West Metro Fire Rescue Standard of Cover

Transcription

1 West Metro Fire Rescue Standard of Cover 207

2 Document Revalidation Log REVALIDATION DESCRIPTION ORIGINATOR VERSION DATE Updated with 20 Data Capt. Anderson, AM One March 20, 202 Updated with 2008 & 202 Data Capt. Anderson, AM Two March 28,203 Updated with 2009 & 203 Data Capt. Parker, AM Three June 8, 204 Updated with 200 & 204 Data Capt. Parker, AM Four May 2, 205 Updated with 20 & 205 Data Capt. Parker, AM Five May 7, 206 Updated with 202 & 206 Data Capt. Parker, AM Six March, 207 West Metro Fire Rescue Standard of Cover

3 Table of Contents Page Executive Summary... 5 Section Description of the Community Served... 7 History... 7 Funding... 9 Topography... 9 Climate... Population... Water Districts... 3 Facilities and Apparatus... 4 Urban Search and Rescue (USAR)... 4 Wildland Deployments... 5 Section 2 Services Provided... 6 Apparatus Staffing... 6 Live Routing... 8 Effective Response Force... 8 Structural Fire Response... 8 Emergency Medical Response... 9 Major Highway Response Mass Casualty Response Hazardous Materials Response Wildland Fire Response Technical Rescue Response... 2 Water Rescue Response West Metro Fire Rescue Standard of Cover

4 Page Urban Search and Rescue Automatic and Mutual Aid Communication Center Section 3 Community Expectations and Performance Goals Community Expectations Community Baselines and Benchmarks Resource Drawdown Emergency Call Back Multiple Alarms Section 4 Community Risk Assessment Physical Risk Factors Growth Population Infrastructure Limitations Disaster Exposure Risk Factors... 3 Section 5 Critical Task Analysis Effective Response Force Structure Fires Emergency Medical Service Wildland Fires/Urban Interface Fires Hazardous Materials Water Rescue... 4 Technical Rescue West Metro Fire Rescue Standard of Cover

5 Page Section 6 - Historical Perspective and Summary of System Performance Distribution Concentration Reliability Section 7 - Performance Objectives and Measurement Benchmarks Benchmark Objectives Baseline Performance Section 8 - Compliance Methodology Overall Evaluation and Recommendations West Metro Fire Rescue Standard of Cover

6 Executive Summary In the fall of 2008, West Metro Fire Protection District (District), also known as West Metro Fire Rescue (WMFR), began the process of becoming accredited by the Center for Fire Accreditation International (CFAI). This process began based on the recommendations from a Blue Ribbon Panel s letter of recommendations to the District board of directors stating, we believe pursuing accreditation will benefit both the Department and the citizens of the District by establishing measureable goals concerning improved response times, incident management, appropriate apparatus deployment, and the delivery of quality services. The Blue Ribbon Panel was established to assist with a bond and tax election in The District has recognized accreditation as a tool to strengthen the continuous pursuit of excellence the citizens of the community have come to expect. The following Standard of Cover document is required for accreditation by CFAI. CFAI defines the Standard of Cover process, known as deployment analysis, as those written policies and procedures that establish the distribution and concentration of fixed and mobile resources of an organization 2. This process uses a systems approach for deployment rather than a prescriptive formula. This means the District will evaluate data in the records management system and the computer aided dispatch (CAD) software, and then set standards based on that data. National standards 3 will be used as a goal. In a comprehensive approach, the District will be able to match community needs (risks and expectations) with appropriate levels of service to operate in a safe, efficient and effective manner. Utilizing this information the District s leadership should be able to assist the community, through the board of directors, in adopting appropriate and affordable service levels. The purpose of this document is to assist the District in ensuring a safe and effective response force for fire suppression, emergency medical services, and special team response. In addition, it provides a baseline tool for defining emergency performance standards, a basis for continually measuring performance improvements over time, and to guide policy decisions dealing with resource procurement and allocation. As the community changes, District leaders will have a valuable tool to assist with defining appropriate levels of service. There have been many attempts in the fire service to create a standard methodology for determining the exact number of firefighters, fire stations or fire West Metro Fire Protection District; Blue Ribbon Advisory Panel; Final Report and Recommendations; Spring Center for Fire Accreditation International (CFAI); Fire and Emergency Service Self-Assessment Manual (FESSAM); 9 th Edition; National Fire Protection Association Standard 70; Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments. 5 West Metro Fire Rescue Standard of Cover

7 inspectors the community needs. However, the differences in fire service challenges in each community have made it clear that there is not a one-size-fits-all solution. The variety of risks and levels of hazards that exist in the community have made it clear that the District needs to conduct a risk assessment and then design and develop an all-hazards response system that identifies service levels that are safe, efficient and effective. Attempts to control an emergency before it has reached its maximum intensity requires geographic dispersion and clustering of resources near service delivery points for maximum effectiveness against the greatest number and types of risk. Not all areas or exposures of the District are equal. Some types of emergencies, such as multiple car collisions or hazardous materials incidents, require significant numbers of resources to control the scene, perform rescue operations, and provide medical care. A highrisk occupancy requires timely arrival of fire companies to rescue occupants or to control the emergency. Fires in high-risk buildings with high occupancy loads require more resources than fires in low-risk buildings with low occupancy loads. Fires in large, heavily loaded structures require more resources than fires in small buildings with limited contents. Creating a Standard of Cover consists of an evaluation of the placement of resources (number, type and location) in relation to the potential demand placed on them by the type of risk and historical needs in the community. Furthermore, if the Standard of Cover is to be meaningful to the community, the outcome must demonstrate that lives are saved and properties are protected. The Standard of Cover is a living document and will be updated annually. 6 West Metro Fire Rescue Standard of Cover

8 Section Description of the Community Served The District is a special district organized under Colorado Revised Statutes Title 32 to provide fire protection for the areas west and southwest of the city of Denver, Colorado, and west up to the foothills. The District covers approximately 08 square miles within Jefferson and Douglas Counties including the city of Lakewood, the city of Wheat Ridge, and the towns of Morrison, Edgewater, Mountain View and Lakeside. This is a change from the previously reported 0 square miles, even after the merger with Wheat Ridge Fire Protection District, due to more accurate geospatial information systems data. The District is 8.4 miles wide from east to west and over 26 miles long from north to south. The District boundary is basically Interstate 70 on the north, the city of Golden and the foothills on the west, the city and county of Denver and city of Littleton on the east, and Roxborough Park on the south. History The Lakewood/Mountair Fire Department was founded in 937, and during the late 940s the fire district was established by the consolidation of smaller fire departments, becoming the Lakewood Fire Protection District. The Bancroft Fire District was formed in 947. The District was consolidated from the Lakewood and Bancroft Fire Protection Map Districts on January, 995. These two districts were managed as the Lakewood/Bancroft Fire Authority from 990 to 995. In 995, the Authority became the West Metro Fire Protection District (WMFPD). The Roxborough Metropolitan District was formed in 972, and its volunteer fire department was established in 980. Roxborough Fire Protection District was added to the District in 998. These mergers allowed the District to provide additional services (additional station, second tower) and deferred the need for additional revenue until In 2006, the District passed a mill levy increase (from.382 mills to mills) and a bond ($43 million) for capital projects that included a Training Center, five station replacements, a new aerial tower and a third district chief. Four of these five stations were replaced at their current locations (Stations 4, 5, 7 and 8). Station 0 was moved to the new Training Center site 7 West Metro Fire Rescue Standard of Cover

9 located at West Hampden Avenue and South Kipling Street. Station replacements were due to their age and serviceability. In May 204, the District held an election for a mill levy increase to address the budget deficit due to continued reductions in tax revenue. The election was not successful. In an effort to deal with the on-going deficits on a long-term basis, preparations for service delivery reduction and reorganization took place throughout the remainder of 204. The reorganization was implemented on January 3, 205, which included staffing level changes, impacts to promoted positions, and apparatus response reductions. The District was awarded the Staffing for Adequate Fire & Emergency Response (SAFER) grant in September 205, and added 24 firefighters on April, 206, in addition to 4 (non-safer funded) firefighters hired in the same class. On April 5, 206, the District entered into an intergovernmental agreement with Wheat Ridge Fire Protection District, hiring 32 of its personnel and renaming two of its fire stations to WMFR Station 6 and Station 7. One Wheat Ridge fire station was closed due to age. The intergovernmental agreement became a merger on October 24, 206. Staffing levels for uniformed members at the end of 206 were 355. West Metro Fire Protection District is a full service fire district providing structure fire protection, advanced life support (ALS) on all units, ALS transportation, and special teams that include hazardous materials, water rescue, technical rescue, and wildland firefighting. All first line apparatus, except for chief vehicles, are staffed with ALS personnel. The District s Training Center is centrally located and provides training for all members. The facility provides large modern classrooms, office space for the training staff, locker rooms, and a break room for fire academies. The District is the sponsoring agency for the FEMA Urban Search and Rescue Colorado Task Force One, which is located in the Training Center building. The Training center grounds are extensive and include a residential-type burn building, a commercial-type building for fire attack and search training, multiple vehicles for motor vehicle accident and fire training, as well as props for technical rescue and hazardous materials training. The District serves a diverse response area that includes high-rise buildings, wildland urban interface, open-space, major highways, light-rail, primary employers, medical manufacturing, concert venues, a prison, schools, light industrial, retail, multi-family structures, single-family homes, and the Denver Federal Center. The two major cities served by the District were both formed in 969 and lack a traditional city core. 8 West Metro Fire Rescue Standard of Cover

10 The District has an Insurance Services Organization (ISO) rating of 3. The last rating was in 20. The District is now a Class 3 rated District for the areas that are within,000 feet of a fire hydrant, and Class 9 for the portions of the District that have limited water supply. These areas are between highway 285 and the town of Morrison, areas in and around Red Rocks Park, along Rooney Road north of Morrison Road and west of C-470, Bandimere Speedway and Thunder Valley Motorcycle Park. Funding The majority of revenue for the District, 74.9%, is received from property taxes. Approximately 20% of the yearly revenue is from user fees for medical transportation, new building inspections, and other user fees that are charged for non-operational services. Immediately following the merger of Lakewood and Bancroft, the District was able to build reserves that provided a buffer to extend the need for revenue increases until the tax increase in Reserves were rebuilt by deferring the opening of the tower apparatus and district chief until Between 2008 and 205, the District experienced decreases in tax revenues due to reassessment of property taxes. Within Colorado, counties reassess residential and commercial property values on odd years, commercial property can be reassessed anytime by the owner. In 200, the District experienced a % drop in tax revenue due to the reduction of commercial property values. Property values were flat and did not grow in the years 2007, 2008 and The 20 revaluation reduced tax revenues 5%. Tax revenues became positive in 204 at %, and in 206 at 5.99%. The growth within the District is fairly stagnant, with some potential growth along the C-470 corridor and other small areas of undeveloped land in other parts of the District. Topography The topography varies from flat urban areas in the central and eastern portions of the District to steep undeveloped terrain on the western portions. Areas of Green Mountain, South Table Mountain, Willowbrook, Ken-Caryl, and Roxborough present problems with access, especially during adverse weather conditions. The foothills of the Rocky Mountains are along the western border of the District and present a wildfire threat. There are three canyons that open out onto the plains: Waterton Canyon (South Platte River, Waterton Canyon Road seasonal access with heavy hiking/biking use), Turkey Creek Canyon (US 285 major access to Southwestern Colorado), and Bear Creek Canyon. 9 West Metro Fire Rescue Standard of Cover

11 There are several open space parks within the District. These areas include Roxborough Park, Green Mountain, Bear Creek Lake Park, Mount Falcon, Mathews/Winters, and Red Rocks. The ownership includes the state of Colorado, Jefferson County Open Space, the city of Lakewood, and Denver Mountain Parks. There are multiple smaller parks scattered throughout the District. The United States Forest Service (Pike National Forest) shares a border with the District in Roxborough Park and Waterton Canyon. Red Rocks Park has an amphitheater that hosted 86 events in 206, resulting in 357 patient transports. The capacity of Map 2 the amphitheater is 9,450 participants. The District provides paramedics for these concerts as well as patient transportation to local hospitals. Multiple transports are common during some concerts. There are four major traffic corridors within the District: I-70, 6 th Avenue, Highway 285, and, C I-70 and 6 th Avenue are major access corridors to the downtown Denver area. C-470 is a highway designed as a beltway between I-70 on the north and I-25 on the south. Commercial development is generally low along the portions of C-470 within the District with multiple plans for shopping and commercial projects. The wildfire urban interface threat is primarily along the western and southern portion of the District. These areas include Willowbrook, Ken-Caryl, Willow Springs, Green Mountain, Rolling Hills, areas around Morrison, and Roxborough. Throughout the District there are areas of open space that have brush and grass that have the potential to burn and damage adjacent structures. In 2006, the District completed a Community Wildfire Protection Plan (CWPP) that outlines wildfire risk assessment, a mitigation plan, and emergency operations. The Roxborough area has a separate CWPP that was completed in West Metro Fire Rescue Standard of Cover

