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WEST METRO FIRE PROTECTION
DISTRICT
Self-Assessment Manual
The members of the West Metro Fire Protection District are committed to providing
professional fire protection, emergency medical services, life safety, and community service
with a vision that shapes the future.
Board of Directors
Pam Feely, President
Mike Munden, Vice President
Joe Margotte, Secretary
Kristina Moeder, Treasurer
Jim Kullhem, Director
Randy McConnell, Director
Wendy Volmer, Director
Fire Chief
Don Lombardi
“Whatever It Takes”…To Serve i
WEST METRO FIRE PROTECTION DISTRICT
Self-Assessment Manual
TABLE OF CONTENTS
Page
I. GOVERNANCE AND ADMINISTRATION ................................................................ 1
Governing Body ............................................................................................................... 3
1A.1 CC ............................................................................................................................ 4
1A.2.................................................................................................................................... 6
1A.3.................................................................................................................................... 8
1A.4.................................................................................................................................... 9
1A.5.................................................................................................................................. 10
1A.6................................................................................................................................... 11
1A.7................................................................................................................................... 12
1A.8.................................................................................................................................. 13
Agency Administration .................................................................................................. 14
1B.1 .................................................................................................................................. 15
1B.2 .................................................................................................................................. 17
1B.3 CC .......................................................................................................................... 19
1B.4 .................................................................................................................................. 21
1B.5 .................................................................................................................................. 23
II. ASSESSMENT AND PLANNING ............................................................................... 24
Documentation of Area Characteristics ....................................................................... 25
2A.1.................................................................................................................................. 26
2A.2.................................................................................................................................. 27
2A.3 CC .......................................................................................................................... 28
2A.4................................................................................................................................... 30
2A.5.................................................................................................................................. 31
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2A.6.................................................................................................................................. 32
2A.7.................................................................................................................................. 34
Fire Risk Assessment and Response Strategies ........................................................... 36
2B.1 CC .......................................................................................................................... 37
2B.2 .................................................................................................................................. 39
2B.3 .................................................................................................................................. 41
2B.4 .................................................................................................................................. 43
2B.5 CC .......................................................................................................................... 44
2B.6 CC .......................................................................................................................... 46
2B.7 .................................................................................................................................. 48
2B.8 CC .......................................................................................................................... 49
Non-Fire Risk Assessment and Response Strategies ................................................... 50
2C.1 CC .......................................................................................................................... 51
2C.2 .................................................................................................................................. 53
2C.3 .................................................................................................................................. 54
2C.4 .................................................................................................................................. 56
2C.5 CC .......................................................................................................................... 57
Strategic Planning .......................................................................................................... 60
2D.1 CC .......................................................................................................................... 61
2D.2.................................................................................................................................. 62
III. GOALS AND OBJECTIVES ........................................................................................ 63
Goals and Objectives .................................................................................................... 65
3A.1 CC .......................................................................................................................... 67
3A.2.................................................................................................................................. 68
3A.3.................................................................................................................................. 69
3A.4.................................................................................................................................. 70
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Implementation of Goals and Objectives ..................................................................... 71
3B.1 CC ........................................................................................................................... 72
3B.2 .................................................................................................................................. 73
Measurement of Organizational Progress .................................................................... 74
3C.1 CC .......................................................................................................................... 75
3C.2 .................................................................................................................................. 76
IV. FINANCIAL RESOURCES ......................................................................................... 77
Financial Planning ......................................................................................................... 78
4A.1.................................................................................................................................. 80
4A.2 CC .......................................................................................................................... 82
4A.3.................................................................................................................................. 84
4A.4.................................................................................................................................. 86
4A.5.................................................................................................................................. 88
Financial Practices ......................................................................................................... 89
4B.1 .................................................................................................................................. 90
4B.2 .................................................................................................................................. 91
4B.3 .................................................................................................................................. 92
4B.4 .................................................................................................................................. 93
4B.5 CC .......................................................................................................................... 94
4B.6 .................................................................................................................................. 95
4B.7 .................................................................................................................................. 96
4B.8 .................................................................................................................................. 97
Resource Allocation ....................................................................................................... 98
4C.1 CC ........................................................................................................................ 100
4C.2 ................................................................................................................................ 102
4C.3 ................................................................................................................................ 103
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4C.4 ................................................................................................................................ 105
4C.5 ................................................................................................................................ 106
V. PROGRAMS ................................................................................................................ 108
Fire Suppression .......................................................................................................... 109
5A.1 CC ........................................................................................................................ 110
5A.2................................................................................................................................ 114
5A.3................................................................................................................................ 116
5A.4 CC ........................................................................................................................ 117
5A.5 CC ........................................................................................................................ 118
5A.6................................................................................................................................ 119
5A.7 CC ........................................................................................................................ 120
Fire Prevention/Life Safety Program ......................................................................... 122
5B.1 CC ........................................................................................................................ 123
5B.2 CC ........................................................................................................................ 125
5B.3 CC ........................................................................................................................ 127
5B.4 ................................................................................................................................ 130
5B.5 ................................................................................................................................ 132
5B.6 ................................................................................................................................ 133
5B.7 ................................................................................................................................ 134
5B.8 CC ........................................................................................................................ 136
Public Education Program .......................................................................................... 138
5C.1 ................................................................................................................................ 140
5C.2 ................................................................................................................................ 141
5C.3 ................................................................................................................................ 143
5C.4 CC ........................................................................................................................ 144
5C.5 CC ........................................................................................................................ 146
5C.6 ................................................................................................................................ 147
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5C.7 CC ........................................................................................................................ 148
5C.8 ................................................................................................................................ 150
Investigation Program ................................................................................................. 152
5D.1 CC ........................................................................................................................ 153
5D.2 CC ........................................................................................................................ 155
5D.3 CC ........................................................................................................................ 157
5D.4................................................................................................................................ 160
5D.5................................................................................................................................ 163
5D.6 CC ........................................................................................................................ 165
5D.7................................................................................................................................ 166
5D.8 CC ........................................................................................................................ 168
Technical Rescue .......................................................................................................... 170
5E.1 CC ......................................................................................................................... 172
5E.2 ................................................................................................................................ 176
5E.3 ................................................................................................................................ 178
5E.4 CC ......................................................................................................................... 180
5E.5 ................................................................................................................................ 182
5E.6 ................................................................................................................................ 184
5E.7 CC ......................................................................................................................... 185
Hazardous Materials (Hazmat) .................................................................................. 187
5F.1 CC ......................................................................................................................... 189
5F.2 ................................................................................................................................ 192
5F.3 ................................................................................................................................ 194
5F.4 CC ......................................................................................................................... 195
5F.5 ................................................................................................................................ 196
5F.6 ................................................................................................................................ 198
5F.7 CC ......................................................................................................................... 199
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Emergency Medical Services ...................................................................................... 200
5G.1 CC ........................................................................................................................ 201
5G.2................................................................................................................................ 205
5G.3................................................................................................................................ 207
5G.4 CC ........................................................................................................................ 209
5G.5................................................................................................................................ 211
5G.6 CC ........................................................................................................................ 213
5G.7 CC ........................................................................................................................ 216
5G.8................................................................................................................................ 218
5G.9................................................................................................................................ 221
5G.10 CC ...................................................................................................................... 223
Domestic Preparedness Planning and Response ....................................................... 224
5H.1 CC ........................................................................................................................ 225
5H.2................................................................................................................................ 227
5H.3................................................................................................................................ 230
5H.4 CC ........................................................................................................................ 232
5H.5 CC ........................................................................................................................ 234
5H.6................................................................................................................................ 236
5H.7................................................................................................................................ 238
5H.8................................................................................................................................ 239
Aviation Rescue and Fire Fighting Services .............................................................. 240
Marine and Shipboard Rescue and Fire Fighting Services ...................................... 241
Wildland Fire Fighting ................................................................................................ 242
5K.1 CC ........................................................................................................................ 245
5K.2................................................................................................................................ 247
5K.3................................................................................................................................ 251
5K.4 CC ........................................................................................................................ 253
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5K.5................................................................................................................................ 255
5K.6................................................................................................................................ 257
5K.7 CC ........................................................................................................................ 258
VI. PHYSICAL RESOURCES ......................................................................................... 260
Physical Resources Plan .............................................................................................. 261
6A.1................................................................................................................................ 262
6A.2 CC ........................................................................................................................ 263
Fixed Facilities .............................................................................................................. 265
6B.1 ................................................................................................................................ 267
6B.2 ................................................................................................................................ 269
6B.3 CC ........................................................................................................................ 271
6B.4 CC ........................................................................................................................ 274
Apparatus and Vehicles ............................................................................................... 276
6C.1 CC ........................................................................................................................ 277
6C.2 ................................................................................................................................ 279
6C.3 ................................................................................................................................ 281
6C.4 ................................................................................................................................ 283
Apparatus Maintenance .............................................................................................. 284
6D.1 CC ........................................................................................................................ 285
6D.2................................................................................................................................ 287
6D.3................................................................................................................................ 289
6D.4................................................................................................................................ 291
6D.5 CC ........................................................................................................................ 292
6D.6................................................................................................................................ 294
6D.7................................................................................................................................ 295
6D.8................................................................................................................................ 296
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Tools and Small Equipment ........................................................................................ 298
6E.1 ................................................................................................................................ 299
6E.2 ................................................................................................................................ 300
6E.3 CC ......................................................................................................................... 301
6E.4 ................................................................................................................................ 303
Safety Equipment ......................................................................................................... 304
6F.1 CC ......................................................................................................................... 305
6F.2 ................................................................................................................................ 307
6F.3 ................................................................................................................................ 308
6F.4 ................................................................................................................................ 310
6F.5 ................................................................................................................................ 312
VII. HUMAN RESOURCES............................................................................................... 314
Human Resources Administration ............................................................................. 315
7A.1 CC ........................................................................................................................ 316
7A.2................................................................................................................................ 317
7A.3................................................................................................................................ 319
Recruitment, Selection, Retention and Promotion ................................................... 320
7B.1 ................................................................................................................................ 321
7B.2 ................................................................................................................................ 322
7B.3 CC ........................................................................................................................ 323
7B.4 ................................................................................................................................ 325
7B.5 ................................................................................................................................ 327
7B.6 CC ........................................................................................................................ 328
7B.7 ................................................................................................................................ 330
7B.8 ................................................................................................................................ 331
7B.9 ................................................................................................................................ 333
7B.10 .............................................................................................................................. 335
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Personnel Policies and Procedures ............................................................................. 337
7C.1 CC ........................................................................................................................ 338
7C.2 CC ........................................................................................................................ 339
7C.3 ................................................................................................................................ 341
7C.4 ............................................................................................................................... 342
7C.5 ................................................................................................................................ 343
Use of Human Resources ............................................................................................. 344
7D.1 CC ........................................................................................................................ 345
7D.2................................................................................................................................ 346
7D.3................................................................................................................................ 347
7D.4................................................................................................................................ 348
7D.5................................................................................................................................ 351
7D.6................................................................................................................................ 353
Personnel Compensation ............................................................................................. 356
7E.1 CC ......................................................................................................................... 357
7E.2 ................................................................................................................................ 358
Occupational Health and Safety and Risk Management ......................................... 360
7F.1 ................................................................................................................................ 361
7F.2 ................................................................................................................................ 362
7F.3 ................................................................................................................................ 363
7F.4 ................................................................................................................................ 364
7F.5 CC ......................................................................................................................... 365
7F.6 ................................................................................................................................ 367
7F.7 ................................................................................................................................ 368
Wellness/Fitness Program ........................................................................................... 370
7G.1 CC ........................................................................................................................ 371
7G.2................................................................................................................................ 372
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7G.3................................................................................................................................ 375
7G.4................................................................................................................................ 376
7G.5 CC ........................................................................................................................ 378
7G.6................................................................................................................................ 380
7G.7................................................................................................................................ 381
VIII. TRAINING AND COMPETENCY ............................................................................ 383
Training and Education Program Requirements ..................................................... 384
8A.1 CC ........................................................................................................................ 385
8A.2................................................................................................................................ 387
8A.3................................................................................................................................ 389
8A.4................................................................................................................................ 391
8A.5................................................................................................................................ 392
Training and Education Program Performance ....................................................... 394
8B.1 ................................................................................................................................ 395
8B.2 ................................................................................................................................ 397
8B.3 ................................................................................................................................ 399
8B.4 CC ........................................................................................................................ 401
8B.5 ................................................................................................................................ 403
Training and Education Resources ............................................................................ 404
8C.1 CC ........................................................................................................................ 405
8C.2 ................................................................................................................................ 407
8C.3 ................................................................................................................................ 409
8C.4 ................................................................................................................................ 410
8C.5 ................................................................................................................................ 411
8C.6 ................................................................................................................................ 412
8C.7 CC ........................................................................................................................ 414
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IX. ESSENTIAL RESOURCES ........................................................................................ 416
Water Supply ................................................................................................................ 417
9A.1 CC ........................................................................................................................ 418
9A.2 CC ........................................................................................................................ 420
9A.3................................................................................................................................ 422
9A.4................................................................................................................................ 423
9A.5................................................................................................................................ 424
9A.6................................................................................................................................ 425
9A.7................................................................................................................................ 427
9A.8................................................................................................................................ 428
9A.9................................................................................................................................ 430
9A.10.............................................................................................................................. 432
Communication Systems ............................................................................................. 434
9B.1 CC ........................................................................................................................ 436
9B.2 ................................................................................................................................ 438
9B.3 ................................................................................................................................ 440
9B.4 ................................................................................................................................ 443
9B.5 CC ........................................................................................................................ 445
9B.6 ................................................................................................................................ 447
9B.7 ................................................................................................................................ 448
9B.8 ................................................................................................................................ 450
9B.9 ................................................................................................................................ 451
9B.10 .............................................................................................................................. 453
Administrative Support Services and Office Systems .............................................. 454
9C.1 CC ........................................................................................................................ 455
9C.2 ................................................................................................................................ 456
9C.3 ................................................................................................................................ 457
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9C.4 ................................................................................................................................ 459
9C.5 ................................................................................................................................ 461
X. EXTERNAL SYSTEMS RELATIONSHIPS ............................................................ 462
External Agency Relationships ................................................................................... 463
10A.1 CC ...................................................................................................................... 464
10A.2.............................................................................................................................. 466
10A.3.............................................................................................................................. 468
10A.4.............................................................................................................................. 469
External Agency Agreements ...................................................................................... 470
10B.1 CC ...................................................................................................................... 471
10B.2 .............................................................................................................................. 472
10B.3 .............................................................................................................................. 473
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1
CATEGORY I: GOVERNANCE AND ADMINISTRATION
For purposes of this category, governance is defined as the recognition of the authority that
allows an organization or agency to legally form and operate. In fulfilling this responsibility, the
legal entity that oversees this formation process reflects the public interest, protects the agency
from undesirable external interference, determines basic policies for providing services and
interprets the agency’s activities to its constituency. Administration is defined as the activities
that carry out the implementation of the policies established by the authority having jurisdiction.
In fulfilling this responsibility, the agency or organization carries out the day-to-day operations.
The legal entity and governing authority defines the duties and responsibilities of the agency in
an official policy statement, which should include a separation of powers between the policy-
making function of the boards of directors or other elected officials and the executive and
administrative responsibilities of those who carry out those policies. An organization’s charter
or local or state general statues likely contain an agency’s official policy statement.
The chief executive or chief fire officer should provide staff leadership in developing policy
proposals for the legal civil authority having jurisdiction, so those officials can take action to
implement public policy based upon knowledgeable input from public safety leadership. It is the
primary responsibility of agency leadership that reports to an elected governing board and/or
other high-ranking individual for the execution of policy, to keep that higher authority informed
on all matters affecting the agency and delivery of emergency services to the public.
It must be recognized that other organizations participate in the governance of the agency, such
as the state/provincial and federal governments through legislation, regulations and funding
procedures, and other organizations through associations and bargaining units. The governing
board has the responsibility for the administrative activity and coordinates all of these diverse
interests to set the direction of the agency.
The agency administration exercises responsibility for the quality of the agency through an
organized system of planning, staffing, directing, coordinating, and evaluating. The agency
2
administration is entrusted with the assets and charged to uphold its mission and programs, to
ensure compliance with laws and regulations, and to provide stability and continuity to the
agency.
For many volunteer fire service organizations, the governing board is within the municipal or
county government and is the executive/legislative body for municipal or county governance,
some elected directly by the public, such as special districts.
In the absence of a municipally appointed fire chief, or chief executive officer, for purposes of
accreditation, the duly elected or appointed fire chief shall be the individual responsible for the
criteria and performance indicators.
In many city or county municipal organizations a separation of powers exists that gives the
governing body legislative responsibility while giving administrative responsibility for policy
and administration with a strong mayor or city manager. The chief fire officer/chief executive
officer in such organizations generally reports directly to the mayor, manager, or their designee.
It is vital that the leadership of every agency understand who actually sets policy for the
government structure they are working in and their role in implementing that policy.
3
Criterion 1A: Governing Body
The governing body and/or agency manager is legally established to provide general policies to
guide the agency, approve programs and services, and appropriate financial resources.
Summary:
West Metro Fire Protection District (District), also known as West Metro Fire Rescue (WMFR),
is a special district formed under the Colorado Revised Statutes (CRS) Title 32, Article 1. In
1990, the Lakewood Fire Protection District and the Bancroft Fire Protection District were
formed into the Lakewood Bancroft Fire Authority and were consolidated into a single fire
protection district with operations beginning January 1, 1995. Voter elections concerning the
consolidation of the Bancroft Fire District and the Lakewood Fire Protection District were held
on November 8, 1994. Approval for consolidation was by a majority of the electors voting in
each of the petitioning Districts. The November 22, 1994, Jefferson County District Court
Order Regarding Consolidation officially established the District name as West Metro Fire
Protection District, effective January 1, 1995.
The District has a history of consolidations starting in the late thirties. The Lakewood
Mountainair Fire Department was formed in 1938, as a non-profit corporation and was formed
into the Lakewood Fire Protection District in the late 1940’s, consolidating three fire
departments (Lakewood Mountainair, Green Mountain, and Applewood Fire Departments) into a
single legal entity. The Bancroft Fire Protection District was formed into a fire protection
district in the late 1940’s, consolidating two fire departments (Bancroft and Lochwood) into one
entity.
The District is governed by a board of directors. There are seven board members who represent
individual districts. Districts are representative of the geographical response area and each
district area represents one-seventh of the population served according to the most recent census
and GIS information available. The board meets bi-monthly and sets policy to guide the District,
approve programs and services and appropriate financial resources.
4
Performance Indicator - 1A.1 CC
The agency is legally established.
Description:
The District is legally established as a fire protection district organized pursuant to Title 32 of the
statues of the state of Colorado.
The District consolidated the Lakewood Fire Protection District and the Bancroft Fire Protection
District under the Lakewood Bancroft Fire Protection District Consolidated Service Plan
effective May 19, 1994. Resolutions within the service plan establish the prior two districts, the
authority under which they operated from 1991 to 1994, and the consolidation and recurring
resolutions of the District. Consolidation with the District’s current name occurred under the
Jefferson County District Court Order Regarding Consolidation dated November 22, 1994, and
the District began operations as the West Metro Fire Protection District on January 1, 1995. All
original boundaries, legal descriptions, assets and intergovernmental agreements in effect at that
time are detailed in the Service Plan. The District’s legal description and current boundaries are
referenced in the Standard of Cover and the WMFR District Boundaries – Denver Metro Area
Map.
Appraisal:
The Lakewood Bancroft Fire Protection District Service Plan empowers the District to provide
any and all services which fire protection districts are authorized by state statute to provide.
Examples within the Service Plan include the maintenance and operation of all stations and
facilities necessary to provide adequate service levels; staffing and operation of a program to
provide paramedic and advanced life support on first responding units; staffing and operation of
the fire prevention program including building inspection, arson investigation, plan review and
fire code enforcement; maintenance and operation of the communication network and dispatch
center; staffing of a public education program; maintenance and staffing of specialized teams;
and, continuation of a vehicle maintenance facility. The previous listing is not exhaustive.
5
This plan was reviewed within the last two years to assure that there have been no material
modifications of the essential scope or nature of the services being provided. There is no
decrease in services provided, population served or any additional material modifications that
would require a resubmittal to the county for service plan updates. The Service Plan in its
current form covers each service a fire district can provide legally and is an accurate
representation of the District services.
District bylaws reaffirm the legal status of the District under Title 32 of the statutes of the state
of Colorado. Additionally, the District bylaws appoint the board of directors as the body through
which the District shall exercise all powers and privileges set forth specifically or implied in the
bylaws.
Plan:
The District will continue to operate and comply as a fire protection district formed as a special
district pursuant to Title 32 of the Colorado Revised Statutes.
References:
Colorado Revised Statutes Title 32 (master exhibits folder)
Jefferson County District Court Order Regarding Consolidation (page 2)
Lakewood Bancroft Fire Protection District – A Consolidated Special District Service Plan
(Exhibit H)
West Metro Fire Protection District Bylaws (pages 1 and 11)
WMFR District Boundaries – Denver Metro Area Map
WMFR Standard of Cover (master exhibits folder)
6
Performance Indicator - 1A.2
The governing authority having jurisdiction over the fire service organization or agency
periodically reviews and approves programs and ensures compliance with basic governmental as
well as agency policies.
Description:
The District’s elected seven-member board of directors has governing authority over the District
and periodically reviews and approves programs and ensures compliance with basic
governmental as well as agency policies. They ensure that the District assumes all of the rights
and responsibilities set forth in Section 32-1-607 of the Colorado Revised Statues (CRS).
Appraisal:
The elected board of directors set policy and through regular meetings review and approve
programs, primarily through budget appropriations, through contract authorizations and through
semi-monthly reports to the board on program activity. Semi-monthly reports to the board
include financial statements for board of director approval, any capital project updates,
operations reports including recaps of lessons learned, community education reports including
statistical information on outreach effects and results in life safety concerning permitting, arson
investigations, etc. The board of directors therefore understands how the District’s responses
comply with the Strategic Plan and Standard of Cover. The board of directors also has the hiring
authority for selecting a fire chief/CEO, to oversee the operations of the District and follow the
requirements as set forth in CRS Title 32 for special districts.
Plan:
The board of directors will continue to monitor and participate in the development of policies to
ensure the legal operations of the District. The board will continue to receive reports on program
goals and achievements in the semi-monthly board meetings to evaluate progress with the goals
in the Strategic Plan.
7
References:
Colorado Revised Statutes Title 32 (master exhibits folder)
EMS Report 2011
Safety and EMS Report 2011
8
Performance Indicator - 1A.3
The method used to select the agency’s chief fire officer/chief executive officer includes
evaluation of candidate qualifications and credentials.
Description:
The District’s chief fire officer is the fire chief, selected through a competitive and fair
process/method. The fire chief job description outlines the required and preferred candidate
qualifications and credentials. Future fire chiefs would need to meet the job description in order
to be eligible and considered for the position as outlined in the Fire Chief Selection Process
board policy.
Appraisal:
The current fire chief meets the qualifications and credentials. When the position is vacant, the
board of directors will facilitate a competitive and fair assessment process/method. The board of
directors has the option to select only internal or external candidates for the position. The
position is then posted for the application period. The board directs the Human Resources
Division to pare down the qualified candidates that meet the requirements for the interview
process. Ultimately, the board selects the final candidate.
Plan:
The current process/method works suitably. The fire chief job description will be updated as
necessary.
References:
Job Description - Fire Chief
WMFR Board of Directors Policy - Fire Chief Selection Process
9
Performance Indicator - 1A.4
The governing body approves the administrative structure that carries out the agency’s mission.
Description:
The District’s administrative structure is outlined in an organizational chart created by the fire
chief to show all divisions of the District, and is approved by the board of directors.
Appraisal:
The board approved Strategic Plan and the practice of strategic management which incorporates
the organizational chart showing the structure of the organization, has allowed for the
development of best business practices. The administrative structure, presented in the
organizational chart appropriately aligns the strategic plan financial goals with oversight within
the finance division. Multiple divisions contribute to the strategic plan goal of reducing the
number and severity of emergency incidents, to include community education, the EMS Safety
Division, the Training Division, and the Life Safety Division.
Plan:
The board of directors will continue to approve the organizational chart as changes are presented
by the fire chief.
References:
WMFR Board Meeting Minutes of October 20, 2009Approving Strategic Plan
WMFR Organizational Chart (master exhibits folder)
WMFR Strategic Plan (master exhibits folder)
10
Performance Indicator - 1A.5
The governing body has policies to preclude individual participation of governing board
members and staff in actions involving possible conflict of interest.
