighters are trained to NWCG standards as type-2
wildland firefighters (basic operations level). Six paid stations cross-staff wildland
apparatus, and the two volunteer stations also staff wildland apparatus.
Strategic
Initiative
Primary Self-
Assessment
Category/Criterion
Output
Measures
2016
Actual
2017
Actual
2018
Revised
2019
Goal
1 – High
Quality
and
Innovative
Core
Services
5K: The agency
operates an adequate,
effective, and efficient
program directed
toward wildland
firefighting.
Perform all
WOPI
assessments
directly
requested by
homeowner
Courage, Leadership, Duty 35
Did you stop doing anything because of resources (Budget and/or Hours): The WOPI
program has been discontinued but the data is still available. The Ready, Set, Go program is
being managed by Community Risk Reduction.
Summary of Response Activity:
Number of Incidents: 58
Response Time Analysis:
Dispatch Time Turnout Time Travel Time First
Unit
Total Response Time
First Unit
3:20 3:19 9:15 14:10
Training:
Wildland training for PFA consisted of NWCG compliant wildland fire refresher training for
all firefighters and Wildland power saw training (S-212) for several firefighters.
Previous Year Accomplishments:
The Wildfire Officer served as incident commander on the Skyline Fire, PFA liaison to the
McNey Fire, and division supervisor on the Elk Fire.
Outcome of the Program:
The wildland program was successful in ensuring that PFA personnel remain trained and
qualified with NWCG training for S130/190 requirements. The team also ensured that
equipment was maintained and mission ready. The Wildland Coordinator in coordination
with their role as the Volunteer Coordinator also provided an improved response during
the summer months by implementing the seasonal responders in the Horsetooth Mountain
area (planning zone 9), which assisted with Station 4 response reliability. The Special
Operations Battalion Chief along with the Wildland program manager will continue to work
with Planning and Analysis on improving outcome measures for this report in 2020.
36 Courage, Leadership, Duty
Support Division Outcomes
Support Division Outcomes
Targeted Outcome Measures Actual
2017
Actual
2018
Revised
2019
2020
Goal
Neurologically intact cardiac arrest
survivors
3 9 18% * 20%
% diversity applicants—minority
identified
No Hiring
Process
No Hiring
Process 21.66% 19%
% diversity applicants —female No Hiring
Process
No Hiring
Process
8.8% 10%
% diverse applicants on eligibility list—
minority U/D
No Hiring
Process
21.15% 20%
% diverse applicants on eligibility list
—female U/D
No Hiring
Process 11.54% 10%
Workers’ Compensation Experience
Modifier
.80 .96 1.02 .85
Internal IT Security – Failure Rate of
PFA initiated security challenges/# of
employees
9.34% 7.3% 7.78% 5%
U/D = Under Development
Support Operations and Maintenance
Accreditation Category/Performance Indicator: 6F – Safety Equipment, 9B
Communication Systems
Manager: Battalion Chief Dustin DeBaere
Division Chief Ryan McLean
Year: 2019
Program Description:
The Support Division’s Operation and Maintenance program is for the administration,
purchase and maintenance of PFA supplies related to the daily operations. This includes
but is not limited to: services affecting protective clothing (bunker gear), equipment
required by recruit firefighters, tools and supplies used in emergency operations and daily
activities, radio purchase and repair, safety supplies, health services, and health equipment.
The program covers the annual compensation of the Support Division Chief and the Health
and Safety Battalion Chief.
Courage, Leadership, Duty 37
Program Objectives:
• Purchase and maintain radio equipment to provide safe and reliable
communications for emergency and non-emergency incidents. Track radio numbers
and reliability for planning purposes.
• Purchase and maintain required clothing and bunker gear for all uniformed
personnel. This clothing must meet National Fire Protection Association (NFPA)
standards for emergency operations.
• Purchase and maintain tools and equipment for daily and emergency operations.
• Provide opportunities for Research and Development to foster communication
equipment, personal protective equipment and tools to best serve internal and
external customers.
Strategic Initiative Alignment:
4 – Financial Responsibility
Measures of Output Progress:
Program Inputs:
Budget:
2019 Adopted 2019 Actual
$936,035 $789,143
Strategic
Initiative
Primary Self-
Assessment
Category/Criterion
Output
Measures
2017
Actual
2018
Actual
2019
Actual
2020
Goal
4 – Financial
Responsibility
6F.3: Safety
equipment
replacement is
scheduled, budgeted
and implemented, and
is adequate to meet
the agency’s needs.
% of
firefighters
having
NFPA
compliant
bunker
gear,
including a
reserve set
100% 100% 100% 100%
38 Courage, Leadership, Duty
Emergency Medical Services
Accreditation Category/Performance Indicator: 5F/5F.7 Emergency Medical Services
Manager: Battalion Chief Kevin Waters
Division Chief Ryan McLean
Year: 2019
Program Description:
Provide overall administration, coordination, and supervision of all aspects of PFA’s
Emergency Medical Services (EMS) system including: protocol development, distribution
and revision; design and implementation of all aspects of EMS training and certification,
quality assurance and quality improvement (QA/QI) activities; EMS equipment selection,
purchase and maintenance; manage infection control and rehab programs; contract
administrator and liaison for all agencies in the Northern Larimer County Emergency
Response Area (NLCERA).
Program Objectives:
1. Develop clinical protocols which:
• Are founded on evidence-based best practices.
• Standardize clinical care.
• Clearly communicate expectations to medical providers in the field.
• Are easily accessed by NLCERA providers.
• Clearly delineate procedures and medications allowed based on certification
level.
2. Coordinate, develop and deliver EMS educational programs for NLCERA providers
which are:
• Built on the foundations of EMS curriculum as established by the State of
Colorado.
• Appropriately focused towards each provider’s certification level.
• Conducted jointly between agencies in recognition of a systems approach to
response.
• Reinforce clinical expectations of applicable protocol(s).
• Informed by system QA/QI processes.
3. Assure continuous quality improvement in the areas of patient care delivery and
continuity throughout the NLCERA which:
• Maintains focus on providing world class EMS clinical care by methodical
analysis of all available data.
• Identifies and acknowledges clinical excellence.
• Performs root cause analysis where opportunities for improvements in care
are identified.
• Reviews applicable protocol(s) with comparison to care documented.
• Reviews clinical cases with prehospital providers and provides follow up.
4. Establish and maintain cooperative working relationships between PFA personnel
and external stakeholders.
Courage, Leadership, Duty 39
5. Assure records management to meet the needs of EMS personnel certification,
Patient Care Reports, Rehabilitation and Infection Control issues.
Strategic Initiative Alignment:
1 – High Quality and Innovative Core Services
Measures of Output Progress:
U/D = Under Development
Program Inputs:
Budget:
2019 Adopted 2019 Actual
$546,099 $612,033
Staffing: To better meet the demands of overseeing EMS system administration, the EMS
Battalion is led by an EMS Battalion Chief and staffed with two EMS Captains, and one EMS
specialist. The uniformed positions are each 1.0 FTEs, while the EMS specialist is a half-
time hourly EMS FTE. As of this writing, EMS Battalion staff is augmented by one
firefighter, working an administrative schedule, to assist with training and logistics.
Summary of Response Activity:
Number of Incidents: 13,029
Response Time Analysis:
Dispatch Time Turnout Time Travel Time Total Response Time
2:54 1:53 6:56 10:15
Strategic
Initiative
Primary Self-
Assessment
Category/Criterion
Output
Measures
2017
Actual
2018
Actual
2019
Actual
2020
Goal
1 – High
Quality and
Innovative
Core
Services
Core Competency 5F.2
The agency has
standing
orders/protocols in
place to direct EMS
response activities to
meet the stated level of
EMS response.
5F.6 The agency has a
quality improvement/
quality assurance
program (QA/QI) in
place to improve
system performance
and patient outcomes.
CPR
Compression
Fraction
U/D U/D 88% 90%
40 Courage, Leadership, Duty
Training: EMS training activities are designed to ensure providers maintain EMS
credentials while reinforcing regional/system protocols. The EMS Battalion provides a
total of 12 hours of live instructor-based EMS continuing education to all paid PFA staff.
This training is made up of both didactic as well as practical skills. PFA also has an IT
solution to provide computer-based training to augment instructor delivered content.
Training content is largely based on areas of opportunity identified in PFA’s clinical case
review process, as well as state recertification requirements.
Additionally, the EMS Battalion has augmented the training delivered to newly graduated
firefighters from the fire academy. All newly hired PFA firefighters go through 40 hours of
EMS education, to include IV credentialing, prior to line duty.
In 2018, a 300% out of hospital medical cardiac arrest survivability rate was seen. In 2019,
a 100% increase in out of hospital medical cardiac arrest survivability occurred.
Previous Year Accomplishments:
The previous year saw the completion of critical tasks. Some of these items include:
• Comprehensive system analysis and recommendations for improvement.
• Comprehensive review of the effectiveness of the current ambulance transport
contract with amendments and recommendations for other system improvements.
• Ongoing organizational focus relative to EMS service provision.
• Increased funding to support system and service level expansion.
• Acquired three EMS training manikins that will allow for a more expansive and
realistic training experience for all EMS employees
• Purchased all durable equipment need to upgrade one PFA engine company to ALS
level service provision
• Comprehensive cardiac arrest survival response and training that has resulted in
ongoing annual increases in cardiac arrest survivability.
• Review and revision of all pre-hospital clinical care protocols.
• Addition of new skills and certification levels moving the PFA EMS response toward
ALS provision.
• Refinement of QA/QI process with partnering agencies to provide clinical feedback
to responders and inform future training needs.
• Development of an EMS system planning document outlining a focus on the system
pillars of response time, training/certification, protocols, equipment, and QA/QI.
Outcome of the Program:
The EMS program is based on the acquisition and analysis of data. This information is used
to drive training, policy, response, and resource deployment. PFA staff works with partner
agencies to integrate training, ensure equipment interoperability, validate protocols as
defined by PFA’s Medical Director, performs QA/QI, and measures response to calls for
help. This methodical systems-minded approach has made headway in cardiac arrest
survivability. In 2018, nine patients survived out of hospital cardiac arrest neurologically
intact. In 2019, 18 patients survived neurologically intact – two of those survivors were
former PFA members.
Courage, Leadership, Duty 41
Emergency Medical Services Performance Management
Accreditation Category/Performance Indicator: 5F – Emergency Medical Services
Manager: EMS Contract Coordinator Bill Salmon
Division Chief Ryan McLean
Year: 2019
Program Description:
This program provides the funding and staffing required to manage the administrative
aspects of the EMS contract between PFA and the designated pre-hospital transport
provider. The contract provides for Advanced Life Support (ALS) transport provision in the
Northern Larimer County Emergency Response Area (NLCERA). PFA administers the
contract on behalf of the member agencies of the NLCERA. The contract is established to
identify a sole source of pre-hospital transport provision with a primary purpose of
achieving continuous improvement and a focus on outcome oriented, patient centered, pre-
hospital emergency care for citizens in the NLCERA. The program ensures and verifies
compliance with contract parameters, facilitates dialogue between member agencies and
the contract provider, and identifies potential areas of improvement.