12 There are multiple lakes, ponds and creeks within the District. There are no commercial airports, railroads or navigable waterways within the District. There is light rail line along the Colfax corridor that transects the District east to west which opened on April 26, 203. Climate The climate varies from severe winter weather to hot dry summers. Winter weather can be severe with storms producing multiple feet of snow. These types of storms are not frequent. In March 2003, Denver recorded a 3.8 inch snow storm, with portions of the District receiving up to four feet. One of the most common weather occurrences is severe thunderstorms. These storms are capable of producing hail, flooding and high winds. Drought has been a concern in the past, which increases the chances for a major wildland fire. The front range of Colorado is considered an arid climate with an annual moisture average of 6.39 inches and an average snowfall of 53.9 inches. Large wildland fire growth is not common, but has happened in the past; i.e., Murphy Gulch 978 3,300 acres, and Cherokee Ranch ,500 acres. Population Population in the District is 279,7 4. The daytime population does not vary significantly due to the multiple office complexes and the transitory nature of the population. The demographics tend to be older in the northeastern section and younger in the west/southwest. The population density is considered to be urban throughout the district, yet there are some undeveloped and lower density areas along the western portions. 4 Based on 204 GIS data. West Metro Fire Rescue Standard of Cover

13 Area Covered Area Covered based on City and Unincorporated Areas Area (Square Miles) 204 Population 209 Population Density/Square Mile for 204 Population Denver Unincorporated Douglas County 7.2 9,64 0,254,337.7 Wheat Ridge ,979 24,742 3, Morrison Lakewood ,952 54,420 3, Unincorporated Jefferson County ,249 93,039,86.57 Edgewater.69 5,90 5,355 7,52.74 Arvada Lakeside Mountain View ,6. Total ,7 288,932 2,683 Table Demographics for Planning Zones Based on Ethnic Origin Station Planning Zones Total Population Percent White White Percent Black Black Percent Other Other Percent Hispanic or Latino 5 Hispanic or Latino Percent 26, % 8, % % 6, %,287 2.% 2 4, % 2, % %, % 2, % 3 5, % 2, % % 2, % 3, % 4 23, % 2, % % 2,306 6.% 2, % 5 7,9 2.6% 6, % % 428.% % 6 7, % 6, % % % 85.5% 7 23,43 8.3% 6, % % 6,04 5.9% 8, % 8 23,32 8.4% 9, % % 3,00 8.2% 4,68 7.8% 9 6, % 6,8 2.6% % 539.4% 553.0% 0 26, % 2, % % 3,99 0.6% 4, % 6, % 6,7 2.6% % 439.2% 665.2% 2 32,863.8% 29, % % 3, % 3, % 3 4,346 5.% 3, % % % 984.8% 4 4, % 3, % %,2 2.9%, % 5 9,64 3.5% 8, % 56.4% 646.7% 887.7% 6 7, % 4, % % 2, % 4, % 7 8,68 3.% 7, % % %,44 2.% Total 279,7 00.0% 237, % 4,059.5% 37, % 53, % Table 2 5 The Hispanic or Latino population is considered an ethnic origin and is not considered a race. These numbers are not considered in the total population. 2 West Metro Fire Rescue Standard of Cover

14 Station Planning Zones Table 3 Percent of Population Over 65 Based on Station Response Districts 204 Percentage of Total District Population over 65 Population Over 65 Percentage of Total Population Populati on 8.00% 3, % 26, % 2, % 4, % 2, % 5, % 4, % 23, %, % 7, %, % 7, % 3, % 23, % 4, % 23, % % 6, % 2,966.20% 26, % % 6, % 3, % 32, %, % 4, %, % 4, % % 9, % 3, % 7, % 2, % 8,68 Grand Total 00.00% 4, % 279,7 Water Districts There are 28 water and sanitation districts within the District. These water districts were developed as the area grew. The availability of water was the deciding factor in large scale growth, thus the growth was generally from the edge of available water. The majority of the growth was prior to the establishment of the city of Lakewood (incorporated in 969), thus these districts do not operate a municipal water system (they do manage the Lakewood Water Utility). The town of Morrison, which has its own municipal water system, was incorporated in 874. The water supplies in the metropolitan areas of Denver are generally managed by Denver Water. There are four types of water districts within district boundaries: total service, read and bill, master meter, and municipal service. Total service, read and bill, and master meter water districts purchase water from Denver Water and the municipal service has a private water supply. The total service water districts contract with Denver Water to provide the water, 3 West Metro Fire Rescue Standard of Cover

15 meter reading, billing and operations of the distribution system. The read and bill water districts contract with Denver Water to read the meters and bill the customers, but Denver Water does not operate the distribution system. Master meter districts purchase the water through a master meter and the water district provides the meter reading, billing and operations of the distribution system. The town of Morrison is the only municipal service and draws its water from Bear Creek. The master meter districts generally maintain offices and have staff for contacts on the status of their system. The total service and read and bill districts are difficult to contact, generally do not maintain staff, and maintain little or no information on their distribution systems. All of the districts have maintained the distribution system for firefighting. Facilities and Apparatus The District has 7 fire stations, an Map 3 apparatus maintenance facility (opened Map 3 in October 2000), an administration building (opened in September 2004), and a Training Center/USAR headquarters (opened in October 2009). In 2006, the District went to the citizens with a Capital Improvement Plan that provided an aerial tower, rebuilt five stations and the Training Center/USAR headquarters. The District currently maintains 6 first line engines, one cross-staffed heavy rescue, three tower/ladder companies, ten medic units, brush engines, a hazardous materials van, water rescue vans, and a fleet of support vehicles. The District also maintains a reserve apparatus fleet to assure adequate deployment and concentration. Urban Search and Rescue The District is the sponsoring agency for the Colorado Urban Search and Rescue team which is housed at the Training Center. The Federal Emergency Management Agency (FEMA) provides funding for this team directly to the District. These funds pay for the administration of the 4 West Metro Fire Rescue Standard of Cover

16 team and for equipment. Multiple District employees are members of the team and have impacted daily staffing during deployments. FEMA fully reimburses the District for extra duty and backfill of deployed employees. The District provides two full time captains and three support personnel for the management of the team. Urban search and rescue involves the location, rescue (extrication), and initial medical stabilization of victims trapped in confined spaces. Structural collapse is most often the cause of victims being trapped, but victims may also be trapped in transportation accidents, mines and collapsed trenches. Urban search and rescue is considered a "multi-hazard" discipline, as it may be needed for a variety of emergencies or disasters including earthquakes, hurricanes, severe storms and tornadoes, floods, dam failures, technological accidents, terrorist activities, and hazardous materials releases. Wildland Deployments The wildland team provides engines for federal fire deployment and multiple single resources for overhead positions throughout the fire season. The positions are filled by on duty personnel and are fully reimbursed, including replacement personnel, all costs (per diem and travel) and the individual salary. The District has three types of engines available for deployment: standard, Type, first line engines; Type 6 brush engines; and a Type 3 first line engine. The overhead includes command and general staff positions, mid-level management (task force or strike team leaders) and individual firefighters deploying on hand crews. 5 West Metro Fire Rescue Standard of Cover

17 Section 2 Services Provided West Metro Fire Protection District is a full service/all-risk fire district. Services include all aspects of emergency response, including structural firefighting, advanced life support (ALS) and ALS transportation, hazardous materials, technical rescue, water rescue, wildland fire suppression and other community outreach services including injury prevention education, business safety and other education and prevention programs. The District maintains ALS on all apparatus (except chief vehicles) and has 88 paramedics throughout the ranks. Generally, the District has not utilized mutual aid for EMS. Apparatus Staffing Map 4 The District has set a minimum staffing level of three firefighters per engine when assigned to a multiple company station. Single engine stations are set at a minimum of four firefighters. Each tower and the pending rescue pumper are set at a minimum of four firefighters. The current heavy rescue is crossstaffed with four personnel from Engine 0. Each engine, tower and rescue has full ALS capability, including a certified paramedic, heart monitor/defibrillator, and ALS medications. Each medic unit is staffed at a minimum with one paramedic plus one additional firefighter/emt. All medic units are considered fire medic units; defined as staffed by firefighters with full personal protective gear and can function as either an EMS transport unit or fire ground operations unit. 6 West Metro Fire Rescue Standard of Cover

18 The District maintains the following fire stations: Station Apparatus Minimum Staffing Engine Medic Medic Station 640 West 4 th Ave. Lakewood, CO 8024 Station Robb St. Lakewood, CO 8025 Station 3 95 Garrison St. Lakewood, CO Station West Alameda Pkwy. Lakewood, CO Station West 20 th Ave. Golden, CO 8040 Station West 6 th Ave. Golden, CO 8040 Station West Mississippi Ave. Lakewood, CO Station West Jewell Ave. Lakewood, CO Station 9 0 Red Rocks Business Dr. Morrison, CO Station South Kipling Street Lakewood, CO Station 5629 West Belleview Ave. Morrison, CO Station West Alamo Pl. Littleton, CO 8023 Station West Indore Pl. Littleton, CO 8027 Station West Chatfield Littleton, CO 8027 Station N. Roxborough Park Rd. Littleton, CO 8025 Station Upham Street, Wheat Ridge, CO Station West 38th Avenue, Wheat Ridge, Table 4 Engine 2 Tower 2 Hazmat Engine 3 Medic 3 Engine 4 Medic 4 District 2 Brush 4 Engine 5 Medic 5 Hazmat 5 Engine 6 Brush 6 Engine 7 Medic 7 Bureau 7 Engine 8 Tower 8 Dive 2 Engine 9 Brush 9 Engine 0 Medic 0 SaM Rescue 0 Collapse Engine Brush Engine 2 Medic 2 Engine 3 Medic 3 Brush 3 Tower 4 District 3 Air Truck Engine 5 Medic 5 Brush 5 Engine 6 Medic 6 District Engine 7 Brush 7 Swift Water Cross-staffed Cross-staffed 3 2 Cross-staffed 4 Cross-staffed Cross-staffed 4 Cross-staffed 4 2 Cross-staffed Cross-staffed 4 Cross-staffed Cross-staffed 4 Cross-staffed 4 Cross-staffed Cross-staffed Cross-staffed Cross-staffed 4 th & Lamar Colfax & Robb Cross Streets Specialty st & Garrison Hazardous Materials Alameda & Green Mountain Hazmat IQ Heavy Rescue Tech Rescue 20 th & Eldridge Hazardous Materials 6 th & Indiana Wildland Urban Interface Mississippi & Kendall Jewell & Garrison Morrison Road & C-470 Hampden & Kipling Belleview & C-470 Kipling & Alamo Fire Investigations Hazmat IQ Water Rescue Hazmat IQ Wildland Fire Hazmat IQ Wildland Urban Interface Hazmat IQ C-470 & Ken-Caryl Wildland Urban Interface Chatfield & Kipling Rampart Range & Roxborough 38 th & Wadsworth Hazmat IQ Hazmat IQ Wildland Urban Interface 38 th & Owens Swift Water Rescue Wildland Urban Interface 7 West Metro Fire Rescue Standard of Cover

19 Live Routing All units are dispatched using the nearest apparatus. All apparatus have automatic vehicle locators in conjunction with the CAD software that keeps track of all apparatus and will dispatch the nearest unit. Effective Response Force The effective response force (ERF) is the type and number of resources the District has determined to be the minimum response necessary to mitigate the incident. It is understood that this is a basic response that can mitigate the majority of incidents. It is also understood that this force may not be able to suppress every emergency, but provides a layered response (first alarm, second alarm, etc.) that provides a standard modular group designed to layer additional resources into the emergency until the resources overcome the emergency. Structural Fire Response The District has multiple levels of response, depending on the incident and the severity of that incident. The philosophy behind this multi-level system is to protect the citizens and members from accidents when responding. First due fire apparatus will respond to an unconfirmed structure fire with red lights and siren (emergent response), all other apparatus respond using normal speeds and obeying all traffic laws (non-emergent). The dispatcher, officer or district chief can upgrade the response based on verification of a confirmed structure fire. The effective response force is the resources the District has identified as necessary to be onscene at an emergency to effectively mitigate the incident. The effective response force is for all emergencies including structure fires, wildland fires, medical incidents, extrications, technical rescues, hazardous materials, and special operations. These effective response forces have been identified through actual operations and have been determined through the experience of the responders. The initial support force is the safety and medical (SaM) officer and fire investigator. This force is not counted as a part of the effective response force and is not counted in the analysis. These resources are not considered essential to the outcome of the incident. In the absence of these resources the incident commander takes direct responsibility for or delegates these functions to on-scene personnel. 8 West Metro Fire Rescue Standard of Cover