Description:
The District has policies that preclude individual participation of governing board members and
staff in actions involving possible conflict of interest.
Appraisal:
In Administrative Procedure #1620 conflicts of interest are addressed for members (uniformed
employees) of the department; Board of Directors Policy – Conflict of Interest, addresses conflict
of interest for all employees, elected officials and appointed officials. Currently, the District has
no known past or current complaints or actions that have involved a conflict of interest by
employees, elected or appointed officials.
Plan:
All policies will continue to be monitored and will be adjusted as necessary.
References:
WMFR Administrative Procedure #1620 – Conflict of Interest
WMFR Board of Directors Policy – Conflict of Interest
11
Performance Indicator - 1A.6
A communication process is in place between the governing body and the administrative
structure of the agency.
Description:
The District’s board of directors and senior administrative staff maintain ongoing
communications through board meetings and through committee representation that has been
initiated through board appointment. Appointments to specific committees are done annually
based on board members’ interest and area of expertise. Appointments are made by the board
president subsequent to board members’ requests to serve on various committees. Appointments
are made at the board meeting after volunteers express interest.
Appraisal:
The District’s board of directors’ policy on board meetings stipulates the board shall meet twice
monthly and agenda items will be determined in coordination with the District’s administrative
staff. The District’s senior administrative staffs prepare the agenda and are present at board
meetings to present information pertinent to the on-going business of the District. Committees
also interact with senior administrative staff as necessary; both staff and committee members
report activity to the board of directors. Board minutes are provided subsequent to each meeting
via posting of approved minutes to the internet under the Board of Directors tab. Committees
present to the board of directors on their activity.
Plan:
The District and senior administrative staff will continue to participate in communications at
board meetings, committee meetings and other special meetings called for the purpose of
conducting District business.
References:
Board Meeting Minutes Sample
WMFR Board of Directors Policy - Board Meetings
WMFR Board of Directors Policy - District Organization, Status and Governance
12
Performance Indicator - 1A.7
The role and composition of various policy making, planning and special purpose bodies are
defined in a governing body organization chart for the authority having jurisdiction.
Description:
The District maintains an organizational chart that recognizes governing and key management
positions and levels of authority.
Appraisal:
The District’s organizational chart presents the government’s organizational structure and notates
the District’s governing and planning and policy making structure through division levels.
Divisions are presented by program function and are identified with levels of authority.
Compositions of divisions are detailed and reporting structures are delineated within the
organizational chart.
The District’s organizational chart also presents special purpose committees that receive their
direction and purpose from the District’s board of directors. These committees also present their
role and composition structure within the District’s organizational chart.
Plan:
The District will continue to maintain and publish an organizational chart updated as structural
changes occur to identify the policy making, planning and operations, and special purpose
committees.
References:
WMFR Board Meeting Minutes of February 8, 2012
WMFR Organizational Chart (master exhibits folder)
13
Performance Indicator - 1A.8
The governing body publishes a mission statement for the agency.
Description:
The board of directors of the District adopts and publishes the Strategic Plan; the District
maintains the mission statement within the introduction to the Strategic Plan.
Appraisal:
The District’s board of directors has approved the current Strategic Plan to include the mission
statement, vision, values, and strategic goals and outcomes. The mission statement addresses the
commitment of all divisions to the service of the District’s constituents.
Plan:
The District will continue to review the mission statement in the strategic planning process and
update the mission statement as necessary. The Strategic Plan will continue to be published as
changes are made to the plan, including the mission statement.
References:
WMFR Strategic Plan (master exhibits folder)
14
Criterion 1B: Agency Administration
The established administrative structure provides an environment for achievement of the
agency’s mission, purposes, goals, strategies, and objectives.
Summary:
The District’s mission statement commits to providing professional fire protection, emergency
medical services, life safety, and community service. The District’s administrative structure
specifically reflects the mission by structuring, through the organizational chart, divisions that
align directly with the District’s mission, goals and objectives established in the Strategic Plan.
15
Performance Indicator - 1B.1
The administrative structure reflects the agency’s mission, goals, objectives, size and
complexity.
Description:
The District’s mission statement commits to providing professional fire protection, emergency
medical services, life safety, and community service with a vision that shapes the future. The
District’s administrative structure specifically reflects the mission by structuring, through the
organizational chart, divisions that align directly with the District’s mission, goals and
objectives.
Appraisal:
The District’s current organizational chart details four major divisions consisting of Finance,
Operations, Administration, and the Colorado Task Force 1. The Operations Division further
consists of the Training Division, the EMS Safety Division, and the Communications Division.
All of the aforementioned operations divisions address the mission of professional fire
protection, emergency medical services and community service. The Administration Division is
further organized under Life Safety, Human Resources, Information Technology and Services
Divisions. The Life Safety Division specifically addresses the mission commitment to life safety
to include fire prevention and investigation.
Other divisions previously mentioned to include Finance, Human Resources, Information
Technology and Fleet Services serve to provide specific functions that address the District’s
strategic goals and objectives. They are organized to reflect the organization’s informational and
support needs due to the complexity of the specific field of expertise and the support provided
for the District’s mission. The District manages programs and program goals effectively under
the current structure with strategic plan goals that bridge various divisions managed by strategic
plan goal objectives within each division. The current organizational structure has remained
unchanged for several years with the exception of 2011, the year that saw the Community
Outreach Division merged within the Training Division and becoming a department of the
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Training Division. The District believes this current structure will be successful for ongoing
programs.
Plan:
The District will continue to maintain an administrative structure that aligns with the agency’s
mission based on the strategic goals, operational and informational objectives, size and
complexity.
References:
WMFR Organizational Chart (master exhibits folder)
WMFR Strategic Plan (master exhibits folder)
17
Performance Indicator - 1B.2
Resource allocation reflects the agency’s mission, goals, and objectives.
Description:
The District’s mission statement commits to providing professional fire protection, emergency
medical services, life safety, and community service. The District’s resource allocation reflects
the mission of fire suppression and EMS service delivery through the Operations Division.
Resource allocation for life safety occurs in the Life Safety Division. The District includes
within the Operations Division the personnel and resources to respond to fire, EMS, hazardous
materials, wildland fire, and other risks to the community. The District expenditures for costs
associated with fire and EMS services to the community comprise approximately 87% of the
annual budget. The costs associated with the Life Safety Division comprise approximately 4%
of the annual budget. The costs associated with public education and administration comprises
the remaining 9% of the annual budget.
Appraisal:
The District appropriately allocates personnel and other resources to enable the District to carry
out the mission of the organization. Personnel costs comprise the majority of expenditures for
the District and those costs are allocated to the Operations Division budget in addition to other
resource allocations. Administrative resources adequately meet the support needs to assist in
accomplishing the goals and objectives of the District.
Resource allocation is reflective of the Risk Assessment and Standard of Cover in conjunction
with the Strategic Plan.
Plan:
The District will continue to maintain an appropriate allocation of resources to support the
operational and administrative needs of the District to fulfill the District’s mission and
objectives. Changes in the Standard of Cover and Risk Assessment that affect this indicator will
be addressed as necessary.
18
References:
West Metro Fire Protection District 2012 Budget (master exhibits folder)
WMFR Organizational Chart (master exhibits folder)
WMFR Risk Assessment (master exhibits folder)
WMFR Standard of Cover (master exhibits folder)
WMFR Strategic Plan (master exhibits folder)
19
Performance Indicator - 1B.3 CC
The agency administration demonstrates compliance with legal requirements of local,
state/provincial, and federal governments.
Description:
The District is established as a special district under Colorado Revised Statutes Title 32 and
demonstrates compliance with legal requirements by submission of filings to various state
agencies. Required filings consist of the Service Plan, annual audit, and annual budget.
Appraisal:
Upon creation, special districts are required to submit a service plan that outlines services the
District will provide. Included in the Service Plan are the service area and the financial plan for
the special district. The District submitted its Service Plan to the Jefferson County
Commissioners in 1994. The Service Plan, while broad, authorizes the District to perform all
functions related to fire suppression, fire safety, community outreach and emergency medical
services. The Service Plan has served the District since inception and unlike annual audits, is not
updated or resubmitted.
Annually, the District complies with the legal requirement to submit a copy of audited financial
statements to the Office of the State Auditor. Audits are required to be filed with the Office of
the State Auditor by July 31 of each year. The District has filed all annual audited financial
statements since inception of the District.
The District successfully complies with the legal requirement to submit a budget to the Division
of Local Governments on an annual basis. Requirements mandated within budget law include
presentation of revenues, expenditures and fund balances, a budget message addressing
significant budget issues for the year and the basis of accounting the District utilizes. The
District levies property taxes and therefore submits required annual budgets to the Division of
Local Government by January 31 of the budget year.
20
The District retains legal counsel to keep the District informed of any additional legal
requirement to include those at the local, state and federal level.
Plan:
The District will continue to comply with legal requirements within Title 32 of the Colorado
Revised Statutes.
References:
Colorado Revised Statutes Title 32 (master exhibits folder)
Lakewood Bancroft Fire Protection District – A Consolidated Special District Service Plan
WMFR 2010 Budget (master exhibits folder)
WMFR 2011 Budget (master exhibits folder)
West Metro Fire Protection District 2012 Budget (master exhibits folder)
WMFR Comprehensive Annual Financial Report 2008 (master exhibits folder)
WMFR Comprehensive Annual Financial Report 2009 (master exhibits folder)
WMFR Comprehensive Annual Financial Report 2010 (master exhibits folder)
21
Performance Indicator - 1B.4
Personnel functions, roles and responsibilities are defined in writing, and a current organization
chart exists that includes the agency’s relationship to the governing body.
Description:
The District’s personnel functions, roles and responsibilities are defined in writing and are
maintained by Human Resources. All job descriptions for personnel functions include the nature
of the work, essential duties, education and experience, required knowledge, skills and abilities,
the working environment, and physical demand characteristics of the job. The nature of the job,
essential duties, education and experience and the like are all dependent on the specific positions
within the organization and specialized knowledge necessary to perform each position.
The organizational chart provides District employees and the public with an understanding of the
relationship between the citizens, the board of directors, special committees, divisions and
staffing within divisions. The organization chart is posted on the intranet and is updated as
necessary and approved by the board of directors.
Appraisal:
District personnel functions, roles and responsibilities are adequately defined. The organization
chart is current and approved by the board of directors as required. Job descriptions for all
positions are maintained through the Human Resources Division. The hierarchical relationship
among various divisions and personnel is expressed within the organizational chart. Professional
development is provided at all levels of the organization. The board of directors, senior
management and staff are provided opportunities throughout the year to further develop skills
reflective of the positions and responsibilities of each position.
The Board of Directors Policy – Directors and Officers of the Board, addresses the board
qualifications and descriptions of the responsibilities of specific board members. The District
annually plans and supports the attendance of the board of directors to the Special District
Association conference held annually in Keystone, Colorado each September. Senior
22
management, to include the finance manager, is provided training opportunities within their area
of expertise.
The finance manager complies with continuing professional education through offerings
provided by the Colorado Society of CPAs, the Colorado Government Finance Officer
Association and the Government Finance Officer Association.
Staff descriptions are specific to their function and the Human Resources administrative staff
description is provided as an example. Skill development for positions within the Human
Resource Division are generally conducted through Mountain States Employers Council at the
Human Resources Conference, Horizon for computer skills, and other opportunities to include
High Plains classes and Civic Plus for the development and maintenance of the website.
Plan:
The District will continue to have current and updated personnel functions, roles and
responsibilities as needed. The division directors will work with Human Resources to ensure
compliance. The board of directors will have a current organizational chart for approval as
needed.
References:
Job Description - Administrative Assistant – Recruiting and Personnel
Job Description - Finance Manager
West Metro Board of Directors Policy – Directors and officers of the Board
WMFR Organizational Chart (master exhibits folder)
23
Performance Indicator - 1B.5
The agency’s title is consistent with its mission.
Description:
The title West Metro Fire Protection District is consistent with its mission as stated in the
District’s Strategic Plan: the members of the West Metro Fire Protection District are committed
to providing professional fire protection, emergency medical services, life safety, and community
services with a vision that shapes the future. Objectives outlined in the mission statement are
also consistent with the Service Plan.
Appraisal:
The District’s core business is fire protection, and it has provided all aspects of service described
by its mission statement since its inception. Resources are allocated to fire protection,
emergency medical services, life safety and community service both through the budget process
and through the organizational structure. Community involvement, in the form of feedback and
surveys conducted, reinforces to the District and its board of directors that the District continues
to meet its mission statement.
Plan:
The District will continue to provide professional, quality services to its citizens as determined
by the current needs assessment and stakeholder responses as it continues to implement the
Strategic Plan.
References:
WMFR Strategic Plan (master exhibits folder)
24
CATEGORY II: ASSESSMENT AND PLANNING
Assessment and planning are defined as the processes used to identify the community’s fire
protection and other emergency service needs in order to identify potential goals and objectives.
The District evaluated available data and information in order to logically and rationally define
the mission. Assessment and planning is critical to the establishment of service level objectives,
standard of cover, and ultimately, the quality of program outcomes.
The overall purpose of using these processes is to establish a long-range general strategy for the
operation of the system.
25
Criterion 2A: Documentation of Area Characteristics
The agency collects and analyzes data specific to the distinct characteristics of the community
served and applies the findings to organizational planning.
Summary:
The District collects and analyzes data using a range of software and data analysis techniques
based on standard industry practices. Geospatial information system (GIS) is used to capture,
store, analyze and present data with reference to geographic location data or map layers. The
response data resides within the records management system (RMS) and is incorporated into the
GIS software and placed within the map layers for analysis. From these data sets the District is
able to determine response data based on 15 service area layers, the urban/suburban/rural
population density layers, and other areas needing analysis.
Other sources of data include census data, water district data, and city of Lakewood data as
examples. The internal source is the RMS. Occupancy data resides within the RMS and
response data is based on service areas. The RMS provides analysis of apparatus placement
(concentration) and station locations (distribution).
The District has chosen to separate the Risk Assessment from the Standard of Cover. The Risk
Assessment is targeted to the firefighters, to provide new officers or officers not normally
assigned to the planning zone, information on the risk of that area. The Standard of Cover is
targeted to a broader audience; the community and the board of directors.
These data sets are analyzed for the Risk Assessment and the Standard of Cover by the
accreditation manager.
26
Performance Indicator - 2A.1
Geographical boundaries for the authority having jurisdiction are identified (e.g., street and local
highway network, jurisdictional boundaries, mutual and automatic aid zones, contract service
areas, etc.)
Description:
The geographical boundaries have been identified using geospatial information system (GIS).
The District possesses map layers that include street, local highway network, jurisdictional
boundaries and multiple other geospatial data. These map layers also reside within the computer
aided dispatch (CAD) software to be used to dispatch the District’s resources. Within the
Standard of Cover, risk analysis and the CAD software the geographical boundaries have been
identified.
Appraisal:
The map layers have been updated and are current; they include contract service areas, automatic
aid zones and recent inclusions. These inclusions are for individual properties that are within
District boundaries, but have not been included into the District. All areas have been identified
and property owners have been contacted. The GIS technicians are contactors that work for
individual divisions based on the need.
Plan:
Continue to maintain GIS data and update as inclusions complete the process. Evaluate the use
of GIS contactors to ensure the cost and quality of the work is commensurate with the need.
References:
First Due Map
Population Density Map
WMFR Administrative Procedure #1612 - Inclusion into WMFR
27
Performance Indicator - 2A.2
The agency organizes the community into geographic planning zone(s) for purposes of analyzing
service provision.
Description:
The District has organized the community into fifteen planning zones. Each zone is based on the
individual station response district and is detailed in the Risk Assessment document. The
individual planning zones are organized into table format including a map; description; risk
analysis; water supply; and, list of high to moderate high risks, special risks, response baselines
and occupancy classification. The response baselines analyze the response metrics of each
resource assigned to that station.
Appraisal:
The response zones are not criteria for determining which resource will be recommended by
CAD; the District is using live routing (using CAD with automatic vehicle location (AVL)
devices). Live routing keeps track of where a resource is and recommends the closest unit. The
response data is not affected.
The planning zones are up to date and the District has used them for analyzing service
protection. Forecasting is effective and allows for analytical planning.
Plan:
The accreditation manager and SOC Work Group will continue to use these planning zones for
future data analysis.
References:
WMFR Risk Assessment (pages 23-61) (master exhibits folder)
28
Performance Indicator - 2A.3 CC
The agency analyzes the community by service area/population density for the purpose of
developing total response time standards.
Description:
The District analyzes population density to determine response time benchmarks and baselines.
Using GIS the District is divided into urban (greater than 2,000 persons per square mile),
suburban (between 1,000 and 2,000 persons per square mile), and rural (less than 1,000 persons
per square mile). These standards are based on the CFAI; Fire and Emergency Service Self-
Assessment Manual (FESSAM); 8th Edition; Page 71 to 73; 2009. Benchmarks and baseline
response standards are determined using the 90th percentile.
The District will evaluate all opportunities for inclusions. There are two types of inclusions the
local property owner (who for various reasons were not included into the District but are within
the boundaries) and outside districts/cities. At the time of this indicator there are no plans for
any inclusions. The District will evaluate the advantages and disadvantages for our customers on
any property owner, neighboring fire districts, or cities who wish to include.
Appraisal:
The population density of the District is not expected to change, based on the lack of developable
land. There are some infill areas that should fill in sometime in the future, but as these areas are
developed they should increase the density slightly.
The aging population of the District is being monitored and it is expected to increase the EMS
incidents as the baby boomers move into the ages that require additional medical support.
Plan:
Continue to evaluate population changes throughout the response spectrum. Continue to monitor
population shifts and growth annually to ensure the District is prepared to adjust stations
locations, unit locations and additional units as necessary.
29
References:
CFAI Fire & Emergency Service Self-Assessment Manual, 8th Edition (pages 71 – 73)
Population Density Map
WMFR Demographics Table
WMFR Standard of Cover (pages 11-13) (master exhibits folder)
30
Performance Indicator - 2A.4
Data including fire loss, injury and life loss, property loss, and other associated losses, are
recorded for a minimum of three immediately previous years.
Description:
The District’s RMS allows the crews to enter the data on fire loss, firefighter casualties (injuries
and deaths), and civilian casualties (injuries and deaths), but is considered incomplete and is not
used for planning purposes.
Appraisal:
The data collected on fire loss, injury and life loss, property loss and other associated losses is
not complete. Attempts to gather fire loss by following up with insurance agencies has not been
effective; therefore, analysis of data to actual claims has not been performed. Firefighter injuries
are tracked separately from the RMS. Civilian casualties are tracked in the RMS and are not
complete.
Firefighter casualties are tracked and are included in an annual report produced by the wellness
manager and the safety captain.
Plan:
The Strategic Plan Work Group will develop a process to ensure the District has accurate data on
fire loss, civilian injury and life loss, property loss and other associated losses by 2013.
References:
Casualties 2008 to 2011 Spreadsheet
Comprehensive Annual Financial Report – 2008 (master exhibits folder)
Comprehensive Annual Financial Report – 2009 (master exhibits folder)
Comprehensive Annual Financial Report - 2010 (master exhibits folder)
Dollar Loss Report
Safety and EMS Report 2011
31
Performance Indicator - 2A.5
Demographics such as population, land use, topography, climate and occupancy groups are
identified and documented.
Description:
Population demographics are derived from the U.S. Census Bureau using GIS. This information
is applied to the planning zone. Land use and topography are available from the mobile data
terminals on all front line apparatus. Climate data has been identified and documented in the
Standard of Cover and the Risk Assessment. Occupancy groups reside within the RMS.
Appraisal:
The District has indentified and documented the features of the area served. The population
growth has been flat and should remain flat until the economy improves. Topography and
climate have an impact on emergency services and past weather will be indicative of future
impacts. Occupancy groups are monitored closely by the Life Safety Division to ensure they are
indentified and documented.
Plan:
Continue to monitor features of the District for changes that can affect emergency service
demands.
References:
Occupancy Data Master
WMFR Demographics Table
WMFR Risk Assessment (pages 9-10 and 23-61) (master exhibits folder)
WMFR Standard of Cover (pages 9-13) (master exhibits folder)
32
Performance Indicator - 2A.6
Significant economic indicators used in the planning effort are identified (e.g., revenue sources,
local economic factors, insurance, and assessed valuation of various components.)
Description:
The District relies heavily on revenue generated from property taxes based on assessed
valuations. As such, the District continually monitors information provided by the counties the
District services as well as statistical information provided by various media outlets that report
current trends and economic conditions. Trends and reporting of economic conditions provide
information applicable to projecting and meeting anticipated revenue, and assist the District in
providing expected variances on relevant expenditures for organizational planning purposes.
Appraisal:
The District receives approximately 75% of revenue from property tax levies based on assessed
valuation of property within the District. The second largest revenue stream for the District is
emergency medical services billing. The District recognizes the mandate for a balanced budget;
as a leading component the District continually monitors those items most relevant to income
determination, including property values, assessed values, foreclosure rates, Medicare and
Medicaid reimbursement, and overall collection rates of the District to ensure revenue sources
are projected and adjusted in a timely manner for budget and performance variations.
Response demands are higher in the northeastern older sections of the District. The historical
growth within the District has been from Denver west up to the foothills, then south between the
foothills and Denver. The aging of these demographics has had an impact on the numbers of
incidents in the Station One and Station Seven areas (the oldest sections of the District).
Plan:
The District will continue to collect and analyze data specific to the District in the area of
anticipating revenue or cost changes relevant to District planning efforts. Expenditures for
programs, service maintenance, and improvement will be based on projected resources available
33
to the District with strategic prioritization of needs based on organizational performance
measures and plans.
References:
Comprehensive Annual Financial Report – 2009 (Statistical Section, pages 71-96) (master
exhibits folder)
WMFR Demographics Table
WMFR Report to the Community 2010 Year in Review
WMFR Standard of Cover (pages 13-14) (master exhibits folder)
34
Performance Indicator - 2A.7
The water supply system that provides available fire flow for the planning zones, major risks,
key risks, and special hazard areas should be documented and included in the planning effort.
Description:
The Life Safety Division reviews all new water supply systems during the plans review process.
The Division ensures there is adequate water supply for all firefighting purposes. Hydrant
locations are added to the mapping layer used on the apparatus mobile data terminals. Areas
without hydrants or with low water supply are identified in the Risk Assessment and are included
in the planning zone’s narrative.
Preplans reflect the ability of the water supply systems to support fire flows. When flows are not
able to support firefighting efforts, the addresses are flagged in the CAD software and this
information is communicated to the responding units.
Appraisal:
The new construction or additions to the water system are monitored by the Life Safety Division
and then provided to GIS for inclusion in the mobile data terminals. Water supply is part of the
Risk Assessment and each planning zone has descriptions of the water supply and any deviations
are noted. Based on the fire code at the time of construction all water systems will provide
adequate water supply.
Water supply is provided by 23 independent water and sanitation districts (two are city water
systems; Morrison and Lakewood). The District has attempted on many occasions to contact
these local governments with mixed success.
There are areas where the water supply is not adequate to supply the needed fire flow. These
areas are documented in CAD. There are areas that are without an organized water district and
the use of water tenders is necessary; these areas are documented and mutual aid water tenders
will be dispatched as needed. These areas are generally north and south of the city of Morrison
35
and fall within the Station Nine and Eleven planning zones and are identified in the Risk
Assessment and Standard of Cover.
Plan:
Continue to work with the counties, cities, and towns to insure that the District remains a part of
the planning process. Continue to work with the local water districts, where relationships have
been established, to improve upon the delivery system (adding of hydrants, increasing water
main sizes, etc.) and to establish relationships, where possible, to also improve upon delivery
systems. Water supply system maps need to be acquired for all areas that the District protects.
References:
WMFR Risk Assessment (pages 24-62 (master exhibits folder)
WMFR Standard of Cover (pages 13-14) (master exhibits folder)
36
Criterion 2B: Fire Risk Assessment and Response Strategies
The agency assesses the nature and magnitude of the hazards within its jurisdiction and develops
appropriate response coverage strategies.
Each significant fire risk should be categorized and listed to permit future analysis and study in
determining standards of cover and related services.
Summary:
The District is divided into 15 planning zones or fire management zones as listed in the Risk
Assessment. Each zone is based on the first response areas for each station. The District does
not use these zones for dispatching purposes; each unit is dispatched using the closest unit based
on a live routing process. Analyzed in each zone is a general description of the zone, risk
analysis, water supply, response data, and listing of high to moderate high risks, special risks,
response baselines and occupancy classification.