Program Objectives:
• Manage the administrative aspects of PFA’s EMS contract with the designated pre-
hospital transport provider for the NLCERA.
• Assist in facilitating on-going communication between member agencies of the
NLCERA.
• Coordinate required compliance reporting by the designated pre-hospital transport
provider.
• Facilitate the verification of provision of the required items within the EMS contract
by the designated pre-hospital transport provider and provide recommendations on
resolution of issues requiring the payment of liquidated damages.
• Provide a resource for PFA personnel to ensure accurate communications and
conflict resolution with the designated pre-hospital transport provider.
• Coordinate the necessary data analysis and interpretation of the response
performance of the designated pre-hospital transport provider in accordance with
established contract requirements.
Strategic Initiative Alignment:
1 – High Quality and Innovative Core Services
42 Courage, Leadership, Duty
Measures of Output Progress:
Program Inputs:
Budget:
2019 Adopted 2019 Actual
$80,440 $73,185
Strategic
Initiative
Primary Self-
Assessment
Category/Criterion
Output
Measures
2017
Actual
2018
Actual
2019
Actual
2020
Goal
Reduce the
frequency
and
severity of
emergency
incidents
Core Competency 5F.7:
The agency conducts a
formal and documented
appraisal, at least
annually, to determine
the effectiveness of the
EMS program and its
impact on meeting the
agency’s goals and
objectives. This should
include an evaluation of
the agencies standard
operating procedures,
protocols and
equipment.
Respond to
inquiries
from NLCERA
member
agencies and
the transport
provider
within 1
business day
from
submittal
90% 100% 100% 100%
Provide
monthly
response
performance
reports to the
transport
Courage, Leadership, Duty 43
Equipment Maintenance
Accreditation Category/Performance Indicator: 6D Apparatus Maintenance
Manager: Fleet Maintenance Supervisor Brad Smith
Division Chief Ryan McLean
Year: 2019
Program Description:
This program provides for operation of the PFA mechanic shop with Emergency Vehicle
Technician personnel to assure that all PFA apparatus/equipment is properly maintained.
Program Objectives:
• Assure the maintenance and upkeep of all fire apparatus and vehicles necessary to
operate the Fire Authority.
• Maintain a high level of expertise through on-going training for equipment
maintenance personnel.
• Assure that all vehicles meet state and federal standards.
• Minimize downtime of apparatus due to repair or routine maintenance.
• Maintain sufficient reserve apparatus to assure reliable backup apparatus for timely
emergency response.
• Maintain portable firefighting equipment.
• Install emergency warning devices, radios, telephones and mobile data terminals.
Strategic Initiative Alignment:
4 – Financial Responsibility
44 Courage, Leadership, Duty
Measures of Output Progress:
N/R = Not Reportable
Program Inputs:
Budget:
2019 Adopted 2019 Actual
$922,038 $910,620
Strategic
Initiative
Primary Self-
Assessment
Category/Criterion
Output
Measures
2017
Actual
2018
Actual
2019
Actual
2020
Goal
4 – Financial
Responsibility
Core Competency 6D.1:
An apparatus
maintenance program is
established. Apparatus
maintenance is
conducted in
accordance with the
manufacturer's
recommendations and
federal and/or state/
provincial regulations.
Attention is given to the
safety, health, and
security aspects of
equipment operation
and maintenance.
Diesel
Fleet -
Ratio of
service
hours
compared
to total
miles
driven
97.6 N/R 84.32 65.5
Diesel
Fleet -
Ratio of
annual
downtime
in days
compared
to total
miles
driven
Courage, Leadership, Duty 45
Facilities Maintenance
Accreditation Category/Performance Indicator: 4B – Financial Practices, 6B – Fixed
Facilities
Manager: Battalion Chief Dustin DeBaere
Division Chief Ryan McLean
Year: 2019
Program Description:
Provide for ongoing maintenance and utility services for PFA facilities.
Facility maintenance has been funded with the budget amount set to handle most minor
repair and preventive maintenance costs that occur during the year. Major costs such as a
remodel have required the use of reserve funds or funding from another source.
The International Facility Management Association recommends an ongoing maintenance
funding of 4% of replacement cost. Maintenance costs are considered minor repairs up to
major repairs such as a new roof. Operating costs, such as utilities and snow removal are
not factored in. If PFA were to fund at this level, a major shift in funding would be required.
Using Station 1, for example, with an estimated replacement cost of $1.8 million, a 3%
maintenance fund for the station would require $55,000. In order to achieve 3%
maintenance reserve for all PFA facilities, $450,000 would be needed.
Program Objectives:
• To provide quality facilities which meet the needs of the public and PFA personnel.
• To provide utility services in the most economically feasible and environmentally
sound manner.
• To maintain and provide utility service for 13 fire stations, one administrative office,
and one maintenance shop.
• Conduct survey of all PFA facilities to identify current or future major repair needs.
• Develop plan for setting priorities and a timeline on when repairs will be needed.
• Identify long-term funding needs to serve as a planning tool for future budgets.
• Evaluate opportunities for energy efficiency measures.
Strategic Initiative Alignment:
4 – Financial Responsibility
46 Courage, Leadership, Duty
Measures of Output Progress:
N/R = Not Reportable
Program Inputs:
Budget:
2019 Adopted 2019 Actual
$416,712 $540,958
Strategic
Initiative
Primary Self-
Assessment
Category/Criterion
Output
Measures
2017
Actual
2018
Actual
2019
Total
2020
Goal
4 – Financial
Responsibility
4B.3: Any projected
operating deficit
(expenditures
exceeding revenues
in a budget year) is
explained, and a plan
developed to rectify
the deficit.
Core Competency
6B.3: Physical
facilities are adequate
and properly
distributed in
accordance with
stated service level
and standards of
cover.
Core Competency
6B.3: Facilities
comply with federal,
state/provincial and
local codes and
regulations at the
time of construction,
required upgrades for
safety are identified,
and where resources
allow, addressed.
Average
staffed station
Energy Use
Index
(determined
by adding
annual use in
kilowatts and
Courage, Leadership, Duty 47
Information Technology
Accreditation Category/Performance Indicator: Category 2 – Assessment and Planning,
9C – Administrative Support and Office Systems
Manager: IT Manager Eric Nelson
Division Chief Ryan McLean
Year: 2019
Program Description:
Provide technical expertise (LAN, WLAN, WWAN, Video Teleconference and computer
support) to develop, coordinate, implement and maintain complex and varied information
systems. Provide application development and Geographic Information System (GIS)
services including application development for data collection and analysis as well as
software programs that provide interfaces between service areas throughout the
organization. Provide response mapping and routing, including maintenance of map layers
displaying building/residential locations, hydrants, urban interface information and other
pertinent facts dealing with special hazards.
Program Objectives:
• Improve overall system performance of PCs, laptops, servers, tablets, smartphones,
and peripheral devices.
• Continue to improve the design of PFA’s Information Technology (IT) Infrastructure.
• Plan, implement, and improve long-term disaster recovery practices.
• Continue to develop and enhance the Internet website for PFA.
• Build upon external agency collaboration when similar objectives are required.
• Ensure adequate training for end-users.
• Support and enhance the Emergency Operations Center classroom and the
command post vehicle for disaster situations/responses.
• Be a contributing member of the Combined Regional Information Systems Project
team.
• Enhance and provide new technologies for end users.
• Expand use of the server systems for Intranet content.
• Continue to update and enhance policies delivered to computers and end-users.
• Develop a knowledge base on the Intranet to better utilize technology.
• Develop applications that enhance data collection and analysis as required by the
organization.
• Develop custom application programming interfaces that interface various software
programs with one another.
• Identify opportunities for a reduction of reliance on customized software services.
• Improve emergency response effectiveness by providing hard copy 100 block map
book, area response wall maps, and emergency field map updates.
• Improve emergency response effectiveness by providing electronic accessibility to
response data 100% of the time.
48 Courage, Leadership, Duty
• Upon receipt, ensure that emergency response personnel have updated hazard
information for identified locations.
• Work with other GIS groups to promote consistency in GIS data.
• Solicit input from end users to meet the changing and emerging needs of the PFA.
Strategic Initiative Alignment:
1 – High Quality and Innovative Core Services
4 – Financial Responsibility
Measures of Output Progress:
Strategic
Initiatives
Primary Self-
Assessment
Category/Criterion
Output
Measures
2017
Actual
2018
Actual
2019
Actual
2020
Goal
1 – High
Quality and
Innovative
Core Services
4 – Financial
Responsibility
9C.3: Technological
resources (e.g.,
telecommunications
equipment,
computer systems,
general business
software, etc.) and
the information
management system
are appropriate to
support the needs of
the agency. Access is
available to
technical support
personnel with
expertise in the
systems deployed
by the agency.
Documentation and
analysis of data are
accessible to the
agency.
% Satisfaction
rating as
assessed on IT
end-user
survey
90% 79% 82% 90%
% up-time for
Fire Records
Courage, Leadership, Duty 49
Program Inputs:
Budget:
2019 Adopted 2019 Actual
$1,088,983 $1,182,310
Previous Year Accomplishments:
The PFA Information Technology (IT) and Geographical Information System (GIS) team
strives to provide efficient, reliable and cost-effective methods of providing and
implementing well researched, tested, and predictable technologies. Listed below is a brief
summary of projects the IT/GIS team accomplished in 2019. Many of these projects will
continue into 2020.
2019 has been an important year for shaping the technologies being used and supported in
2020 and beyond.