20 The first alarm assignment consists of: Effective Response Force (Full Response) (non-commercial structure) Apparatus Mode Staffing Two Engines Emergent 6 or 8 Two Medic Units Emergent 4 Two District Chiefs Emergent 2 Two Towers Emergent 8 Rapid Intervention Team (RIT) 6 Emergent 3 or 4 Total 23 or 26 Effective Response Force (Full Response) (confirmed commercial structure fire) Apparatus Mode Staffing Three Engines Emergent 9 or 2 Two Medic Units Emergent 4 Two District Chiefs Emergent 2 Two Towers Emergent 8 Rapid Intervention Team (RIT) Emergent 3 or 4 Total 26 or 30 Table 5 Additional alarms consist of two engines, a RIT unit, one medic unit, a tower and an Air Truck (consists of an air compressor for filling air bottles). Additionally, a district chief, a public information officer and an investigations supervisor will be notified to respond. Chiefs through 8 are also notified on any second alarm. Emergency Medical Response Response to a standard medical emergency consists of an engine or tower (depending on location of unit) in conjunction with a medic unit. If the medical call is a vehicle accident with patients trapped, an additional tower, district chief and a safety and medical officer will be dispatched. Emergency medical service (EMS) accounts for 68% of District call volume. There are 88 paramedics on the department, representing 52% of all uniformed personnel. The District at one time required all new personnel to become paramedics, which was replaced with a career track process that requires either paramedic school or pursuit of an associate degree. The District retains the ability to place firefighters into paramedic school if the numbers are not sustainable for the EMS system. The District trains an average of about 2 new paramedics per year. 8 RIT is a trained third due engine/tower 9 West Metro Fire Rescue Standard of Cover

21 Major Highway Response Response to auto accidents on major highways (I-70, SH 285, 6 th Avenue, C-470) includes a highway safety unit consisting of an additional engine to act as a blocking unit for traffic. The engine is positioned to physically block any traffic from impacting the accident scene and the crew is available to assist in operations if necessary. In the fall of 2009, a vehicle slammed into a safety unit causing major injuries to the passengers and minor injuries to the firefighters in the engine. This incident illustrated the need for these units. Mass Casualty Response A mass casualty incident (MCI) protocol is implemented when the officer on scene calls for five or more medic units. The majority of these incidents are traffic accidents. When an MCI is determined, a district chief and SaM officer will be added to the response. Hazardous Materials Response The District is a member of the Adams/Jeffco Hazmat Response Authority (AJCHRA). This authority was set up to provide depth for large hazardous materials incidents. The District has three levels of hazardous materials response. The first level is a minor incident that can be handled by either the first due apparatus or with a limited response by hazardous materials apparatus. The minimum hazardous materials response is an engine, medic unit, district chief, two hazardous materials apparatus and the SaM officer. The second level is for a major hazardous materials incident and includes the first level response plus additional hazardous materials technicians and the AJCHRA. These incidents are major in nature and may require mutual aid. The third level is a major hazardous materials incident that could include state and federal resources. All uniformed personnel are required to maintain an operations level certification in hazardous materials, based on state law. The District maintains hazardous materials technician personnel on each shift (split between Stations 2 and 5) in order to maintain adequate hazardous materials response capabilities. Hazardous materials response capability and personnel training levels are based on U. S. Code of Federal Regulations In addition, all hazardous materials technicians must meet the NFPA 472 Standard for Competence of Responders to Hazardous Materials/Weapons of Mass Destruction Incidents. Wildland Fire Response The District has seven brush (Type VI) engines and three combination interface/structural Type I engines. The brush engines are assigned to Stations 4, 6, 9,, 3, 5, and 7. The District has identified Stations 4, 6, 9,, 3, 5, and 7 as wildland interface stations. These stations have 20 West Metro Fire Rescue Standard of Cover

22 additional equipment and receive additional training. The three combination interface/structure engines are housed at Stations 9, and 5. There is also a Type III engine, used for federal deployments, housed at Station 9. The remaining engines throughout the District have a minimal wildland fire capability. The District maintains a wildland fire team that is responsible for staffing engines during federal wildland fire deployments. Wildland deployments are based on two types of incidents; local mutual aid and national deployments. Local mutual aid is generally for short periods (first 2 hours are nonreimbursable) to help a neighboring fire department or county. These may develop into an extended incident where the neighboring requester may pay for costs of the resources exceeding the first 2 hours. During mutual aid requests, district chiefs may move team members into the apparatus assigned to the mutual aid response. If this is not feasible, then crews assigned will handle initial response and wildland team members will generally replace them at the scene, if the incident lasts longer than the initial 2 hour non-reimbursable period. The national deployments can last up to 4 days. The District has brush engines, structural engines, and medic units for use on wildland operations. These deployments are cost neutral and provide valuable experience that support wildland operations within the District. The reimbursement covers a base rate for the apparatus and will pay all of the expenses of the individual firefighter, including base salary, overtime, benefits, and back fill. All firefighters assigned to the wildland team must meet the National Wildfire Coordinating Group s (NWCG) Wildland Fire Qualification System (30-) standards. This includes single resources and firefighters assigned to the engines. Standards vary based on the particular position. All personnel are trained to the basic wildfire firefighter level per District standard and 30- standard, but team members must meet the yearly refresher safety training and the arduous physical fitness level. Technical Rescue Response Due to the diverse response area of the District and the need for an all hazards response, Station 0 is staffed with six technical rescue team members and Station 4 is staffed with four technical rescue team members. Personnel permanently assigned to these stations are required to meet the special team requirements (Level, Chapters 5 9, NFPA 006) for each station within one year of assignment. When regular staffing levels fall below acceptable minimum technician staffing requirements for special team stations, the district chiefs are able to rove other certified members from around the District into the special team stations to ensure mission readiness. District chiefs and company officers also manage staffing based on daily risk; i.e., if water levels are low, there is a lower likelihood of a swift water event; in contrast, the likelihood of a wildfire or interface fire is much higher during Red Flag conditions. 2 West Metro Fire Rescue Standard of Cover

23 Each technical rescue response starts with the closest engine company and expands to include specialized personnel and apparatus necessary to ensure a safe, efficient, and effective response. The first-due engine company accomplishes initial response and size-up on all technical incidents. The initial predetermined response can be expanded or contracted based on the nature of the incident by the first-in company officer. Dispatch personnel are also trained to recognize the potential for technical rescues and have been empowered to deploy additional apparatus and crews. Specialized resource mobilization is currently accomplished through cross-staffing of the heavy rescue at Station 0, the collapse truck at Station 0, and the air truck (with rope and confined space equipment) at Station 4. The District is in the process of placing a rescue/pumper into service at Station 0, which will alleviate the need for cross-staffing of a heavy rescue vehicle. Water Rescue Response Within the District there are multiple lakes, ponds, creeks and rivers. Water rescue capabilities include underwater rescue and recovery, swift water rescue and recovery, and ice rescue. The District is also a member of the Metro Dive Rescue Team. This is a consortium of fire departments that share training and response in the Denver Metro area. A dive response is Company 8 (responding with seven personnel on Dive 2 and Boat 2) and Engine 7 (responding with four personnel). Also included is a first due engine, medic unit, district chief, and safety officer for a total emergency response force of 8 or 20. All fire companies are trained and equipped for ice rescue as well as shore based swift water rescue (throw ropes). All personnel assigned to the dive team at Station 8 must be certified to Public Safety Diver, Dive Rescue, Swift Water, and Swift Water 2 as outlined by Dive Rescue International. Personnel assigned to Station 7 must also achieve Swift Water and Swift Water 2. Urban Search and Rescue The District is the sponsoring agency for the Colorado Urban Search and Rescue Task Force One, a national FEMA resource which is also considered a state asset. FEMA provides funding, overall direction, and control; the District provides management, recruiting, and training. Two dedicated full time captains, three full time civilian employees, and two part time civilian employees are assigned to the team. Full team membership is distributed throughout 22 participating agencies including West Metro. The District does provide personnel during deployments and all expenses are covered by the FEMA under the Department of Homeland Security. 22 West Metro Fire Rescue Standard of Cover

24 Automatic and Mutual Aid The District and South Metro Fire Rescue (SMFR) have an automatic aid agreement in place for the Louviers and the Roxborough areas. The agreement is for the District to provide a medic unit or engine if there is not a unit available in the auto aid area (see map 5). In the mutual aid area the District will provide mutual aid as requested by SMFR and will receive mutual aid from SMFR as requested. Map 5 Communications Center The District maintains its own Communications Center or Dispatch. There are 6 dispatchers who staff the consoles with a minimum of three on duty at all times. The District is reliant upon multiple public safety answering points (PSAP) for directing 9 calls to the Communications Center. These PSAPs are the first stop for any 9 calls received for the 23 West Metro Fire Rescue Standard of Cover

25 District. They determine if the 9 call is a police/sheriff incident or fire/ems incident. If the call is for fire/ems it is then routed to the District s Communications Center. Douglas County and Jefferson County Sheriff s Offices are the PSAPs for the unincorporated portions of the District; the cities of Lakewood, Golden and Wheat Ridge provide PSAPs for their cities, respectively. All of the PSAPs are managed by their parent organization but receive some funding from the E9 Authority Board. The District has been working with the board to provide information on the amount of time it takes for the PSAP to transfer a call. These times are important to determining overall reflex times. Some PSAPs do not record these times. The District will continue to work with the E9 Authority Board and the individual PSAPs to provide the data. The District has adopted the use of priority dispatch and is certified by the National Academy of Emergency Medical Dispatch. Priority dispatch is a medically-approved, unified system used to dispatch appropriate aid to medical emergencies. The system starts with the dispatcher asking the caller key questions. These questions allow the dispatchers to categorize the call by chief complaint and set a determinant level ranging from A (minor) to E (immediately life threatening) relating to the severity of the patient's condition and then dispatch the appropriate resources. The goal is to reduce the number of emergent responses to medical emergencies and thus reduce the risk of accidents. The District modified the system to ensure that units are dispatched quickly, in addition to the above information being gathered. In 207, the District will be in transition, preparing to host the Jefferson County Communications Center Authority (Jeffcom) in the District s administration building. Implementation will be complete by 208, at which time the District s Communications Division will become part of Jeffcom. 24 West Metro Fire Rescue Standard of Cover

26 Section 3 Community Expectations and Performance Goals Understanding community expectations and developing performance goals to meet those expectations are important components of the process within the Standard of Cover. The District is committed to incorporating the needs and service expectations of the citizens. Citizens of the District were surveyed during the strategic planning process and the capital improvement planning process. Community Expectations In 207, the District conducted a resident survey. The citizens were asked to list services in order of importance. These services are:. Medical Response 2. Fire Response 3. Special Response (water or rope rescue) 4. Life Safety Services (fire and injury prevention) 5. Community Outreach (tours and school visits) Within the context of this document, the citizens support the services presently provided. Community Baselines and Benchmarks Establishing community baselines is essential to understanding the performance of the delivery system. Once the baselines have been identified, the District can then evaluate improvements or modifications to the Standard of Cover. Current performance measurements are applied to the overall District, and to station planning zones. The definition of a baseline statement is a statement that establishes how well the District is performing. A benchmark is the goal the District is striving for. The gap between the baselines and benchmarks is evaluated to develop plans for bridging the gap. The idea is to develop action steps that move the baselines toward the benchmarks. Processing time and turnout times are subject to changes in policies that may reduce these times, but should reach a saturation point where there will be little or no improvement, while travel time improvements are budgetary in nature and may involve moving stations or installing traffic light preemption devices. Due to these limitations the gap between the baselines and benchmarks may widen as service area conditions change. 25 West Metro Fire Rescue Standard of Cover