The District has chosen to separate the Standard of Cover and the Risk Assessment. The Risk
Assessment is used as a guide for the firefighter to understand the risks they face within each
station district. This structure of the Risk Assessment is based on these end users. It was
determined to target the firefighters in this effort to provide a quick guideline to a new,
transferred, or acting officer as a reference on the hazards they may face
37
Performance Indicator - 2B.1 CC
Each planning zone and population area is analyzed and risk factors are evaluated in order
to establish a standards of cover.
Description:
Each planning zone and the populations were analyzed for risk factors and a Standard of Cover
and Risk Assessment are established based on that analysis. The District conducted an
occupancy hazard assessment using the RMS. The criterion was evaluated and modified to meet
the District’s needs. The assessment is based on water supply; predominant construction type;
occupancy classification; number of above-grade floors; presence of below-grade floors; total
square footage; occupancy load; automatic sprinkler systems; fire alarm systems; and, hazardous
materials. From this analysis each occupancy was classified into high, high moderate, low
moderate and low. The use of the moderate split was based on the point system placing some
special hazards into the moderate class and it was felt that some of these needed a stronger
classification. The building inspections were modified to allow crews to put more time into the
inspection of high or high moderate occupancies.
Appraisal:
Crews were tasked with completing the hazard assessment and are required to review during the
annual or biannual inspections. It was noted during this process that some occupancies were not
classified correctly based on the special hazards. These were reclassified as special hazards and
were listed in the Risk Assessment as such. This process was reinforced by interviewing each
officer to ensure each classification was correct and to pick up any special hazards that were not
classified in the District’s RMS.
Populations were evaluated to determine demographics. Some demographics were not available
at the special district level and were only evaluated on a county level (median income). This
data is included in the Risk Assessment.
38
The District was able to adjust the building inspection cycle to allow for more time for an
inspection on the high/moderate high occupancies. High and moderate high occupancies are
inspected each year and moderate low to low are inspected every other year.
Plan:
Continue to monitor the hazard assessment process and reevaluate annually. Develop median
income for each planning zone comparing 2000 and 2010 census data for analysis of economic
trends.
References:
Wildland Hot Spot Map
WMFR Risk Assessment (pages 24-62) (master exhibits folder)
WMFR Standard of Cover (pages 11-13) (master exhibits folder)
39
Performance Indicator - 2B.2
The frequency and probability of occurrence of fire suppression service demands are identified
in each planning zone.
Description:
The frequency and probability of occurrence of fire suppression service demands are identified
in the Risk Assessment. These risks are not part of the individual planning zone assessment; the
probability is identified for the entire District. The service demands are outlined in the Risk
Assessment on pages six through nine and are based on the number of incidents within the last
three years (frequency and probability).
Appraisal:
The assessment was evaluated based on life safety (the amount of personnel and equipment
required to rescue or protect the public and firefighters from life-threatening situations),
economic impact (loss of properties, income or irreplaceable assets), and other impact to the
community (loss of historic buildings or community infrastructure). Any incident occurring
more than 25 times per year, evaluated over a three year period (total of 75 events) was
considered a high frequency event.
Within the Standard of Cover and Risk Assessment the frequency and probability of occurrence
of fire suppression demands are documented. The frequency and probability of the service
demands were reviewed for the past three years and were assigned a low probability of less than
20 fires per year and a high probability of more than 20 fires per year by the Standard of Cover
Work Group.
Then each type of incident was evaluated based on life safety (the amount of personnel and
equipment required to rescue or protect the public and firefighters from life-threatening
situations), economic impact (loss of properties, income or irreplaceable assests), and other
impacts to the community (loss of historic buildings or community infrastructure). This
evaluation determined the probability of the event. A matix was developed to assist in
illustrating the frequency and probability and is on page 5 of the Risk Assessment.
40
Plan:
Continue to annually evaluate the frequency and probability of occurrence to keep the Standard
of Cover and Risk Assessment current.
References:
WMFR Risk Assessment (pages 24-62) (master exhibits folder)
41
Performance Indicator - 2B.3
The maximum or worst fire risk(s) in each planning zone is/are identified and located; i.e.,
hazards that require the maximum amount of fire protection resources or that would result in the
greatest loss of life or property;
the key or special hazard risk in each planning zone is identified and located; i.e., hazards, which
if destroyed would be a critical or essential economic loss to the community (this could also
include cultural, environmental, or historical loss);
the typical or routine risks in each planning zone are identified; i.e., those risks most common to
the planning zone;
the remote or isolated risks in each planning zone are identified; i.e., those risks most distant
from other risks as to be almost unique to the planning zone;
and/or other locally adopted equivalencies are utilized to identify fire risk.
Description:
Within the Risk Assessment the maximum or worst fire risk, the key or special risk, the typical
or routine risks, and remote or isolated risks are identified using locally adopted equivalencies.
Each planning zone is illustrated in matrix format. Each includes planning zone map, description,
risk analysis narrative; water supply narrative; response data; list of high to moderate risks; list
of special risks (discussion on each is included in the risk analysis narrative); response baselines;
and, occupancy classification.
Appraisal:
The target audience for the planning zone matrix is the firefighters. The intention is to provide a
product that is a reference for the first due officer, new officer, acting officer and firefighters to
provide them an overview of the risks they will be facing during their tour. Also, citizens or
other organizations who are interested in their area can reference the document. This format will
42
need to be vetted over time to see if there is another method or structure to support the daily use
of the Risk Assessment.
Plan:
The accreditation manager and the SOC Work Group revise the Risk Assessment and Standard
of Cover as necessary. Annually update and run the statistics.
References:
WMFR Risk Assessment (pages 4-22) (master exhibits folder)
43
Performance Indicator - 2B.4
A critical task analysis of each risk category and/or fire incident is conducted to determine the
effective response force (ERF).
Description:
A critical task analysis (CTA) was conducted for each risk category to determine the effective
response force (ERF). This evaluation included all operations the District performs based on the
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
historical response.
Appraisal:
The Standard of Cover Work Group 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.
Plan:
Continue to evaluate and review the ERFs and the CTA as necessary.
References:
WMFR Risk Assessment (pages 24-62) (master exhibits folder)
WMFR Standard of Cover (pages 37-45) (master exhibits folder)
WMFR Standard Operating Procedure #106 - Response
44
Performance Indicator - 2B.5 CC
Agency baseline and benchmark total response time objectives for fire response conform to
industry best practices for first due and effective response force (ERF).
Description:
The District’s baseline and benchmark total response time objectives have been established for
fire response for first due and effective response force (ERF). These baselines and benchmarks
are based on best industry standards outlined in the FESSAM on pages 70 and 71. The
benchmark objectives have been established for each of the programs outlined in the Self
Assessment Manual and are for structure fires, EMS, wildland fires, hazardous materials and
technical rescue for first due and ERF. Each benchmark for the programs is further classified by
urban, suburban, and rural areas of the District.
For structure fire responses the benchmarks for first due units are 7:20 for the urban areas, 8:20
for the suburban areas, and 10:20 for the rural areas.
For structure fire responses the benchmarks for ERF units are 10:00 for the urban areas, 16:00
for the suburban areas, and 18:00 for the rural areas.
Appraisal:
Baseline performance for structure fires is addressed in the Standard of Cover (pages 56 to 64).
The baselines reflect processing, turnout, travel time and total response time. The previous three
years of data has been collected (2009/2010/2011).
For structure fire responses the baselines for the first due units are 9:09 for the urban areas, 9:05
for the suburban areas, and 11:55 for the rural areas.
For structure fire responses the baselines for the ERF units are 17:10 for the urban areas, 27:59
for the suburban areas, and 29:59 for the rural areas.
Another factor affecting the data is the lack of sample size for the rural and suburban areas of the
District. The number of incidents occurring within these areas is very small. The urban incident
45
count runs 95.1% (53,248 for all three years) of the total incidents; the suburban incident count is
3.7% (2,077 for all three years) of the total incidents; and the rural incident is 1.2% (645 for all
three years) of the total incidents measured. This should be corrected as additional years of data
are sampled.
The tables are in the Standard of Cover on page 56 and 57 and define the benchmark objectives
and baseline performance.
Plan:
Continue to update the data yearly as outlined in the compliance methodology in the Standard of
Cover and evaluate the data to ensure the District meets its response time baselines.
References:
WMFR Standard of Cover (pages 51-62) (master exhibits folder)
46
Performance Indicator - 2B.6 CC
Given the fire risk(s), area of responsibility, demographics, economic indicators, fire loss
data, water supply and automatic fire protection system information, effective standards of
cover strategy is established.
Description:
A standard of cover and risk assessment strategy has been established and is published in the
District’s Strategic Plan. The fire risks are based on frequency/probability. Each commercial
occupancy was evaluated using the Fire Manager RMS hazard assessment process and evaluates
automatic fire protection systems. Water supply is evaluated and areas where no water district is
established are known and mutual aid water tenders will be dispatched. Demographics,
economic indicators, and fire loss data have been evaluated to establish a standard of cover
strategy.
Appraisal:
The following critical performance tasks have been identified in the Strategic Plan:
• Identify existing national, state, and local standards, performance objectives and targets
for each service.
• Identify current WMFR operations department standards, objectives, and targets for
services provided.
• Identify outside agency expectations for WMFR provision of regional services.
• Develop proposed standards, performance objectives, and targets for services that
currently have no standards, performance objectives and targets.
• Develop and implement a new fire resource deployment model that appropriately
represents response time and risk.
o Define risk, to include population, age, socio‐economic condition, density, call
volume, and other critical factors.
o Utilize the model to determine resource deployment system‐wide.
47
• Identify the specific changes in resources needed to meet identified standards,
performance objectives and targets.
• Identify industry best practices.
As the strategic planning process matures the District will update these critical performance tasks
to reflect the status of the Standard of Cover and Risk Assessment.
Plan:
Update the Strategic Plan to reflect the status of the Standard of Cover and Risk Assessment and
make changes in the response plans and Strategic Plan as necessary.
References:
WMFR Risk Assessment (master exhibits folder)
WMFR Standard of Cover (master exhibits folder)
WMFR Strategic Plan (Objective 5-C, pages 24-25) (master exhibits folder)
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Performance Indicator - 2B.7
Fire protection suppression and detection systems are identified and being considered in the
planning process.
Description:
Fire protection suppression and detection systems are identified and are considered in the Risk
Assessment. Using the RMS a hazard assessment risk profile was used to build a numerical
value for each commercial occupancy.
Appraisal:
During the winter of 2008/2009, line personnel evaluated over 3,500 commercial occupancies to
classify them into hazard classes. This data was used to evaluate hazardous structures within the
District. High and moderate/high structures were classified in the Risk Assessment and were
placed into a category of needing building inspection once per year. Special risks identified by
surveying line personnel were identified. Within the hazard assessment risk profile were
numerical classifications for suppression and detection systems. Table 3 in the Risk Assessment
(page 7) illustrates the hazard assessment classifications. The hazard assessment is updated
during each building inspection cycle.
Plan:
Continue to monitor hazard assessment and make adjustments as necessary.
References:
WMFR Risk Assessment (pages 24-62) (master exhibits folder)
49
Performance Indicator - 2B.8 CC
The agency utilizes a formal process periodically to assess the balance between fire
suppression capabilities and fire risks in the service area. Identified imbalances are
addressed through the planning process.
Description:
Within the Standard of Cover (SOC) the compliance methodology outlines a formal process for
annually assessing the balance between fire suppression capabilities and fire risk. In addition,
the high risk occupancies are analyzed annually and the hazard analysis is updated during the
inspection process.
Appraisal:
Fire and non-fire capabilities have been measured in the SOC and Risk Assessment by analyzing
deployment capabilities, response times, and call demand by functional areas. Within the SOC
compliance methodology uses a systematic approach to evaluate the fire risks and ensures the
District is maintaining suppression capabilities. Within the SOC is a chapter titled Compliance
Methodology that outlines a seven step process to ensure the SOC and Risk Assessment remains
current.
Plan:
Continue to update the Standard of Cover and Risk Assessment annually and ensure the
outcomes are included in the Strategic Plan. Outcomes need to be analyzed to determine if
changes are appropriate for the Strategic Plan, SOC and Risk Assessment. This process needs to
be formalized to ensure a balance between fire and non-fire capabilities and risk by the end of
2013.
References:
WMFR Standard of Cover (pages 65-69) (master exhibits folder)
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Criterion 2C: Non-Fire Risk Assessment and Response Strategies
The agency assesses the nature and magnitude of other hazards and risks within its jurisdiction
and identified appropriate strategies, methods of operation, and resource allocation required to
mitigate potential emergencies.
These may include a wide variety of risk and service demands, e.g., hazardous materials,
emergency medical services, rescue, etc. Special attention should be paid to identify, analyze
and develop strategies for non-fire or limited fire risks that gain importance due to cultural,
economic, environmental, or historical value.
Summary:
The District is divided into 15 planning zones or fire management zones as listed in the Risk
Assessment. Each zone is based on the first response areas for each station. The District does
not use these zones for dispatching purposes; each unit is dispatched using the closest unit based
on the live routing process. Analyzed in each zone is a general description of the zone, risk
analysis, water supply, response data, and listing of high to moderate high risks, special risks,
response baselines and occupancy classification.
This structure of the non-fire risk analysis is based on the end users. It was determined to target
the firefighters in this effort to provide a quick guideline to a new, transferred, or acting officer
to provide them with a quick reference on the hazards they may face during their tour.
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Performance Indicator - 2C.1 CC
Each planning zone and population area is analyzed and non-fire risk factors evaluated in
order to establish a standards of cover.
Description:
Each planning zone and the populations were analyzed for non-fire risk factors and a Standard of
Cover and Risk Assessment are established based on that analysis. Potential non-fire risk and
occurrence is evaluated in the Risk Assessment and is included in the planning zone tables. The
Standard of Cover and Risk Assessment analysis is based on industry best practices, operational
experience and local knowledge of those risks. The non-fire risks evaluated include emergency
medical services, special events, hazardous materials, technical rescue, and water rescue.
Wildland fires are evaluated in Criterion 2B - Fire Risk Assessment and Response Strategies.
Each of the non-fire risks are detailed in the Risk Assessment and the Standard of Cover. This
detail includes a general description of the risk and the number and types of incidents.
Appraisal:
The records management software was used to evaluate the location of historical incidents for
non-fire risk spatially. From that analysis the District was able to determine the concentration of
resources to mitigate those risks. In addition, the frequency of each non-fire risk was evaluated
to determine the scope of the risk. These analyses were added to the Standard of Cover and the
Risk Assessment. The non-fire risks include emergency medical services, special events,
hazardous materials, technical rescue and water rescue. In addition, the District evaluated
transportation hazards including light rail and roadway potential incidents; severe weather and
natural disasters including tornados, flood/hail events, wind events and heavy snow. These
potential hazards are included in the Risk Assessment.
Plan:
The accreditation manager and the SOC Work Group will continue to monitor the hazard
assessment process and re-evaluate annually based on the methodology chapter in the Standard
of Cover.
52
References:
EMS Hot Spot Map
Hazmat Hot Spot Map
Technical Rescue Hot Spot Map
Water Rescue Hot Spot Map
WMFR Risk Assessment (master exhibits folder)
WMFR Standard of Cover (master exhibits folder)
53
Performance Indicator - 2C.2
The frequency and probability of occurrence of service demands other than fire are identified in
each planning zone.
Description:
The frequency and probability of occurrence of non-fire suppression service demands are
identified in the Risk Assessment. These risks are not part of the individual planning zone
assessment; the probability is identified for the entire District. The non-fire service demands are
technical rescue, hazardous materials, EMS, and wildland fire. Each planning zone has a
narrative that outlines the areas of non-fire risks.
Appraisal:
The risk assessment was evaluated based on life safety (the amount of personnel and equipment
required to rescue or protect the public and firefighters from life-threatening situations),
economic impact (loss of properties, income or irreplaceable assets), and other impact to the
community (loss of historic buildings or community infrastructure). Any incident occurring
more than 25 times per year, evaluated over a three year period (total of 75 events) was
considered a high frequency event.
Non-fire history was evaluated to determine the probability of the event occurring in the future.
The frequency/probability was classified into low or high frequency and low/moderate/high or
special risks. Frequency was determined to be 25 incidents per year as the cutoff point for high
and low. The SOC workgroup determined the risks and were based on life safety, economic
impact and other impacts. See pages four and five in the Risk Assessment.
Plan:
Continue to evaluate frequency and probability of occurrence for each service demand for the
entire District. Develop a process to evaluate frequency and probability for each planning zone.
References:
WMFR Risk Assessment (pages 16-23) (master exhibits folder)
54
Performance Indicator - 2C.3
The maximum or worst non-fire risk(s) in each planning zone is/are identified and located;
the key or special hazard risk in each planning zone is identified and located; i.e., hazards, which
if destroyed would be a critical or essential economic loss to the community (this could also
include cultural, environmental, or historical loss);
the typical or routine non-fire risks in each planning zone are identified; i.e., those risks most
common to the planning zone;
the remote or isolated non-fire risks in each planning zone are identified; i.e., those risks most
distant from other risks as to be almost unique to the planning zone;
and/or other locally adopted equivalencies are utilized to identify non-fire risks.
Description:
Within the Risk Assessment the maximum or worst non-fire risk, the key or special risk, the
typical or routine risks, and remote or isolated risks are identified using locally adopted
equivalencies. Each planning zone is illustrated in matrix format. Within these matrixes non-fire
risks are identified.
Appraisal:
The target audience for the planning zone matrix is the firefighters. The intention is to provide a
product that is a reference for the first due officer, new officer, acting officer and firefighters to
provide them an overview of the non-risks they will be facing during their tour. Also, citizens or
other organizations who are interested in their area can reference the document. This format will
need to be vetted over time to see if there is another method or structure to support the daily use
of the Risk Assessment.
55
Plan:
Revise the Risk Assessment, Standard of Cover, and strengthen the non-fire risk assessment in
the planning zones as needed. Update the incident statistics yearly.
References:
WMFR Risk Assessment (pages 24-62) (master exhibits folder)
WMFR Standard of Cover (master exhibits folder)
56
Performance Indicator - 2C.4
A critical task analysis of each risk category and/or non-fire incident is conducted to determine
the effective response force (EFR).
Description:
A critical task analysis (CTA) is conducted for each risk category to determine the effective
response force (ERF). This evaluation includes all operations the District performs based on the
historical incidents and community expectations. These operations include emergency medical
services, hazardous materials, and technical rescue incidents. These incidents are identified
during the risk assessment based on historical response.
Appraisal:
The Standard of Cover Work Group 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.
Plan:
Continue to evaluate and review the ERFs and the CTA as necessary. Evaluate new technologies
and new tactics to ensure the ERF and CTA are current and reflect the values and mission of the
District.
References:
WMFR Standard of Cover (pages 37-45) (master exhibits folder)
57
Performance Indicator - 2C.5 CC
Agency baseline and benchmark total response time objectives for non-fire incident
response conform to industry best practices for first due and effective response force
(ERF).
Description:
The District’s baseline and benchmark travel time objectives have been established for non-fire
response for first due and effective response force (ERF). The baselines and benchmark travel
time objectives are based on industry best practices as outlined in the FESSAM on pages 70 and
71. The non-fire programs evaluated are EMS, wildland fire, hazardous materials and technical
rescue. The hazardous materials response ERF is combined due to limited data.
For EMS responses the benchmarks for first due units are 6:30 for the urban areas, 8:00 for the
suburban areas, and 10:00 for the rural areas. For wildland fire responses the benchmarks for the
first due units are 7:20 for the urban areas, 11:20 for the suburban areas, and 10:20 for the rural
areas. For hazardous materials responses the benchmarks for the first due units are 7:20 for the
urban areas, 7:50 for the suburban areas, and 9:50 for the rural areas. For technical rescue
responses the benchmarks for the first due units are 6:50 for the urban areas, 14:00 for the
suburban areas, and 15:00 for the rural areas.
For EMS responses the benchmarks for ERF units are 6:30 for the urban areas, 8:00 for the
suburban areas, and 10:00 for the rural areas. For wildland fire responses the benchmarks for the
ERF units are 18:00 for the urban areas, 17:00 for the suburban areas, and 20:00 for the rural
areas. For hazardous materials responses the benchmarks for the ERF units are 36:00 for the
urban/suburban/rural areas. For technical rescue responses the benchmarks for the ERF units are
9:00 for the urban areas, 13:00 for the suburban areas, and 18:00 for the rural areas.
Appraisal:
The District has evaluated travel time objectives for non-fire incident response. Non-fire service
demands include hazardous materials, wildland fire, technical rescue and EMS. Each category
has been evaluated based on process, turnout, travel and total response times. Each has also been
58
evaluated based on population densities. They have also been evaluated based on first due and
effective response forces. All benchmark goals and baseline objectives have been published in
the District’s SOC.
A specific factor affecting non-fire incident response data is the lack of sample size for the rural
and suburban areas of the District. The number of incidents occurring within these areas is very
small. The urban incident count runs 95.1% (53,248 for all three years) of the total incidents; the
suburban incident count is 3.7% (2,077 for all three years) of the total incidents; and the rural
incident is 1.2% (645 for all three years) of the total incidents measured. This should be
corrected as additional years of data are sampled.
Finally, in suburban and rural areas of the District the occurrences of the non-fire incident
response data is very limited. There were no effective response force incidents within the last
three years.
The tables are in the Standard of Cover on page 56 and 57 and define the benchmark objectives
and baseline performance. All are measured to the 90th percentile.
For EMS responses the baselines for the first due units are 8:11 for the urban areas, 9:45 for the
suburban areas, and 12:26 for the rural areas. For wildland fire responses the baselines for the
first due units are 9:35 for the urban areas, 13:51 for the suburban areas, and 13:46 for the rural
areas. For hazardous materials responses the baselines for the first due units are 9:09 for the
urban areas, 9:35 for the suburban areas, and 14:15 for the rural areas. For technical rescue
responses the baselines for the first due units are 7:54 for the urban areas, 18:39 for the suburban
areas, and 11:54 for the rural areas.
For EMS responses the baselines for the ERF units are 8:11 for the urban areas, 9:45 for the
suburban areas, and 12:26 for the rural areas (the ERF for EMS is the first due unit with an
EMT-P and an EMT-B). For wildland fire responses the baselines for the ERF units are 35:41
for the urban areas, 29:13 for the suburban areas, and 32:24 for the rural areas. For hazardous
materials responses the baselines for the ERF units are 53:47 for the urban/suburban/rural areas.
59
For technical rescue responses the baselines for the ERF units are 15:34 for the urban areas,
18:39 for the suburban areas, and 31:10 for the rural areas.
Plan:
Continue to update yearly as outlined in the compliance methodology in the Standard of Cover.
References:
WMFR Standard of Cover (pages 41-64) (master exhibits folder)
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Criterion 2D: Strategic Planning
A strategic plan or other form of long-term planning (three to five years in the future) is in place
and, along with the budget, is guiding the activities of the agency. The plan is submitted to the
appropriate authority having jurisdiction.
Summary:
In the fall of 2008, the District committed to the process of accreditation. The administration
began the Strategic Plan as a first step in the process. It was the understanding that the District
needed to grasp the strategic planning process prior to developing the Self Assessment Manual
and Standard of Cover. The plan was completed in the fall of 2009, and updated in 2010. A
consultant was hired to assist the District in developing a process for managing the Strategic
Plan. For the strategic planning process to be successful it needs to integrate all facets of the
accreditation process.
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Performance Indicator - 2D.1 CC
The fire service agency has a published strategic plan.
Description:
The District has a published Strategic Plan. The Plan is published on the District’s website.
Appraisal:
The Strategic Plan was approved by the board of directors on October 20, 2009. The Plan was
published on the District website.
Plan:
Continue to publish all updated Strategic Plans on the District’s website and ensure all members
of the District have access to the plan.
References:
WMFR Board Meeting Minutes of October 20, 2009 Approving the Strategic Plan (VII.B 5th
page)
WMFR Strategic Plan
62
Performance Indicator - 2D.2
The strategic plan is approved within the agency and submitted to the governing body or
administrative officer with responsibility over the fire agency and to whom the chief fire
officer/chief executive officer reports.
Description:
The District’s board of directors is the governing board for West Metro Fire Protection District.
The Strategic Plan is approved by this board.