The IT Team worked on the following key items in 2019:
• Hired GIS Analyst Laura Robinson following the retirement of Jim Montague
• Started an IT shift representative program to help bridge the gap between IT staff
and personnel across the entire Authority. All three shifts including 40-hour
personnel have representation in this collaborative group, which helps IT greatly in
receiving timely feedback to better shape function and deliver the appropriate
technology at a suitable pace for the Authority
• Conducted three rounds of video teleconferences for the entire PFA to inform
everyone as to what is happening in IT
• Delivered further training and collected feedback, which turned into actionable
items for IT
• Conducted development, configuration, and train the trainer sessions on the new
Inform CAD system, which goes live in 2020
• Completed a Request for Proposal process; Purvis Systems was selected as the new
automatic dispatch and station alerting system, which is being configured and built
to align with the rollout of the new Inform CAD system
• Worked on apparatus smartphones and iPads to help provide front-line personnel
access to electronic information
• Installed new display dashboards at PFA facilities to improve communication
regarding incident call information, mapping/routing to incidents, upcoming
Authority events, current and upcoming weather information, current city traffic
information, and more
• Purchased and began the implementation of Microsoft Office 365, which is a
collaboration and productivity suite that will be utilized by all members of the PFA
• Added a bidding module in TeleStaff software system to streamline the process of
vacation bids and apparatus bids by line personnel
• Connected PFA’s Station 7 to a fiber optic network to improve the overall network
function at that facility
• Migrated overall infrastructure from an old domain to a new domain for Poudre
Fire, which also aligns with the rollout of Office 365
50 Courage, Leadership, Duty
• Approved and implemented audio visual improvements at regularly used training
and fire station community rooms, which includes all three classrooms at the
training facility
• Continued to expand upon the content offered on Intranet Tech Tips page including
IT and Records Management training videos
• Conducted and delivered security training and email and USB drive phishing tests
for all members of the PFA
• Introduced cell boosters at PFA facilities to boost cellular network coverage and
bandwidth
• Implemented apparatus hotspots in front-line apparatus to improve connectivity,
which ensures Internet access is always available for first responders and their
network capable equipment including MDTs, iPads, Knox boxes, and more
• Revised Administrative Policy 5, Use of Electronic Equipment, to meet current
requirements, guidelines, and technology
• Created and shared new electronic reports to better display and share important
Authority data
• Configured and built a mobile computer lab, which includes both laptop and desktop
computers, at the Training Center
• Performed further collaboration and security training with partner agencies
• Acquired the maintenance of physical door security access systems
• Deployed Bluetooth keyboards to assist iPad users in completing narratives in
incident reports. Also, different iPad configurations including their physical size are
being tested to improve adoption and use of these pieces of electronic equipment by
front-line personnel
Occupational Health & Safety Program
Accreditation Category/Performance Indicator: 7F – Occupational Health and Safety
and Risk Management, 7G – Wellness/Fitness Programs
Manager: Battalion Chief Dustin DeBaere
Division Chief Ryan McLean
Year: 2019
Program Description:
Identify risks to employee health and safety. Provide programs and support to reduce the
risk of injury and increase health and fitness levels of all PFA personnel. Health programs
include both physical health (fitness, strength, suitability and durability) and mental health.
Utilizing Peer Fitness Trainers for physical health and fitness education, as well as
evaluation and support to increase overall fitness. Fire stations are equipped with a variety
of exercise equipment funded through this program. Mental health has been an often-
ignored problem in the fire service. Behavioral fitness involves thoughts, feelings, and
behavior. PFA has recently created a Peer Support Team to help personnel with a peer-
based, confidential resource for assistance or referral to a mental health specialist. The
team works under the license of a clinical supervisor to assure proper actions and care.
Courage, Leadership, Duty 51
Safety is enhanced using shift Safety Officers. Safety Officers assist with incident scene
safety, injury reviews, vehicle accident investigations, and any safety-related concerns.
This program also provides oversight of work-related injuries, workers’ compensation
care, modified duty personnel, and the release of personnel back to duty from both on- or
off-duty injuries.
Program Objectives:
• Provide annual fitness evaluations and individual prescription fitness programs for
all PFA personnel.
• Under the supervision of medical professionals, provide physical examinations to
determine employee fitness levels and potential health problems.
• Provide health programs which address fitness, nutrition, employee assistance, and
stress reduction.
• Continue to monitor national standards and regulations to assure compliance of the
PFA Occupational Health and Safety Program.
• Seek new and innovative programs, methods, and equipment to assist in filling
PFA’s responsibility to provide for the health and safety of all its members.
Strategic Initiative Alignment:
1 – High Quality and Innovative Core Services
3 – Workforce Development/Culture
4 – Financial Responsibility
52 Courage, Leadership, Duty
Measures of Output Progress:
Strategic Initiative
Primary Self-
Assessment
Category/Criterion
Output
Measures
2017
Actual
2018
Actual
2019
Actual
2020
Goal
1 – High Quality and
Innovative Core
Services
3 – Workforce
Development/Culture
4 – Financial
Responsibility
7F.7: A process is in
place to investigate
and document
accidents, injuries
and legal actions,
etc., which is
supported by the
agency's
information
management
system.
Cost:
Includes
reserve; an
estimate to
cover costs
until a
claim is
closed
$202,174 $324,208 $500,489 $500,000
Lost time:
Work-
related
modified
duty plus
injury
leave
hours –
shown as
days
missed
124 284 279 250
Recordable
Accident
Frequency:
(# of
injuries x
Courage, Leadership, Duty 53
Program Inputs:
Budget:
2019 Adopted 2019 Actual
$188,948 $178,530
Warehouse
Accreditation Category/Performance Indicator: 6B – Fixed Facilities, 6E – Tools,
Supplies and Small Equipment, 6F – Safety Equipment
Manager: Battalion Chief Dustin DeBaere
Division Chief Ryan McLean
Year: 2019
Program Description:
The PFA warehouse is responsible for the inventory, purchasing, procurement, and
distribution of supplies to PFA personnel and facilities.
The program continually looks for ways to provide cost-effective supplies and equipment
and maximize the use of these resources. For example, changes in NFPA requirements for
bunker gear have resulted in supply of gear greater than ten years old. This “grinder” gear
is given identifying markings and is used for recruit basic training. Rated gear is always
used for any live fire training. Both varieties of gear are stored in the warehouse.
Introductory firefighters are provided with new bunker gear upon completion of the
training academy. This practice results in substantial savings over past practice of issuing
new gear to introductory firefighters who wore it heavily in the training academy.
The quartermaster system for wearing apparel provides wearing apparel for uniformed
positions and is distributed through the warehouse.
Program Objectives:
• Identify vendors/suppliers to provide needed supplies to the warehouse for
distribution to PFA personnel and facilities.
• Utilize bulk purchasing to increase cost-effectiveness.
• Distribute supplies on an “as needed” basis.
• Cache supplies for emergent situations.
• Track supply consumption for budget planning purposes.
• Repair serviceable equipment and protective equipment.
Strategic Initiative Alignment:
4 – Financial Responsibility
54 Courage, Leadership, Duty
Measures of Output Progress:
Program Inputs:
Budget:
2019 Adopted 2019 Actual
$83,500 $65,198
Self-Contained Breathing Apparatus (SCBA) Maintenance
Accreditation Category/Performance Indicator: 6F – Safety Equipment
Manager: Battalion Chief Brandon Garcia
Division Chief Ryan McLean
Year: 2019
Program Description:
Provides readiness for the Authority self-contained breathing apparatus (SCBA), breathing
air compressors (BAC) and testing equipment. The program manages, administers and
ensures a respiratory protection program based on recognized practices, standards and
federal law.
Program Objectives:
• Assure all SCBA meet state, federal, and industry standards; implement complete
replacement of SCBA equipment.
• Provide adequate air supply and SCBA to effectively protect personnel on large-
scale incidents.
• Provide respiratory protection to intercede, control, and recover from emergencies
as rapidly and effectively as possible.
• Meet training requirements mandated by respiratory program standards and best
practices.
• Provide support to Training Division with equipment, maintenance, and instruction.
Strategic
Initiative
Primary Self-
Assessment
Category/
Criterion
Output
Measures
2017
Actual
2018
Actual
2019
Actual
2020
Goal
4 – Financial
Responsibility
6E.4: An
inventory
control and
maintenance
tracking system
is in place and is
current.
Quartermaster
Supplied
Costs/# of
Personnel
Served
$338 $183.75 $279.42 $230
Courage, Leadership, Duty 55
• Minimize downtime due to repair or preventative maintenance.
• Forecast and plan program needs to maintain readiness, improve capability,
personnel protection, and currency with technology and standards.
Strategic Initiative Alignment:
1 – High Quality and Innovative Core Services
4 – Financial Responsibility
Measures of Output Progress:
N/R = Not Reportable
Program Inputs:
Budget:
2019 Adopted 2019 Actual
$117,531 $137,649
Training Center Operations and Maintenance
Accreditation Category/Performance Indicator: 8C = Training and Education Resources
Manager: Battalion Chief Brandon Garcia
Division Chief Ryan McLean
Year: 2019
Program Description:
This program is for administration and maintenance of the PFA Training Center located at
3400 West Vine Drive. This includes, but is not limited to, services affecting the
maintenance of buildings, landscaping, training props, classroom computers and video
equipment, clerical support for programs, custodial contracts, office supplies and
equipment, telephones, and scheduling internal and external use of the facilities.
Strategic
Initiative
Primary Self-
Assessment
Category/Criterion
Output
Measures
2017
Actual
2018
Actual
2019
Actual
2020
Goal
1 – High
Quality and
Innovative
Core Services
4 – Financial
Responsibility
6F.5: A safety
equipment inventory
control and
maintenance tracking
system is in place and
current.
# of Service
Requests/#
of SCBA
Airpacks
.66 .56 .41 .40
Non-
warranty
repair
cost/SCBA
56 Courage, Leadership, Duty
Program Objectives:
• Keep all facilities, props and equipment at the PFA Training Center in safe and
reliable operating condition.
• Provide a process for scheduling external and internal use of the training facility.
• Maintain respectful and caring relationship with neighboring residents.
• Continue funding for burn building upkeep thereby extending its use two years
beyond 2017. Engineer’s inspection will determine life of building. Replace cracked
block, ceiling tiles, and metal walls as identified. At the engineer’s suggestion,
inspections are being conducted every two years unless conditions warrant
otherwise. With the construction of the new burn prop, this building will be
maintained and improved for non-live fire training.
• Plan for growth into the future including the planning, funding, and building for a
new burn prop and ventilation prop into 2020.
• Plan Phase I of a new technical rescue training area and preparing the site for new
props in this service area.
• Plan and update the kitchen in Building A.
• Hire a part time employee to assist with facilities maintenance.
• Upgrade all AV equipment in the classrooms of Building A.
Strategic Initiative Alignment:
1 – High Quality and Innovative Core Services
3 – Workforce Development/Culture
4 – Financial Responsibility
Courage, Leadership, Duty 57
Measures of Output Progress:
Program Inputs:
Budget:
2019 Adopted 2019 Actual
$704,108 $789,990
Employee Training & Development
Accreditation Category/Performance Indicator: 8A – Training and Education Program
Requirements, 8B – Training and Education Program Performance
Manager: Battalion Chief Brandon Garcia
Division Chief Ryan McLean
Year: 2019
Program Description:
This program supports employee training, professional development, external education,
continuing education, tuition reimbursement, new program development, educational
resources and texts, and basic skills associated with PFA personnel roles and
responsibilities. This includes training and professional development of firefighters, driver
operators, current and prospective captains, battalion chiefs, and civilian employees.