27 The District has identified the 206 edition of the National Fire Protection Association s 70: Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments as a goal for defining community benchmarks. The standard states that the first company apparatus needs to arrive with a travel time of four minutes, and that all companies assigned on the first alarm must arrive within eight minutes, 90 percent of the time. The standard also allows a 64 second alarm handling time, an 80 second turnout time, which includes the time to receive the alarm at the station, don protective clothing, staff the apparatus, and go en route. In essence, the first unit should be able to arrive on scene of an emergency within six minutes and four seconds of the emergency request. The District uses 4 minutes 30 seconds as its travel time benchmark, rather than 4 minutes as suggested by NFPA 70. This is based on baseline data which shows that travel times met the benchmark 76% of the time for fires and 84% of the time for EMS between 202 and 206. This is an indicator that the 4 minute 30 second benchmark is realistic. Performance benchmarks, and their associated baselines, are shown in Section 7 - Performance Objectives and Measurement. Resource Drawdown The District has developed response plans based on historical incidents. These plans evolve as hazards change, technology improves equipment and apparatus, and changes in operational techniques are identified and incorporated. For each type of incident a basic effective response force has been identified assigning apparatus and personnel to provide a basic level of operations. These plans are scalable and can provide additional apparatus, equipment, or staffing and allow a reduction of the response as needed. Historically, the District has had events that stress resource availability. Generally these periods have been initiated by a single weather event, usually a severe thunderstorm. A policy has been developed for these events modifying the response to fire alarms to a single apparatus, but there are still some events where the incidents exceed the available response forces. During these events a chief officer will assist the dispatchers with prioritizing incidents and will call mutual aid as necessary. These incidents are rare and all incidents have been adequately covered. During normal daily operations any one resource may be out of service on another incident, training, or receiving routine maintenance, yet the District has policies in place to limit out of service times. The majority of the unavailable time is based on a resource being out of service due to an incident. The District will move resources around the District to cover areas with a 26 West Metro Fire Rescue Standard of Cover

28 heavy incident volume or to cover the outlying stations when a resource will be out of service for an extended period of time. Automatic vehicle location technology is used on every response apparatus and ensures that closest units are sent to incidents, regardless of their fire station affiliation. Large incidents occur and have been mitigated using on duty resources with occasional mutual aid. These incidents have generally been wildland fires, such as the 206 and 207 Green Mountain fires. The Denver Metro and the Front Range area has a mutual aid agreement in place and would bring additional resources as needed. Historically, catastrophic incidents are rare. If one occurred, the District would provide the initial response and command structure. Mutual aid would bring additional resources. Depending on the complexity and scope of the incident, county resources can be used. Jefferson County has a Type III incident management team utilizing local personnel which could be brought in quickly to manage the incident. The District has members on this team. If the incident exceeds county resources then state and federal resources can be brought in to assume responsibility for the incident. Emergency Call Back The District has a policy in place to bring back personnel as needed. With the exception of wildland incidents this policy has been used very rarely. Each special team can be called back to augment operations and firefighters/staff/dispatchers during times of anticipated incident volume or predictable incident types. Historically, during high wildland fire danger over the Fourth of July, brush engines have been staffed and additional fire investigators have been brought in to augment daily resources. 27 West Metro Fire Rescue Standard of Cover

29 Multiple Alarms The District had 9 multi-alarm alarm fires during the planning period. Ten were wildland fires and nine were structure fires. Structure Date Address Type of Alarm Type/Area 3/4/ S. Upham Way Structure Fire Multi-Family 2/3/ S. Sheridan Blvd Structure Fire Multi-Family 4// Kendall St Structure Fire Multi-Family 7/3/ S. Pierce St Structure Fire Multi-Family 0/22/ S. Estes St Structure Fire Multi-Family /9/ S Union Street Wildland Fire Open Land 6/30/ Urban Ct Structure Fire High Rise 8/5/ W. Cross Dr. Structure Fire Multi-Family 0/4/205 C470 Between Bowles & Ken-Caryl Wildland Fire Open Land 7/4/ W Quincy Avenue Wildland Fire Open Land 8/2/ Quaker Street Wildland Fire Open Land 9/7/ Roxborough Park Rd Wildland Fire Open Land 9/27/ Between Kipling and Simms Wildland Fire Open Land 0/2/ S Eldridge Street Wildland Fire Open Land /5/ W Exposition Place Wildland Fire Open Land /4/206 C470 / W Alameda Parkway Wildland Fire Open Land /28/ S Rooney Road Wildland Fire Open Land /3/ S. Owens St. Structure Fire Single Family /5/ S. Depew St. Structure Fire Multi-Family Table 7 28 West Metro Fire Rescue Standard of Cover

30 Section 4 Community Risk Assessment This section is an assessment of the community risks and potential risks. The District analyzed the physical, economic and sociologic demographics of the community to assess the hazards and risks threatening the citizens. This includes exposure to natural and man-made disasters. Physical Risk Factors This section will document those features which may increase demand, adversely affect the capability to respond, increase the probability of an emergency, or increase the consequences of life safety and economic impact upon the community. Growth Growth within the District is based on two factors; undeveloped land and redevelopment. There are some infill areas that should have a low impact on service demands. Redevelopment can potentially result in a negative impact on the District. Due to the process of urban renewal, property valuations may be reduced to encourage the redevelopment, which reduces the tax revenue for the District, yet services still have to be provided. The following areas are in various stages of development and their growth will impact service demand: Rooney Valley The Rooney Valley is located along C-470 in the Alameda/Morrison Road area. Developments include large residences, mixed commercial/industrial, and multiple family dwellings. Lakewood Center This area includes the Belmar district and Lakewood Commons, near the intersection of Alameda Avenue and Wadsworth Boulevard. The Lakewood Center is an ongoing project that is adding multiple large multi-story buildings, mixed commercial, and residential. C-470/Bowles/Belleview This area is being developed with mixed commercial, including large box stores, hotels, and mixed residential. 29 West Metro Fire Rescue Standard of Cover

31 Service Area Population Growth Chart Population Chart shows the population growth of the District since 994. The intergovernmental agreement to provide service to the Wheat Ridge Fire Protection District began on April 5, 206, becoming a merger on October 24, 206. This resulted in a service area population increase of approximately 0.85%, with a projected additional growth of approximately 3.07% by 209. The population had grown at an average rate of 2.5% 7 between 989 and The growth rate flattened to less than % after and has continued at that rate for the last five years. Infrastructure Limitations Water Supply Within the District there are 25 water and sanitation districts. The majority provide adequate water supply for fire protection, but areas have limited hydrants. Rural Firefighting Rural firefighting areas (non-hydrant) are along the west edge of the District. These areas include Red Rocks Park/Amphitheater and adjoining residential areas, areas south of the town of Morrison north of Highway 285, and the area northwest of the intersection of C-470 and Bowles. 7 South Jefferson County Community Plan 8 Based on 2000 and 200 census 30 West Metro Fire Rescue Standard of Cover

32 Waterton Canyon The District is responsible for wildland fire initial attack and EMS in Waterton Canyon. There is a trail network within all of these areas and it can be a challenge to remove injured users. The ownership of these areas provides operational challenges due to the multiple agreements for fire protection and EMS. There is difficult access on the steep slopes and some areas are heavily forested. Some areas have thick and mature oak brush which has an explosive nature when burning. Red Rocks Amphitheater The amphitheater is nestled within two massive rocks that are attractive to concert goers to climb on and generally they will need to be rescued. Multiple transports are common during most concerts. There was a multiple causality incident due to adverse weather in the past. Red Rocks is a nationally recognized venue that attracts very large shows and has been the site for large clashes over the years. Major Structure Fire Exposures The major exposures are wooden multi-story apartment complexes, assisted living residences, and commercial office structures. The District also has a contract to provide fire protection to a number of federal complexes including the Denver Federal Center and the National Renewable Energy Lab. Both of these areas have high tech labs that have numerous hazardous materials and the Denver Federal Center includes a nuclear reactor. The exposures surrounding these areas are generally residential. Fires in the multiple story apartment complexes are a concern and cause many multiple alarm incidents. Weather Factors There have been major snow storms that tax the District s ability to provide services to the outlying areas. Generally the storms are short in duration, but they can increase response times and decrease access during the winter months. The area has fairly frequent severe thunderstorms that can tax response. These storms produce lightning, hail and flooding for short durations. The canyons along the western edge of the District have flooded in the past. Disaster Exposure Risk Factors Disaster risks are less likely to occur but have a much larger consequence when they do occur. FEMA defines risk as a combination of hazard, vulnerability, and exposure: It is the impact that a hazard would have on people, services, facilities, and structures in a community and refers to the likelihood of a hazard event resulting in an adverse condition that causes injury or damage. The disaster risk assessment is based on Jefferson County s Multi-Hazard Mitigation Plan (JCMHMP) 9, September 206. The plan followed the methodology described in the FEMA publication Understanding Your Risks-Identifying Hazards and Estimating Losses (2002), which 9 The Douglas County Multi-Hazard Mitigation Plan is similar and covers the same hazards. 3 West Metro Fire Rescue Standard of Cover

33 breaks the assessment down to a four-step process:. Identify Hazards; 2. Profile Hazards Events; 3. Inventory Assets; and, 4. Estimate Losses. For the SOC, a description of the event, the projected impact of the event, the probability of the event occurring and the potential needs for those events will be discussed. Only the events that have an overall significance of medium or high will be analyzed. The JCMHMP evaluated 8 hazards (avalanche, dam and levee failure, drought, earthquake, erosion and deposition, expansive soils, extreme heat, flooding, fog, hailstorms, landslides, mud/debris flows, rock falls, lightning, subsidence, tornado, volcano, wildfire, windstorm, and winter weather). The JCMHMP identified four medium and four high hazards. The classification of expansive soils has a higher potential of future occurrences within the District. In the southern sections of the District there are areas with expansive soils that have led to a higher risk of broken gas lines and damaged homes. There have been many federal emergency declarations since 953 in Jefferson County, including wildland fires, winter storms, and floods. In Colorado the top 2 costliest storms included eight due to hail, two due to tornadoes, one caused by heavy snows, and one caused by severe flooding. These criteria support the classification of the seven most likely future disasters that may occur within the District: High Wildfire Winter weather Flooding/dam failure Earthquake Medium Windstorm Tornado Landslide, mud/debris flow, rock fall Wildfires Wildfires are an ongoing concern for the District, Jefferson County, and the state of Colorado. Wildfires are most likely during the traditional fire season, which extends from midspring to late fall, and is most prominent during the driest summer months of June, July and August. However, the fire season s duration is impacted by local fire conditions and wildfires have occurred in all four seasons. 32 West Metro Fire Rescue Standard of Cover

34 Fire conditions are impacted by hot weather, wind, vegetation growth, and low moisture content in air and fuel. These conditions, especially when combined with high winds and years of drought, increase the potential for wildfire to occur. The wildfire risk is predominantly associated with the wildland urban interface (WUI). The WUI areas are where development is interspersed or adjacent to landscapes that support wildland fire. While traditionally associated with forested mountain areas, WUI areas are also present in grasslands, prairies, valleys, or in any area where a sustained wildfire may occur and impact developed areas. Fires in the WUI may result in major losses of property and structures, threaten greater numbers of human lives, and incur larger financial costs. In addition, WUI fires may be more dangerous than wildfires that do not threaten developed areas, as firefighters may continue to work on more dangerous conditions in order to protect structures such as businesses and homes. As the development of WUI areas increases, the likelihood of a severe wildfire also increases. The District has areas of WUI that are threatened by wildfires. The wildland areas are intermixed through the District (green belts, park/open space and undeveloped prairie); along the western edge there are areas with intermix of brush/timber type fuel models (only a couple of structures are in these areas) with steep rugged terrain. The potential for a catastrophic wildfire is greatest along the western and southern areas of the District, particularly in the Willowbrook/Willow Springs, Red Rocks, and Roxborough areas. The 200 JCMHMP identified 6 wildfire events in Jefferson County in the previous 3 years with 287 wildfires between 2007 and The September 978 Murphy Gulch Fire burned approximately 3,300 acres in the West Metro and Inter-Canyon Fire Districts and several structures were lost. This fire was located in the foothills west of the Ken-Caryl subdivision. This is the only event recorded by the JCMHMP located within the District, but a fire in December of 990 (Ruby Ranch Fire), burned 200 acres. On August 4, 2008, a 363 acre fire burned on the north side of Green Mountain damaging two structures. Several large fires have occurred on Green Mountain since that time, with a significant increase in 206. The most catastrophic seasons were in 202 and 203. The District s plan for mitigation is to suppress fires prior to becoming catastrophic. Brush engines have been added across the District. Engines and single resources are deployed on federal wildland fires to provide experience. Colorado has sporadic fire seasons, reducing the available experience opportunities. But severe seasons do occur (996, 2000, 2002, 202, and 203) and this is the premise of sending personnel to out-of-region incidents in order to gain experience. 33 West Metro Fire Rescue Standard of Cover