Appraisal:
The Strategic Plan was approved by the District board of directors on October 20, 2009, per the
record of proceedings.
Plan:
Major changes monitored by the Strategic Planning Committee will be approved by the District’s
board of directors as necessary.
References:
WMFR Board Meeting Minutes of October 20, 2009 Approving the Strategic Plan (VII.B 5th
page)
63
CATEGORY III: GOALS AND OBJECTIVES
Agencies should establish general organizational goals designed to implement their assigned
mission and short-range plans. Additionally, agencies should establish goals and objectives for
and to direct the priorities of operational programs (to include at least those outlined in Category
V) and support services. All goals and objectives should be developed consistent with the
elements of the published Strategic and Capital Improvement Plans.
Goals are general statements that identify where the agency wants to be at some point in time.
Goals establish targets for performance improvement.
Objectives are specific statements designed to document the steps necessary to achieve the
agency’s goal statements, and apply to a specific time period. For purposes of accreditation,
objectives should be consistent with the elements of the acronym “SMART.”1
Specific
Measurable
Attainable
Realistic
Time-bound
Standard of cover incorporates performance objectives written to measure current (baseline) and
future (benchmark) response capability and performance and should be depicted as appropriate
within the written responses to the criteria outlined below. An agency that wishes to make
improvements in their standard of cover performance should include goals and objectives to that
effect.
Agencies should establish a systematic method of communicating and implementing the
established goals and objectives. Agencies also should enact a formal process to routinely assess
their organizational progress toward achievement. Each of the goals and objectives should be re-
1 Peter F. Drucker (1986). The Practice of Management, New York: HarperCollins Publishers, Inc.
64
examined and modified routinely with an eye toward their necessity and appropriateness. In this
way, the agencies can ensure their goals and objectives remain consistent with their mission and
their short/long-range plans.
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Criterion 3A: Goals and Objectives
The agency has established general goals and specific objectives that direct the agency’s
priorities in a manner consistent with its mission and appropriate for the community it serves.
Summary:
The District has established goals and objectives designed to implement the mission and vision,
supported by the value statement in the Strategic Plan. These goals and objectives establish the
priorities of operational programs and support services. The goals and objectives are integrated
into the Strategic Plan and elements discussed within the Self Assessment Manual.
The goals are based on the District’s strengths, weaknesses, opportunities, and challenges
affecting the mandates, vision, mission, and values. Goals outline strengths and challenges in
service levels, finance, and management structure. Plus, they provide a vehicle to take advantage
of current opportunities and to build challenges into future opportunities. The goals are
organization-wide benchmarks that detail the issues identified through the District’s
stakeholders.
Objectives are more specific and outline actions that support the goals. They outline the steps
necessary to move the District toward achieving the goals. The objectives should be specific,
measurable, attainable, realistic, and time-bound.
Principles for Goals and Objectives:
• Aligned with mission, vision, and values
• Measurable
• Wide in scope
• Built on consensus and common ground
• Few in number
The District’s Self Assessment Manual incorporates performance objectives written to measure
current (baseline) and future (benchmark) response capability, performance, and are depicted as
66
appropriate within the written response to the criteria outlined below. The Strategic Plan
outlines improvements outlined in the Self Assessment Manual.
A systematic method of communicating and implementing the goals and objectives has been
established to routinely assess the organizational progress toward achievement. Each of the
goals and objectives will be re-examined and modified annually with an eye toward their
necessity and appropriateness. In this way, the District can ensure the goals and objectives
remain consistent with the mission and vision.
The process for establishing the Strategic Plan was developed to incorporate perspectives from
stakeholders. A work group was established representing all facets of the District. The process
was based on John M. Bryson’s Strategic Planning for Public and Nonprofit Organizations2.
The process outlined in the book was modified to fit the fire service and the unique character of
the District. The steps outlined are as follows:
1. Initiating and agreeing on a strategic planning process
2. Clarifying organizational mandates and mission
3. Assessing the environment
4. Identifying strategic issues
5. Formulating and adopting objectives
6. Establishing an effective organizational vision
From this process the goals and objectives were identified and incorporated into a written plan.
2 John M. Bryson’s Strategic Planning for Public and Nonprofit Organizations; John M. Bryson; Jossey-Bass; 2004
67
Performance Indicator - 3A.1 CC
The agency publishes general organizational goals directed toward achieving the agency’s
long-range plans. Corresponding specific objectives are published to implement these goals
and incorporate the measurable elements of time, quantity, and quality.
Description:
The District incorporates long range goals and objectives within the published Strategic Plan.
Each goal outlines the corresponding objectives and within each are critical performance tasks
(quantity) and performance indicators (quality). The critical performance tasks outline the steps
to complete each objective. The performance indicators outline what the objective will
accomplish. The vision statement incorporates the elements of time.
Appraisal:
The Strategic Plan was approved by the board of directors. The plan is reviewed annually and
updated as applicable. The goals and objectives incorporate measureable elements of time,
quantity and quality.
Plan:
A process is in place to review the plan annually to evaluate progress and performance within the
organization.
References:
WMFR Strategic Plan (page 4) (master exhibits folder)
68
Performance Indicator - 3A.2
The agency establishes goals for each operational program with corresponding specific
objectives that incorporate the measurable elements of time, quantity and quality.
Description:
The District has established a process for establishing objectives for each operational program.
Within the budgetary process each division head has to submit objectives referencing the
Strategic Plan. This includes all budgetary submissions.
Appraisal:
2011 was the first year this process was required for budgetary submissions. No goals were
required and there was no requirement for measurable elements of time, quantity and quality.
However, the requirements of the objectives reside within a memo titled, “Directions for the
2011 Budget Preparation.”
Plan:
The District will develop an administrative procedure that addresses data to determine progress
in regards to measures and indicators and the performance will be regularly reported.
References:
2012 Directions for the Budget Preparation (master exhibits folder)
CFAI Fire & Emergency Service Self-Assessment Manual 8th Edition (pages 89-96)
WMFR Strategic Plan (master exhibits folder)
69
Performance Indicator - 3A.3
Published materials accurately portray the agency’s goals and objectives as well as mission,
vision and values in context.
Description:
The District publishes materials for both members and the citizens served. These materials are
published on the District’s website and include comprehensive financial reports, the Strategic
Plan, yearend reports, news releases, public service announcements, and upcoming events, etc.
These materials support the mission, vision and values.
Appraisal:
The published materials support and depict the District’s goals and objectives. The Strategic
Plan is where the mission, vision and values reside and remains the master document. The
Strategic Plan is used in developing budgets, individual program plans, and other planning
documents. The District maintains accurate mission, goals, and objectives through annual review
at the strategic planning session
Plan:
The District will attentively ensure the mission, values, and visions are included in future
published materials.
References:
WMFR Strategic Plan (master exhibits folder)
www.westmetrofire.org (home page)
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Performance Indicator - 3A.4
Agency goals and objectives are submitted to and reviewed by the governing authority
responsible for establishing policy.
Description:
The District’s board of directors adopted the Strategic Plan. The District’s board of directors
reviews all parts of the Strategic Plan throughout the year.
Appraisal:
Parts of the Strategic Plan are studied throughout the year at regular board meetings by staff and
the board of directors to ensure understanding, goal attainment, and direction.
Plan:
The District will continue to actively involve the board of directors in the development of
District goals and objectives, and regularly report performance and goal attainment.
References:
WMFR Strategic Plan (master exhibits folder)
71
Criterion 3B: Implementation of Goals and Objectives
A management process is utilized for implementation of goals and objectives.
Summary:
The District’s implementation of its goals and objectives is achieved through the strategic
planning process overseen by management. This process, while relatively new to the District and
management, allows for the development and implementation of the goals, objectives, and plans
of action. The District, in the past, utilized the budgetary process for development and
implementation of goals and objectives. While the process was satisfactory, command staff has
recognized a more strategic focus is needed, which includes accountability for those responsible
for plan implementation at regular intervals. A process is in development to formally implement
this strategy.
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Performance Indicator - 3B.1 CC
Some form of organizational management process is identified and used to implement and
track the agency’s goals and objectives.
Description:
The budgetary process is the management tool for implementing and tracking the goals and
objectives. Each budget is required to reference individual program objectives to the Strategic
Plan’s goals and objectives. In addition, each budget is required to submit accomplishments for
the previous year.
Appraisal:
The budgetary process is used as the management process to implement and track the District’s
goals and objectives. The District is developing a process to strengthen the management of the
goals and objectives.
Plan:
While the current process is satisfactory, command staff has recognized a more strategic focus is
needed, which includes accountability for those responsible for plan implementation at regular
intervals. A process is in development to formally implement this strategy and will be in effect
by the start of the fourth quarter of 2012.
References:
West Metro Fire Protection District 2012 Budget Process (master exhibits folder)
WMFR Strategic Plan (master exhibits folder)
73
Performance Indicator - 3B.2
The agency’s goals and objectives are disseminated to all members of the organization.
Description:
The Strategic Plan has been disseminated to all members of the organization and is published on
the District’s website. Also, within the network drives there is a file specifically for the budget
process which includes the Strategic Plan to provide the most up-to-date copy for development
of individual budgets.
Appraisal:
During the strategic planning process the Strategic Plan Work Group was selected to represent
all divisions and ranks. They were charged with keeping their peers informed of the progress
and to solicit feedback on the plans itself.
The budgetary process requires that each program manager use the Strategic Plan to develop
their budgets. All of these items reinforce the dissemination of the goals and objectives within
the Strategic Plan.
The District has done a good job of disseminating the organization’s goals and objectives to
internal and external stakeholders by providing copies at each facility as well as posting on the
District website.
Plan:
The District will continue to utilize this system to communicate goals and objectives to the
organization. The District will continue to seek other opportunities to further communicate the
goals and objectives to the membership as necessary.
References:
WMFR Strategic Plan (master exhibits folder)
www.westmetrofire.org
74
Criterion 3C: Measurement of Organizational Progress
Processes are in place to measure and evaluate progress towards completion of specific
objectives and overall system performance. The goals and objectives are re-examined and
modified periodically.
Summary:
The Strategic Plan was first developed in 2009, and was updated using a consultant in 2010. The
consultant was charged with reviewing and updating the Strategic Plan and developing a process
for management of the plan. This development is ongoing. As performance indicators are
achieved, review and modification takes place by staff.
The District will continue to develop measures to thoroughly review and revise organizational
progress and the communication of such progress to the internal stakeholders as well as external
stakeholders.
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Performance Indicator - 3C.1 CC
The agency’s goals and objectives are examined and modified at least annually for quality
and to ensure they remain current and consistent with the agency’s mission, vision, and
long range plan(s).
Description:
The District’s Strategic Plan is current and has been reviewed in each of the previous two years.
The process for fine-tuning continues to be further developed. The District has implemented an
annual examination process to ensure goals and objectives remain current and consistent with the
District’s mission, vision, and long range plans.
Appraisal:
The Strategic Plan was first produced in 2009, was updated in 2010, and is current for 2011.
Command staff and key division managers are involved in the formal review process. The board
of directors is also involved with the process through meetings and yearly planning sessions. The
process allows for a global perspective.
Plan:
The District will continue the practice described each year to ensure the District’s mission,
vision, and long range plans are appropriate.
References:
WMFR Strategic Plan (master exhibits folder)
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Performance Indicator - 3C.2
The agency establishes performance measures to evaluate achievement of general organizational
and operational program goals and objectives.
Description:
The District’s Strategic Plan is structured with objectives assigned to the goal. In each objective
there are critical performance tasks and performance indicators (measures). Also each goal has
an outcome statement that outlines what the completion of the goal will look like. Budgetary
goals are reviewed monthly to ensure compliance and adequacy.
Appraisal:
Objectives within the Strategic Plan are assigned to team leaders who will build the group
structure with members who have a stake in the objective. The process ensures measures to
evaluate achievement of the organization’s goals and objectives.
Plan:
The District will continue to assess the success of the stated goals and objectives of the
organization. The effectiveness of the goals and objectives will be evaluated and communicated
to the organization.
References:
WMFR Strategic Plan (master exhibits folder)
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CATEGORY IV: FINANCIAL RESOURCES
This category evaluates the financial condition of West Metro Fire Protection District to
determine the ability to fund operational priorities, effectiveness in serving the community needs,
and prognosis for long-range quality of service given a dynamic and adverse fiscal environment.
Resources must be adequate to maintain the various programs expected by the community.
Stability of revenues (demonstrated by a consistent history) is fundamental.
The chief, senior staff, finance manager and the board of directors share responsibility for
planning, management, and ensuring the stability of financial resources. Budget preparation is
the ultimate responsibility of the fire chief and senior staff. Since the budget is the financial
expression of programs and priorities, it is developed through consultation with the board of
directors, division heads, station captains, and team leaders.
In approving the budget, the board of directors approves the acquisition and allocation of
resources consistent with agency goals, objectives, and priorities.
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Criterion 4A: Financial Planning
Financial planning and resource allocation is based on agency planning involving broad staff
participation.
The agency’s plan for financing should reflect sound strategic planning and a commitment to its
stated goals and objectives. Financial support for programs and services should be deemed by
the agency as adequate to maintain the number and quality of personnel and other operational
costs.
Summary:
The District’s financial planning and forecasting is a procedure within the budgetary process.
The finance manager and senior staff project service demand and resource needs, assessed
values, expenses, and reserve requirements for each budgetary cycle. From this data the
projected revenue is determined to develop a plan for the individual yearly budgets.
The District falls under Title 29 Local Governments section of the Colorado Revised Statutes.
The Local Government Budget Law of Colorado provides guidance on budgeting and planning
requirements. The Strategic Plan has been developed and aligns with the Standard of Cover;
individual budgets are consistent with the goals and objectives of the Strategic Plan.
Division chiefs, station captains, program managers, and team coordinators prepare budgets for
their individual divisions and stations. Each area maintains individually presented budgets by
station and division as discrete cost centers; financial statements present each division chief,
station captain, program manager, and team coordinator the opportunity to measure their
spending against the budgets they have submitted and have been approved. Projected revenues
are determined prior to the budgetary process and the individual budgets are adjusted as
necessary. All budgets are submitted to the fire chief and the finance manager. Budgets are
reviewed by the fire chief and the finance manager to ensure consistency with the Strategic Plan
and conformity with the base budget level set for each division. If necessary, budgets are
returned to the preparers should adjustments be warranted. The budget process includes a review
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of the capital programs and the internal service funds. All of these reviews and updates are
completed with the Strategic Plan goals and objectives in mind.
The requests for capital program expenditures are captured in an Excel database by division as
the capital budget requests and are prioritized by the fire chief with the finance manager
providing review based on the availability of funding. A synopsis of requests for capital
programs is presented to the board of directors with executive recommendations on capital
projects. The Internal Service Fund for Fleet Services currently funds depreciation in their fund;
consequently capital projects for fleet are budgeted from their investment allocation. Similarly,
the Internal Service Fund for apparatus replacement, budgets for apparatus replacement with
resources from investments at their fund level. This currently works well for the District and the
Internal Service Fund has sufficient investments to replace Fleet Services equipment.
Additionally, the Apparatus and Vehicle Internal Service Fund has investments exceeding $6
million for apparatus replacement.
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Performance Indicator - 4A.1
The governing body and regulatory agencies give the agency appropriate direction in budget and
planning matters within the scope of their services.
Description:
The District’s board of directors and the Colorado Department of Local Affairs provide the
District with direction and reference in budget and planning matters. As elected officials, the
board of directors is tasked with providing direction in budget matters, ensuring adherence to
statutory and local deadlines, and ensuring adherence to budgetary policies. The governing body
is involved with the budget process as the District budget process includes updates to the board
from the inception of the budget period through the planning process, to the ultimate resolution
to approve the budget.
Appraisal:
Budgets have been filed annually with the Colorado Department of Local Affairs in response to
Colorado budget law requirements. Budget law requires a budget officer be designated; the
finance manager is designated as the budget officer. As elected officials of the District, the board
of directors has been tasked with reviewing the budgeted expenditures, understanding the
preservation or use of fund balances, and making recommended changes to the budget.
Direction has been provided by the board of the District through board policies concerning a
balanced budget, and throughout the budget process via reports at semi-monthly board meetings.
The District has consistently complied with the annual requirement that by October 15, the board
is presented with the proposed annual budget. The board has presided over the annual public
hearing of the budget. The culmination of their effort has been the passage of resolutions to
adopt the annual budget, appropriate sums of money by fund, and set the annual mill levy.
Plan:
The fire chief and finance manager as the budget officer will be responsible for the budget
process to include receiving and responding to board of directors input. The District will
continue to receive direction in the budget process through policies, reports, recommendations,
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and interaction from the board of directors at the semi-monthly board meetings. The objective of
this process will be the preparation of an annually balanced budget with direction and oversight
provided by the board of directors. This budget will provide the District with a financial plan
that aligns with the Strategic Plan and allows the District to develop and manage services,
programs, and resources as efficiently and effectively as possible for the citizens of the District;
as the budget officer, the finance manager is charged with ensuring the District receives proper
direction in planning matters from the board of directors.
References:
2011 Capital Budget Requests
Colorado Revised Statutes 29-1-103 Budgets Required
Resolution to Adopt Budget for 2012
Resolution to Appropriate Sums of Money for 2012
Resolution to Set the Mill Levies for 2012
West Metro Fire Protection District 2012 Budget (Budget Process and Tax Levies Tab, pages 1-
3) (master exhibits folder)
West Metro Fire Protection District 2012 Budget Process (master exhibits folder)
WMFR Board of Directors Policy #K2512 - Balanced Budget
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Performance Indicator - 4A.2 CC
Policies, guidelines and processes for developing the annual budget are defined and
followed.
Description:
Title 29 of the Colorado budget law for local governments requires a balanced budget and details
requirements concerning public hearings of annual budgets, appropriation, certification of mill
levies, and filing of the annual budget with the state of Colorado. The District maintains a
balanced budget policy defining the terms of a balanced budget. Annually, the District remits
the budget process and instructions for the budget to all department managers detailing the
budget line items, worksheets, and the budget calendar. The budget process is also summarized
in the West Metro Fire Protection District Budget.
Appraisal:
The District has annually named the finance manager as the budget officer. The budget officer
reviews and updates the appropriate budget instructions annually, dependent on the District’s
annual goals, objectives, and projected revenue streams. The annual Introduction to the Budget
Process has provided guidelines and procedures for the development of budgets by division
chiefs, station captains, program managers and team coordinators. Budget worksheets provide
warnings if base budgets are exceeded and accompanying narratives that have been submitted
provide the writer’s justifications for items they deem as critical to operations or as
enhancements. Compliance to policies is through the review process performed by the fire
chief and budget officer.
Preliminary budgets have historically been received and reviewed by the fire chief and budget
officer before presentation to the board of directors. The board has been provided an opportunity
to review and comment on the budget in subsequent board meetings. The board approves
resolutions to adopt the annual budget, appropriate sums of money by fund, and set the annual
mill levy. Budgets have been filed with the state of Colorado annually prior to the due date of
January 31st of the new budget year.
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Plan:
The District will continue to review and update the District’s annual budget instructions,
worksheets, and budget calendars for department managers preparing their respective budgets.
Annual budget instructions, worksheets and budgets calendar maintenance and distribution is the
responsibility of the budget officer. Review of all budgets by the fire chief and budget officer
will continue. Review of the submitted budget by the board, a public hearing on the budget, and
annual resolutions to adopt the budget will continue to occur. Annual budgets will be filed with
the state of Colorado prior to January 31 of the new budget year.
References:
Introduction to the Budget Process
Colorado Revised State Statutes Title 29
West Metro Fire Protection District 2012 Budget (Budget Process and Tax Levies Tab, pages 1-
3) (master exhibits folder)
West Metro Fire Protection District 2012 Budget Process (master exhibits folder)
WMFR Board of Directors Policy #K2512 - Balanced Budget
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Performance Indicator - 4A.3
The budget process involves input from appropriate persons or groups, including staff officers
and other members of the agency.
Description:
The District updates the five-year financial forecast annually to identify critical issues and set
preliminary goals. Budget instructions are posted on the District’s intranet in addition to budget
templates for use in preparation of each division’s budget. The instructions, timeline and
templates information is sent to everyone designated to prepare a budget. Captains budget for
their appropriate stations, assistant chiefs and division heads budget for their appropriate areas of
responsibility; a budget narrative is included in the process to provide individual input.
The fire chief and the finance manager review preliminary budgets and schedule internal budget
hearings as necessary with line chiefs, division chiefs, division directors and special teams to
ensure proposed budget expenditures accomplish the District’s Strategic Plan and to achieve
standards of coverage objectives.
Appraisal:
The District’s budget process has adequately provided direct input into the budget process from
all levels within the District, to include command staff, division directors, station captains and
special teams. Through the budget process, internal budget hearings and resubmittals, command
staff, division directors, station captains, and special teams all have opportunities at multiple
points within the budget process to present and defend their budgets and adjust their budgets as
required.
Plan:
The District will continue to review and follow the District’s annual budget instructions,
worksheets, and budget calendars for command staff, division directors and special teams
preparing their respective budgets. Review of budget instructions and worksheets will be done
prior to each budget season to ensure that instructions and worksheets are consistent with the
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current budget methodology and premise. The budget officer will continue to be responsible for
the publication of the instructions, worksheets and budget calendar.
References:
Budget Narrative Sample (template)
Detail Budget Sample (template)
West Metro Fire Protection District 2012 Budget (Budget Process and Tax Levies Tab, pages 1-
3) (master exhibits folder)
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Performance Indicator - 4A.4
The annual budget process, short and long-range financial planning, and capital expenditures are
consistent with agency priorities and support achievement of the agency’s strategic plan and
goals and objectives.
Description:
The annual budget addresses the short-term financial goals of the District. Long-term financial
goals of funding apparatus and vehicle replacement are consistent with the District’s priorities
and are funded consistently.
Appraisal:
The District has budgeted annually with the Strategic Plan goals and objectives tied to annual
expenditures. Through the budget process, each division has been required to link requested
expenditures to strategic priorities and actions needed to support the strategic goals. Annually,
through the budget process, capital expenditure requests are identified, prioritized, and aligned
with the short term plans. With the exception of the apparatus and vehicle replacement, the
District currently does not have a long-range capital expenditure plan. The Development of this
will occur in 2012. The District has maintained separate funds for capital projects (currently
minimally funded) and for apparatus and vehicle replacement. Station rebuilds, renovations and
improvements have occurred in the past three years primarily through the General Obligation
Bond issued in 2006 and 2007. Projects currently funded through means other than the GO
Bond are listed through the budget process as either critical improvements or enhancements.
Recent financial funding has dictated that only critical improvements are funded. Those projects
tend to include projects such as concrete repair, Data 911 and other software costs, opticoms,
replacement of bays doors and other items.
The District is currently in the process of expending the balance of funds from a general
obligation bond issued for the purpose of construction of new stations, renovation of existing
stations, and apparatus and equipment. This addresses the immediate need to upgrade facilities
of the District.
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Plan:
The District will continue to address short and long term financial goals that reflect the Strategic
Plan and standards of coverage goals and objectives. The District will analyze remaining useful
life of existing assets to detail a replacement plan based on expected obsolescence for the District
to fund replacement. The District must prioritize the replacement plan and identify funding
resources to accommodate the expected replacement schedules. Outside revenue streams
generated from the internal service funds will play an integral part in funding their respective
depreciation of capital assets. As a result of this analysis, a short and long-term financial plan
will be developed during fiscal year 2012. The District will develop and prioritize short and
long-term financial goals relating to capital expenditures and funding mechanisms for
achievement of the District’s long-term strategic goals and objectives exclusive of the apparatus
replacement currently in practice. Assets to be considered within this plan would include
equipment and technology updates for dispatch and communications, equipment for operations
with single item costs exceeding $5,000, and station and building upgrades. The administration
division and the finance division will be responsible for the development of short term and long
term financial planning and revenue stream identification for this plan. The District will develop
and publish a written short and long-range plan by the end of FY 2013.
References:
West Metro Fire Protection District Budget Strategic Priorities - Example 1
West Metro Fire Protection District Budget Strategic Priorities – Example 2
WMFR Strategic Plan (master exhibits folder)
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Performance Indicator - 4A.5
Budgeted expenditures are consistent with projected financial resources.
Description:
The District defines a balanced budget in both the Balanced Budget Policy and the Budget
Process. Projected financial resources, by definition, include current revenues in addition to
unreserved fund balances available. The District’s definition of a balanced budget requires
available revenues to equal or exceed expenditures, including carry over cash balances.