Strategic Initiative
Primary Self-
Assessment
Category/Criterion
Output
Measures
2017
Actual
2018
Actual
2019
Actual
2020
Goal
1 – High Quality and
Innovative Core
Services
3 – Workforce
Development/Culture
4 – Financial
Responsibility
Core Competency
8C.1: Facilities and
Apparatus are
provided to support
the agency’s all-
hazards training
needs. The agency
has plans
addressing any
facilities and
apparatus not
available internally
to complete training
activities
Number of
trimester
inspections
of all
facilities,
props and
equipment
58 Courage, Leadership, Duty
Program Objectives:
• Continue a sustainable professional development program for PFA firefighters,
captains, and chief officers that embraces a national professional development
model.
• Create an environment that supports civilian employees’ professional development.
• Develop and provide classroom and field training on selected topics to all uniformed
PFA personnel.
• Provide for annual Driver/Operator, Captain, and Battalion Chief Academies as
indicated by organizational needs.
• Ensure and maintain a competency-based training program that is consistent with
National Fire Protection Association (NFPA) firefighter standards, Insurance
Services Office (ISO) recommendations, accreditation performance indicators,
regulatory mandates, and the PFA strategic plan and PFA policies.
• Maintain required training records consistent with National Fire Protection
Association (NFPA) firefighter standards, Colorado Municipal Certification Board
(CMCB) requirements, ISO recommendations, accreditation performance indicators,
regulatory mandates, and the PFA strategic plan and PFA policies.
• Provide PFA employees innovative self-training opportunities.
• Plan and implement a trial mentoring program.
Strategic Initiative Alignment:
1 – High Quality and Innovative Core Services
3 – Workforce Development/Culture
4 – Financial Responsibility
Measures of Output Progress:
Strategic
Initiative
Primary Self-
Assessment
Category/
Criterion
Output Measures 2017
Actual
2018
Actual
2019
Actual
2020
Goal
1 – High
Quality and
Innovative
Core Services
3 – Workforce
Development/
Culture
4 – Financial
Responsibility
8B: Training and
Education
Program
Performance
Training/
education
programs are
provided to
support the
agency’s needs.
Basic Skills –
Completion rate of
Courage, Leadership, Duty 59
Truck DO - Completion
rate of Target Solutions
assignments within
designated timeframe
100% 100% 100% 100%
Officer Development –
Provision of Fire
Officer I and II classes
in conjunction with
CSU
1 each 1 FOI
0 FOII
1 FOI
1FOII
1
each
Officer Development –
Provision of Fire
Instructor I classes
2 1 1 1
Officer Development -
Completion rate of
Target Solutions
assignments within
designated timeframe
100% 100% 81% 100%
Officer Development -
Provision of
Captain/BC academy
during calendar year
Two
times
per
year
1 each 1 each 1
each
Core
Competency
8B.3: The
agency evaluates
individual and
crew
performance
through
validated and
documented
performance-
based
measurements
Review, develop and
deliver Company
Performance Tasks
(CPTs) used to
evaluate crews on core
competencies
Two
times
per
year
60 Courage, Leadership, Duty
Program Inputs:
Budget:
2019 Adopted 2019 Actual
$164,924 $161,466
Recruit Fire Academy
Accreditation Category/Performance Indicator: 7B – Recruitment, Selection, Retention
and Promotion, 8B – Training and Education Program Performance
Manager: Battalion Chief Brandon Garcia
Division Chief Ryan McLean
Year: 2019
Program Description:
This program provides training and education for new career firefighters. This includes
new employee orientation and all related new employee training activities after the start
date and prior to shift assignment. This program is administered twice a year through the
Front Range Fire Consortium (FRFC) membership departments. The Training Division
provides instructor support, program administration and management, funding, testing
and temporary housing for recruits.
Program Objectives:
• Maintain a professional learning environment for new recruits.
• Provide training on Firefighter I and II skills and knowledge to meet a standard
performance level of NFPA standards and certification.
• Provide training on Hazardous materials awareness and operations level training
and certification.
• Provide training on specialized rescue awareness level.
• Provide training on Red Card wildland training and certification.
• Provide training on apparatus familiarization and operations.
• Provide training on familiarization of records, reports and policies associated with
firefighting.
• Graduate a recruit with a CMCB Firefighter I, Firefighter II, and Hazardous Materials
Operations certifications.
• Complete all billing of the FRFC under the lease agreement.
• Maintain and deliver all standardized test for the duration of the fire academy.
Strategic Initiative Alignment:
1 – High Quality and Innovative Core Services
3 – Workforce Development/Culture
4 – Financial Responsibility
Measures of Output Progress:
Courage, Leadership, Duty 61
Program Inputs:
Budget:
2019 Adopted 2019 Actual
$184,686 $144,593
Strategic Initiative
Primary Self-
Assessment
Category/Criterion
Output
Measures
2017
Actual
2017
Actual
2019
Actual
2020
Goal
1 – High Quality and
Innovative Core
Services
3 – Workforce
Development/Culture
4 – Financial
Responsibility
Core Competency
8B3: The agency
evaluates individual
and crew
performance
through validated
and documented
performance-based
measurements
% recruits
that
complete
the FRFC
Recruit
Academy to
be certified
at a
minimum of
Firefighter-I
and Hazmat
Operations
100% 100% 100% 100%
7B.5: A new
member orientation
program is in place.
% recruits
successfully
completing
post
academy
introductory
period
within one
year
62 Courage, Leadership, Duty
Certification
Accreditation Category/Performance Indicator: 8A – Training and Education Program
Requirements, 8B – Training and Education Program Performance
Manager: Battalion Chief Brandon Garcia
Division Chief Ryan McLean
Year: 2019
Program Description:
The Training Division provides and maintains certification for all career uniform personnel
through the CMCB. CMCB is made up of six departments, Poudre Fire Authority, West
Metro Fire Protection District, Aurora Fire Department, Denver Fire Department, Colorado
Springs Fire Department, and South Metro Fire Rescue Authority. The Training Division
develops, provides and supports all facets of certification, including supportive classes,
testing and evaluation administration for PFA and the other five CMCB members, and
recordkeeping of all current and expired certifications. The program pays for the direct
costs to the CMCB for one sixth of the expenses (based on the number of CMCB member
organizations), administrative fees, office and management costs and tests for the entire
PFA certification program.
Program Objectives:
• Provide numerous CMCB certifications and/or certificates of recognition or
compliance to career uniform personnel.
• Provide classes supporting the following certifications: Firefighter I & II; Hazmat
Operations; Hazmat Technician; Fire Instructor I; Fire Officer I & II; and
Driver/Operator at least once per year.
• Provide funding to support new certifications (e.g., Fire Officer III, Tech Rescue)
• Continue working and improving programs with CMCB, CSU, and Aims Community
College in education and certification.
Strategic Initiative Alignment:
1 – High Quality and Innovative Core Services
3 – Workforce Development/Culture
4 – Financial Responsibility
Courage, Leadership, Duty 63
Measures of Output Progress:
Program Inputs:
Budget:
2019 Adopted 2019 Actual
$48,350 $32,598
Strategic Initiative
Primary Self-
Assessment
Category/Criterion
Output
Measures
2017
Actual
2018
Actual
2019
Actual
2020
Goal
1 – High Quality and
Innovative Core
Services
3 – Workforce
Development/Culture
4 – Financial
Responsibility
8A.4: The agency
has identified
minimum levels of
training required for
all positions in the
organization
% of
firefighters
possessing
required
certificates
based on
their
eligibility and
current
policy
100% 100% 100% 100%
% of
firefighters
passing
training
programs
and obtaining
certifications
100% 100% 100% 100%
8B.1 A process is
in place to ensure
that personnel are
appropriately
trained
% of Captains
and BCs
certified to
64 Courage, Leadership, Duty
Administration Division Outcomes
Administration Division Outcomes
Targeted Outcome
Measures
Actual
2017
Actual
2018 Actual 2019 2020 Goal
7B.4: The agency’s
workforce composition is
reflective of the service
area demographics or the
agency has put forth a
reasonable effort by
instituting an effective
recruitment plan to
achieve the desired
workforce composition -
% of minority firefighters
N/R
14% total
workforce,
14.5%
uniformed,
12.2%
civilian
12.1% total
workforce,
11.9%
uniformed,
13.8% civilian
Reflect community
at 15.6% minority
population *
Demographic Data (hiring
diversity) - % diverse
recruit firefighters -
minority
Reflect
Increase
11% 16.6% 15.6% *
Demographic Data (hiring
diversity) - % recruit
firefighters - female
Reflect
Increase
0% 0% ≥2%
Percentage diverse
workforce – uniform
minority
N/R N/R 11.9% 15.6% *
Percentage diverse
workforce – civilian
minority
N/R N/R 13.8% 15.6% *
Percentage diverse
workforce – uniform
female
N/R N/R
Courage, Leadership, Duty 65
Administration Division Outcomes
Implemented
Financial audit findings
indicating financial
statements are in
compliance with
established accounting
practices
100% 100% 100% 100%
Office of the Chief and Administration
Accreditation Category/Performance Indicator: 4C – Resource Allocation, 4B – Financial
Practices, 7B.4 – Workforce Compositions, 3D – Measurement of Organizational Progress
Manager: Administrative Services Director Ann Turnquist
Year: 2019
Program Description:
The Office of the Fire Chief and Administrative Services provides administrative support
services to the entire Poudre Fire Authority. These services include Financial and Budget
Management, Human Resources, Planning and Analysis, and general administrative
support. This program includes funding for the Fire Chief and the Administrative staff who
support the Authority.
Program Objectives:
• Provide leadership to the entire Poudre Fire Authority organization through the
work of the Fire Chief, helping facilitate values and a unified mission to the
organization through the cooperative work of the Senior Leadership Team.
• Develop and implement an updated organizational strategic plan, anchored in PFA’s
Values, Mission and Vision.
• Provide executive and support services for the Poudre Valley Fire Protection
District.
• Provide support to Poudre Fire Authority Board of Directors and maintain
relationships with City Council via annual report.
• Provide administrative assistance to all Divisions.
• Provide financial management assistance in the areas of budgeting, audit and
payroll to all divisions.
• Develop an annual operating budget and Long-Range Financial Plan for approval by
the PFA Board.
• Oversee liability, property, and workers’ compensation insurance package.
• Provide Human Resources services to the organization.
• Ensure that 100% of employees receive an annual performance evaluation.
66 Courage, Leadership, Duty
• Develop and implement planning and analysis services for performance
measurement, program efficiency evaluation, and accreditation compliance through
the Center for Public Safety Excellence.
• Manage external relationships through various intergovernmental agreements.
Strategic Initiative Alignment:
3 – Workforce Development/Culture
4 – Financial Responsibility
5 – Governance and Organizational Sustainability
Measures of Output Progress:
Strategic
Initiative
Primary Self-
Assessment
Category/Criterion
Output
Measures
2017
Actual
2018
Actual
2019
Actual
2020
Goal
3 – Workforce
Development
/Culture
4- Financial
Responsibility
5 –
Governance
and
Organizational
Sustainability
4C: Resource Allocation
Financial resources are
allocated appropriately
to support the
established
organizational mission,
the stated long-term
plan, goals and
objectives, and to
maintain the quality of
programs and services.