35 If incidents do become catastrophic, Jefferson County has a Type III incident management team (Jeffco IMT Team One) and can provide support in resources, Emergency Operations Center and financial support. If the wildfire moves past the ability of the county then state and federal support is available. The Jeffco IMT averages about one deployment every other year. Winter Weather - Winter storms along the Front Range, including strong winds and blizzard conditions, may cause localized power and phone outages, closures of streets, highways, schools, businesses, and nonessential government operations, and increase the likelihood of winter weather-related injury or death. People may be stranded in vehicles or other locations not suited to sheltering operations or isolated from essential services. A winter storm can escalate, creating life threatening situations when emergency response is limited by severe winter conditions. Other issues associated with severe winter weather include the threat of physical overexertion that may lead to heart attack or stroke. Snow removal costs can pose significant budget impacts, as can repairing the associated damage caused by downed power lines, trees, structural damage, etc. Heavy snowfall during winter can also lead to flooding or landslides during the spring if the area snowpack melts too quickly. The damage caused by severe winter storms and blizzards varies and is dependent on several factors: the duration of the storm, the geographic extent, the time of year, and the advanced warning of the storm. Impacts from the storm dictate the magnitude of the event, emphasizing that the amount of snow may not always directly correlate to how bad the storm is. Damaged power lines and dangerous or impassable roadways may forestall the delivery of critical services such as medical and emergency assistance, the delivery of food supplies and medications, or even the provision of basic utilities such as heat and running water. When events happen with a long warning time, it is possible to pre-mitigate the effects of insufficient supply levels or to pre-test emergency generators, which may prevent some of the previously described impacts from occurring. Unanticipated storms increase the number of people stranded, both in cars and at public locations, which may increase the number of injuries and deaths attributed to the event (often caused by exposure) and place uneven and unanticipated strains on public sheltering capacities. The weight of the snow, driven by the water content of the fall, increases the potential for damages caused to structures and trees. Winter storms which go through periods of thaw and freeze prolong dangerous icy conditions, increasing the likelihood of frozen and damaged water pipes, impassable or dangerous roadways, damaged communication lines, or more extensive damage to infrastructure and structures caused by seeping water freezing under roofs, porches, patios, inside siding, or causing damage to vehicles. Since 2000, there have been three major snowstorms where snow totals exceeded 5 inches. The most severe storm was March 7 20, 2003, with a total of West Metro Fire Rescue Standard of Cover

36 inches. The recorded snow fall was in excess of three feet and damage was extensive throughout the District, producing $93.3 million in claims in the region. Response to normal emergencies strained the resources, and multiplying the additional emergencies, the storm caused extreme difficulties for the District. Relief crews were delayed prompting additional work hours for on-duty personnel. County and city EOCs were opened and supported the crews with providing non-emergency response. The National Guard was activated to support response using snow cats. Flooding/Dam Failure - Floods can be among the most frequent and costly natural disaster in terms of human hardship and economic loss. They are caused by a number of different weather events. Floods can cause injuries and deaths and substantial damage to structures, landscapes, and critical infrastructure and services. Certain health hazards are also common to flood events. Standing water and wet materials in structures can become a breeding ground for microorganisms such as bacteria, mold, and viruses. This can cause disease, trigger allergic reactions, and damage materials long after the flooding event is over. There are two drainages with dams that may impact the District, Bear Creek and South Platte. Bear Creek has two dams; one upstream (Evergreen Lake Dam) and one in the District (Bear Creek Lake Dam). South Platte has one upstream dam (Strontia Springs Reservoir) and one just south of the District (Chatfield Reservoir). The Clear Creek drainage runs through the north end of the District in Wheat Ridge. 35 West Metro Fire Rescue Standard of Cover

37 Section 5 Critical Task Analysis Effective Response Force The critical task analysis (CTA) evaluates tasks necessary at the emergency scene to ensure life safety, incident stabilization, and property conservation. This evaluation includes all operations the District performs based on historical incidents and community expectations. These operations include structural fires, emergency medical service, wildland fires/urban interface fires, hazardous materials, and technical rescue incidents. These incidents were identified using the risk assessment and on historical response. Firefighter safety and survivability of the victims is the first priority at all incidents. The Standard of Cover Strategic Planning Team (SOC SPT) evaluated the District s standard operating procedures, similar size fire departments critical task analysis and risk assessment to determine the District s CTA. From this assessment the ERF was developed. The ERF is the number of firefighters necessary to mitigate most emergencies. It is understood that not all emergencies will be fully mitigated and some may escalate beyond the ability of the ERF. This is the reason behind the need for multiple alarm assignments. The following is a breakdown of incident types, critical tasks, and the number of personnel required for life safety, incident stabilization, and property conservation: 36 West Metro Fire Rescue Standard of Cover

38 Structure Fires Smoke Investigation/Panel Fire Alarm (Low Risk) Unit ERF Task CTA First Due Engine 3-4 Officer assumes command; size up, initial incident safety officer Engineer operates pump and ties into the system if appropriate Officer and/or firefighter(s) investigate area to determine source of alarm -2 Second Due Engine 3-4 Crew provides a water supply to first arriving engine 2 Assists with search as needed -2 Total Effective Response Force 6-8 Critical Task Analysis Staffing 6-8 Structure Fire in Single Family Residence or Out Building (Moderate Risk) Unit ERF Task CTA First Due Engine 3-4 Officer assumes command; size up, initial incident safety officer, development of the IAP Engineer operates pump Officer and/or firefighter(s) extend appropriate hose line and begin initial fire -2 attack or rescue Second Due Engine 3-4 Water supply to first arriving engine; crew extends a second hose line to assist 3-4 with fire attack or primary search Third Due Engine 3-4 On-deck RIT 3-4 First Due Tower 4 Officer and firefighter secure utilities and provide ventilation 2 Engineer and firefighter assist in forcible entry and primary search as needed 2 First Due Medic 2 Provide initial rapid intervention team and standby for medical 2 Second Due Medic 2 Medical group 2 First Due District Chief Receives command, provides continual size up, incident safety officer, refinement of IAP Second Due District Chief Division or group supervision Total Effective Response Force 9-22 Critical Task Analysis Staffing 9-22 Structure Fire in Multiple Family Residence or Commercial Building (High Risk) Unit ERF Task CTA First Due Engine 3-4 Officer assumes command; size up, initial incident safety officer, development of IAP Engineer operates pump Officer and firefighter(s) extend appropriate hose line and begin initial fire attack -2 or rescue Second Due Engine 3-4 Water supply to first arriving engine; crew extends a second hose line to assist with 3-4 fire attack or primary search Third Due Engine 3-4 On-deck RIT 3-4 First Due Tower 4 Officer and firefighter secure utilities and provide ventilation 2 Engineer and firefighter assist in forcible entry and search as needed 2 Second Due Tower 4 Elevated master streams, elevated rescue, RIT, other assignments as necessary 4 First Due Medic 2 Provide for two-in two-out and standby for medical. Support firefighter 2 operations. Second Due Medic 2 Medical group 2 First Due District Chief Receives command, provides continual size up, incident safety officer, refinement of IAP Second Due District Chief Division or group supervision Total Effective Response Force Critical Task Analysis Staffing Structure Fire Support Functions Unit Crew Task Size Third Due Tower 4 Secondary search, salvage and overhaul Safety and Medical Officer (SaM) Safety officer Fire Investigator Fire investigation Second Due District Chief Operations section chief or division supervisor Total Support Functions 7 37 West Metro Fire Rescue Standard of Cover

39 Medical Incident and Auto Accident First Due Engine/Tower/ Rescue/Medic Emergency Medical Service Unit ERF Task CTA 3-4 Assumes command; size up, initial incident safety officer, development of the IAP; initiate patient care, lifting, equipment shuttle First Due Medic 2 Assumes patient care, treatment, and transport when appropriate. 2 Total Effective Response Force 5-6 Critical Task Analysis Staffing 5-6 Mass Casualty Incident* Unit ERF Task CTA First Due Engine/Tower/ Rescue 3-4 Officer assumes command; size up, initial incident safety officer, development of the IAP Attending paramedics and triage Assists with patient care, lifting, and equipment shuttle -2 First Due Medic 2 Triage group supervisor Treatment group supervisor Additional Medic Units 4 Minimum of five additional units 4 District Chief Receives command, provides continual size up, incident safety officer, refinement of IAP Total Effective Response Force 0- Critical Task Analysis Staffing 0- *Mass casualty incidents are triggered when three or more medic units are assigned to the incident Emergency Medical Service Support Functions Unit Crew Size Second arriving unit 2-4 EMS support or transport Second Due Engine 3-4 Traffic safety and assists with protection line; crew used as necessary Safety and Medical Officer (SaM) Safety officer; group supervisor (Responds to mass causality Incident) Total Support Force 4-5 Task West Metro Fire Rescue Standard of Cover

40 Wildland Fires/Urban Interface Fires Small Vegetation Fire in an Urban Area (Low Risk) Unit ERF Task CTA Single Engine 3-4 Officer assumes command; size up, incident safety officer, development of IAP; 2-3 officer and/or firefighter(s) extend appropriate hose line and extinguish fire Engineer operates pump Total Effective Response Force 3-4 Critical Task Analysis Staffing 3-4 Large Vegetation Fire (Moderate Risk) Unit ERF Task CTA First Due Engine 3-4 Officer assumes command; size up, incident safety officer, development of IAP; 2-3 officer and/or firefighter(s) extend appropriate hose line and extinguish fire Engineer operates pump First Due Brush Company (engine 3-4 Officer assumes command; size up, initial incident safety officer, development of and brush engine) IAP Engineer operates pump Officer and/or firefighter(s) provides mobile attack or progressive hose lays to -2 extinguish as assigned using either brush engine or engine Company 9 (engine and brush 4 Officer assumes command; size up, initial incident safety officer, development of engine) IAP Engineer operates pump Officer and/or firefighter(s) provides mobile attack or progressive hose lays to 2 extinguish as assigned using either brush engine or engine First Due District Chief Receives command, provides continual size up, incident safety officer, refinement of IAP Second Due District Chief Division or group supervision Total Effective Response Force 2-4 Critical Task Analysis Staffing 2-4 Interface Fire (High Risk) Unit ERF Task CTA First Due Engine 3-4 Officer assumes command; size up, incident safety officer, development of IAP; 2-3 officer and/or firefighter(s) extend appropriate hose line and extinguish fire Engineer operates pump First Due Brush Company (engine 3-4 Officer assumes command; size up, initial incident safety officer, development of and brush engine) IAP Engineer operates pump Officer and/or firefighter(s) provides mobile attack or progressive hose lays to -2 extinguish as assigned using either brush engine or engine Company 9 (engine and brush 4 Officer assumes command; size up, initial incident safety officer, development of engine) IAP Engineer operates pump Officer and/or firefighter(s) provides mobile attack or progressive hose lays to 2 extinguish as assigned using either brush engine or engine Medic Unit 2 Support firefighter operations. 2 First Due District Chief Receives command, provides continual size up, incident safety officer, refinement of IAP Second Due District Chief Division or group supervision Total Effective Response Force 4-6 Critical Task Analysis Staffing 4-6 Wildland Fire Support Functions Unit Crew Task Size Fire Investigator Fire investigation Safety and Medical Officer (SaM) Safety officer Total Support Force 2 39 West Metro Fire Rescue Standard of Cover

41 Hazardous Materials Level One Incident (West Metro Response Only) Unit ERF Task CTA First Due Engine 3-4 Officer assumes command; size up, initial incident safety officer, development of IAP, notify and call for resources Isolate site and deny entry (decon and resources as needed) 2-3 First Due Medic Unit 2 Medical team; pre-entry and post-entry vitals 2 First Due Hazardous Materials Unit (either Company 3, engine/tower/hazmat ; Company 5: Hazmat 5/Decon 5) or Second Due Hazardous Materials Unit 0- Operations section chief Hazmat group supervisor Field safety officer (hazmat tech qualified) Entry team 2 Back up team 2 Decon team 2 Resource team Research team First Due District Chief Receives command, provides continual size up, incident safety officer, refinement of IAP Total Effective Hazmat Force 6-8 Critical Task Analysis Staffing 7-8 Hazardous Materials Support Functions Unit Crew Size Task Safety and Medical Officer (SaM) Incident safety officer Total Support Force 40 West Metro Fire Rescue Standard of Cover

42 Water Rescue Recovery/Dive Rescue Unit ERF Task CTA First Due Engine 3-4 Officer assumes command; size up, initial incident safety officer, development of IAP Recon 2 First Due Medic 2 Medical 2 Company 8 with Dive Primary, secondary, 90% divers 3 Dive operations officer Dive safety officer Communications Tenders, valets, runner and shore support -3 Engine 7 4 Primary, secondary, 90% divers 4 District Chief Receives command, provides continual size up, incident safety officer, refinement of IAP Total Effective Response Force 7-9 Critical Task Analysis Staffing 7-9 Swift Water Rescue Unit ERF Task CTA First Due Engine 3-4 Officer assumes command; size up; initial incident safety officer; development of IAP Recon 2 First Due Medic 2 Medical 2 Company 8 with Dive Water operations officer Water safety officer Rigging team 2-3 Boat team or entry team -2 Shore support 2 Engine 7 4 Boat team or entry team 4 District Chief Receives command, provides continual size up, incident safety officer, refinement of IAP Total Effective Response Force 7-9 Critical Task Analysis Staffing 7-9 Water Rescue Support Force Unit Crew Task Size Safety and Medical Officer (SaM) Safety officer Total Support Force 4 West Metro Fire Rescue Standard of Cover