Appraisal:
Annually, the District projects current revenues under multiple scenarios and utilizes this
information when compiling budgeted expenditures. The District currently maintains a balanced
budget with expenditures consistent with projected financial resources, balancing the budget
without the use of unrestricted fund balances. The District has historically budgeted amounts for
contingencies with the expectation that the District will not spend from the contingency line
item. For the past seven years, the District has budgeted expenditures (net of contingencies) at
amounts less than projected revenues.
Plan:
The District will continue both annual and five year projections when developing budgeted
expenditures and will continue to budget consistent with total projected financial resources.
References:
West Metro Fire Protection District 2012 Budget (Budget Process and Tax Levies Tab, page 7)
(master exhibits folder)
WMFR Board of Directors Policy #K2512 - Balanced Budget
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Criterion 4B: Financial Practices
Financial management of the agency exhibits sound budgeting and control, proper recording,
reporting and auditing.
Note: An agency that has already received the Certificate of Achievement for Excellence in
Financial Reporting (Certificate) from the Government Finance Officers Association (GFOA)
for their Comprehensive Annual Financial Report (CAFR) may submit that certificate and
their Comprehensive Annual Financial Report as prima facie compliance with this criterion.
(The agency need not address performance indicators 4B.1- 4B.8) Reciprocity for this is
acknowledged by review of the GFOA’s process for reviewing CAFRs submitted to its
Certificate Program.
Summary:
The District has received a Certificate of Achievement for Excellence in Financial Reporting
from the Government Finance Officers Association of the United States and Canada for its
Comprehensive Annual Financial Report for 12 consecutive years. The department submits
these reports as prima facie compliance with this criterion.
References:
Certificate of Achievement in Financial Reporting 2008
Certificate of Achievement in Financial Reporting 2009
Certificate of Achievement in Financial Reporting 2010
Comprehensive Annual Financial Report 2008 (master exhibits folder)
Comprehensive Annual Financial Report 2009 (master exhibits folder)
Comprehensive Annual Financial Report 2010 (master exhibits folder)
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Performance Indicator - 4B.1
Financial resources management adheres to generally accepted accounting principles (GAAP)
for budgeting and accounting. Appropriate safeguards are in place for expenditures, fiscal
reports are provided for administrative decision making, and sufficient flexibility exists to meet
contingencies.
See note above for Criterion 4B.
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Performance Indicator - 4B.2
Financial administration responsibilities are organized into specific assignments, which are
supported by specific clearly-defined policies.
See note above for Criterion 4B.
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Performance Indicator - 4B.3
Any projected operating deficit (expenditures exceeding revenues in a budget year) is explained,
and a plan developed to rectify the deficit.
See note above for Criterion 4B.
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Performance Indicator - 4B.4
Periodic financial reports are reviewed by the agency.
See note above for Criterion 4B.
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Performance Indicator - 4B.5 CC
Independent financial audits are conducted annually for the prior fiscal year. Deficiencies
are noted and plans are made to resolve audit exceptions.
See note above for Criterion 4B.
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Performance Indicator - 4B.6
The agency and any subsidiary entities or auxiliaries have financial risk management policies
and programs that protect the agency and its assets.
See note above for Criterion 4B.
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Performance Indicator - 4B.7
Programs designed to develop financial support from outside sources are planned and
coordinated to reflect the objectives of the agency. All fund-raising activities are governed by
agency policy, comply with GAAP and/or other recognized financial principles, and are subject
to public disclosure and periodic independent financial audits.
See note above for Criterion 4B.
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Performance Indicator - 4B.8
Any revenue producing organizations permitted to use the agency’s name and/or reputation
conform to agency principles of financial operation.
See note above for Criterion 4B.
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Criterion 4C: Resource Allocation
Financial resources are allocated appropriately to support the established organizational
mission, the stated long-term plan, and goals and objectives, and to maintain the quality of
programs and services.
Financial stability is a fundamental aspect of any agency’s integrity. The agency must ensure
that programs and services provided can be supported by the necessary fiscal resources using
sound budgetary practices.
Summary:
The District segregates transactions related to certain functions through the use of fund
accounting and reporting its financial position and results of operations in separate funds. These
funds can be divided into three categories: governmental funds, proprietary funds, and fiduciary
funds. Budgeting program costs and activity levels in divisions within appropriate funds assists
in allocating financial resources, measuring the costs of programs and activities, and provides
revenues within each fund to balance the fund at adopted levels of service. Furthermore, these
funds assist the District in ensuring adequate balances are maintained, programs are
appropriately paid for, planning for the long-term liabilities and debt of the District is recognized
and adequately funded, and the District funds future asset maintenance costs.
The District’s policies recognize the use of fees for services, whether in governmental funds or
proprietary funds to provide not only sustainability, but a measure of resiliency through revenue
diversification. The grant management program provides additional funding for programs and
functions of the organization and the District recognizes spending limits, matching grants, and
expected future outlays when considering grant options.
Contingency funds and unreserved fund balance, and the policies associated with both assist the
District in complying with GAAP and GFOA’s recommended best practices for financial
planning during economic uncertainties or times of fiscal distress. With these policies, the
District’s goal is greater financial stability and decision making that is supported by financial
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forecasts that evaluate revenue and expenditures that relate directly to organizational and
community needs.
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Performance Indicator - 4C.1 CC
Programs and activities based on current and anticipated revenues are adequate to
maintain adopted levels of service.
Description:
The District specifies in the Balanced Budget Policy that the District will take whatever steps are
necessary to ensure full and continued funding for services, programs and facilities which the
District is required or elects to provide. In preparation of the budget process, the District reviews
projected revenue streams and fees associated with current programs. Based on revenue
projections, the District issues the annual budget process instructions and forms to department
managers required to submit budgets. Instructions detail requested budget line items necessary
for all programs and activities and budget requests that would enhance each program or activity.
The District’s Balanced Budget Policy also details the maximum amount use of economic
reserve funds before the District considers lowering service levels. The Standard of Cover
addresses options for adjusting service level should revenues decrease. Impact would be
primarily on reduction of the overtime costs and the Standard of Cover recommendations would
be considered subsequent to completion of a study on impact.
Appraisal:
Upon submission of all budgets, the District through the review process, updates all budgets and
again reviews revenue projections. As the District has historically taken a conservative approach
to budgeted revenue and fees to minimize the possibility of economic fluctuations, the budget
maintains effective District operations within the existing financial capabilities.
Based on current economic considerations, the finance manager annually reviews revenue
streams and the associated costs necessary to maintain adopted levels of service. Should
expenditures exceed anticipated revenues, the fire chief and the deputy chief of administration
will review the current economic outlook to determine the need for adjustments to the fiscal
budget, Strategic Plan, and Standard of Cover. Any such recommendations to adjust the fiscal
budget, Strategic Plan, and Standard of Cover would be reviewed and approved by the District’s
board of directors in connection with the budget process.
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The District has maintained adopted levels of service over the past three years. This has been
despite the current economic challenges and through effective and efficient use of revenues.
Plan:
The District will continue to forecast revenue streams and associated costs to maintain adopted
levels of service. The District will review information available through the GFOA to align
financial resources through a priority driven budget process. The finance manager will be
responsible for revenue forecasts with the fire chief and the Operations Division responsive to
cost containment and levels of service.
References:
West Metro Fire Protection District 2012 Budget (Budget Process and Tax Levies Tab, pages 1-
2) (master exhibits folder)
West Metro Fire Protection District 2012 Budget Process (master exhibits folder)
WMFR Board of Directors Policy #2512 - Balanced Budget
WMFR Standard of Cover (page 68) (master exhibits folder)
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Performance Indicator - 4C.2
Plans exist for the payment of long-term liabilities and debt.
Description:
The District adheres to a Debt Issuance and Capacity Policy. Among other items, this policy
designates the types of debt that the District may assume obligation for, debt structuring to
include maturity structuring, and debt capacity. Bonds repaid by taxes are managed through
assessed valuation and within legal limits set by Colorado Revised Statutes. The District
maintains a separate fund for recording taxes levied for general obligation debt. All other non-
tax supported issues’ debt service requirement in the aggregate will be maintained at less than
five percent of the District expected General Fund Revenues.
Appraisal:
The District currently receives tax revenue for the repayment of three series of general obligation
debt. The mill levy for general obligation debt is reviewed annually and sufficient to pay current
year principal and interest of all annual debt service. The District currently has no other forms of
capital lease or debt service for which it is obligated.
Plan:
The District’s finance manager will continue to calculate debt service costs during budget
preparation. Mill levies will be certified annually in conjunction with the debt service costs
through the budgeting process. Revenue from taxation and payment of debt service will
continue from the specific fund designated for that purpose.
References:
Colorado Revised Statutes Title 32 (master exhibits folder)
West Metro Fire Protection District 2012 Budget (GO Debt Service Fund Tab, page 1) (master
exhibits folder)
West Metro Fire Protection District 2012 Budget Process (master exhibits folder)
WMFR Board of Directors Policy #2510 - Debt Issuance and Capacity
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Performance Indicator - 4C.3
Future asset maintenance costs are projected with related funding plans.
Description:
The District currently maintains two separate funds to account for the accumulation of financial
resources for future asset maintenance costs.
Appraisal:
The District maintains an apparatus and vehicle replacement program that identifies the projected
useful life of the assets maintained in that fund. The District has annually funded sufficient
financial investments to ensure the appropriate replacement costs of those assets as they are
retired by the District. The Engine Replacement Plan 2010 and the Rescue Replacement Plan
2010 are examples that identify and project capital replacement costs as assets are retired by the
District.
The District also maintains a capital projects fund designed to maintain capital assets and
enhancements. To date, the District has not fully identified the projected useful life of all assets,
nor scheduled asset replacement based on the expected life of those assets. For capital projects,
including equipment, the District currently has not developed related funding plans for future
asset replacement. The District will review this as they develop the capital replacement long-
range plan for these assets.
Currently, the District has addressed the short-term need for capital asset maintenance and
replacement through the general obligation bond proceeds that has provided the District the
opportunity to rebuild and renovate various stations, purchase and replace equipment, and
purchase apparatus under the bond provisions. This will provide the District the opportunity to
prioritize and plan for future replacement costs in a methodical and effective manner.
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Plan:
The District will determine and document the expected useful life of all other capital assets, and
will identify and time-line future asset replacement costs. Expected completion of this project
will be the fourth quarter of 2012. While the District will be able to determine necessary annual
funding, financial resource availability necessary for implementation of financial investments
will require additional planning. The Administration Division will provide oversight in the
analysis of the expected useful life of other capital assets.
References:
Engine Replacement Plan - 2010
Rescue Replacement Plan - 2010
West Metro Fire Protection District 2012 Budget (Budget Process and Tax Levie Tab, pages 1-2)
(master exhibits folder)
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Performance Indicator - 4C.4
Financial plans avoid the use of one-time funding sources to cover ongoing costs unless plans are
provided to ensure a means of continuity for personnel resources and capital assets.
Description:
The District maintains a Balanced Budget Policy with current expenditures paid from current
revenue. The District further defines that one time revenues will not be utilized to pay on-going
expenses. Therefore, one time revenues are limited as to use for the purpose for which they were
received.
Appraisal:
The District has specified in the Balanced Budget Policy current expenditures should be funded
by current revenue. Therefore, the District has utilized capital funds and other funds to effect
transfers of resources for long-term asset replacements and helps ensure a balanced budget.
Plan:
The District will continue to maintain a balanced budget and adhere to the process of utilizing
recurrent funding sources to cover ongoing costs. The budget officer and fire chief maintain the
responsibility for ensuring the District maintains a balanced budget.
References:
WMFR Board of Directors Policy #2512 - Balanced Budget
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Performance Indicator - 4C.5
Contingency funds are maintained in accordance with GAAP recommendations and anticipate
budgetary restrictions and/or shortfalls.
Description:
The term fund balance is used to describe the net assets of governmental funds calculated in
accordance with generally accepted accounting principles (GAAP) and is a measure of the
financial resources available in a governmental fund. Within budgeting, fund balance is used to
describe the net assets of governmental funds calculated on a government’s budgetary basis.
Further details in the Fund Balance Reserve Policy ensure the District maintains reserved fund
balances required by state constitution and reserved fund balances for multi-year financial
obligations, fulfilling the need to anticipate budgetary restrictions.
Appraisal:
The District specifies in the Fund Balance Reserve Policy that the District will maintain
unreserved fund balances of the general fund with minimum requirements of 18% and a goal of
40% of general fund revenues. Within the Fund Balance Reserve Policy, the District further
mandates for cash flow requirements (15%), contingency (5%), and recommendations for
economic uncertainties (20%). The three aforementioned components of the unreserved fund
balance ensure the District complies with budgetary restriction or shortfalls.
In July 2011, the District updated its Fund Balance Policy to comply with GASB Statement 54,
Fund Balance Reporting and Governmental Fund Type Definitions. The Comprehensive Fund
Balance Policy thus established five categories of fund balance with the new focus on the
constraints placed on the use of current fund balance. This assists the District and readers of the
financial statements in understanding that fund balance represents working capital that can either
be used as a liquidity reserve or for spending in future years. Constraints on spending indicate to
the reader of the financial statement the authority under which those reserves may be accessed.
Therefore, Committed Fund Balance is reserved and accessed at the highest spending authority
of the District, the board of directors. Assigned Fund Balance sets the spending level at the
command staff level of the District. The Comprehensive Fund Balance Policy now establishes
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general fund balances based on spending constraints and sets the minimum level of the
unrestricted fund balance at 18%.
The District mandates 5% of the current year anticipated general fund revenue is maintained as a
stabilization reserve for economic downturns and uncertainties. This policy designates the
stabilization reserves as Committed Fund Balance of the Unrestricted Fund Balance.
Additionally, the District has established a cash flow reserve of 15% of anticipated revenues for
subsequent year’s cash flow needs. Cash flow reserves are designated as Assigned Fund Balance
of the Unrestricted Fund Balance. Cash flow and stabilization reserves are currently fully funded
and the unrestricted balance reported in the General Fund is currently established at
approximately 30%.
Plan:
The District will continue to maintain reserved fund balances under GAAP and continue
unreserved or unrestricted fund balance to include designation for cash flow requirements,
contingency, and economic uncertainties.
References:
2012 Budget Fund Balances
WMFR Board of Directors Policy - Comprehensive Fund Balance
WMFR Board of Directors Policy #2511 - Fund Balance Reserve
108
CATEGORY V: PROGRAMS
This category is defined as the services, activities and responses provided by the agency for the
community or facility that are designed, organized, and operated in compliance with the
agency’s mission, goals and objectives.
The key elements of evaluating these organized services are determining the level of adequacy,
deficiency, effectiveness, methods, and results of programs. For purposes of accreditation, these
terms are defined within the glossary.
The agency’s mission, goals, and objectives should determine the applicability of all the listed
programs. The agency should decide the relevancy of each criterion in their self-assessment
report for criterion in Category V, “Programs,” that are applicable to the agency; the agency
should briefly explain why it does not provide this program.
Note: Category V does not appraise the proficiency of the personnel who perform with each
program. This is appraised in Category VIII, “Training and Competency.”
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Criterion 5A: Fire Suppression
The agency operates an adequate, effective, and efficient fire suppression program directed
toward controlling and/or extinguishing fires for the purposes of protecting people from injury
or death, and reducing property loss.
Summary:
The District’s Standard of Cover (SOC) outlines an adequate, effective and efficient fire
suppression program. The SOC discusses in detail the District’s deployment objectives for
staffing, response time, pumping capacity, and apparatus and equipment for each type and
magnitude of fire suppression.
One of the hallmarks of the District is the ability to provide state-of-the-art apparatus and
equipment by establishment of an internal service fund in 1990. This fund is able to provide a
steady stream of apparatus and a high level of equipment to match.
All operations are directed by the use of standard operating procedures (SOP) and are reinforced
at all operational training activities. The use of National Incident Management System’s (NIMS)
Incident Command System (ICS) is outlined in the SOPs and is reinforced during training
sessions. The District’s new Training Center has a simulation lab that tests members in the use
of ICS.
The District’s records management system (RMS) provides easily assessable data for
documentation and analysis. The fire suppression program is evaluated annually during the
budgetary process.
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Performance Indicator - 5A.1 CC
Given the agency’s standards of cover and emergency deployment objectives, the agency
meets its staffing, response time, pumping capacity, apparatus and equipment deployment
objectives for each type and magnitude of fire suppression emergency incidents.
Description:
The District’s SOC establishes emergency deployment objectives based on the Commission on
Fire Accreditation International (CFAI) baselines. Through the analysis of staffing, response
times, and pumping capacity, the District meets its deployment objectives for each type and
magnitude of fire suppression emergency incidents. The SOC establishes critical task analysis,
effective response force, and baseline/benchmark response times, based on all types and
magnitude of incidents.
The District has established minimum member staffing at 87 personnel in order to provide
advanced life support, initiation of firefighting, and appropriate actions for non-fire incidents.
Minimum engine staffing is three (officer, engineer, and firefighter) on all multi-unit fire
stations, and four (officer, engineer, and two firefighters) for single unit stations. The towers and
rescue are staffed at a minimum of four firefighters (officer, engineer, and two firefighters).
Medic units are staffed with a minimum of two firefighters (one paramedic and one EMT basic
as a minimum). Minimum shift staffing includes three district chiefs, one safety and medical
officer, and one fire investigator. These staffing levels are based on the “two in/two out”
standard for initial fire attack (NFPA 1500, Standard for Fire Department Occupational Safety &
Health Program & 29 CFR 1910.134).
The District has established response time baselines and benchmarks per CFAI’s Fire and
Emergency Service Self-Assessment Manual (FESSAM), 8th Edition, and Standards of Cover, 5th
Edition. The baselines and benchmarks are established for each response interval (dispatch,
turnout, and travel) and for the total response times. The benchmarks and baselines are
evaluated based on population. Using geospatial tools the District is able to refine response data
into population densities of urban/suburban/rural areas for analysis. These population densities
are based on CFAI’s parameters (urban – greater than 2,000 persons per square mile; suburban –
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less than 2,000 persons, greater than 1,000 persons per square mile; rural – less than 1,000
persons per square mile).
The pumping capacity of all engines is 1,250 gallons per minute (gpm) and 1,500 gpm for each
tower. The support equipment assigned to each apparatus and the number of engines/tower
assigned to the first alarm or multiple alarm assignment maximizes the capability of the water
supply system to deliver the required water supply for the occupancy. Areas without adequate
water supply are identified and additional apparatus are assigned or water tenders are provided
on a mutual aid basis to ensure adequate pumping capability to mitigate the incident. The SOC
and the Risk Assessment analyze the entire fire response system to ensure performance
objectives are within parameters for all types and magnitude of fire suppression emergency
incidents.
Appraisal:
The District meets its staffing, response time, pumping capacity, and apparatus/equipment
deployment objectives. Minimum staffing is assured by application of Administrative Procedure
#1301 - Minimum Member Staffing, and is evaluated in the Standard of Cover. Response time
objectives are assured by evaluating performance in the Standard of Cover and communicating
the performance to the members. Pumping capacity is assured by direct application in fire
operations and making adjustments as necessary. Apparatus/equipment deployment is assured
by maintaining a state-of-the-art apparatus and equipment fleet.
The benchmark objective for the first reporting apparatus for the urban areas of the District is six
minutes, for the suburban areas is seven minutes ten seconds and for the rural areas is eight
minutes and fifty three seconds.
The baseline performance times are based on the past three years of data, 2009/2010/2011 and all
are set at the 90th percentile. The first arriving unit shall arrive within nine minutes nine
seconds total response time in the urban areas, nine minutes five seconds in the suburban areas,
and ten minutes eleven seconds in the rural areas.
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For second due apparatus the 90th percentile baseline response time is nine minutes forty six
seconds in the urban areas, eleven minutes twelve seconds in the suburban areas; and seventeen
minutes seven seconds in the rural areas.
For the effective response force the 90th percentile baseline data is twenty nine minutes
seventeen seconds in the urban areas; twenty seven minutes fifty nine seconds in the suburban
areas; and twenty minutes forty seconds in the rural areas.
Another factor affecting the data is the lack of sample size for the rural and suburban areas of the
District. The number of incidents occurring within these areas is very small. The urban incident
count runs 95.1% (53,248 for all three years) of the incidents; the suburban incident count is
3.7% (2,077 for all three years) of the total incidents; and the rural incident is 1.2% (645 for all
three years) of the incidents measured. This should be corrected as additional years of data are
sampled.
The dispatch performance degrades slightly in rural and suburban areas due to several factors:
the lower frequency of calls, cell phone phase II location compliance, poor addressing schemes
or knowledge, and geographic reference points for the reporting persons.
Plan:
The SOC (pages 68-69) recommends implementing programs designed to decrease process,
turnout and travel times:
• Implement programs designed to decrease process times.
o The priority dispatch process needs to be monitored on a monthly basis and
improvements in process time should be developed.
o Adjustments in the emergent response that mirrors categories assigned to each
incident based on chief complaint determinant level (A [minor] to E [immediately
life threatening]).
• Tracking and publishing performance for each unit as they compare to benchmark
performance measures and peer performance
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• Work with public safety answering point (PSAP) to provide information on their transfer
times. This includes setting a standard time and encouraging them to meet them.
• Update older stations to ensure quick access to bay areas from day areas
• Reduce fire alarms
• Develop statistics comparing turnout times at night versus day
• Develop data on emergency versus non-emergent response times
• Develop work group to develop ideas on how to reduce turnout times
o Educate operations personnel regarding the importance of turn out times
References:
2011Priorty Dispatch Spreadsheet
Intergovernmental Agreement for Mutual Aid Between Fire Departments
Priority Dispatch ProQA Memo – Communication Division
Special Team USR Baseline Performance Spreadsheet
WMFR Administrative Procedure #1301 - Minimum Member Staffing
WMFR Administrative Procedure #4101 - Apparatus & Equipment Guidelines
WMFR Administrative Procedure #4203 - Internal Service Fund
WMFR Standard of Cover (pages 68-69) (master exhibits folder)
WMFR Standard Operating Procedure #106 – Response
WMFR Strategic Plan (master exhibits folder)
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Performance Indicator - 5A.2
The agency defines and provides appropriate and adequate equipment to accomplish the stated
level of response for fire suppression and to be compliant with local, state/provincial and
national standards.
Description:
Administrative procedures are in place that define and provide appropriate and adequate
equipment through the Apparatus Replacement Program, financed by the Internal Service Fund;
the Apparatus and Equipment Committee which determines what equipment will be used by the
District; the equipment officer who maintains a list of appropriate equipment; and, the hose
officer who is responsible for all department fire hose. It is the District’s intent to provide,
within reason, the best equipment available. The equipment change procedure allows all
employees to make recommendations for equipment changes in order to best provide services to
the public.
Appraisal:
The Apparatus and Equipment Committee, the Apparatus Replacement Program, the equipment
officer, and the hose officer consistently provide appropriate and adequate equipment.
Plan:
The District will continue to maintain the Apparatus Replacement Program, the Apparatus and
Equipment Committee, the positions of equipment officer and hose officer and budget
accordingly to ensure that all standards are met.
References:
WMFR Administrative Procedure #1105 – Protective Clothing: Replacement/Loss/Maintenance
WMFR Administrative Procedure #4101 – Apparatus & Equipment Committee Guidelines
WMFR Administrative Procedure #4105 – Equipment Change Procedure
WMFR Administrative Procedure #4106 – Hose Testing
WMFR Administrative Procedure #4107 – Maintenance & Cleaning of the Self Contained
Breathing Apparatus Equipment (SCBA)
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WMFR Administrative Procedure #4203 – Internal Service Fund
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Performance Indicator - 5A.3
Supplies and material allocation (e.g., foam, gasoline, fuel, batteries, etc.) is based on established
objectives, is appropriate to meet fire suppression operational needs, and is compliant with local,
state/provincial, and national standards.
Description:
Supplies and material allocation are overseen at either a division or station level based on need
and managed through the budget process (Administrative Procedure #2502 – Procurement and
Purchasing). The objective for all managers who supervise the allocation of supplies and
materials is to maintain appropriate levels of supplies to meet fire suppression and operational
needs.
Appraisal:
Using the budget process to manage supplies and materials allows for managers with the highest
level of expertise in a particular area to identify the appropriate allocations. Those allocations
are checked and approved by the deputy chief of administration. The District is unaware of any
credible local, state, or national standards specific to supply and material allocations.
Plan:
Maintain the present system of using the budget process for supplies and materials allocations.