4B: Financial Practices
Financial management
of the agency exhibits
sound budgeting and
control, proper
recording, reporting and
auditing.
Meet and
exceed
Distinguished
Budget
Presentation
Award criteria
100% 100% 100% 100%
Courage, Leadership, Duty 67
3D. Measurement of
Organizational Progress
Meet /exceed
ICMA Center
Performance
Measurement
Certificate of
Excellence
criteria
100% 100% 66% 100%
Program Inputs:
Budget:
2019 Adopted 2019 Actual
$2,671,154 $2,440,576
68 Courage, Leadership, Duty
2019 PERFORMANCE COMPARISONS
The 2018-2023 Strategic Plan was approved by the PFA Board in February 2018 and sets
long-term direction for the Authority. Based upon the information gathered through the
community-driven strategic planning process and the determination of critical issues and
service gaps, the following strategic initiatives were identified as the foundation for the
development of goals and objectives:
1. High Quality and Innovative Core Services (aligned with Center for Public Safety
Excellence Self-Assessment)
2. Proactive Internal/External Communications
3. Workforce Development/Culture
4. Financial Responsibility
5. Governance and Organizational Sustainability
The Authority’s strategic initiatives and goals are well aligned with the PFA Annual Budget
and Accreditation process to measure the performance of fire protection and emergency
service delivery at a macro level.
The benchmark survey is a means of comparing PFA’s performance against other
jurisdictions to assess how well the Authority is performing. The results are displayed in
graphs providing actual values and a five-year history for PFA and national data when
available (2019 national data will become available between September and November
2020). The 2019 Benchmarking survey participants have been reviewed and reflect
comparable population, college or university in community, non-municipal fire
departments (where possible), and accredited agencies thereby creating a more accurate
comparison and aligning long-term direction. The participants include Arvada Fire
Protection District, Aurora Fire Rescue, Boulder Fire Rescue, Castle Rock Fire and Rescue,
South Metro Fire Protection District, Colorado Springs Fire Department, Littleton Fire
Rescue, Longmont Fire Department, Loveland Fire Rescue Authority, Gainesville Fire
Rescue (FL), Corvallis Fire Department (OR), Guelph Fire (Ontario, Canada), Rockford Fire
Department (IL), Grand Rapids Fire Department (MI), and Bellevue Fire Department (WA).
Staff evaluated the benchmark survey and made changes to align long-term direction. The
five-year PFA history provides a means for citizens to assess how PFA has performed
historically, and, where available, how PFA compares on a national level. Due to the
COVID-19 pandemic nationwide, many comparison departments did not participate in the
2019 Benchmark Survey.
Outcomes are organized into areas related directly to the Strategic Initiatives and Goals
outlined in the 2018 Strategic Plan. This provides a picture of how PFA is doing in relation
to the outcomes and whether performance is improving in relation to goals.
Courage, Leadership, Duty 69
Goal 1 – Deliver the highest quality and innovative service within the Poudre Fire
Authority jurisdiction, which is guided by data analysis, self-assessment and
aligned with the Center for Performance Safety Excellence Fire and
Emergency Service Self-Assessment.
Response Time
PFA’s goal for the percent of time PFA fire personnel are on scene within six minutes 20
seconds in the urban area was 50% in 2019.
In March of 2020, PFA returned to Emergency Medical Dispatch (EMD) and send, which
adds time to call processing on medical calls. A reduction in response time was anticipated
as dispatchers got used to using EMD in full again as well as the time it takes to dispatch
this way. It is needed to work on “right-sizing the response” in the correct way, such as
using a Roving Alternative Medical (RAM) Unit where needed along with a basic life
support ambulance. Medicals make up 79% of PFA’s call volume, and automatic
dispatching and station alerting (coming in 2020) will help some with response time. The
focus will shift to evaluating Delta and Echo medicals and structure fires versus all
emergent calls as well.
At the same time, the urban area went from 48 square miles to 77 square miles: a much
larger service area. The increased area came about when Center for Public Safety
Excellence (CPSE) removed the suburban designation, as well as the new urban area of the
growth management area for Fort Collins. PFA has a specific policy on this development
that is coordinated with the NLCERA contract as Zone 1. Every citizen in the City of Fort
Collins deserves the same urban level of service as well. This is where RAM units, new
station areas (future Station 15’s area is in the urban zone), and even station location
evaluation will need to be done.
Intercede Before Flashover
Flashover is the stage of a structure fire when it becomes extremely dangerous to
occupants, destructive to structures, and hazardous to firefighters. During a flashover,
temperatures and conditions are intense and an entire room can burst into flames, causing
a fire to spread to other parts of the structure. By containing a fire to its room of origin,
either through rapid fire department response, fire sprinklers, or fire containment, fire loss
and injuries to occupants and firefighters can be reduced. Delaying flashover also allows
more time to complete a search and rescue of the burning room or allow a firefighter to go
Strategic Initiative 1
“High Quality and Innovative Core Services.”
70 Courage, Leadership, Duty
above a fire to rescue a trapped victim. Delaying flashover and fire spread can limit fire loss
and injuries to occupants and firefighters.
Poudre Fire Authority staff strongly believes that the best service to the community is to
prevent fires from occurring; however, when fires occur, limiting the loss of life and
property becomes the best service. Interceding before flashover measures the success of
all Authority services (education, prevention, and response) in controlling fire before fire
extends beyond the room in which the fire started. If fires are not interceded before
flashover, more lives and property are threatened and the risk of losing control of the fire is
increased.
90.4 91 89.8
96.97
93.54
0
10
20
30
40
50
60
70
80
90
100
2015 2016 2017 2018 2019
Percent of Time Interceded before Flashover
Percent of Time PFA Intercedes before Flashover
(contained to room of origin)
Courage, Leadership, Duty 71
$0.00
$0.02
$0.04
$0.06
$0.08
$0.10
$0.12
$0.14
2015 2016 2017 2018 2019
Fire Loss
PFA Loss Per $1,000 Property Protected
5-Year History
PFA Annual Loss per $1,000 Property Protected PFA 5-Year Average
B
E
T
T
E
R
0.0
0.5
1.0
1.5
2.0
2.5
3.0
3.5
Fires Per 1,000 Population
Fire Department
2019 Number of Fires
Per 1,000 Population
B
E
T
T
E
R
72 Courage, Leadership, Duty
PFA’s goal is to limit direct estimated fire loss.
0
1
2
3
4
5
6
2015 2016 2017 2018 2019
Fires
PFA & Nation Number of Fires
Per 1,000 Population
5-Year History
PFA Nation
B
E
T
T
E
R
$0
$2
$4
$6
$8
$10
$12
$14
$16
$18
Loss Per Capita
Fire Department
2019 Fire Loss Per Capita
B
E
T
T
E
R
Courage, Leadership, Duty 73
$0
$10
$20
$30
$40
$50
$60
$70
$80
$90
2015 2016 2017 2018 2019
Loss Per Capita
PFA & Nation Fire Loss Per Capita
5-Year History
PFA Nation PFA 5-Year Average
B
E
T
T
E
R
$0
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
$35,000
Loss Per Fire
Fire Department
2019 Fire Loss Per Fire
B
E
T
T
E
R
74 Courage, Leadership, Duty
The national comparison in 2017 and 2018 includes the California wildfire losses.
Maintaining an insurance rate as low as possible within the City of Fort Collins and the
urban area of the Poudre Valley Fire Protection District is a goal of the Poudre Fire
Authority. In 2015, the Insurance Services Office (ISO) rated PFA at a 2, due in part to
transitioning a volunteer station to a fully staffed station in Timnath, and the rating
continues at a 2 into 2019.
$0
$5,000
$10,000
$15,000
$20,000
$25,000
2015 2016 2017 2018 2019
Loss Per Fire
PFA & Nation Fire Loss Per Fire
5-Year History
PFA Nation
B
E
T
T
E
R
0
1
2
3
4
5
ISO Rating
Fire Department
2019 Urban ISO Rating Per Community
B
E
T
T
E
R
Courage, Leadership, Duty 75
Goal 2 – Provide the highest level of care, and enhance public safety, through
development of an efficient, integrated and collaborative EMS system.
In 2015 PFA entered into a contract with Poudre Valley Health Systems as the sole
emergency ambulance provider for the PFA’s jurisdiction and surrounding areas in Larimer
County. This is the first contract of its kind in PFA’s jurisdiction and has resulted in
expanded services, increased staffing, as well as a reduction in PFA’s Advanced Life
Support partner’s response times.
0
1
2
3
4
2015 2016 2017 2018 2019
ISO Rating
PFA Urban ISO Rating 5-Year History
B
E
T
T
E
R
96%
94%
93%
100%
99% 98%
98%
100%
98%
100%
2019 UCH EMS Response Compliance by Zone
Zone 1 Emergent
Zone 1 Non Emergent
Zone 2 Emergent
Zone 2 Non Emergent
Zone 3 Emergent
Zone 3 Non Emergent
Zone 4 Emergent
Zone 4 Non Emergent
Zone 5 Emergent
Zone 5 Non Emergent
76 Courage, Leadership, Duty
Category Required Time
On Time
Count
Late
Count
Total
Incidents
Count
Percentage
On Time
Zone 1
Emergent 8.59 6,545 317 6,862 96%
Zone 1 Non
Emergent 11.59 10,023 638 10,661 94%
Zone 2
Emergent 11.59 385 33 418 93%
Zone 2 Non
Emergent 30 690 4 694 100%
Zone 3
Emergent 23.59 132 3 135 98%
Zone 3 Non
Emergent 30 217 4 221 99%
Zone 4
Emergent 60 85 2 87 98%
Zone 4 Non
Emergent 120 142 0 142 100%
Zone 5
Emergent
60 Min at Zone
4/5 Interface 39 1 40 98%
Zone 5 Non
Emergent
120 Min at Zone
4/5 Interface 49 0 49 100%
Courage, Leadership, Duty 77
78 Courage, Leadership, Duty
0
1
2
3
4
5
6
7
8
9
10
Injuries per 100,000 Population Served
Fire Department
2019 Civilian Fire Injuries
Per 100,000 Population
B
E
T
T
E
R
0
2
4
6
2015 2016 2017 2018 2019
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
Courage, Leadership, Duty 79
Goal 3 – Deliver effective level of special operations services to address the
community risk.
0
1
2
3
4
5
Civilian Deaths
Fire Department
2019 Civilian Fire Deaths
B
E
T
T
E
R
0
0.2
0.4
0.6
0.8
1
1.2
2015 2016 2017 2018 2019
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
80 Courage, Leadership, Duty
Please see the program reports for Hazardous Materials Response Team (page 20),
Technical Rescue (page 26), and Wildland Team (page 33).
Goal 4 – Increase community awareness of the services provided by Poudre Fire
Authority
Objectives for this goal fall under the PFA Public Affairs and Communications Manager.