43 Technical Rescue High/Low Angle Rescue Unit ERF Task CTA First Due Engine 3-4 Officer assumes command; size up, initial incident safety officer, development of IAP Set up initial rope lowering system, assist with hauling -2 Attending paramedic First Due Medic Unit 2 Attending paramedic; transport 2 First Due Rescue Company (either Company 0 engine, heavy rescue; Company 4 tower) Second Due Rescue Company (either Company 0 engine, heavy rescue; Company 4, tower) 6 Rescue group supervisor Field safety officer (tech qualified) Set up anchors/main line/belay line 3 Line attendant/edge monitoring 4 Haul team leader Haul team/assist with haul system set up 3 First Due District Chief Receives command, provides continual size up, incident safety officer, refinement of IAP Total Effective Response Force 6-7 Critical Task Analysis Staffing 6-7 Confined Space Rescue Unit ERF Task CTA First Due Engine 3-4 Officer assumes command; size up, initial incident safety officer, development of IAP Attending paramedic, medical support 2-3 First Due Medic 2 Attending paramedic, transport 2 First Due Rescue Company (either 6 Rescue group supervisor Company 0 engine, heavy Field safety officer (tech qualified) rescue; Company 4 engine, Rigging/rope/entry team plus tenders 3 tower) Communications/air supply Second Due Rescue Company (either Company 0 engine, heavy rescue; Company 4, tower) 4 Rigging/rope/back up team plus tenders 2 Logistics Air monitoring/ventilation First Due District Chief Receives command, provides continual size up, incident safety officer, refinement of IAP Total Effective Response Force 6-7 Critical Task Analysis Staffing 6-7 Collapse Rescue Unit ERF Task CTA First Due Engine 3-4 Officer assumes command; size up, initial incident safety officer, development of IAP Attending paramedic; medical support, cutting team 2-3 First Due Medic 2 Attending paramedic; transport 2 First Due Rescue Company (either 6 Rescue group supervisor Company0 engine, heavy Field safety officer (tech qualified) rescue; Company 4 engine, Rescue squad (team is 6 members, with additional firefighter from second due 4 tower) rescue company) Second Due Rescue Company 4 Rescue squad (team is 6 members, with additional firefighter to first due rescue 4 (either Company 0 engine, heavy rescue; Company 4, tower) company) First Due District Chief Receives command, provides continual size up, incident safety officer, refinement of IAP Total Effective Response Force 6-7 Critical Task Analysis Staffing West Metro Fire Rescue Standard of Cover

44 Technical Rescue Trench Rescue Unit ERF Task CTA First Due Engine 3-4 Officer assumes command; size up, initial incident safety officer, development of IAP Attending paramedic, medical support, extrication team 2-3 First Due Medic 2 Medical group supervisor, attending paramedic, transport 2 First Due Rescue Company (either Company 0 engine, heavy rescue; Company 4, tower) Second Due Rescue Company (either Company 0 engine, heavy rescue; Company 4, tower) 6 Rescue group supervisor Field safety officer (tech qualified) Panel or shore team 4 4 Panel or shore team 2 Cutting team/rit team 2 First Due District Chief Receives command, provides continual size up, incident safety officer, refinement of IAP Total Effective Response Force 6-7 Critical Task Analysis Staffing 6-7 Technical Rescue Support Force Unit Crew Task Size Safety and Medical Officer (SaM) Safety officer Hazmat 3 Assist with set up/air monitoring/ventilation/communications Medic 2 Rehab group Total Support Force 6 Auto Accident Extrication (Non-Highway Incident) Unit ERF Task CTA First Due Engine/Tower/ Rescue 3-4 Officer assumes command; size up, initial incident safety officer, development of the IAP Engineer attends protection hose line Assists with patient care, lifting, and equipment shuttle -2 First Due Medic 2 Attending paramedic(s) and transportation 2 First Due Tower or Rescue Extrication group supervisor 4 3 Extrication group District Chief Receives command, provides continual size up, incident safety officer, refinement of IAP Total Effective Response Force 0- Critical Task Analysis Staffing 0- Auto Accident Extrication (Highway Incident) Unit ERF Task CTA First Due Engine/Tower/ Rescue 3-4 Officer assumes command; size up, initial incident safety officer, development of the IAP Engineer attends protection hose line Assists with patient care, lifting, and equipment shuttle -2 First Due Medic 2 Attending paramedic(s) and transportation 2 First Due Tower or Rescue Extrication group supervisor 4 3 Extrication group Second Due Engine 3-4 Traffic safety and assists with protection line; crew used as necessary 3-4 District Chief Receives command, provides continual size up, incident safety officer, refinement of IAP Total Effective Response Force 3-5 Critical Task Analysis Staffing West Metro Fire Rescue Standard of Cover

45 Section 6 - Historical Perspective and Summary of System Performance A review of historical performance and the measurement of the current system performance are essential to the success of this document. The measurement of system performance factors is used to define how resources can be used in the most efficient and effective manner to provide the needed services. Modeling (geographic information systems and the records management system) and statistical analysis have been utilized to prove resources are being used to the maximum efficiency. The results of the studies are presented here. System performance falls into two different types of premises; distribution and concentration of resources. Distribution evaluates placement of all first due resources (fire stations) for initial intervention in an emergency throughout the District, and concentration evaluates placement of specific resources around the areas that show historical need and/or potential need. There are certain resources that are not practical to have in each station (towers, heavy rescue, brush engines, dive rescue apparatus, medic units, and specialty individual resources [district chiefs, safety and medical officer, fire investigation]). These units are concentrated around historical and/or potential needs. Evaluating based on either historical or potential needs encompasses looking at where the incidents have happened and where a low frequency/high potential incident might escalate without quick intervention. For instance, the District s brush engines are concentrated along the western edge of the District in the urban interface areas, but the historical location of wildland fires is distributed throughout the District. Effective concentration is based on getting the correct type of resource or a group of resources to the scene of the emergency prior to the incident escalating beyond the capability of those resources. While this is the goal, it is not always practical due to budget limitations or other limits. Distribution Distribution is defined as the geographic location of all first-due resources for initial intervention. Generally measured from fixed response points, such as fire station, and expressed as a measure of time 0. The District is a fire protection district formed from four merged fire districts: Bancroft, Lakewood, Roxborough, and Wheat Ridge. The Bancroft and Lakewood Fire Districts merged in 995, Roxborough was added in 998, and Wheat Ridge was added in 206. Station 3 was added after the Lakewood/Bancroft merger to service the Ken-Caryl Valley. Station 5 was added with Roxborough. Stations 6 and 7 were added with Wheat Ridge. Station 0 was moved to the Training Center site in CFAI; FESSAM; 9 th Edition; pg. 55; West Metro Fire Rescue Standard of Cover

46 Station locations were seldom placed to facilitate good response times. Generally, new stations were added as the population growth was dense enough to justify a station and its cost. The location was generally based on what site was available, not on data support. This method placed some stations in areas that did not support the need. Stations 6 and 3 are examples. Station 6 is not in the District, on the western edge of the planning zone. The location was selected because it was available. It does service the area intended, 6 th Map 6 Avenue West. But this location supports access on 6 th Avenue and it does service the Colorado Mills Mall. Station 3 was placed outside of the Ken- Caryl Valley due to opposition from the citizens. Its placement is close to Station 4. For the majority of the District the station locations cover the District within a four minute travel time. The areas outside of the four minute travel time are generally along the western edge of the District, but there are a number of areas that have extended travel times. These areas are: North Applewood West of Indiana along 32 nd Avenue including the areas along the northern reaches of Station 5 s planning zone Southeast Lakewood Evans to Yale Avenue from Sheridan Boulevard to Pierce Street and east along Hampden Avenue from Sheridan Boulevard to Pierce Street Grant Ranch Subdivision 45 West Metro Fire Rescue Standard of Cover

47 Ken-Caryl Valley north and southern reaches of the valley including Lockheed Martin World Headquarters Willow Springs areas along the upper reaches of Willow Springs Drive and Sparrow Point Way Friendly Hills Subdivision Belleview Avenue to State Highway 285 from Simms to State Highway C-470, including areas to the west and east of Alkire Street from Bowles Avenue to Belleview Avenue Morrison south of the town of Morrison to Willow Springs Road along State Highway 8 and north of the town of Morrison along County Road 93 to District boundary including Red Rocks Park Concentration Rooney Valley including Solterra subdivision Roxborough western edges of the Roxborough Park subdivision Open Space areas: o Hayden Green Mountain Park; South Table Mountain o Bear Creek Lake Park (there are structures within the Bear Creek Lake Park area, including park headquarters, maintenance structures, campground and a handful of residential structures) o Meadow Creek Golf Course and surrounding open space North Lakewood 20 th to 26 th Avenues from Wadsworth to Kipling Smaller areas with extended response times: o South of 26 th Avenue to 20 th Avenue from Allison Street to Garrison Street o 6 th Avenue to st Avenue from Reed Street to Depew Street o Hutchinson Park area Along Auburn Avenue east of Yale Avenue to the end of the cul-de-sac o Denver Botanic Gardens along Deer Creek Road Spacing of multiple resources arranged so that an initial effective response force can arrive on scene within the time frames outlined in the on-scene performance expectations. The hallmark of fire service response is based on a unit (generally an engine) being available for responding to emergencies. This is the basis for the distribution chapter. But the response is generally more complex than a single engine responding. To effectively suppress structure fires or other large emergencies multiple units are required to perform safe and effective operations on the scene of that emergency. In structure fire operations, the critical task analysis determined that in a single family residence the District uses two engines, a tower, a medic CFAI; FESSAM; 9 th Edition; pg. 54; West Metro Fire Rescue Standard of Cover

48 unit, and a district chief to suppress a fire. The response includes support apparatus and personnel that are not critical to the safe operations and mitigation of an incident. Not all stations have a tower, medic unit, or a district chief. And not all stations have a heavy rescue, hazardous materials unit, dive rescue unit or a brush engine. The cost to place these units in each station is prohibitive. These resources have been concentrated around the potential or historical incidents. Towers The District has three towers placed along a central corridor at Stations 2, 8 and 4. Using an eight minute total reflex time they cover the majority of the District. For details on individual unit response see the Risk Assessment document: Station 2, Station 8, and Station 4 planning zones. Each tower is staffed with four personnel (one paramedic per tower), who are certified in technical rescue (level one) and firefighting operations. Medic Units The District has nine medic units. With the exception of Medic 5 all units have been concentrated in the areas of the District with the highest concentration of medical incidents. The northeastern older sections of the District (planning zones, 3, and 6) have the highest concentration of medic units and the highest concentration of medical calls. The medic units covering this area include Medics,, 3, 7, and 6, supported by Medics 4 and 5. The minimum staffing is one firefighter paramedic and a firefighter EMT; generally two paramedics are staffed on each unit. Medics 0, 2 and 3 cover the remainder of the District with the exception of planning zone 5. Planning zone 5 is the slowest zone in the District. Medic 5 s assignment has two purposes: first, provide ALS transport to this planning zone; and second, to provide supplemental staffing in this planning zone, due to the extended response times of additional apparatus. District Chiefs The District has three district chiefs. They are stationed at Stations 6, 4 and 4. When modeling based on an eight minute response time the district chiefs cover the majority of the urban area. Heavy Rescue The heavy rescue company is located at Station 0 and cross-staffed with Engine 0 personnel. Tower 4 is also staffed with technical rescue personnel (cross-staffing the light rescue at Station 4. The heavy rescue is a single asset that was placed in the center of the district while the light rescue (4 s) provides coverage to the open space areas at the south end of the District. 47 West Metro Fire Rescue Standard of Cover