References:
WMFR Administrative Procedure #2502 – Procurement and Purchasing
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Performance Indicator - 5A.4 CC
Current standard operating procedures or general guidelines are in place to direct fire
suppression activities.
Description:
The District currently uses standard operating procedures (SOPs) to address fire fighting
principals, standards and best practices in the profession. Series 400 of the District’s SOPs
specifically addresses fire control.
Appraisal:
SOP Series 400 – Fire Control - directs fire suppression through strategic decisions. The
strategic choices of offensive, transitional, or defensive fire attack are based on the evaluation of
risk/benefit for any given incident. The series also directs support functions such as search and
rescue strategies, ventilation, overhaul, water supply, and utility control. These SOPs are
designed in a flexible manner with the intent of allowing officers to use a variety of tools to most
effectively address any fire incident.
Plan:
In addition to the ability of anyone suggesting changes to the SOPs, the chiefs directly
responsible for the application and effectiveness of the SOPs will review the SOPs every 18
months. This review process will be managed by the deputy chief of operations.
References:
WMFR Standard Operating Procedure Series #400 – Fire Control
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Performance Indicator - 5A.5 CC
The agency uses a standardized incident command/management system.
Description:
The District adopted the National Incident Management System (NIMS) model Incident
Command System (ICS) on June 21, 2005.
Appraisal:
Series 200 – Command Principles – of the District’s SOPs establishes the use of NIMS as the
ICS. The purpose of the series is to provide a uniform command structure, coordination of
resources according to prioritized objectives, “span of control” guidelines, and for safe and
efficient operations using the Incident Command System. These SOPs outline the
responsibilities of the command and general staff, and divisions and groups.
Plan:
Series 200 of the District’s SOPs will be reviewed every 18 months by the deputy chief of
operations and the division chief of training in order to evaluate the effectiveness of the District’s
SOPs in relation to ICS changes on a national level as established in SOP #200.
References:
WMFR Board Meeting Minutes of June 21, 2005 Adopting National Incident Command System
WMFR Standard Operating Procedure Series #200 – Command Principles
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Performance Indicator - 5A.6
The agency’s information system allows for documentation and analysis of its fire suppression
response program and incident reporting capability.
Description:
The District uses an incident reporting system that allows for documentation and analysis of the
fire suppression response program and incident reporting capability. The data is retrievable
using search functions. The computer aided dispatch (CAD) software records when the 9-1-1
call or alarm is received, when an incident is transmitted to the stations, when the unit goes in
route, arrives on-scene and when the unit is available. The CAD records when a medic unit is in
route to the hospital, when it arrives and when it is available. This information is exported to the
records management system (RMS). The RMS stores all incident data and includes the
fire/medical report. The RMS has a function to calculate all of the alarm processing, unit
notification, turnout time and travel time.
Appraisal:
The current RMS was placed into operation in November 2007. Prior to November 2007, the
District maintained the data in an RMS that was unable to export to the National Fire Incident
Reporting System (NFIRS). Some of the data is available for review. The new RMS has the
capability to export the data in pre-canned reports or exportable in raw Excel-type data.
Plan:
The District will continue to monitor the records management system to ensure proper
functionality. Annual reports detailing the fire suppression response program should be
developed.
References:
RMS Incident Reporting Screenshot
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Performance Indicator - 5A.7 CC
An appraisal is conducted, at least annually, to determine the effectiveness of the fire
suppression program.
Description:
The fire suppression program is appraised annually during the annual budgetary process. The
program manager submits a budget narrative that outlines the program objectives for the next
fiscal year for staff review. Within the budget narrative the program manager must list
performance accomplishments for the previous year and develop objectives for the next year
based on those accomplishments and the Strategic Plan. Objectives are developed through this
process and implemented through administrative and operational means.
Appraisal:
The fire suppression program is appraised during the budgetary process and using Lessons
Learned documentation throughout the year. The budgetary submissions are reviewed by staff
and budgetary items are evaluated based on the presented objectives. The actual performance at
the incident scene determines the overall effectiveness of the program and is strengthened using
the Lessons Learned SOP. The program manager must review the Strategic Plan and submit
narrative on how the program fits within the goals and objectives.
Using the budgetary process to appraise programs has fractured the data into a large number of
separate documents and does not evaluate the program based on the SOC and Risk Assessment.
Plan:
The District will continue to appraise all aspects of the program and will develop a process of
annual reports to consolidate the appraisals into a working document.
References:
Operations Budget Narrative - 2012
West Metro Fire Protection District Budget Process – 2012 (master exhibits folder)
WMFR Standard Operating Procedure #112- Lessons Learned
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WMFR Strategic Plan (master exhibits folder)
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Criterion 5B: Fire Prevention/Life Safety Program
The agency operates an adequate, effective, and efficient program directed toward fire
prevention, life safety, hazard risk reduction, the detection, reporting, and control of fires and
other emergencies, the provision of occupant safety and exiting, and the provisions for first aid
firefighting equipment.
Summary:
The Life Safety Division is comprised of three bureaus. These include building
construction/plan review, code enforcement, and fire investigations. The District has adopted
and enforces the 2009 International Fire Code (IFC) with amendments. Fire investigations is
under the direct supervision of the deputy chief of life safety and is discussed separately under
Criterion 5D. The building construction/plan review and code enforcement bureaus are
supervised by a deputy fire marshal. Staffing of the Life Safety Division is eleven uniformed
personnel and two civilian support staff. The plan review bureau has six personnel assigned and
the code enforcement bureau has three personnel.
The building construction/plan review bureau is responsible for reviewing all plans submitted
prior to any construction to insure compliance with the adopted code as well as the referenced
standards. The bureau’s goal is to complete this step within five business days. If the plans are
approved a permit is issued and the project begins. The inspection process begins and is
managed using a benchmark process to ensure compliance with the fire codes.
The code enforcement bureau is responsible for following up on all panel alarms and managing
the building inspection process. In addition, they field all calls/complaints from citizens
regarding BBQ grills, fire pits, open/illegal burning as well as a number of issues received via
the internet. They also permit and inspect all special events such as firework displays, festivals
(such as the Italian Festival at Belmar), Bandimere Speedway events and any other events where
tents will be used or large crowds will be gathering. One assistant fire marshal is assigned as the
hazardous materials compliance officer and is responsible for inspecting hazardous material
occupancies. The other assistant fire marshal is assigned to follow up on panel alarms.
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Performance Indicator - 5B.1 CC
The authority having jurisdiction has an adopted fire prevention code.
Description:
On May 20, 2010, the District board of directors adopted and signed the 2009 edition of the
International Fire Code (IFC) as amended. The District amendments include expanded
definitions, administrative functions such as immunities, records retention, permitting, the appeal
process, fee schedules, fire detection system requirements, and appendices. As stated in
Colorado Revised Statute (CRS) 32-1-1002, in order for the District to enforce the adopted fire
code within any municipality or county, that municipality or county must adopt a resolution
stating that the code shall be applicable within the fire protection district’s boundaries.
Therefore, agreement must be reached with cooperating jurisdictions as to the application and
enforcement of identified editions of the IFC and any local amendments.
Appraisal:
The code system in place is working. It remains an integral part of a code system used by the
jurisdictions served as they adopt and enforce codes consistent with the IFC and District
amendments. The District monitors revisions and changes every three years when code updates
are published. The District considers amendments as local needs arise. As an example, these
amendments serve to ensure District radio coverage in large buildings and have increased
revenue from fee collection. Changes are communicated across the organization through board
briefs and Outlook postings. The application of the IFC under the stipulations stated in the CRS
is mostly successful. Consultation with the appropriate municipal or county jurisdiction prior to
official legal action regarding IFC enforcement has resulted in successful resolution to code
enforcement. Formal legal action is rarely needed to gain compliance to the IFC. Referral to the
IFC consistently brings about compliance.
Plan:
Monitor International Fire Code revisions for consideration for adoption. When deemed
beneficial, new editions of the International Fire Code will be adopted with appropriate
amendments.
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References:
2009 International Fire Code, with District amendments (available in Life Safety Division)
WMFR Board Meeting Minutes of April 20, 2010 Adopting the 2009 International Fire Code
Colorado Revised Statutes, 32-1-1002 Fire Protection Districts
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Performance Indicator - 5B.2 CC
The code enforcement program is designed to ensure compliance with applicable fire
protection law and agency objectives.
Description:
The District’s code enforcement program is designed to ensure compliance with the International
Fire Code. This process includes new construction review, line based building inspections, a fire
alarm reduction program, and a program to ensure compliance through direct questions and
complaints.
Initial code enforcement begins when site plans are delivered for review prior to construction.
The site plans are reviewed by an assistant fire marshal or a deputy fire marshal to ensure fire
code compliance and is followed up with onsite inspections during construction by Division
inspectors.
Annual building inspections for ongoing fire code compliance are performed by the line crews.
Basic information is obtained where crews gain a familiarity with the building and perform a
basic building inspection to identify and correct fire code violations. Violations are documented
in the RMS system for tracking and follow up. Violations not corrected after two line re-
inspections are forwarded to the Division for further action up to and including comprehensive
correction plans, fines, summons, and condemning. When discovered, issues and special hazards
are added to preplan documents available to all personnel via Visinet Mobile.
Appraisal:
Prior to 2010, all occupancies were inspected annually. The risk assessment as described in the
Standard of Cover, classified the occupancies as high, moderate and low hazards. The District
adjusted the building inspection frequency based on this hazard rating to allow for additional
time for the crews to perform a more thorough inspection and preplan on the high hazards. 1389
high and moderate high hazards are inspected annually. 3166 moderate low hazards are
inspected biannually. 795 low hazards are inspected every three years.
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An example of a successful compliance program occurred in 2009. Barbeques were restricted
from combustible balconies at multi-family dwellings in accordance with IFC 308.1.4. Fire
incidents caused by barbeques at these occupancies were reduced from 30 a year to two.
The fire alarm administrative procedure requires that all panel alarm responses be documented
and forwarded to the Life Safety Division for follow-up to correct problems and eliminate false
alarms. As additional systems are installed, additional false alarms require follow-up and
enforcement. A process needs to be developed to assess fire code enforcement accuracy and
effectiveness.
Plan:
The District will develop a process to determine fire code performance baselines; establish
benchmarks for performance; define the gaps; and, apply a project management process to define
the scope, timeline, and cost of bridging the gap. Current program developments include:
1. A tracking system to evaluate building review needs, fire alarm follow-up, and
question complaint program.
2. The fire inspections program evaluated annually to determine its effectiveness and
will be adjusted as necessary.
These programs are anticipated to be implemented by January 2013.
References:
BBQ Safety - http://www.westmetrofire.org/index.aspx?nid=372
Building Inspections Program Explanation
Hazard Assessment
2009 International Fire Code with District Amendments (available in Life Safety Division)
Notice of Fire Code Violation Examples
WMFR Administrative Procedure #2322 – Building Inspections-Panel Alarm Notification-
Hydrant Inspections
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Performance Indicator - 5B.3 CC
The program has adequate staff with specific expertise to meet the fire prevention/life
safety program goals and objectives.
Description:
The Life Safety Division program includes plan review and building inspections/code
enforcement. The division is supervised by the deputy chief of life safety who is the fire
marshal. There are three subdivisions: Construction/plan review, building inspection, and fire
investigations. Fire investigations are addressed in Criterion 5D.
At the minimum staffing level, the activities of the programs are supervised by two deputy fire
marshals at the rank of captain and carried out by seven assistant fire marshals. Four individuals
are qualified as plan reviewers, five individuals are qualified to perform building inspections and
one individual is qualified as a hazardous materials compliance officer. All qualified individuals
are certified through the state of Colorado, the International Code Council, or both. If possible,
positions in the Division are filled voluntarily. If no member volunteers for an open position, a
member will be assigned at the discretion of the fire chief. Newly assigned members are given
commensurate time to acquire the appropriate credentials. The inspection program is supported
by District operations personnel as they conduct annual inspections of businesses in their
response area. Certification is not required for this level of inspection. Training for company
level inspections is initiated during the new firefighter training regimen in the first three years of
employment. Further inspection and life safety training is given during the officer development
program for prospective officer candidates. Annually, a review for all members is provided by
the Code Enforcement Bureau via video conference and station visits.
Appraisal:
The current staffing with the specific expertise is adequate to meet the goals and objectives of the
Division known as performance indicators set forth by the District’s Strategic Plan. This
primarily involves completing plan reviews within five days, ensuring plans reflect the currently
adopted code with amendments, and completing all assigned building inspections at the Division
and line levels annually. This is currently tracked in the records management system (RMS) Life
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Safety module. The inspection program is dependent on the line personnel completing the initial
inspections. No certifications are required for line level inspections. The workload on
operational personnel is increasing and may impact their ability to meet the requirements of
completing all assigned inspections annually. Company level inspection quality is assessed by
Division personnel on occupancies that have violations that reach the Division for repetitive
failures or the seriousness of the violation. Division personnel have found few additional
violations when evaluating buildings during this level of re-inspection.
All plans submitted for review are completed in timeframes consistent with Division goals.
Approximately 75% of all submitted plans are reviewed and completed within five business
days. Complex plans can take longer and high volume periods can add time to the plan review
process. Plan submissions are tracked in the RMS. Company level inspections and follow-up
code enforcement are completed within the calendar year excepting any approved extensions.
Plan:
Continue to insure all certifications remain current. Continue to monitor line personnel workload
to ensure inspections are completed within the calendar year and monitor quality to ensure a
baseline of code enforcement. Division level plan reviews and inspections will be monitored for
appropriate timeframes and code enforcement levels. The Division will continue to review RMS
data to track company level completion rates and code violation documentation.
References:
Annual Life Safety Training Outline
JATC Standards of Apprenticeship (page 14)
Job Description – Assistant Fire Marshal Code Enforcement
Job Description – Assistant Fire Marshal Construction Inspections
Job Description – Assistant Fire Marshal Hazmat Compliance
Job Description – Assistant Fire Marshal Inspector
Job Description – Assistant Fire Marshal Plan Review
Job Description – Deputy Fire Marshal Inspection
Job Description – Deputy Fire Marshal Plan Review
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Job Description – Fire Marshal
Life Safety Division Member Certifications
Member Training Files (available in Training Division)
Officer Development Program Syllabus
WMFR Administrative Procedure #2322 – Building Inspections-Panel Alarm Notification-
Hydrant Inspections
WMFR Organizational Chart (master exhibits folder)
WMFR Strategic Plan (master exhibits folder)
130
Performance Indicator - 5B.4
A plan review process is in place to ensure that buildings and infrastructure (e.g., hydrants,
access, street width, etc.) are constructed in accordance with adopted codes and ordinances.
Description:
All buildings and infrastructure, whether new construction or renovation/upgrade, are reviewed
by the Life Safety Division to insure compliance with the adopted International Fire Code (IFC).
Building Code items such as plumbing, mechanical and electrical are handled by the municipal
or county building officials. The city and county building officials routinely require fire district
signatures on site plans and fire systems permits prior to accepting permit requests. Any needed
water system improvements are coordinated with the involved water district.
Appraisal:
The Life Safety Division reviews all plans submitted regarding new construction or tenant
improvement to insure compliance with adopted fire codes and ordinances. City and county
building departments routinely require fire district sign off prior to processing building permit
requests which ensures IFC compliance. Building permits to initiate the construction process are
not issued until all fire code issues are addressed in the submitted plans. Standard operating
procedures for a plan review process and quality assurance are not in place. Approximately 75%
of plans are reviewed within the goal timeframe of five to seven business days. Some plans take
longer due to the special requirements of the project or when plan review staffing is reduced.
Any needed water system improvements are coordinated with the involved water district.
Remaining building code items such as plumbing, mechanical and electrical are handled by the
municipal or county building officials.
Plan:
Revise and develop standard operating procedures within two years to include a process for
completing and tracking the plan review process. Continue to review and adopt updated codes as
applicable during the normal code revision cycle. Monitor the metro area for changes to other
organizations’ processes and evaluate whether or not they would improve the processes and
adopt if applicable. Complete tracking process and monitor the program annually.
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References:
2009 International Fire Code with District Amendments (available in Life Safety Division)
Life Safety Division RMS Screenshot
Plan Review Query
WMFR Board Meeting Minutes of April 20, 2010 Adopting the 2009 International Fire Code
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Performance Indicator - 5B.5
The agency defines and provides appropriate and adequate equipment, supplies and materials to
meet the fire prevention/life safety program needs.
Description:
All personnel have a written job description which outlines their roles and responsibilities.
Adequate office supplies are in place to meet the needs identified in the member’s job
description. Each member is assigned their own mode of transportation.
Appraisal:
All personnel are provided their own work space that includes a phone and personal computer.
In addition, they share equipment such as copy and fax machines. The Division has a cache of
general office supplies to which all personnel have access with the ability to order additionally
needed supplies. Each member of the Division is also assigned their own vehicle, personal
protective equipment such as gloves, hard hat, safety glasses, and dust mask, and specialty
inspection equipment such as pitot tube, decibel meter, and measuring tape. A current inventory
of needed equipment is not in place.
Plan:
Monitor and make changes as needed. Work with Fleet Services to insure that the assigned
vehicles are replaced on a scheduled basis. Insure that a budget, which is tied to the District’s
Strategic Plan, exists that allows for continuation of equipment, supplies and material. Develop
vehicle and equipment inventories for assigned staff to meet the needs of their duties.
References:
Fleet Group II Staff Cars Inventory
West Metro Fire Protection District 2012 Budget (master exhibits folder)
133
Performance Indicator - 5B.6
Current standard operating procedures or general guidelines are in place to direct the fire
prevention/life safety program.
Description:
Current administrative and operational procedures direct line personnel in life safety matters
such as annual building inspections, hydrant inspections, and fire code violations as noted during
fire alarm responses. These procedures also coordinate the introduction of the Division for line
level life safety activities. The District has draft standard operating procedures and general
guidelines for the Life Safety Division.
Appraisal:
The District has standard operating procedures and general guidelines in place for the Life Safety
Division to assist the line operations. Ongoing development of additional internal divisional
procedures is producing guidance for the specific activities of Life Safety. This includes draft
procedures for walk-in plan reviews, systems reviews, and permit processes. Further internal
procedures for the Division need to be created.
Plan:
Division meetings will continue to review and approve draft guidelines/procedures. Approval of
the procedures is expected by the end of FY2012.
References:
Life Safety Division Draft Guidelines/Procedures List
WMFR Administrative Procedure #2321 – Knox Box Keys
WMFR Administrative Procedure #2322 – Building Inspections–Panel Alarm Notifications–
Hydrant Inspections
WMFR Standard Operating Procedure #415 – Fire Watch
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Performance Indicator - 5B.7
The agency’s information system allows for documentation and analysis of the fire prevention
program.
Description:
The Life Safety Division uses the District’s records management system (RMS) to track
permitting and company level building inspections.
As building plans are received for new construction or tenant improvements they are reviewed
and classified based on the suppression or detection systems. Job information is entered into the
RMS system and a construction project is opened. If the building has no suppression or
detection system the plans are stamped as such and the responsible party is called so that they
can return and pick up their plans. No construction project is opened in this case. A permit is
required for suppression or detection systems. All permits issued are opened and tracked via the
RMS. Construction inspection progress is documented as bench marks in the open project
residing in the RMS.
Company level inspections are managed using the RMS. The RMS software documents and has
analysis capabilities.
Appraisal:
As all permits are entered into the RMS the District is able to track the progress of the project
and review. Building inspections are generated from the Division and shipped to the stations
with a spreadsheet. The division tracks percentages completed, violations noted, and the number
of reinspections using the RMS. Ten percent of the building inspections are due by March 31,
fifty percent are due by June 30, and so on as described in Administrative Procedure #2322.
Adherence to this procedure was close to 100% in 2011, based on tracking of the building fire
inspection reports. Station captains are required to send in completion data on Division supplied
spreadsheets at each benchmark date as specified in the administrative procedure. As all permits
are entered into the RMS the progress of the project can be tracked and reviewed if needed. The
current RMS is supplemented by paper files for tracking code enforcement. Fire alarm
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notifications and fire alarm code violations are kept on paper. Inspection code violations are
tracked in the RMS.
Plan:
Research and implement an internal program that will allow the Division to extract data as
needed/required. Develop a process to upload CRIRS and NFIRS life safety data enhancing the
ability to track the effectiveness of code enforcement efforts. The Investigations Bureau will
cooperate with the Code Enforcement Bureau to develop the metrics for this project. Initial
efforts should be in place by the end of 2012.
References:
Building Fire Inspection Report
Building Inspection Completion Report - Station 9
Notice of Fire Code Violation Examples
WMFR Administrative Procedure #2322 – Building Inspections-Panel Alarm Notifications-
Hydrant Inspections
136
Performance Indicator - 5B.8 CC
An appraisal is conducted, at least annually, to determine the effectiveness of the fire
prevention program and its efforts in risk reduction.
Description:
The fire prevention/life safety program is appraised annually during the annual budgetary
process. The program manager submits a budget narrative that outlines the program objectives
for the next fiscal year for staff review. Within the budget narrative the program manager must
list performance accomplishments for the previous year and develop objectives for the next year
based on those accomplishments and the Strategic Plan. Objectives are developed through this
process and implemented through administrative and operational means.
Appraisal:
Division objectives were developed and budgeted for in line with the Strategic Plan. The fire
prevention/life safety program was appraised during the budgetary process and throughout the
year to determine if budgeted objectives were being met. The budgetary submissions with
objectives were reviewed by staff and budgetary items were evaluated based on the presented
objectives. The Division has routinely met the objectives contributing to effective programs as
identified in the budget process. The budget narrative describes the status of objectives as well
as identifies the objectives for the upcoming calendar year. Currently, objectives are identified,
in part, using national trends as reported by NFIRS. Local fire statistics such as casualties and
dollar loss vary with enough other factors so as not to be viewed as accurate indicators of the
effectiveness of plan review processes or code enforcement procedures. Metrics need to be
identified that will provide reliable indicators of local fire prevention effectiveness.
Panel alarm notification forms are generated by engine companies for each fire alarm response.
An inspector followed up each submitted form either through a site visit or phone contact to
address the cause of the alarm and the current status of the alarm system. This has been helpful
in determining the effectiveness of the District’s detection system requirements. Structure fires
that involved a detection system or suppression system were followed up by investigations staff
to determine the effectiveness of these systems at the time of an actual fire event.
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Plan:
The District will continue to appraise all aspects of the program through the budget process with
associated objectives based on the Strategic Plan. Metrics and data points will be identified for
enhanced measurement of fire prevention program effectiveness and risk reduction.
References:
Life Safety Budget Narrative - 2012
West Metro Fire Protection District 2012 Budget Process (master exhibits folder)
WMFR Standard Operating Procedure #112- Lessons Learned 2009- -274 Holman Way
WMFR Strategic Plan (master exhibits folder)
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Criterion 5C: Public Education Program
A public education program is in place and directed toward identifying and reducing specific
risks in a manner consistent with the agency’s mission.
Summary:
The District’s mission is, “the members are committed to providing professional fire protection,
emergency medical services, life safety, and community service with a vision that shapes the
future.” The public education programs support the mission of providing life safety and
community service. In calendar year 2011, the District reached 55,894 individuals with its
public education programs.
The District has a public education program in place directed at reducing specific risks faced by
its citizens. The specific risks are identified in the Community Education – Risk Reduction
Analysis. Each year, programs are prioritized and implemented based on the frequency and
severity of the risk and the resources available to the District.
The District is a member of the Fire and Life Safety Educators of Colorado and Safe Kids
Denver Metro. The resources, information and partnerships from these groups are utilized to
provide public education programs and services for District citizens.
Programs include (but are not limited to) motor vehicle safety; fall prevention; fire safety and
prevention; bicycle and helmet safety; home safety; and, emergency preparedness. The District
offers weekly car seat checks; classroom and workplace safety presentations; low cost car seats;
booster seats; smoke alarms; and, carbon monoxide alarms. The District attends community
safety events and hosts its own annual event (Family Fire Muster) to further its goal of
community risk reduction and emergency preparedness. The Family and Classroom Kids Club
provide monthly seasonal safety activities for families and teachers. The District’s website and
social media sites provide public information regarding the public education programs and
services available to District residents.
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Program needs are analyzed annually utilizing citizen feedback, program evaluations and the
annual budget process. The District reviews its emergency call data along with local and
national statistics and trends in prioritizing its public education programs. Programs are
supported by District resources, grants, donations, sponsorships and community partnerships.