Increasing the community’s awareness of the services provided by PFA was continued and
improved during 2019.
PFA presents an annual report to both the Fort Collins City Council and the Poudre Valley
Fire Protection District Board; these annual reports are available for viewing at
www.pfaannualreport.com.
Another way PFA monitors community awareness is through surveys. 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
2012 2013 2015 2017 2018 2019
2013
National
Comparison
2019
National
Comparison
Fire Services
Overall 85% 89% 87% 89% 83% 85% Similar Lower
Fire Response
Time 84% 89% 87% 91% 83% 85% Above Not Available
Emergency
Preparedness 75% 80% 76% 79% 76% 75% Much Above Much Higher
Fire
Prevention/
Education
72% 74% 78% 74% 73% 72% Much Above Similar
Note, prior to 2015 “fire service overall” was described as “Fire services”, and between
24% and 41% of respondents said “no opinion” when evaluating emergency preparedness,
disaster response and restoration, fire prevention and education, fire response time, and
fire services overall. Differences in ratings for fire services overall could be due, in part, to
changes in question wording as well as the addition of other, more specific fire-related
safety services.
Strategic Initiative 2
“Proactive Internal/External Communications.”
Courage, Leadership, Duty 81
Goal 5 – Develop and maintain a diverse, inclusive, well-trained, mission-ready
workforce to protect life and property
Targeted Outcome Measures Actual 2017 Actual 2018 Revised
2019
2020
Goal
% diversity applicants—minority
identified
No Hiring
Process
No Hiring
Process 21.66% 19%
% diversity applicants —female No Hiring
Process
No Hiring
Process
8.8% 10%
% diverse applicants on
eligibility list—minority U/D
No Hiring
Process
21.15% 20%
% diverse applicants on
eligibility list —female U/D
No Hiring
Process 11.54% 10%
Workers’ Compensation
Experience Modifier
.80 .96 1.02 .85
1.75
1.34
0.89
0.84
0.00
0.20
0.40
0.60
0.80
1.00
1.20
1.40
1.60
1.80
2.00
Uniformed Personnel per 1,000 Population
2019 Uniformed Personnel Per 1,000 Population
Strategic Initiative 3
“Workforce Development/Culture.”
82 Courage, Leadership, Duty
0%
2%
4%
6%
8%
10%
PFA CO Arvada CO Rockford IL
2019
Percent of Female Uniformed
Employees to Total Uniformed
Strategic Goal
Primary Self-
Assessment
Category/Criterion
Performance
Measure
2017
Actual
2018
Actual
2019
Actual
High Quality
and Innovative
Core Services
Workforce
Development/
Culture
Financial
Responsibility
7F.7: A process is in place
to investigate and
document accidents,
injuries and legal actions,
etc., which is supported
by the agency's
information management
system.
Recordable
Accident
Frequency: # of
injuries x
200,000 /
number of
hours worked
5.3 5.8 3.8
Courage, Leadership, Duty 83
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 2019 with zero firefighter deaths.
Goal 6 – Foster an environment of fiscal responsibilities at all levels
Measures of Progress for this Strategic Initiative include achievement of the Government
Finance Officers Association recognition for budget presentation and comprehensive
annual financial report, as well as providing an annual report to City Council and Poudre
Valley Fire Protection District Board of Directors.
0
1
2
Deaths
Fire Departments
2019 Firefighter Deaths
B
E
T
T
E
R
No firefighter
deathswere
reported by any
comparison
departments.
Strategic Initiative 4
“Financial Responsibility.”
84 Courage, Leadership, Duty
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, 2019. This was the 20th
consecutive year that PFA has achieved this prestigious award. In order to receive this
award, a governmental unit must publish a budget document that meets program criteria
as a policy document, as an operations guide, as a financial plan, and as a communications
device.
This award is valid for a period of one year only. Staff believes the current budget
continues to conform to program requirements and is being submitted to GFOA to
determine its eligibility for another award.
Courage, Leadership, Duty 85
The Poudre Fire Authority’s comprehensive annual financial report for the year ended
2018, from which the information on this page has been drawn, was awarded the
Certificate of Achievement for Excellence in Financial Reporting by GFOA. The Certificate
of Achievement is the highest form of recognition for excellence in state and local
government financial reporting. In order to be awarded a Certificate of Achievement, a
government must publish an easily readable and efficiently organized comprehensive
annual financial report. This report must satisfy both generally accepted accounting
principles and applicable legal requirements.
A Certificate of Achievement is valid for a period of one year only. Staff believes that the
current comprehensive annual financial report continues to meet the Certificate of
Achievement Program’s requirements and is being submitted to the GFOA to determine its
eligibility for another certificate.
The year 2015 reflected the first full year of the implementation of the restated
Intergovernmental Agreement (IGA) and Revenue Allocation Formula between the City of
Fort Collins (City) and the Poudre Valley Fire Protection District (PVFPD). The stepped-up
funding level that is being phased-in by the City has helped PFA begin to address lingering
needs and funding shortfalls from previous years. A more sustainable funding stream has
been created through the City/PVFPD IGA and Revenue Allocation Formula, supporting the
goal of maintaining a stable and predictable funding stream.
86 Courage, Leadership, Duty
Goal 7 – Plan for long-term issues and demands that will shape the future of the
Authority and its governance structure.
Objectives under Goal 7 include seeking opportunities for regionalization of emergency
services, preparing for future major annexations to the City of Fort Collins, and Long-Range
Financial Planning. The objectives for Goal 7 are all in various stages of completion, and
the action plans include:
$0
$25
$50
$75
$100
$125
$150
$175
$200
$225
Cost Per Capita
Fire Department
2019 O&M Budget Per Capita
Strategic Initiative 5
“Governance and Organizational Sustainability.”
Courage, Leadership, Duty 87
Objective Accomplishment To-Date
(ATD)
January 2020 SP Dashboard ATD
Seek
opportunities for
regionalization of
emergency
services
· Front Range Fire
Consortium training
academy – training
delivery
· Front Range Fire
Consortium – funding
mechanism
· Mutual and Auto-Aid
agreements current per
Standards of Cover
June 2019 Dashboard
Introduced and discussed regionalization
concept to the PFA Board
Worked with Wellington to combine station
and Chief officer numbering system to
streamline inter-agency operations
Incorporated Wellington crews into PFA major
emphasis training as well as crew to crew
training in the north part of PFA’s jurisdiction
Worked with FC911 to dispatch
Wellington/PFA calls on a single channel for
system awareness
Developed a regional RFP for station alerting
working with all Larimer County fire agencies
that will be on the new CAD system as well as
LETA
Collaborated on developing agreements for
closest unit dispatch with the implementation
of the new CAD system
January 2020 DashBoard
Began work on Windsor/Severance Fire’s
apparatus and are completing formal
agreement for continued service
Completed planning for closest unit dispatching
with neighboring fire service agencies
Collaborated and approved Front Range Fire
Consortium Strategic Plan
Hired new GIS Technician who along with
Deccan ADAM software will evaluate system
performance and station location
Initiated plan to collaborate with Fort Collins
Utilities to add training props to the existing
PFA Training Center
Planned to contract out mechanic services
88 Courage, Leadership, Duty
Objective Accomplishment To-Date
(ATD)
January 2020 SP Dashboard ATD
Prepare for
future major
annexations to
the City of Fort
Collins
· 2014 Restated
Intergovernmental
Agreement
· Collect data on all current
annexations
· KFCG Funding in
perpetuity by voters to
begin 1/1/2021
June 2019 Dashboard
2014 Restated IGA
Monitor Mulberry Annexation process
Collect data on all current annexations
January 2020 Dashboard
Made the connection with City of Fort Collins
staff for updates in the process
City Manager Atteberry has agreed that Chief
DeMint should be involved in the planning
process committee
Long-Range
Financial Plan
· Developed and
implemented for 2021
budget process
June 2019 Dashboard
Scheduled to be developed and implemented
for 2020 Budget process
Met with City Council in work session to
familiarize new members with the IGA,
relationships and funding approach that is
critical to the long-term health of the Authority
January 2020 Dashboard
Updated Long-Range Financial Plan in 2020
Budget; included narrative description of long-
range accomplishments toward capital and
staffing goals following full implementation of
the Revenue Allocation Formula
Met with City Council in work session to
familiarize new members with the IGA,
relationships and funding approach that is
critical to the long-term health of the Authority
Seek additional
and alternative
funding sources
· Staff began working with
PVFPD Board to evaluate
regional
partnership/consolidation
of District boundaries
with Wellington Fire
Protection District
· Staff is monitoring
Courage, Leadership, Duty 89
Objective Accomplishment To-Date
(ATD)
January 2020 SP Dashboard ATD
· Secured grant funding for
Community Risk
Reduction programs
Mulberry Annexation work by the City of Fort
Collins
Secured grant funding for Community Risk
Reduction programs
January 2020 Dashboard
Staff was actively involved in the successful
renewal of the Keep Fort Collins Great voter
approved sales and use tax; funding stream was
renewed in perpetuity
Staff provided a presentation report to the
Board regarding regional partnerships and
opportunities for regional cooperation with
surrounding jurisdictions. These opportunities
will continue to be pursued as they are cost
effective for PFA
Staff continues to monitor annexation activities
and will continue to anticipate potential impact
on service and funding. Reached out to be
included in the stakeholder group for the
Mulberry Annexation work by the City of Fort
Collins
90 Courage, Leadership, Duty
City/District Comparative Statistics
Call Assessed Contribution
Ratio Value Ratio Ratio
2007 CITY 82.90 79.01 79.61
DIST 17.10 20.99 20.39
2008 CITY 83.67 82.05 80.25
DIST 16.33 17.95 19.75
2009 CITY 83.93 80.30 80.20
DIST 16.07 19.70 19.80
2010 CITY 84.50 80.96 80.82
DIST 15.50 19.04 19.18
2011 CITY 83.75 81.01 81.12
DIST 16.24 18.99 18.98
2012 CITY 83.58 81.54 81.05
DIST 16.42 18.46 18.95
2013 CITY 83.65 82.18 82.10
DIST 16.35 17.82 17.90
2014 CITY 84.11 82.04 82.26
DIST 15.89 17.96 17.73
2015 CITY 84.53 82.13 82.891
DIST 15.47 17.87 17.11
2016 CITY 84.61 80.90 74.24
DIST 15.39 19.10 25.762
2017 CITY 85.88 82.12 83.27
DIST 14.12 17.88 16.73
2018 CITY 85.67 80.30 80.68
DIST 14.33 19.70 19.32
2019 CITY 85.95 80.90 81.35
DIST 14.05 19.10 18.65
1 2015 included first year of updated City Revenue Allocation Formula contribution
2 2016 included District capital contribution for Station 8 and Timnath Tax Increment Financing funds for
Station 8 staffing and construction
Courage, Leadership, Duty 91
2019 PFA Budget Review
The 2019 PFA general fund actual spending compared to budget reflects an underspend of
4.24%, or $1.4 Million. In addition, the ending fund balance for 2019 benefitted from
higher fees for services, interest income, and miscellaneous revenue with revenue of
$646,961 higher than projected. Note: these are not audited figures.