49 Hazardous Materials Units The District has two hazardous materials units, located at Stations 2 and 5, and each are cross-staffed. The reasoning behind this placement is to concentrate around the exposures of the Denver Federal Center and National Renewable Energy Lab. The modeling of the hazardous materials responses shows the incidents are scattered throughout the District. The hazardous materials exposures located in planning zone 4 and the scattering of incidents were not factored in when the decision was made to place the hazardous materials apparatus at the locations in the northern section of the District. The District should consider adding or moving one unit to cover these exposures. Brush Engines The District has three interface engines and seven brush engines, which are cross-staffed from the engines. The brush engines are located at Stations 4, 6, 9,, 3, 5, and 7. The interface engines are type three all-wheel drive and are located at Stations 9,, and 5. These areas have been identified as having an urban/interface exposure. Modeling shows historical incidents as scattered throughout the District. All engines are capable of suppressing minor grass/brush fires. Reliability The reliability of the District to provide services is based on availability, on how quickly the resources can arrive at the scene and their effectiveness to provide services. This section will discuss the ability to arrive at the scene in a timely manner. The District analyzes population density to determine response time benchmarks and baselines. Using GIS the District determined that its response area is urban, as defined by the 200 U.S. Census Bureau guidelines. Geospatial modeling was used to download 200 census data, with 204 updates, to determine population densities and pull response data based on an urban profile for the entire district. Areas with greater population densities are generally in the northern and eastern portions of the District, while lower population densities are in southern and western sections. Communities on the western edge of the District have the lowest population densities. The District s Risk Assessment document provides a breakdown of the numbers of incidents each station responded to in 202 through West Metro Fire Rescue Standard of Cover

50 Section 7 - Performance Objectives and Measurement Benchmarks Benchmarks are defined as the goal the District has established to provide a metric for evaluating responses. The District utilized fire service standards to determine benchmarks. The standard is based on National Fire Protection Association 70: Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments. The standard states: for 90% of response the agency will arrive in six minutes total reflex time. The following benchmarks are based on NFPA 70. This is based on baseline data which shows that travel times met the benchmark 76% of the time between 202 and 206. This is an indicator that the 4 minute 30 second benchmark is realistic. Benchmark Objectives The District s benchmarks determine how well the system is providing services based on response times. The metrics are based on urban responses. This provides an overview of the capability of the District to provide services within its response area. The District s benchmark objectives reflect the actual performance during 202 to 206. Benchmark Performance Objectives Structure Fires EMS Wildland Fires Hazardous Materials Technical Rescue Alarm Handling Turnout Time Travel Time Total Response Time Table 9 Pick up to Dispatch Turnout Time st Unit Travel Time st Unit Distribution Travel Time ERF Concentration Total Response Time st Unit On- Scene Distribution Total Response Time ERF Concentration Urban :04 :30 :30 :30 :30 Urban :20 :00 :20 :20 :20 Urban 4:30 4:30 4:30 4:30 4:30 Urban 8:00 4:30 :00 26:00 6:00 Urban 6:54 7:00 7:20 7:20 7:20 Urban 0:24 7:00 3:50 28:50 8:50 49 West Metro Fire Rescue Standard of Cover

51 Baseline Performance A Note on Turnout Time: An ongoing study of factors affecting turnout time has shown that there is a period of time, referred to as Commit-to-Receipt, between when the dispatcher commits the call to a unit and when the tones go off in the station. This period has been found to be ~5 seconds, and is due to electronic transfer of information from the Dispatch Center servers to the Metropolitan Area Communication Center servers and back, before causing tones to go off in the station. The District s report management system considers this time as being part of turnout time and not part of alarm handling. The issues should be eliminated when the District s dispatching systems reside under the Jefferson County Communications Center Authority which will be housed at the District s administrative building. Structure Fires The District meets the benchmark response objectives for all first due urban fire suppression responses, for process time 43% of the time, for turnout time 46% of the time, for travel time 76% of the time, and for total response time 67% of the time. The District meets the benchmark response objectives for all effective response force urban fire suppression responses, for travel time 75% of the time and for total response time 62% of the time. The District s service level benchmark objectives for structure fires are as follows: For 90 percent of all moderate or high risk structure fires, the total response time for the arrival of the first-due unit, staffed with a minimum of 3 firefighters, shall be 6 minutes and 54 seconds. The first-due unit shall be staffed with a minimum of 3 firefighters and shall be capable of establishing command; sizing up the incident; utilizing safe operational procedures outlined in the SOPs; developing an initial incident action plan; extending appropriate hose line; and, beginning initial fire attack or rescue. These operations shall be done in accordance with District standard operating procedures while providing for the safety of responders and the general public. For 90 percent of all fire suppression response incidents, the total response time for the arrival of the effective response force (ERF), staffed with 9 to 26 firefighters and officers shall be 0 minutes and 24 seconds. The ERF shall be capable of establishing command; providing an uninterrupted water supply; advancing an attack line and a backup line for fire control; maintaining two in-two out; completing forcible entry; searching and rescuing at-risk victims; ventilating the structure; controlling utilities; and 50 West Metro Fire Rescue Standard of Cover

52 performing salvage and overhaul. The ERF for high and special risk structure fires shall also be capable of placing elevated streams into service from aerial ladders. These operations shall be done in accordance with District standard operating procedures while providing for the safety of responders and the general public. The District s baseline statements reflect actual performance during 202 to 206. The District does not rely on the use of automatic aid or mutual aid from neighboring fire districts to provide its effective response force complement of personnel. The District s actual baseline service level performance for structure fires is as follows: For 90 percent of all moderate and high risk structure fires, the total response time for the arrival of the first-due unit, staffed with a minimum of 3 firefighters, is 8 minutes and 8 seconds (or faster). The first-due unit shall be staffed with a minimum of 3 firefighters and shall be capable of establishing command; sizing up the incident; utilizing safe operational procedures outlined in the SOPs; developing an initial incident action plan; extending appropriate hose line; and, beginning initial fire attack or rescue. These operations are done in accordance with District standard operating procedures while providing for the safety of responders and the general public. For 90 percent of all moderate and high risk structure fires, the total response time for the arrival of the ERF, staffed with 9 to 22 firefighters and officers for moderate risk and 23 to 26 firefighters and officers for high risks, is 3 minutes and 20 seconds. The ERF for moderate risk is capable of: establishing command; providing an uninterrupted water supply; advancing an attack line and a backup line for fire control, two in-two out; completing forcible entry; searching and rescuing at-risk victims; ventilating the structure; controlling utilities; and performing salvage and overhaul. The ERF for high and special risk structure fires is also capable of placing elevated streams into service from aerial ladders. These operations are done in accordance with District standard operating procedures while providing for the safety of responders and the general public. 5 West Metro Fire Rescue Standard of Cover

53 Structure Fires 90th Percentile Times - Baseline Performance Alarm Handling Turnout Time Travel Time Pick-up to Dispatch Urban 0:47 0:45 0:53 0:46 0:39 0:4 st Unit Urban 02:04 02:0 02:05 02:0 0:58 02:04 st Unit Distribution ERF Concentration Urban 05:23 05:26 06:0 05:08 05:08 05:44 Urban 09:2 09:03 0:03 09:08 08:53 08:25 Total Response Time Table 0 st Unit On Scene Distribution ERF Concentration Urban 08:8 08:9 08:33 07:44 08:6 08:35 Number of Incidents Urban 3:20 2:33 3:59 3:20 4:02 2:08 Number of Incidents Emergency Medical Service First due unit is considered the effective response force due to all first due units having ALS capabilities. The District meets the benchmark response objectives for all first due and ERF urban emergency medical service responses, for process time 86% of the time, for turnout time 82% of the time, for travel time 84% of the time, and for total response time 79% of the time. The District s service level benchmark objectives for emergency medical service are as follows: For 90 percent of all emergency medical services, the total response time for the arrival of the first-due/effective response force ALS unit, staffed with 2 or 3 or 4 firefighters, shall be 7 minutes and 00 seconds. The first arriving unit is capable of establishing command; sizing up the incident; utilizing safe operational procedures outlined in the SOPs; developing an initial incident action plan; beginning ALS patient care; and, assisting with transportation. These operations are done in accordance with departmental standard operating procedures while providing for the safety of responders and the general public. 52 West Metro Fire Rescue Standard of Cover

54 The District s baseline statements reflect actual performance during 202 to 206. The District does not rely on the use of automatic aid or mutual aid from neighboring fire districts to provide its effective response force complement of personnel. The District s actual baseline service level performance for emergency medical service is as follows: For 90 percent of all emergency medical services, the total response time for the arrival of the first-due/effective response force ALS unit, staffed with 2 or 3 or 4 firefighters, is 7 minutes and 59 seconds. The first arriving unit is capable of establishing command; sizing up the incident; utilizing safe operational procedures outlined in the SOPs; developing an initial incident action plan; beginning ALS patient care; and, assisting with transportation. These operations are done in accordance with departmental standard operating procedures while providing for the safety of responders and the general public. Emergency Medical Service 90th Percentile Times - Baseline Performance Alarm Handling Turnout Time Travel Time Pick-up to Dispatch Urban 0:40 0:30 0:37 0:2 0:8 02:5 st Unit Urban 0:43 0:47 0:45 0:4 0:4 0:39 st Unit Distribution ERF Concentration Urban 05:35 05:34 05:48 05:25 05:25 05:46 Urban 05:35 05:34 05:48 05:25 05:25 05:46 Total Response Time Table st Unit On Scene Distribution ERF Concentration Urban 07:59 07:59 08:4 07:37 07:35 08:30 Number of Incidents 76,603 5,85 3,802 6,483 5,792 5,34 Urban 07:59 07:59 08:4 07:37 07:35 08:30 Number of Incidents 76,603 5,85 3,802 6,483 5,792 5,34 53 West Metro Fire Rescue Standard of Cover

55 Wildland Fires The District meets the benchmark response objectives for all first due urban wildland fires responses, for process time 83% of the time, for turnout time 52% of the time, for travel time 60% of the time, and for total response time 63% of the time. The District meets the benchmark response objectives for all effective response force urban wildland fires responses, for travel time 7% of the time and for total response time 39% of the time. The District s service level benchmark objectives for wildland fires are as follows: For 90 percent of all wildland fires, the total response time for the arrival of the first-due unit, staffed with 3 or 4 firefighters, shall be 7 minutes and 20 seconds. The first arriving unit is capable of establishing command; sizing up the incident; utilizing safe operational procedures outlined in the SOPs; developing an initial incident action plan; extending appropriate hose line and providing either mobile attack or progressive hose lays; and extinguishing fire. These operations are done in accordance with departmental standard operating procedures while providing for the safety of responders and the general public. For 90 percent of all wildland fires, the total response time for the arrival of the ERF, staffed with 2 to 4 firefighters for moderate risk and 4 to 6 firefighters for high risk incidents, shall be 3 minutes and 50 seconds. The first ERF is capable of establishing command; sizing up the incident; utilizing safe operational procedures outlined in the SOPs; developing an initial incident action plan; extending appropriate hose line and providing either mobile attack or progressive hose lays; and, extinguishing fire. These operations are done in accordance with departmental standard operating procedures while providing for the safety of responders and the general public. The District s baseline statements reflect actual performance during 202 to 206. The District does not rely on the use of automatic aid or mutual aid from neighboring fire districts to provide its effective response force complement of personnel. The District s actual baseline service level performance for wildland fires is as follows: For 90 percent of all wildland fires, the total response time for the arrival of the first-due unit, staffed with 3 or 4 firefighters, is minutes and seconds. The first arriving unit is capable of establishing command; sizing up the incident; utilizing safe operational procedures outlined in the SOPs; developing an initial incident action plan; extending appropriate hose line and providing either mobile attack or progressive hose lays; and extinguishing fire. These operations are done in accordance with departmental standard operating procedures while providing for the safety of responders and the general public. 54 West Metro Fire Rescue Standard of Cover

56 For 90 percent of all wildland fires, the total response time for the arrival of the ERF, staffed with 2 to 4 firefighters for moderate risk and 4 to 6 firefighters for high risk incidents, is 36 minutes and 20 seconds. The first ERF is capable of establishing command; sizing up the incident; utilizing safe operational procedures outlined in the SOPs; developing an initial incident action plan; extending appropriate hose line and providing either mobile attack or progressive hose lays; and, extinguishing fire. These operations are done in accordance with departmental standard operating procedures while providing for the safety of responders and the general public. Wildland Fires 90th Percentile Times - Baseline Performance Alarm Handling Turnout Time Travel Time Pick-up to Dispatch Urban 0:45 0:37 02:07 0:23 0:59 0:36 st Unit Urban 02:0 02:4 02:26 02:20 0:57 0:56 st Unit Distribution ERF Concentration Urban 06:56 07:6 08:54 06:24 05:47 06:7 Urban 5:33 4:43 23:4 05:09 0:56 0:2 Total Response Time Table 2 st Unit On Scene Distribution ERF Concentration Urban 09:48 : 2:49 09: 08:35 08:44 Number of Incidents Urban 27:9 36:20 27:9 07:45 7:30 5:32 Number of Incidents West Metro Fire Rescue Standard of Cover