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Performance Indicator - 5C.1
The diversity and delivery of the public education program includes individual, business, and
community audiences.
Description:
The District provides educational programming targeting individuals, businesses, and
community audiences. These deliveries vary from individual meetings to a Fire Muster with an
audience of several thousand citizens. All programs target areas identified in the District’s
Community Education – Risk Reduction Analysis.
Appraisal:
The District reaches over 50,000 individuals each year with its educational programs.
Individuals are reached through the juvenile fire setter programs, car seat appointments, and Kids
Club. Businesses are reached through extinguisher training and building inspections. Large
community audiences are accessed through website content, the Fire Muster, elementary school
activities, low cost smoke alarm distribution, and the File of Life program.
All educational programs are prioritized based on risk assessment and community risk reduction
analysis.
Plan:
The District will continue to deliver public education programs and target specific audiences in
line with the priorities of the risk reduction program and the Strategic Plan.
References:
Community Education – Risk Reduction Analysis
Community Education Year End Summary
WMFR Risk Assessment (master exhibits folder)
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Performance Indicator - 5C.2
The program has staffing with specific expertise to accomplish the program goals and objectives.
Description:
The District has employees (community education specialist, communications and media
relations specialist, and Training Center administrative assistant) that directly manage
community risk reduction and community education. Educational and certification requirements
exist for all of these employees. Examples of these certifications are included in exhibits.
The District also coordinates a Speakers Bureau of approximately 40 firefighters, dispatchers and
outreach volunteers to help deliver educational programs on an extra duty basis. These
individuals are given targeted training prior to participating in community education programs.
After being trained, firefighter and dispatcher Speakers Bureau members deliver safety
presentations in schools, in the workplace and to community groups. Volunteer members assist
with the hands-on practice activities and evaluation processes. The District also maintains a
cadre of certified child passenger safety technicians, who staff scheduled car seat appointments
and accommodate station drop-ins. Trained volunteers assist with scribing and child
management at the scheduled car seat appointments.
Appraisal:
Educational and certification requirements are defined in each job description and are currently
being met or exceeded.
Speakers Bureau members are required to attend training on how to deliver public education
programs. The required training is outlined in Administrative Procedure #5103. All new hires are
certified as car seat technicians and are required to maintain this certification for a minimum of
three years. This requirement has continually met the staffing needs of the car seat program.
The existence of a Speakers Bureau and child passenger safety technician cadre has enabled the
District to maintain public education program delivery despite losing two members of the
Community Outreach Division through layoffs in 2011. The remaining education specialist
staffs presentations with presenters from the Speakers Bureau, certified child passenger safety
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technicians and community volunteer assistants. This allows the education specialist to spend
time seeking funding for the programs, forming community partnerships and developing
curriculum for presentations and Kids Club activities.
Plan:
The District will continue the current staffing model to support community education programs
and will continue to train or certify individuals as needed for educational program delivery.
Continuing education is encouraged and supported to enable continual improvement for the
community education specialist, communications and media relations specialist, and Training
Center administrative assistant.
References:
Continuing Education Course Screenshot
Educational and Certification Requirements Samples
Job Description - Communications and Media Relations Specialist
Job Description - Community Education Specialist
Job Description - Training Center Administrative Assistant
WMFR Administrative Procedure #5103 – Speakers Bureau Program
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Performance Indicator - 5C.3
The agency defines and provides appropriate adequate equipment, supplies and materials to meet
the public education program needs.
Description:
The District provides appropriate and adequate equipment, supplies and materials to meet
program needs. The program is provided appropriate staff vehicles through a fleet of available
non-emergency vehicles, computers and office supplies. A non-emergency vehicle is available
for community education programs and additional vehicles are needed if available. A presenter
log/binder is located at the Training Center so presenters can sign in and out, pick up vehicle
keys and report any equipment problems. Specialized equipment, such as the fire extinguisher
simulator and car seat supplies, are provided and adequate to support the public education
programs.
Appraisal:
The District is allocated appropriate equipment and supplies to carry out its public education
needs. An equipment inventory list of supplies for community education programs is kept by the
Education Specialist. The Community Education equipment inventory list is updated as
necessary.
Plan:
The District will monitor the need for additional equipment and budget accordingly to ensure the
equipment, supplies and materials for the public education program remain adequate.
References:
Community Education Presenter Sign In/Out Log
Community Education Program Equipment Inventory List
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Performance Indicator - 5C.4 CC
The public education program targets specific risks and risk audiences as identified
through incident, demographic, and program data analysis.
Description:
The District uses data from the Risk Assessment and Community Education - Risk Reduction
Analysis to identify specific risks and risk audiences within the District. Data for these
documents is derived from incident statistics, community census and profile, and program
statistics.
Appraisal:
The District has completed a Community Education – Risk Reduction Analysis modeled after
the Vision 20/20 Community Risk Reduction Planning Project. A risk profile and risk areas have
been identified and prioritized. Specific risks and associated audiences have been identified and
targeted in the Community Risk Reduction Plan. After identifying these groups and realizing that
the District was not reaching these groups through the Family Fire Muster, targeted marketing
efforts for the Muster were added for these groups. Partnerships now exist between the District
and agencies who serve families in lower income areas of the District and families who are non-
native English speakers. These agencies include: MCPN Clinics, The Learning Source, HIPPY
(Home Instruction for Parents of Preschool Youngsters), and Head Start Programs. In addition,
these groups receive information and literature regarding home safety, the File of Life, the
Colorado Child Passenger Safety law and safest practice recommendations, as well as the
promotion of low-cost smoke alarms, carbon monoxide alarms and car seats.
The Community Education – Risk Reduction Analysis also revealed the need to reinstate home
safety checks in an effort to reduce falls for senior citizens. Accordingly, a community
partnership was formed with St. Anthony Hospital and the city of Lakewood to submit a grant to
instate a comprehensive fall prevention program for seniors. Home safety checks were
addressed as one of the necessary components and supplies and staffing costs were presented in
the program budget.
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Plan:
The District will continue to focus public education efforts on falls, motor vehicle crashes,
bicycle crashes, and home fires. The results of these educational efforts will be continually
monitored through incident statistics, community census and profile, and program statistics.
The District will continue to focus community education on high risk groups as well as research
and develop programs for risk areas that are not currently being addressed but are identified in
the Community Education – Risk Reduction Analysis.
References:
Community Education – Risk Reduction Analysis
Kids Club Sign Up Sheet for HIPPY Families
RMS Incident Statistics Screenshot
TBI Trust Fund Grant Proposal
Teacher Evaluation Sample
WMFR Risk Assessment (master exhibits folder)
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Performance Indicator - 5C.5 CC
Current standard operating procedures or general guidelines are in place to direct the
public education program.
Description:
Standard operating procedures and administrative procedures are in place to direct the public
education program; i.e., public information/citizen assistance response; child passenger safety;
citizen ride along; Speakers Bureau; and, social networking.
Appraisal:
The District’s administrative procedures and standard operating procedures are in place and
adequate to meet the needs of the public education program.
Plan:
The District will continue to use, review, and update the administrative procedures and standard
operating procedures on an as needed basis. New procedures will be written as District and
societal conditions warrant.
References:
WMFR Administrative Procedure #1003 – Appropriate Use of Social Networking for District
Purposes
WMFR Administrative Procedure #5101 – Ride-Along Program
WMFR Administrative Procedure #5102 - Child Passenger Safety/Car Seat Checkpoints
WMFR Administrative Procedure #5103 - Speakers Bureau Programs
WMFR Standard Operating Procedure #205 - Command Staff, Information
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Performance Indicator - 5C.6
The agency’s information system allows for documentation and analysis of its public education
program.
Description:
The District uses a records management system (RMS), as well as online survey tools,
teacher/participant evaluations, and an Access database to track public education programs.
Appraisal:
The information systems used by the District to document and analyze the District’s public
education programs are adequate. Collected data is utilized to make program adjustments and to
prioritize public education programs and target audiences. Queries and reports are run using call
data from the records management system to determine risk areas for program prioritization.
Data collected from program/presentation evaluations is summarized and presented in grant
reports to summarize program outcomes and make program changes as necessary.
Plan:
The District will continue to collect data to document and analyze public education program
effectiveness. Program adjustments and service priorities are reviewed regularly, at minimum on
an annual basis.
References:
COD Activity Database Example
Community Education - Risk Reduction Analysis
Community Risk Data for All Trauma
Community Risk Data for Motor Vehicle Crashes
RMS Incident Statistics Screenshot
Safe Routes to School Grant Report
Teacher Evaluation Sample
Zoomerang Teacher Evaluation Survey Screenshot
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Performance Indicator - 5C.7 CC
An appraisal is conducted, at least annually, to determine the effectiveness of the public
education program and its effect on reducing identified risks.
Description:
The public education program is appraised annually through a lessons learned assessment. All
public education programs are also analyzed during the annual budgetary process. The program
manager submits a budget narrative that outlines the program objectives for the next fiscal year
for staff review. Within the budget narrative the program manager must list performance
accomplishments for the previous year and develop objectives for the next year based on those
accomplishments and the Strategic Plan. Objectives are developed through this process and
implemented through administrative and operational means.
Appraisal:
The lessons learned process directly correlates the program objectives to the achieved outcomes
on an annual basis. Incident statistics, community census and profile, and program statistics are
used to determine program effectiveness. This process is also used to ensure the District is
reaching the identified high risk populations.
The budget process is used to prioritize programming efforts and to allocate future resources
based on the goals of the Strategic Plan.
Plan:
The District will continue to appraise all aspects of the program using both the lessons learned
and budgetary process.
References:
Community Education Budget 2012
Community Education Budget Narrative
Family Fire Muster Event Review and Cost Analysis
Lessons Learned – Family Fire Muster
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RMS Incident Statistics Screenshot
WMFR Standard Operating Procedure #112 – Lessons Learned
WMFR Strategic Plan (master exhibits folder)
150
Performance Indicator - 5C.8
There are programs in place that enable improved fire protection and injury prevention for low
income families (e.g. as free smoke alarm installation, free bicycle helmet program, etc.)
Description:
The District partners with the business community, civic groups, and grant funders to offer low
cost safety items through public education programs. Low-cost smoke alarms, CO alarms, bike
helmets and child restraints are promoted to low income families at community events, via the
District’s website and through direct contact/referrals from local community agencies serving
this population. The West Metro Fire Rescue Kids Club program is also promoted at community
events attended by lower income groups (Cinco de Mayo at Stein Elementary School, JeffCo
Cares Fair, JeffCo DA’s Fair) and to agencies serving low-income residents (HIPPY,WIC, Head
Start). Members of the Kids Club receive monthly safety activities and invitations to events via
email (free) or paper mail (fee based membership). The District waives the Kids Club paper
mail membership fee for low income citizens who may not have access to email.
Appraisal:
The District provides the following low-income initiatives: life jacket loaner boards; low cost
helmets; booster seats; child seats; carbon monoxide alarms; and, smoke alarms. The
aforementioned initiatives correlate with the identified risk priorities in the Community
Education – Risk Reduction Analysis. Through Lessons Learned, the District realized that these
resources need to be promoted more heavily to the agencies serving low-income residents and
families.
Plan:
The District will continue to support programs targeting low income families through its
partnerships with community agencies including the MCPN Clinics, HIPPY Program, Head Start
and The Learning Source. The District will track the number of low cost safety items distributed
annually.
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References:
2012 CDOT Mini Grant Proposal Application
COD Activity Database Example
Community Education – Risk Reduction Analysis
Community Partner Support Letter Sample
Kids Club Sign Up Sheet for HIPPY Families
Low Cost Car Seat Liability Release Form
Smoke Alarm and CO Alarm Liability Release Form
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Criterion 5D: Fire Investigation Program
The agency operates an adequate, effective and efficient program directed toward origin and
cause investigation and determination for fires, explosions, and other emergency situations that
endanger life or property.
Summary:
The fire investigation bureau is responsible for investigating all fires as requested by the incident
commanders. In addition they perform any internal investigations requested by the fire chief or
command staff. They also perform all background checks on potential new hires. The on duty
investigators act as the Life Safety representatives when after hour questions arise regarding
code enforcement issues.
Investigators have specific expertise in fire and explosion investigation that is obtained through
their training and experience. The investigators and investigations coordinator have some or all
of the following certifications/credentials:
• Colorado Certified Peace Officer – Peace Officer Standards and Training
• Certified Fire and Explosion Investigator – National Association of Fire
Investigators
• Fire Investigation Technician – International Association of Arson Investigators
• Certified Fire Investigation Instructor - National Association of Fire Investigators
The bureau is supervised by the investigations coordinator who is a fire investigation lieutenant
assigned to the Life Safety Division. Flexible staffing between the Life Safety Division and
Operations enabled adequate staffing levels for the needs of the fire investigation program. A
full time on-duty investigator and two alternate investigators have been assigned to each shift.
The on-duty investigator is automatically dispatched to every fire incident. The alternate
investigators and the investigations coordinator are utilized to assist the on-duty investigator
when needed or to handle multiple fire incidents that occur simultaneously. The alternate
investigators cover for the on-duty investigator for vacation and sick leave. There have been no
incidents where an investigator was not available.
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Performance Indicator - 5D.1 CC
The agency’s fire investigation program is authorized by adopted statute, code, or
ordinance.
Description:
On November 8, 1994, an election was held that approved the consolidation of the Bancroft Fire
Protection District and the Lakewood Fire Protection District. A Jefferson County District Court
order dated November 22, 1994, stated the consolidated district shall commence its formal
operations as the West Metro Fire Protection District on January 1, 1995.
As a component of the fire protection district, the fire investigation program is authorized by the
laws of the state of Colorado. The law states, “The chief of the fire department in each fire
protection district shall: enforce all laws of this state and ordinances and resolutions of the
appropriate political subdivisions relating to the prevention of fires and the suppression of
arson.” The chief shall also: “investigate or cause to be investigated the cause, origin, and
circumstance of every fire occurring within his jurisdiction by which property is destroyed or
damaged and, so far as is possible, determine whether the fire was the result of carelessness or
design.”
The investigations coordinator and the on-duty investigators are law enforcement officers
certified through Colorado Peace Officer Standards and Training (POST). An Intergovernmental
Agreement for Arson Investigation Services and Training was signed in 2003, between the
District and the Jefferson County Sheriff’s Office that outlines the certified peace officer status
and training requirements of the District’s fire investigators. This agreement has proven to be a
successful partnership and remains in effect.
Appraisal:
The District has been organized as a fire protection district under the Special District Act in the
Colorado Revised Statutes and has met the definition of a fire protection district under the law.
Having done this, the agency has been duly authorized to conduct fire investigations.
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Plan:
The District will continue to operate the fire investigation program as authorized by the Colorado
Revised Statutes and will monitor any amendments or changes to the Colorado Revised Statutes
and special district law that are enacted by the state legislature.
References:
Colorado Revised Statues, Title 32 - Special Districts, Article 1 - General Provisions, Part 10 -
General Powers, 32-1-1002: Fire Protection District – Additional Powers
Jefferson County District Court Order Regarding Consolidation
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Performance Indicator - 5D.2 CC
The scientific method (or an equivalent) is utilized to investigate and determine the origin
and cause of all significant fires and explosions.
Description:
Significant fires and explosions that occur within the District are investigated by National
Association of Fire Investigators (NAFI) certified fire and explosion investigators using the
scientific method as described in Chapter 4 “Basic Methodology” in NFPA 921, Guide for Fire
& Explosion Investigations, 2011 edition, page 17.
Significant fires and explosions are described in Standard Operating Procedure #414:
The on-duty investigator shall be dispatched or requested by command on the following types of
incidents:
1. Any fire or medical alarm where a fire or explosion injury or death to a civilian or a
firefighter has occurred.
2. Any significant fire or explosion where the incident complexity dictates the need for
additional investigative resources.
3. Any fire or explosion where the cause cannot be determined by the incident
commander or is believed to be the result of an intentional act.
4. Any wildland fire, dumpster fire or other miscellaneous fire or explosion where the
fire or explosion was intentionally set and viable suspect information is available.
5. Malicious false alarms where there is viable suspect information.
6. Malicious tampering with or damage to a fire suppression or detection system.
Appraisal:
Certified fire and explosion investigators have been automatically dispatched to all significant
fires and explosions. The on-duty investigator has been available 24 hours a day, 7 days a week.
The investigations coordinator and/or the alternate investigator have been available through
flexible staffing in the event of simultaneous incidents. They have been trained in and required to
utilize the scientific method as outlined in NFPA 921 – Guide for Fire & Explosion
Investigations and NFPA 1033 Professional Qualifications for Fire Investigators.
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Plan:
Fire investigators will continue to be required to utilize the scientific method for all significant
fire and explosion investigations. The investigation reports will continue to be reviewed by the
investigations coordinator to insure that the scientific method is being applied.
References:
NFPA 921 – Guide for Fire & Explosion Investigations (Chapter 4, Basic Methodology; Chapter
17, Origin Determination; Chapter 18, Cause Determination) (available in Life Safety Division)
NFPA 1033 - Professional Qualifications for Fire Investigators (available in Life Safety
Division)
WMFR Standard Operating Procedure #414 – Investigation
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Performance Indicator - 5D.3 CC
The program has adequate staff with specific expertise, training and credentials to
accomplish the program goals and objectives.
Description:
There is adequate staff to accomplish the program goals and objectives. The fire investigation
program is staffed with an investigations coordinator, three full time investigators, and seven
part-time alternate investigators.
Investigators have specific expertise in fire and explosion investigation that is obtained through
their training and experience. The investigations coordinator and the on-duty investigators are
required to be Colorado Certified Peace Officers, Certified Fire and Explosion Investigators
(NAFI) and Fire Investigation Technicians (IAAI). The alternate investigators are required to be
Certified Fire and Explosion Investigators (NAFI) and Fire Investigation Technicians (IAAI).
Appraisal:
Flexible staffing between the Life Safety Division and Operations enables adequate staffing
levels for the needs of the fire investigation program. The operations district 2 chief is
responsible for the staffing on the shift. In the event there is an opening for the on-duty
investigator the district 2 chief will move an alternate investigator into the opening or call back
an off duty investigator to fill the position.
A full time on-duty investigator and two alternate investigators have been assigned to each shift.
The on-duty investigator is automatically dispatched to every fire incident. The alternate
investigators and the investigations coordinator have been utilized to assist the on-duty
investigator when needed or to handle multiple fire incidents that occur simultaneously. The
alternate investigators cover for the on-duty investigator for vacation and sick leave. There have
been no incidents where an investigator was not available.
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Special situations that require overtime are adequately staffed. Investigators receive specific and
periodic training through workshops, seminars, meetings, professional publications, journals and
on-line classes. Several have been qualified by the courts as expert witnesses.
Investigators maintain their professional certifications/credentials and most have obtained the
new fire investigation technician certification.
As outlined in NFPA 1033, investigators continue to remain current with investigation
methodology and maintain an up-to-date basic knowledge of applicable topics at the post-
secondary level. This is accomplished by attending workshops, seminars, meetings, and through
professional publications, journals and the CFITrainer on-line IAAI website. Participation in
professional organizations enables the advancement of techniques through networking with
public and private investigators.
Investigators maintain their required certifications. They are encouraged to obtain additional
certifications including the certified fire investigator certification through the International
Association of Arson Investigators and the certified vehicle fire investigator through the National
Association of Fire Investigators.
Plan:
Staffing levels and flexibility are anticipated to remain the same. A task book of job
performance requirements based on the elements of NFPA 1033 and NFPA 921 will be
implemented as a training requirement for new investigators beginning October 1, 2012.
References:
Investigators Certifications
Job Description - Alternate Fire Investigator (Draft)
Job Description - Investigations Coordinator
Job Description - On-Duty Fire Investigator (Draft)
NFPA 921 – Guide for Fire and Explosion Investigations (available in Life Safety Division)
159
NFPA 1033 – Professional Qualifications for Fire Investigators (available in Life Safety
Division)
WMFR Organizational Chart (master exhibits folder)
WMFR Task Book for the Position of Fire Investigator (Draft)
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Performance Indicator - 5D.4
The agency defines and provides appropriate and adequate equipment, supplies and materials to
meet the fire investigation program needs.
Description:
The District provides adequate equipment, supplies and materials to meet the fire investigation
program needs, Equipment and supplies are budgeted for through the annual budget. Each
investigator is equipped with appropriate and adequate personal protective equipment. The fire
investigation vehicles provided to the investigations coordinator and the on-duty investigator
function as mobile offices. An appropriate and adequate supply of tools and equipment are
carried on the fire investigation vehicles. In the event more are needed they can be purchased at
local hardware stores using a department credit card. A limited cache of additional equipment
and supplies are stored at the administration building. Office space and equipment including
computers, printers, scanners, fax machines, telephones and radios are provided for the on-duty
investigator and the investigations coordinator.
P.O.S.T. certified investigators are supplied with body armor (ballistic vest), duty belt,
handcuffs, flashlight, collapsible baton, “off duty” holster and additional magazines. They are
required to purchase their own duty weapon. Two Tazers are available. One is assigned to the
on-duty investigator and is available on their vehicle. The other is assigned to the investigations
coordinator.
Appraisal:
NFPA 1033 Professional Qualifications for Fire Investigator states that “given standard
equipment and tools” at each point in the investigation the fire investigator will be able to
complete a specific task. These tools are listed in NFPA 1033, A.3.3.9.2 Standard Equipment
and Tools and are typically carried by the investigators. These “tools include a high-resolution
camera, flash; a flashlight; a shovel; a broom; hand tools; a tape measure or other measuring
equipment; safety clothing and equipment; and evidence collection equipment and supplies.”
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At other points in NFPA 1033, “standard and if needed, special equipment and tools as well as
sufficient personnel” will be needed to complete a task. These tools are listed in NFPA 1033,
A.3.3.9.1. Investigators’ Special Tools. By example these tools “include heavy equipment,
hydrocarbon detectors, ignitable liquid detection canine teams, microscopes, flash point testers
and so forth.” These special tools are available through the District’s hazardous materials team
and cooperative working relationships with law enforcement agencies.
Documentation of the scene is done with video, still digital photography and digital voice
recordings, which requires equipment that can function in extreme environments and survive
abuse. This form of documentation, considered evidence, must be handled in accordance with
evidence procedures and electronically stored following strict guidelines.
As expert witnesses, fire investigators are expected by the District Attorney's Office to compile
and assist with the presentation of case evidence in the form of photographs, videos, voice
recordings, and 2-D and 3-D diagrams, which requires the use of computers, computer programs,
printers, scanners and projectors.
All of the above equipment is adequate and available to all investigators whom perform the
duties outlined in NFPA 921 – Guide for Fire and Explosion Investigations.
Plan:
The District will continue to re-evaluate equipment, supplies and materials needs by staying
abreast of industry standards through continuing education and professional trade journals.
References:
2012 Investigations Budget Narrative
Equipment Supplies Inventory – Arson Truck
NFPA 921 – Guide for Fire and Explosion Investigations (Chapter 12, Safety; Chapter 14,
Planning the Investigation; Chapter 15, Documentation of the Investigation; Chapter 16, Physical
Evidence) (available in Life Safety Division)
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NFPA 1033 – Professional Qualifications for Fire Investigators (available in Life Safety
Division)
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Performance Indicator - 5D.5
The agency establishes agreements for support from other agencies to aid in accomplishing the
program goals and objectives.
Description:
The District has an established agreement with the Jefferson County Sheriff’s Office and has
working relationships with law enforcement agencies that fall within the District’s jurisdiction,
primarily the Jefferson County Sheriff’s Office; Lakewood Police Department; Morrison Police
Department; Douglas County Sheriff’s Office; and, the Colorado State Patrol. Relationships
with the Federal Bureau of Investigation, Colorado Bureau of Investigation and the Bureau of
Alcohol Tobacco and Firearms and Explosives also provide support to the program. There is a
very close working relationship with the prosecutors at the First Judicial District – Jefferson
County District Attorney’s Office. In addition, District fire investigators work with insurance
companies, their private investigators, forensic experts and independent laboratories. In the
absence of formal agreements the District has established working relationships to assist the
Division in meeting its goals and objectives.
Appraisal:
An Intergovernmental Agreement for Arson Investigation Services and Training was signed in
2003, between the District and the Jefferson County Sheriff’s Office that outlines the certified
peace officer status and training requirements of the District’s fire investigators. This agreement
has proven to be a successful partnership and remains in effect.