Poudre Fire Authority Actual Spending to Budget, 2019
General Fund
Statement of Revenues, Expenditures and Changes in Fund Balances--
Actual and Budget
For the Month Ended December 31, 2019
REVENUES Actual Year-to-Date Budget
Percent Actual
Year-to-Date
Budget Received/
Expended
Intergovernmental $33,116,966 $33,116,965
Fees and charges for services 985,487 923,611
Earnings on Investments 323,743 40,000
Grants and Non-Capital Projects 57,083 0
Miscellaneous revenue 389,758 145,500
Total Revenues 34,873,037 34,226,076 101.89%
EXPENDITURES
Administration 2,440,576 2,945,681
Fire Prevention & Comm. Risk Reduction 2,671,823 2,875,931
Grants 93,895 93,895
Support 5,938,492 6,039,718
Operations 22,325,259 22,996,177
Total Expenditures 33,470,045 34,951,402 -4.24%
Excess or Deficiency of Revenues Over or
Under Expenditures $1,402,992 ($725,326)
Fund Balance January 1, 2019 $9,647,367
Fund Balance December 31, 2019 $11,050,359
Year-to-Date 2019 Annual Budget
92 Courage, Leadership, Duty
Poudre Fire Authority General Fund Reserves
Poudre Fire Authority’s reserve policy states a minimum 3% of operating revenues must be
held in the reserve for contingencies and 3% of revenue must be held in the revenue
reserve. If the revenue reserve and contingency reserve are depleted below reserve policy
levels (6%), the fire chief will develop a restoration plan to restore balances over a two-
year time period.
Poudre Fire Authority Capital Actual, 2019
In 2019, PFA staff aligned the PFA capital projects with accounting principles in relation to
accounting for capital projects. Many of the capital project balances were transferred to
PFA’s Operating and Maintenance (O&M) Budget, with balances at year-end being
accounted for as part of assigned O&M reserves. The fund balance, as shown on the
following page, has been reduced due to the transfer of former capital projects to
subsidiary reserves in the Operations and Maintenance budget.
Beginning Balance $9,655,658
Revenue 40,429,640
<Expenditures> (32,947,432)
Fund Balance $17,137,866
% of
Reserves Revenue
Unassigned - Reserve for Contingency 10,059,955 24.88%
Restricted - Reserve for CityGive 9,000 0.02%
Restricted - Reserve for KFCG 532,740 1.32%
Assigned - Revenue Reserve 1,131,173 2.80%
Assigned - Reserve for Operations Eqp. & Replacement 8,271 0.02%
Assigned - Reserve for Support Maint. & Replacement 5,287,161 30.85%
Assigned - Encumbrances 82,348 0.20%
Assigned - Workers Comp Reserve 27,218 0.07%
Total Reserves $17,137,866 42.39%
Projected 2019 Fund Balance
Courage, Leadership, Duty 93
Capital Fund
Statement of Revenues, Expenditures and Changes in Fund Balances--
Actual and Budget
For the Month Ended December 31, 2019
REVENUES
Year-to-Date
Actual Annual Budget
Percent Received/
Expended
Apparatus Replacement $1,700,141 $1,627,095
Burn Building $380,486 $368,393
Computer Aided Dispatch $8,291 $2,102
Computer/Tech Replacement $343,669 $362,572
EMS Equipment Replacement $18,543 $18,333
Facilities Maintenance $290,377 $305,425
Hose Replacement $15,574 $14,864
Station 6 Shop $596,689 $552,459
Mobile Data Terminals $645 $164
Radio Replacement $169,987 $165,579
Records Management System $2,166 $551
Rescue Tools Replacement $11,484 $11,367
SCBA Replacement $11,855 $3,072
Staff Vehicle Replacement $75,761 $73,333
Station Alerting $132,850 $122,292
Station 15 $78,211 $30,988
Thermal Imager Replacement $23,701 $24,377
Training Center Improvement $62,065 $34,859
Training Multi-Purpose Building $6,485 $1,644
Total Revenues $3,928,980 $3,719,469 105.63%
EXPENDITURES
Current:
Apparatus Replacement $1,446,631 $1,639,805
Burn Building $101,392 $611,776
Computer Aided Dispatch $291,083 $291,083
Computer/Tech Replacement $689,331 $1,040,946
EMS Equipment Replacement $18,543 $38,543
Facilities Maintenance $491,461 $620,363
Hose Replacement $42,001 $33,285
Station 6 Shop $383,236 $482,554
Mobile Data Terminals $22,661 $22,661
Radio Replacement $512,063 $593,146
Records Management System (RMS) Replacement $76,469 $72,162
Rescue Tools Replacement $11,484 $19,624
SCBA Replacement $409,044 $370,621
Staff Vehicle Replacement $187,371 $166,432
Station Alerting $553,137 $553,137
Station 15 $1,647,408
Thermal Imager Replacement $73,537 $96,334
Training Center Improvement $303,756 $196,555
Training Multi-Purpose Building $227,677
Total Expenditures $7,488,286 $6,849,028 109.33%
Excess or Deficiency of Revenues Over or Under Expenditures ($3,559,306) $1,566,429
Fund Balance January 1, 2019 $6,168,156
Fund Balance December 31, 2019 $2,608,850
94 Courage, Leadership, Duty
Poudre Fire Authority Board Actions – 2019
19-1 Amending the 2019 Budget and Reappropriating Funds for Prior Year
Encumbrances
19-2 Appropriating Unanticipated Revenue within the Training Center Improvement
Capital Project Fund
19-3 Adopting the PFA Old and New Hire Money Purchase Pension Plans and Trust
Agreements as amended and restated June 2, 2019
19-4 Partially terminating the Poudre Fire Authority Old and New Hire Money Purchase
Pension Plans and Trust Agreements as amended and restated June 2, 2019 in
connection with election of coverage under the FPPA defined benefit system
19-5 Appropriating Unanticipated Revenue from Insurance Recovery within the
Equipment Maintenance Budget for Expenditure on Ladder 5 Repairs
19-6 Repealing the $327,868 Reappropriation for Prior Year Encumbrances Approved on
Resolution 19-1, and Amending the 2019 Budget and Reappropriating $224,144 For
Prior Year Encumbrances
19-7 Authorizing the Fire Chief, or his Designee, to Execute all Contract Including those
over $75,000 for Design, Site Work, and Purchase of Burn Building Container
System
19-8 Appropriating Unanticipated Revenue from CityGive within the Public Affairs and
Education Budget for Smoke and carbon Monoxide Detectors
19-9 Approving Two Apparatus Purchases and Authorizing the Fire Chief to Execute All
Contracts, Including those over $75,000, for the Wellington Rescue and Type 6
Brush Apparatus Purchases
19-10 Transferring $148,000 from the Training Multi-Purpose Building Capital Project to
the Burn Building Capital Project and Appropriating $148,000 within the Burn
Building Capital Project in Order to Complete Construction of the New Burn Building
19-11 Transferring the Remaining Balance in the Office of Emergency Management Project
to the City of Fort Collins
19-12 Appropriating Unanticipated Revenue from the Inlet Bay Marina for the Poudre Fire
Authority Volunteer Program at Station 9 (Horsetooth, CO)
19-13 Appropriating Unanticipated Revenue from Insurance Recovery within the
Equipment Maintenance Budget for Hail Damaged Vehicle Repair
19-14 Authorizing the Fire Chief to Enter Contracts with Rosenbauer Minnesota for
Purchase of New Fire Apparatus and Glider Refurbishments for a Five-year Period
19-15 Setting the Poudre Fire Authority Board of Directors 2020 Meeting Dates
19-16 Authorizing PFA staff to work with City of Fort Collins Accounting staff to establish
Fund 840 reserves, to transfer funds from Fund 841 to Fund 840, and to align the
PFA capital projects with the City of Fort Collins’ capital criteria
19-17 Amending the Poudre Fire Authority Bylaws to comply with House Bill 19-1087,
Local Public Meeting Notices Posted on Website
19-18 Authorizing the Fire Chief, or his Designee, to Execute a Contract over $75,000 for
Audio Visual Component Upgrades at all Poudre Fire Authority Facilities
19-19 Increasing the Fire Chief’s Execution of Contract Spending Limit to $85,134 and the
Courage, Leadership, Duty 95
Fire Chief’s Asset Disposal Limit to $56,768 as outlined in the 2014
Intergovernmental Agreement Between the City of Fort Collins and the Poudre
Valley Fire Protection District
19-20 Adopting the Budget and Appropriating Funds for the Operation of the Poudre Fire
Authority in 2020
19-21 Setting the Fees for the Poudre Fire Authority Fire Prevention Bureau for the
Calendar Year 2020
19-22 Authorizing the Fire Chief, or his Designee, to Execute a Contract over $85,134 for a
Station Alerting System
19-23 Authorizing the Fire Chief, or his Designee, to Execute Contracts over $85,134 for a
100’ Aerial Ladder Truck and a Glider Engine
19-24 Authorizing the Fire Chief, or his Designee, to Execute a Contract, including
Expenses over $85,134, for Station 6 Shop Remodel Architectural Design Services
GET TO KNOW THE POUDRE FIRE AUTHORITY
ATTACHMENT 4
WHAT MAKES THE POUDRE FIRE
AUTHORITY DIFFERENT FROM
OTHER FIRE DEPARTMENTS?
In 1982, the City of Fort Collins and the Poudre Valley Fire Protection District
(PVFPD) joined together and created the Poudre Fire Authority (PFA). This
consolidated fire department was created to serve and protect Fort Collins,
Timnath, Laporte, Bellvue, Horsetooth, Redstone Canyon, and parts of
unincorporated Larimer and Weld Counties.
As our own separate government entity, we are funded and governed by our
“parent” organizations: the City of Fort Collins and Poudre Valley Fire Protection
District. As an Authority, PFA can cross boundaries to provide efficient,
cost-effective services to our ever-growing community.
And even though we are called the Poudre Fire Authority, we do far more than
put out fires. We provide emergency medical services, inspect homes and
businesses, provide water, ice, and rope rescues, community risk reduction,
and more.
WHAT IS AN AUTHORITY?
Definition: An organization having power or control in
a particular, typically political or administrative, sphere.
Colorado state law allows neighboring fire departments to join together to
provide fire and rescue services more efficiently and effectively by creating a Fire
Authority. Instead of serving as a City department and a rural fire department, PFA
is a separate, independent governmental entity led by a Board of Directors. That
Board is made up of representatives of the Fort Collins City Council and the PVFPD
Board, so it is governed by elected officials who have residents’ best interests in
mind. PFA is tied very closely to those “parents” by funding, service levels, and the
governing boards, and works within an Intergovernmental Agreement.