57 Hazardous Materials The District meets the benchmark response objectives for all first due urban hazardous materials responses, for process time 63% of the time, for turnout time 52% of the time, for travel time 60% of the time, and for total response time 68% of the time. The District meets the benchmark response objectives for all effective response force urban hazardous materials responses, for travel time 80% of the time and for total response time 50% of the time. Data was limited for an effective response force. Access to the District from the hazmat stations is along interstate/divided highways. The variation of the data is based on the low sample numbers. The District s service level benchmark objectives for hazardous materials are as follows: For 90 percent of all hazardous materials, the total response time for the arrival of the first-due unit, staffed with 3 or 4 firefighters, shall be 7 minutes and 20 seconds. The first arriving unit is capable of establishing command; sizing up the incident (Hazmat IQ units will be capable of a quick rescue if necessary); utilizing safe operational procedures outlined in the SOPs; developing an initial incident action plan; calling for resources as needed; isolating site; and, denying entry. These operations are done in accordance with departmental standard operating procedures while providing for the safety of responders and the general public. For 90 percent of all hazardous materials, the total response time for the arrival of the effective response force, staffed with 6 or 8 firefighters, shall be 28 minutes and 50 seconds. This effective response force is capable of establishing command; providing initial incident safety officer; developing an incident action plan; surveying the incident; providing medical support to crews and victims; providing entry and back up team to mitigate materials; providing a decon team; monitoring resources; and, providing a research team. These operations are done in accordance with departmental standard operating procedures while providing for the safety of responders and the general public. The District s baseline statements reflect actual performance during 202 to 206. The District does not rely on the use of automatic aid or mutual aid from neighboring fire districts to provide its effective response force complement of personnel. The District s actual baseline service level performance for hazardous materials is as follows: 56 West Metro Fire Rescue Standard of Cover

58 For 90 percent of all hazardous materials, the total response time for the arrival of the first-due unit, staffed with 3 or 4 firefighters, is minutes and 24 seconds. The first arriving unit is capable of establishing command; sizing up the incident (Hazmat IQ units will be capable of a quick rescue if necessary); utilizing safe operational procedures outlined in the SOPs; developing an initial incident action plan; calling for resources as needed; isolating site; and, denying entry. These operations are done in accordance with departmental standard operating procedures while providing for the safety of responders and the general public. For 90 percent of all hazardous materials, the total response time for the arrival of the effective response force, staffed with 6 or 8 firefighters, is 45 minutes and 57 seconds. This effective response force is capable of establishing command; providing initial incident safety officer; developing an incident action plan; surveying the incident; providing medical support to crews and victims; providing entry and back up team to mitigate materials; providing a decon team; monitoring resources; and, providing a research team. These operations are done in accordance with departmental standard operating procedures while providing for the safety of responders and the general public. Hazardous Materials 90th Percentile Times - Baseline Performance Alarm Handling Turnout Time Travel Time Pick-up to Dispatch Urban 03:26 03:26 00:5 04:36 02:04 0:53 st Unit Urban 0:54 0:57 00:4 02:4 0:39 0: st Unit Distribution ERF Concentration Urban 06:2 06:26 03:0 05:50 05:20 04:43 Urban 29:48 26:53 No Data 9:47 5: 26:53 Total Response Time Table 3 st Unit On Scene Distribution ERF Concentration Urban :24 :24 05:54 :48 07:52 07:22 Number of Incidents Urban 45:57 29:48 No Data 54:45 26:07 30:22 Number of Incidents West Metro Fire Rescue Standard of Cover

59 Technical Rescue Data was limited for an effective response force in all of the population areas. The variation of the data is based on the low sample numbers as well as the combination of technical rescue and water rescue data. The District meets the benchmark response objectives for all first due urban technical rescue responses, for process time 76% of the time, for turnout time 49% of the time, for travel time 67% of the time, and for total response time 57% of the time. The District meets the benchmark response objectives for all effective response force technical rescue responses, for travel time 0% of the time and for total response time 0% of the time. This is indicative of the need to re-assess the benchmark. Call counts for technical rescue are very low and have a wide variation in travel times for the effective response force. The District s service level benchmark objectives for technical rescue are as follows: For 90 percent of all technical and water rescues, the total response time for the arrival of the first-due unit, staffed with 3 or 4 firefighters, is 7 minutes and 20 seconds. The first-due unit is capable of: establishing command; sizing up to determine if a technical rescue response is required; requesting additional resources; and providing basic life support to any victim without endangering response personnel. These operations are done in accordance with departmental standard operating procedures while providing for the safety of responders and the general public. For 90 percent of all technical and water rescues, the total response time for the arrival of the effective response force, staffed with firefighters for water rescues; and staffed with 6-7 firefighters for technical rescues, is 8 minutes and 50 seconds. This effective response force for water rescue is capable of establishing command; providing initial incident safety officer; developing an incident action plan; surveying the incident; providing an entry and back up team; and, providing a rapid intervention team. The ERF is capable of: establishing patient contact; staging and apparatus set up; providing technical expertise, knowledge, skills and abilities during technical rescue incidents; and providing first responder medical support. These operations are done in accordance with departmental standard operating procedures while providing for the safety of responders and the general public. The District s baseline statements reflect actual performance during 202 to 206. The District does not rely on the use of automatic aid or mutual aid from neighboring fire districts to provide its effective response force complement of personnel. The District s actual baseline service level performance for technical rescue is as follows: 58 West Metro Fire Rescue Standard of Cover

60 For 90 percent of all technical and water rescues, the total response time for the arrival of the first-due unit, staffed with 3 or 4 firefighters, is 0 minutes and 25 seconds. The first-due unit is capable of: establishing command; sizing up to determine if a technical rescue response is required; requesting additional resources; and providing basic life support to any victim without endangering response personnel. These operations are done in accordance with departmental standard operating procedures while providing for the safety of responders and the general public. For 90 percent of all technical and water rescues, the total response time for the arrival of the effective response force, staffed with 7 to 9 firefighters for water rescues; and staffed with 0 to 7 firefighters for technical rescues, is 38 minutes and 4 seconds. This effective response force for water rescue is capable of establishing command; providing initial incident safety officer; developing an incident action plan; surveying the incident; providing an entry and back up team; and, providing a rapid intervention team. The ERF is capable of: establishing patient contact; staging and apparatus set up; providing technical expertise, knowledge, skills and abilities during technical rescue incidents; and providing first responder medical support. These operations are done in accordance with departmental standard operating procedures while providing for the safety of responders and the general public. Dive/Tech Rescue 90th Percentile Times - Baseline Performance Alarm Handling Turnout Time Travel Time Pick-up to Dispatch Urban 02: 02:59 0:27 02: 02:52 0:3 st Unit Urban 02:08 06:05 0:6 0:48 02:27 0:53 st Unit Distribution ERF Concentration Urban 07:03 07:22 07:6 07:03 05: 07:0 Urban 22:08 2:08 No Data 22:08 9:59 27:37 Total Response Time Table 4 st Unit On Scene Distribution ERF Concentration Urban 0:25 0:57 09:5 :26 0: 09:4 Number of Incidents Urban 38:4 26:42 No Data 38:4 25:58 39:2 Number of Incidents West Metro Fire Rescue Standard of Cover

61 Section 8 - Compliance Methodology Compliance methodology requires that performance objectives and performance measures are evaluated and efforts are made to reach or maintain the established levels. Maintenance of efforts refers to the resources and energy put forth to ensure any benefits derived from the SOC process are maintained. To ensure the District is meeting current service level objectives, continuous monitoring of service level baselines must be conducted on a regular basis. Compliance Model Compliance is best achieved through a systematic approach. The District has identified the following seven-step compliance model to guide annual performance assessment. The SOC SPT meets quarterly as a means to accomplish these steps. The District is developing an administrative procedure to supplement this model. Step - Update Data (Accreditation Manager) Accreditation manger will update the previous year s data in the SOC. Step 2 - Review Performance Measures (Accreditation Manager and SOC SPT) The SOC SPT will conduct a review of the performance measures. Review and validate: Risk Assessment Standard of Cover Services level objectives Performance objectives and measures 60 West Metro Fire Rescue Standard of Cover

62 Step 3 - Evaluate Performance Performance measures are applied to actual service provided: Activity and performance by unit Activity and performance by shift Activity and performance by planning zone Overall performance by incident category Overall performance by special team Step 4 - Develop Compliance Strategies Determine issues and opportunities: Determine what needs to be done to close the gaps Determine if resources can be/should be reallocated Seek alternative methods to provide service at desired level Develop budget estimates as necessary Seek additional funding commitment as necessary Step 5 - Communicate Expectations to Organization Communicate expectations: Explain method of measuring compliance to personnel who are expected to perform the services Provide feedback mechanisms Train personnel: Provide appropriate levels of training/direction for all affected personnel Modify (remediate) response processes, application systems, and technical infrastructure as necessary to comply Step 6 - Revalidate Compliance Review of performance with board of directors to ensure revalidation of SOC. Determine whether independent validation and verification techniques will be used to measure the performance. Solicit external assistance as necessary. 6 West Metro Fire Rescue Standard of Cover

63 Step 7 - Make Adjustments/Repeat Process Review changes to insure that service levels have been maintained or improved. Develop and implement a review program to ensure ongoing compliance: Quarterly review and evaluation Five year update of standards to ensure District is prepared for re-accreditation Overall Evaluation and Recommendations The purpose of this section is to provide an overall evaluation of the delivery system and outline recommendations for improving outcomes. Some individual units are very close to meeting the benchmark for response (Engine in 200 was able to arrive on-scene within six minutes 90% of the time). These responses will be monitored to ensure the benchmarks remain valid. If these units do meet or surpass the benchmark the SOC performance objectives will be adjusted to provide a reasonable goal for improvement. The District recognizes opportunities for improvement do exist. The following recommendations are based on the performance objectives/measures developed to this point. The SOC SPT identified areas needing improvement throughout the process and discussed each in depth. It is recognized that some of these recommendations will be difficult to achieve due to various economic, financial, and logistical limitations. The District is committed to reducing the gap between the baseline and benchmark performance, but it is recognized that improvement may not be achievable and some degradations in the baselines may occur. Improvements in process and turnout times are policy based in general and these improvements should reach a saturation point where no more improvement is possible. At this point the gap between baselines and benchmarks could increase as the number of incidents increase with no corresponding increase in resources. Another aspect to these recommendations may be a drawdown of service if the budget is reduced. This SOC is a tool to assist policy makers in these decisions. 62 West Metro Fire Rescue Standard of Cover

64 Opportunities: The staffing model is based on four firefighter staffing, except when an engine is attached with another unit, when staffing can be reduced to three. The Report on Residential Fireground Field Experiments; National Institute of Standards and Technology (NIST); April 200, indicated four firefighter staffing as a benchmark. More study is necessary to fully understand and quantify these staffing levels. Monitor process times and ensure new programs do not impact response times. Study using peak activity units as necessary to reduce out of service times and cost savings. Develop on-scene performance measures for all types of incidents. Implement programs designed to decrease turnout times. The following should be accomplished: o Update older stations to ensure quick access to bay areas from day areas. o Reduce fire alarms. o Develop statistics comparing turnout times at night versus day. o Develop data on emergent versus non-emergent response times. o Continue to educate operations personnel regarding the importance of turn out times. Implement programs designed to decrease travel times. The following should be accomplished: o Increase use of traffic signal preemption devices wherever possible. o Work with stakeholder agencies on traffic circulation, speed bumps and other access issues to improve response times. No Budget Impact: Hazardous Materials Unit into District Three Presently the District has hazardous materials units at Stations 2 and 5 in District. This placement was based on the hazardous materials exposures at the Denver Federal Center and National Renewable Energy Lab. However, analysis revealed that historical incidents were scattered throughout the District. There are comparable hazardous materials exposures in the Station 4 area. A study needs to be conducted as to the optimal location. 63 West Metro Fire Rescue Standard of Cover

65 If Revenues Increase: Operational Changes o Analyze potential redeployment of apparatus coverage in the Station planning zone o Strategically up-staff operational apparatus (4-person engines) o Add support officers for district chiefs o Increase workforce compensation Administrative Changes o Up-staff administrative support positions o Increase workforce compensation If Revenues Decrease: Operational Changes o Analyze potential redeployment of apparatus coverage o Decrease/freeze pay o Reduce operational staff, or full time equivalents by adjusting staffing levels o Analysis of operational programs for potential reductions Administrative Changes o Decrease/freeze pay o Reduce administrative staff o Analysis of administrative programs for potential reductions This document deals with operational issues only. It is understood by the SOC SPT that these reductions in staffing and units may be one of multiple reductions. They should not be considered as the only area where reductions may occur. 64 West Metro Fire Rescue Standard of Cover

66 Adopted this 8 th day of May, 207. Don Lombardi, Fire Chief 65 West Metro Fire Rescue Standard of Cover