Benefits of having
an Authority:
REDUCED
TAX-PAYER COSTS
ENHANCED
COMMUNICATIONS
IMPROVED
EMERGENCY SERVICES
CONCENTRATED
TRAINING
ELIMINATION OF
DEPARTMENT OVERLAPS
WHO IS THE POUDRE FIRE AUTHORITY?
PFA is governed by a Board of Directors.
The Board is comprised of two members from Fort Collins City Council, two members from the PVFPD Board of Directors,
and a fifth member selected by the other four, historically the Fort Collins City Manager. The PFA Board of Directors
appoints the Fire Chief, who in turn manages and employs all personnel of the Authority.
• Emergency
Medical Services
• Fire Suppression
• Hazardous Materials
Emergency Response
• Technical Rescue Response
(Water, Ice, Rope, Confined
Space And Trench Rescues)
• Community Risk Reduction
• Wildland Fire Response
• Volunteer Program
• Fire Investigations
• Inspection Services
• Communication
And Public Affairs
• Educational Programs
And Outreach
WHAT DOES
PFA DO?
PFA provides many
services to the
community including:
Fort Collins City Council
Poudre Valley Fire Protection
District Board
Poudre Fire Authority Board
Community Members
Fire Chief
Fire Prevention &
Community Risk Reduction
SupportOperations Administrative Services
STATION 2 STATION 1
STATION 3
STATION 10
STATION 14
STATION 5
STATION 4
STATION 7
STATION 12
STATION 8
STATION 6
Bellvue
Horsetooth
Laporte
Timnath
Fort Collins
Wellington
Masonville Windsor
VOLUNTEER
STATION 11
VOLUNTEER
STATION 9
PFAStations RESPONSE AREA IN GOLD FireCenter Training
WHAT AREA DOES PFA COVER?
Stay involved with Poudre Fire Authority by following us on social media.
poudre-fire.org
SQUARE MILE SERVICE AREA
230
VALUE OF PROPERTY PROTECTED
$41+BILLION
Prompt. Skillful. Caring
Poudre Fire Authority 2019 Annual Report
Tom DeMint, Fire Chief
ATTACHMENT 5
• Introductions
– PVFPD Board Members
– City Council Members
– PFA Board Members
Annual Report and Joint Meeting
Annual Report
• Opportunity for “parents” to meet
• Oversight of City and PVFPD investment in fire and
rescue service
• Required by IGA
3
Annual Report
• Reviews Budget and Funding
• Call volumes
• Highlights EMS in 2019
– Cardiac save rates
– Improved training, protocols, and equipment
• 8 page printed report; on-line version delayed
• Partnership of:
– City of Fort Collins Fire
Department
– Poudre Valley Fire Protection
District
• Consolidated in 1981 under
state law
What is the PFA?
What was the Problem with Two Departments?
• Duplication of service, equipment, overhead costs
• Frequently changing boundaries with annexations
• Crossing jurisdictions to provide service
Issues of Concern to PFA, PVFPD, and the City
• COVID-19 Response and
Recovery
– Incident Management
– PPE
– Employee
illness/isoloations
– Facility closures
– Planning for recovery
• Financial uncertainty
– Sales and Use Taxes
– Property taxes
– Fee revenue
Revenue
•Situation will impact PFA revenue;
first quarter already received
•Sales and Use tax is volatile—10%
decline could cost PFA $1 M in lost
revenue
•Property taxes due now through
June—tracking daily
•PFA has strong reserves
Update - Financial Impact of COVID-19
Cityof Fort Collins
Sales and Use Tax
(base), $10,597,038
, 27%
City of Fort Collins
Sales and Use Tax
(KFCG), $3,021,465 ,
8%
City of Fort Collins
Property Tax (67%of
9.797 mills),
$17,223,705 , 44%
PVFPD Property Tax
(Includes Timnath
TIF), $8,045,424 ,
21%
PFA Revenue Allocation Formula Funding, 2020
Unknowns
•Severity of decline?
•Shape/length of recovery?
•Length of safer-at-home order?
•How will the economy rebound?
•How will City revenue changes be managed?
Essential services versus other services
Where PFA will Look to Save Money First
• Hiring Freeze
• Capital projects on hold for
2020
– Station 6 Shop
– Station 7 Replacement
– Training Center Kitchen
– Glider Engine 7
• Open/unfulfilled purchase
orders
• Deputy/Assistant Chief
plan
• Staff vehicles
• Conferences/Training
• Fuel costs
• Other Non-personnel
costs
Future Possible Reductions
• 86% of funds directly spent on personnel
– Wage reductions?
– Furloughs? By day or longer term?
– Layoffs?
– Combination?
• Staffing level reductions impact service levels
Questions/Discussion
annexation activities and
will continue to anticipate
potential impact on
service and funding
June 2019 Dashboard
Staff was actively involved in the successful
renewal of the Keep Fort Collins Great voter
approved sales and use tax
Staff provided a presentation report to the
Board regarding regional partnerships and
opportunities for regional cooperation with
surrounding jurisdictions
Staff continues to monitor annexation activities
and will continue to anticipate potential impact
on service and funding. Reached out to be
included in the stakeholder group for the
Meet and
exceed
Government
Finance
Officers
Association
Certificate of
Excellence in
Financial
Reporting
criteria
100% 100% 100% 100%
7B.4: The agency’s
workforce composition
is reflective of the
service area
demographics or the
agency has put forth a
reasonable effort by
instituting an effective
recruitment plan to
achieve the desired
workforce composition -
% of minority
firefighters
% diverse
applicants on
eligibility list -
minority
U/D
No
Hiring
Process
21.15% 20%
% diverse
applicants on
eligibility list -
female
8%
No
Hiring
Process
11.54% 10%
8.1%
(National
average for
paid
departments
is 4% (NFPA)
10.0%
Percentage diverse
workforce – civilian
female
N/R N/R 55.2% 46.4% *
% of budget underspent
at year-end 3.3% 2.2% 4.24% 1.75%
Percent of accepted 2015
Accreditation Peer Team
Recommendations
70% 70% 76%
New
Recommendations
in 2020
Fire Officer I
100% 100% 100% 100%
% of BCs
certified to
Fire Officer II
55% 67% 72% 77%
8B.5: The agency
maintains a training
records
management system
that meets
recognized
standards
% of current
certifications
filed
electronically
in a
searchable
format
100% 100% 100% 100%
100% 100% 100% 100%
% recruits
who
complete a
task book
prior to the
end of their
introductory
year
100% 100% 100% 100%
Two
times
per
year
Two
times
per
year
Two
times
per
year
Review, develop and
deliver D/O
competency
evaluations
1 per
year
1 per
year
1 per
year
1 per
year
8B.5: The
agency
maintains a
training records
management
system that
meets
recognized
standards
Maintain training
records/certifications
throughout the year to
NFPA standard
Analyze training
records annually for
ISO, regulatory, and
PFA policy compliance
100% 100% 100% 100%
Target Solutions
assignments within
designated timeframe
100% 100% 73% 100%
Driver Operator (DO) -
Completion rate of
Target Solutions
assignments within
designated timeframe
100% 100% 100% 100%
DO – Provision of DO
academy during
calendar year
1 1 1 1
to identify
potential
safety
problems,
limiting
exposure
to hazards
and
lowering
risk
completed
on time
3 3 3 3
unit
N/R 0 0 0
200,000/
number of
hours
worked)
5.3 5.8 3.8 5.0
Management
System
99.5% 99.5% 99.9% 100%
% up-time for
IT
infrastructure
98% 99% 99% 99%
Number of
suspected
malware
incidents/year
10 4 0 0
% of helpdesk
problems
resolved
95% 90% 98% 99%
% of
submitted
map changes
distributed in
hard copy
within 6
months from
date of receipt
95% 100% 100% 100%
% submitted
changes
entered into
GIS database
within 7 days
95% 100% 100% 100%
annual use of
natural gas in
cubic feet then
dividing by
the building’s
square
footage, then
divided by
number of
staffed fire
stations). A
lower score
denotes less
energy use.
62 66 N/R 65
Total
Maintenance
and Repair
Cost in $/Total
Square Foot
Area of
Facilities
Maintained
.67 N/R .86 .90
271.8 N/R 288.2 295
Diesel -
Miles per
gallon
N/R N/R 8.65 9.65
provider by
the 5th of the
month
100% 100% 100% 100%
Appropriate
Depth of
Compressions
U/D U/D 27% 40%
Appropriate
Rate of
Compressions
U/D U/D 64% 75%
within 30
days
100% 100% 100% 100%
% of
Stations 9
and 11 calls
responded
to by
volunteers
in off
season
25% 22% 23% 25%
4 4 5 5
Core Competency
5G.1: Given the
agency’s standards of
cover and emergency
deployment objectives,
the agency meets its
staffing, response time,
station, apparatus, and
equipment
deployment objectives
for each type and level
of risk of a technical
rescue incident.
% of time
Poudre Fire
Authority
meets its
technical
rescue
effective
response
force
benchmark
performance.
N/R Pending 86% 90%
hazardous
materials
technicians
assigned to
the
Operations
Division
meeting the
CFR 29
Standard for
Hazardous
Materials
Technician
24 34 35 30
Provide 12
technicians
trained to
the “Full”
level at
station 10
9 12
N/R N/R 54.73% >2019
90th
percentile
total
response
time of first-
arriving
unit on
moderate
risk
structure
fires
Pending Pending 8:54 6:20
Fires kept
within 10%
of building
involvement
upon arrival
N/R N/R N/R Pending
% of new
construction plan
reviews completed
within 30 days of
submittal
90% 14% 92% 90%
% of final fire code
inspections
completed within 3
days of request
90% 100% 100% 100%
N/R 199
scheduled
inspections
requiring a
follow-up
inspection
N/R N/R 45% 0%
% of
sprinkler
systems in
a sprinkled
building
activated
by fire
N/R N/R 41% 0%
within 20
days of
receipt of
complete
submittal
90% 56% 92.5% 90%
2 business
days of
submittal
U/D 97% 95% 95%
Core Competency
5D.3: The program
has sufficient staff
with specific expertise
to meet the fire
investigation, origin
and cause program
goals, objectives and
identified community
risks.
% PFA
investigators
trained within
6 months of
incumbency
U/D 100% 100% 100%
Facilities Maintenance
10.22%
Major Station Remodel
4.98%
Radio Replacement 3.32%
Staff Vehicle
Replacement 2.72%
Thermal Imager
Replacement 0.83%
EMS Equipment
Replacement 0.66%
Hose Replacement 0.54%
Rescue Tools
Replacement 0.41%
Reserves
$10,000,000
25% OF THE OPERATING BUDGET
Budget Expenditures Underspent by
$1,500,000
4.2% OF THE BUDGET
$
Technical
services