District fire investigators have participated in the Combined Arson Response Team for the First
Judicial District, the South Area Fire and Explosion Task Force and the Colorado School of
Mines Arson Task Force. The development of the relationships with the agencies listed above
has enabled the fire investigation program to reach its goals and objectives by networking and
information sharing with other agencies and investigators.
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Plan:
The District will continue evaluating the need for formal agreements and look for other agencies
and stakeholders that can lend support in reaching the program’s goals and objectives.
The Intergovernmental Agreement for Arson Investigation Services and Training that was signed
in 2003, between the District and the Jefferson County Sheriff’s Office is an ongoing agreement
that is reviewed periodically and changed when necessary.
References:
Bureau of Alcohol Tobacco, Firearms and Explosives – Bomb Arson Tracking System (BATS):
https://www.bats.gov/batsnet
Federal Bureau of Investigation - Violent Criminal Apprehension Program (VICAP):
http://foia.fbi.gov/vicappia.htm
Intergovernmental Agreement for Arson Investigation Services and Training – Jefferson County
Sheriff’s Office
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Performance Indicator - 5D.6 CC
Current standard operating procedures or general guidelines are in place to direct the fire
cause and investigation program.
Description:
Standard operating procedure #414 is in place and directs the fire investigation program. This
document is based on NFPA 921 – Guide for Fire and Explosion Investigations.
Appraisal:
Standard operating procedure #414 – Investigations, is available to all members and has been
part of the required reading for all officer candidates. The investigations coordinator, on-duty
investigators and alternate investigators job descriptions require the use of a systematic approach
and the scientific method as described in NFPA 921.
Plan:
The standard operating procedure that governs the fire investigation program will continue to be
evaluated and updated as needed to stay current with trends in the industry.
References:
Job Description – Alternate Investigator (Draft)
Job Description – Investigations Coordinator
Job Description – On-Duty Investigator (Draft)
NFPA 921 – Guide for Fire and Explosion Investigations (available in Life Safety Division)
WMFR Standard Operating Procedure #414 – Investigations
166
Performance Indicator - 5D.7
The agency’s information system allows for documentation and analysis of the fire investigation
program.
Description:
The fire investigation database is currently held within the District’s records management system
(RMS). Hard copy documents that are associated with case files are electronically scanned and
attached to the RMS investigation report.
The RMS allows for the documentation of the fire investigation program by providing a method
to gather and store information pertaining to case files. The database is searchable and allows
for the analysis of the data within the fire investigation program by enabling the retrieval of
statistics in various report formats.
Appraisal:
Between mid-1993 and January 1, 2010, the investigations database was stored in the Fire
Investigation System (FIS), a Microsoft Access based program that was written specifically for
District fire investigations. This program remains accessible on the District’s server with no new
information added to it after January 1, 2010.
After January 1, 2010, all investigation reports were written and stored using the HighPlains
software records management system. This change allowed for the utilization of the arson
module in the National Fire Incident Reporting System (NFIRS). It also allowed for easier
tracking of incident numbers and dates by using the same database that the fire and EMS reports
were using. The District’s fire investigations database is currently held within the HighPlains
RMS.
Written reports and investigation case files are stored in numbered file boxes in a secured
evidence storage room in the District administration building. The boxes are numbered and
indexed for easy reference. Access to the evidence storage room is limited to the fire marshal and
investigators.
167
The Colorado Division of Fire Safety collects statewide fire and EMS incident data through the
National Fire Incident Reporting System (NFIRS). Other than the Bomb Arson Tracking System
(BATS), which has seen limited participation by fire agencies, there is no central clearinghouse
for fire investigation information.
Plan:
Monitor upgrades and recommend improvements to the RMS and monitor the effectiveness with
continued movement toward a paperless system. Options for enterprise data management and
interagency information sharing will be evaluated as they become available.
References:
NFPA 921 – Guide for Fire and Explosion Investigations (Chapter 14, Planning the
Investigation; Chapter 15, Documentation of the Investigation) (available in Life Safety
Division)
WMFR Standard Operating Procedure #414 – Investigations
168
Performance Indicator - 5D.8 CC
An appraisal is conducted, at least annually, to determine the effectiveness of the fire
investigation program.
Description:
The fire investigation program is appraised annually during the annual budgetary process. The
program manager submits a budget narrative that outlines the program objectives for the next
fiscal year for staff review. Within the budget narrative program managers must list
performance accomplishments for the previous year and develop objectives for the next year
based on those accomplishments and the Strategic Plan. Objectives are developed through this
process and implemented through administrative and operational means.
Appraisal:
The tracking of the effectiveness of the investigations program is conducted through the
District’s records management system (RMS). District statistics are compared with national data
from the periodic report “Intentional Fires” from the NFPA. Case clearance rates are compared
to the national average to measure the effectiveness of the program. The national average for
arson clearance rates over the past five years have averaged 18% compared to the West Metro
Fire Rescue investigations bureau clearance rate of 24.39% in 2010, and 38.46% in 2011. This
data is displayed each year in the Comprehensive Annual Financial Report (CAFR).
Investigative data regarding fire causes and case status are submitted along with other fire
incident data to the National Fire Incident Reporting System (NFIRS) through the Colorado
Division of Fire Safety.
The fire investigation program is appraised during the budgetary process and using Lessons
Learned documentation throughout the year. The budgetary submissions are reviewed by staff
and budgetary items are evaluated based on the presented objectives. The actual performance at
the incident scene determines the overall effectiveness of the program and is strengthened using
the Lessons Learned standard operating procedure. The program manager must review the
Strategic Plan and submit narrative on how the program fits within the goals and objectives.
169
Plan:
The District will continue to appraise all aspects of the program.
References:
2011 West Metro Fire Rescue Comprehensive Annual Financial Report - Investigations
2012 Investigations Budget Narrative
Comprehensive Annual Financial Report – Investigation Report
Lessons Learned – West Ontario Drive
NFPA 2007 Intentional Fires and Arson
NFPA 2010 Intentional Fires
West Metro Fire Protection District 2012 Budget Process (master exhibits folder)
WMFR Standard Operating Procedure #112 - Lessons Learned
WMFR Strategic Plan (master exhibits folder)
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Criterion 5E: Technical Rescue
The agency operates an adequate, effective, and efficient program directed toward rescuing
trapped or endangered persons from any life-endangering cause, e.g., structural collapse,
vehicle accidents, swift water or submersion, confined space, cave-in, trench collapse, fire, etc.
Summary:
The District’s Technical Rescue Program is organized to provide rescue in the following areas:
• Structural collapse search and rescue
• Confined space rescue
• Trench rescue
• High and low angle rope rescue
• Swift water, ice, and underwater rescue and recovery
• Vehicle and machinery extrication
The program is centered on Stations Three, Eight, Ten, and Fourteen. Station Three houses a
Tower equipped with extrication capabilities. Station Eight houses the Heavy Rescue, Engine 8,
and the Collapse Truck. Station Ten houses apparatus Engine 10, Tower 10, Medic 10, swift
water, underwater rescue, and recovery dive van. SaM1 and District 2 also respond from Station
10. Station Fourteen houses Engine 14, Tower 14, and the reserve heavy rescue. Minimum
staffing on the towers and heavy rescue is four, on engines three, and on the medic two. SaM1
and district chief are staffed at one each. The collapse truck, swift water, underwater rescue and
recovery dive van are cross staffed.
The District has established minimum training and operational standards for members assigned
to technical rescue assignments based on NFPA 1006 Standard for Technical Rescuer
Professional Qualifications, 2008 Edition. All assigned members in technical rescue
assignments at Station Eight and Station Fourteen have been trained to a Level I (operations) or
Level II (technician) to rope rescue; confined space; trench rescue; building collapse; and,
vehicle and machinery rescue. A minimum of seven Level II (technician) are assigned to the
rescue company and seven Level II (technician) are assigned to Station Fourteen, per shift.
171
All assigned members at Station Ten (water rescue) have been trained to a Level I (operations) or
Level II (technician) for swift water, surface ice and underwater rescue and recovery. Station 10
is staffed by nine Level II (technician) personnel, per shift.
The technical rescue program is recognized as a mutual aid resource for multiple fire
departments in the region. Two incidents stand out as examples. There was a fire in a tunnel at
the Xcel Energy’s Hydropower Generation Plant in Georgetown and the District sent a team to
assist with the recovery of five bodies. The other was a trench rescue in Evergreen.
The District is the sponsoring agency for the Urban Search and Rescue Colorado Task Force One
(US&R CO-TF1). The technical rescue program is tailored around providing support for the
team. Two captains are assigned to the management of the team, plus three additional civilian
staff. The District presently provides 38 uniformed personnel to the USAR team. These
personnel may be recalled and backfilled in the event of a federal disaster or deployment. USAR
maintains equipment internally to be used on a deployment.
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Performance Indicator - 5E.1 CC
Given the agency’s standards of cover and emergency deployment objectives, the agency
meets its staffing, response time, apparatus and equipment deployment objectives for each
type and magnitude of technical rescue emergency incidents.
Description:
The District meets it’s staffing, response time, apparatus and equipment deployment objectives
for each type and magnitude of technical rescue incidents outlined in the Standard of Cover. The
response to technical rescue incidents is based on an incident type model. Fully staffed
apparatus with the appropriate technical rescue equipment are dispatched as needed to incidents
involving vehicle extrication; trench rescue; confined space rescue; structural collapse; and, rope
rescue and water rescue. When combined with the first arriving engine companies, these
resources are capable of addressing the issues presented by any technical rescue incident in an
effective and timely manner.
The response is based on a two tier response. The first tier is the first due engine/squrt apparatus
and they are capable of establishing command, size-up, providing scene safety, and initiating
technical rescue operations. The second tier consists of tower or heavy rescue apparatus.
Additional apparatus may respond due to the nature of the incident (collapse truck and dive van).
The closest tower or heavy rescue are dispatched to a reported head-on, rollover, or reported
trapped occupants auto accidents. For high/low angle, confined space, collapse or trench rescue,
two rescue companies are dispatched. The rescue companies consist of Stations Eight and
Fourteen. Station Eight is assigned the heavy rescue and an engine and Station Fourteen is
assigned a tower and an engine. The firefighters assigned to these stations and the tower
apparatus are trained at the operations level I and II for technical rescue.
A technical incident has a standard response of 14 personnel consisting of both heavy rescue
companies (Rescue 8 and Engine 8 or Tower 14 and Engine 14). In addition, a district chief is
attached and a first due engine and medic unit will supplement the response, bringing the total to
20 or 21 depending on how many firefighters are assigned to the first due engine.
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A water rescue incident has a standard response of 15 personnel consisting of five support
personnel from first-in companies, nine water rescue technicians trained in dive, swift water and
surface operations and a chief officer. A safety officer will also be requested bringing the total to
16 personnel. Additionally, automatic aid from two other agencies will be dispatched, with the
dive officer having discretion on whether to cancel them. Furthermore, on a swift water incident
a heavy rescue with four rope rescue technicians is dispatched for possible assistance with rope
rigging. Water rescue is assigned to Station Ten. For water related incidents, a first-due engine
and medic unit is assigned plus nine water rescue technicians on the dive van. Each engine is
equipped with minimum water rescue equipment and all crews are refreshed annually for surface
ice rescue and shore-based swift water operations.
The District distributes its technical rescue response resources throughout the District on tower
and rescue companies. Station Eight houses a heavy rescue company, consisting of a heavy
rescue and engine. Station Fourteen houses a tower (equipped with a minimum of technical
rescue equipment) and an engine. These units are equipped to mitigate technical rescue incidents
that are prevalent in the District. All line personnel are trained in initial surface ice rescue, swift
water shore support, and initial technical rescue operations. The water rescue technicians are
housed at Station Ten.
Appraisal:
The baseline performance times are based on the past three years of data, 2009/2010/2011. For
90% of technical rescue responses the first arriving unit in urban areas shall arrive within twelve
minutes six seconds, in suburban areas no data was recorded with a technical rescue response,
and in rural areas the first arriving unit shall arrive within seven minutes and fifty four seconds.
For the effective response force the 90th percentile baseline data is forty six minutes forty six
seconds in the urban areas; no data was recorded in the suburban areas; and thirty one minutes
fourteen seconds in the rural areas. These response times will need to be evaluated to
determine methods for reduction.
174
Another factor affecting the data is the lack of sample size for the rural and suburban areas of the
District. The number of incidents occurring within these areas is very small. The urban incident
count runs 95.1% (53,248 for all three years) of the incidents; the suburban incident count is
3.7% (2,077 for all three years) of the total incidents; and the rural incident is 1.2% (645 for all
three years) of the incidents measured. This should be corrected as additional years of data are
sampled.
Plan:
The District will annually evaluate the technical rescue risk throughout the District, and adjust
the placement, staffing, and equipment necessary to maintain an effective, timely response to
these types of incidents.
The District will evaluate on scene performance and develop a plan for improving baseline
performance. The Standard of Cover recommends implementing programs designed to decrease
process, turnout and travel times. These plans include tracking and publishing performance for
each unit, updating older stations to ensure quick access to the apparatus, reducing fire alarms,
developing data on turnout times at night versus day, developing data on emergent versus non-
emergent response times, and developing a work group to develop ideas and to educate the
operations personnel regarding the importance of turnout times. This should be completed by
the fourth quarter of 2013.
References:
Colorado USAR and Technical Rescue Team Typing Summary
Technical Rescue Process-Travel-Turnout Times Spreadsheet
WMFR Administrative Procedure #1301 – Minimum Member Staffing
WMFR Administrative Procedure #2315 – Air Truck Usage-Deployment
WMFR Standard of Cover (master exhibits folder)
WMFR Standard of Cover Critical Task Analysis Staffing for Technical and Water Rescue
(pages 43-45)
WMFR Standard Operating Procedure #106 - Response
WMFR Standard Operating Procedure #108 - Mutual Aid Resources
175
WMFR Standard Operating Procedures Series #200 – Command Principles
WMFR Standard Operating Procedures Series #500
176
Performance Indicator - 5E.2
The agency defines and provides appropriate and adequate equipment to accomplish the stated
level of response for technical rescue and to be compliant with local, state/provincial and
national standards.
Description:
The District defines and provides appropriate and adequate equipment. Technical rescue
response and equipment is driven by the identified risks within the District’s boundaries.
Identified risks and historical call types define the equipment type and equipment placement for
the most efficient use and response to best serve the needs of the public and meet State of
Colorado Emergency Support Function 9 (ESF 9) standards. All water rescue technicians and
equipment meet or exceed NFPA 1006 and 1670.
Appraisal:
Technical rescue resources and equipment are distributed throughout the District to cover the
identified risks. Basic water rescue is assigned to all first responding apparatus. Rope rescue
equipment is placed on the engines in the areas where the risks are located. All three towers and
the heavy rescue are equipped with adequate equipment for rope rescue and extrication. The
heavy rescue and collapse truck are equipped to mitigate trench rescue, confined space rescue
and collapse/shoring incidents. New types of equipment are evaluated and purchased as needed.
Equipment meets NFPA or other industry recognized standards.
Plan:
Continue evaluating the technical rescue risks throughout the District annually. Technical rescue
personnel will continue to evaluate new equipment by going to conferences and reviewing trade
journals. Apparatus placement and equipment inventory will be adjusted to address any
identified changes.
References:
Inventory – Chiefs Bay
Inventory – Collapse
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Inventory – Dive 2
Inventory – Dive Room
Inventory – Master Rope
Inventory – Rescue 10
NFPA 1006 - Standard for Rescue Technician Professional Qualifications (available in Life
Safety Division)
NFPA 1500 - Standard on Fire Department Occupational Safety & Health Program (available in
Life Safety Division)
NFPA 1670 - Standard on Operations and Training for Technical Rescue Incidents (available in
Life Safety Division)
State EOC #42a Type II Heavy Technical Rescue Team Activation Procedures
Technical Rescue Cache
WMFR Administrative Procedure #2501 - General & Fixed Assets Inventory & Surplus Material
WMFR Administrative Procedure #4108 - Life Safety Rope and Rope Rescue Auxiliary
Equipment
WMFR Administrative Procedure #4109 – Hose Load Standard
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Performance Indicator - 5E.3
Supplies and materials allocation is based on established objectives, is appropriate to meet
technical rescue operational needs, and is compliant with local, state/provincial and national
standards.
Description:
The District equips and supplies its technical rescue response resources with an appropriate level
of materials to address incident needs. Additionally, reserve apparatus is maintained fully
equipped and ready to be put into service if the need arises. If the response to an incident
requires even more materials, the District has a small cache of supplies. Local vendors will be
relied upon to resupply if resources run short. Dispatch maintains a vendor/resource list if a
request for additional resources arises.
Appraisal:
With these measures in place, the District has established a supply chain that would sustain
technical rescue operations through all but the most catastrophic incident. The Heavy Rescue and
Collapse Truck are equipped to meet Colorado ESF-9 Heavy Technical Rescue Team standards.
Plan:
The evaluation of the resource needs and supply is ongoing. The District will continue to
monitor the technical rescue resource inventory and adjust to changes in the demand and supply
of those materials through budgetary, regional caching, and interagency agreement means.
References:
Inventory – Chiefs Bay
Inventory – Collapse
Inventory – Dive 2
Inventory – Dive Room
Inventory – Master Rope
Inventory – Rescue 10
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NFPA 1670 - Standard on Operations and Training for Technical Search and Rescue Incidents
(available in Life Safety Division)
NFPA 1983 - Standard on Life Safety Rope and Equipment for Emergency Services (available in
Life Safety Division)
State EOC #42a Type II Heavy Technical Rescue Team Activation Procedures
Technical Rescue Cache
West Metro Technical Rescue Resources
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Performance Indicator - 5E.4 CC
Current standard operating procedures or general guidelines are in place to accomplish the
stated level of response for technical rescue incidents.
Description:
The District has standard operating procedures (SOPs) and administrative procedures in place to
provide a sound framework for technical rescue response.
Appraisal:
The District has established SOPs that outline the operational and safety expectations for the
initial response to a technical rescue incident. Other standard operating and administrative
procedures further define the technical rescue response. These procedures address command and
control resource allocation, safety and accountability issues as well as the acquisition of
additional resources. Finally, the District has established general guidelines that direct staffing
levels, response resources and individual health and fitness requirements for the District. SOPs
are reviewed at quarterly trainings and are used to provide lessons learned or after action reports
on technical rescue incidents.
Plan:
The District will continue to review and evaluate new and emerging trends in technical rescue
operations to ensure the procedures are up to date. The team leadership will continue updating
and revising the District’s procedures as necessary.
References:
NFPA 1006 - Technical Rescuer Professional Qualifications (available in Life Safety Division)
NFPA 1670 - Operations and Training for Technical Search and Rescue Incidents (available in
Life Safety Division)
WMFR Standard Operating Procedure #102 – Operational Principals
WMFR Standard Operating Procedure #103- Safety and Risk Management
WMFR Standard Operating Procedure #106 - Response
WMFR Standard Operating Procedure #112- Lessons Learned
181
WMFR Standard Operating Procedure #200 - Command Principles
WMFR Standard Operating Procedure #300 – Safety Principals
WMFR Standard Operating Procedure #509 - Vehicle Extrication
WMFR Standard Operating Procedure #510 - Trench Rescue
WMFR Standard Operating Procedure #511 - Confined Space
WMFR Standard Operating Procedure #512 - Structural Collapse
WMFR Standard Operating Procedure #513 - Rope Rescue
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Performance Indicator - 5E.5
Minimum training and operational standards are established and met for all personnel who
function in the technical rescue program.
Description:
The District maintains a standard for technical rescue incidents based on NFPA 1670 Standard
on Operations and Training for Technical Search and Rescue Incidents, 2009 Edition. The
District has committed to maintaining a highly trained technical rescue force. Starting with an
extensive 11 day technical rescue training course to meet the requirements of NFPA 1006,
Standard for Technical Rescuer Professional Qualifications, 2008 Edition. Water rescue
technicians are initially trained by attending 17 days of swift water and dive certification classes.
Recurring training happens on a monthly basis and all technicians meet or exceed NFPA
standards. This is reinforced with an annual continuing education requirement.
Appraisal:
The District has established minimum training and operational standards for members assigned
to technical rescue assignments based on NFPA 1006 Standard for Technical Rescuer
Professional Qualifications, 2008 Edition. All members in technical rescue assignments have
been trained to a Level I (operations) or Level II (technician) to rope rescue; confined space;
trench rescue; building collapse; vehicle and machinery rescue; swift water; ice rescue; and, dive
rescue. A minimum of seven Level II (technician) are assigned to the rescue company and
support tower company, per shift and each tower, supported by an additional two Level I
(operations) firefighters. A minimum of nine water rescue technicians are assigned to Station
Ten each shift.
Plan:
The District will continue to train its members in technical rescue operations. Continued review
of new standards and practices within the industry will guide changes to our current training
requirements to maintain competency and annual training objectives. All water rescue
technicians undergo annual proficiency checks which are on file at Station Ten.
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References:
Annual Proficiency Check Sample
NFPA 1006 - Technical Rescuer Professional Qualifications (available in Life Safety Division)
NFPA 1670 - Operations and Training for Technical Search and Rescue Incidents (available in
Life Safety Division)
RMS Training Record Screenshot
184
Performance Indicator - 5E.6
The agency’s information system allows for documentation and analysis of the technical rescue
program.
Description:
The records management system (RMS) utilized by the District effectively maintains technical
rescue response data that is accessible throughout the District. Program managers as well as
participants have the ability to see performance data from technical rescue incidents.
Additionally, this information is utilized to gauge the effectiveness of the program in meeting the
District’s operational objectives.
Appraisal:
Information such as training hours, unit response, staffing, response times and incident reports is
periodically assessed for completeness and quality with deficiencies quickly and accurately
corrected. This data is then used to evaluate the effectiveness and efficiency of the technical
rescue program.
Plan:
Review technical rescue response and lessons learned data annually and make adjustments to
training and/or response as necessary. Continue to maintain involvement in local, state, and
national standards and/or regulation changes. Adjust staffing, training, and equipment carried to
meet new standards and regulations.
References:
Technical Rescue Response Data Screenshot
185
Performance Indicator - 5E.7 CC
An appraisal is conducted, at least annually, to determine the effectiveness of the technical
rescue program.
Description:
The District’s command staff conducts its formal review of the effectiveness of the technical
rescue program on an annual basis. In concert with the District budgeting process, program
managers submit a budget narrative that outlines the program objectives and goals for the next
fiscal year for staff review. A less formal, but more thorough program review takes place
throughout the year. Training and skills assessments are conducted during the year to maintain
and assess technical competency. Incident reviews are conducted after each event to determine
the effectiveness of the program’s tactical operations.
Appraisal:
The budgetary evaluation of all components of the technical rescue program helps to ensure its
effectiveness. Program goals and objectives are developed through this process and
implemented through administrative and operational means. However it is the actual
performance at the incident scene that determines the overall effectiveness of the technical
rescue program. Lessons learned documents will be used during annual review to establish
priorities for resource allocation and annual trainings. All water rescue incidents are reviewed in-
house and if necessary an after-action review is written and disseminated appropriately.
Plan:
The District will continue to appraise all aspects of the technical rescue program during the
annual budgetary process.
References:
2012 Directions for Budget Preparation (master exhibits folder)
NFPA 1670 - Standard on Operations and Training for Technical Search and Rescue Incident
(available in Life Safety Division)
Task Book – Technical Rescuer Confined Space Level I
186
Task Book – Technical Rescuer Confined Space Level II
Task Book – Technical Rescuer Core Rope Rescue Level I
Task Book – Technical Rescuer Rope Rescue Level II
Task Book – Technical Rescuer Trench Rescue Level I
WMFR Administrative Procedure #1610 – Changing Administrative Procedures
WMFR Administrative Procedure #3402 – Incident Reports
WMFR Administrative Procedure #4105 – Equipment Change Procedure
WMFR Standard Operating Procedure #112- Lessons Learned
187
Criterion 5F: Hazardous Materials (Hazmat)
The agency operates an adequate, effective, and efficient hazardous materials program directed
toward protecting the community from the hazards associated with fires and uncontrolled
releases of hazardous and toxic materials.
NOTE: Hazardous materials emergencies, spills, releases, or accidents have become a major
function of fire service agency activity. Hazardous materials response is a complex undertaking,
and considerable knowledge and resources are required to cope with these types of emergencies.
Such incidents may require the integration or coordination of several agencies. The local fire
agency has generally become the lead agency during the destabilized emergency portion of the
incident.
Summary:
The hazardous materials program is the responsibility of the hazardous materials chief under the
direction of the operations chief. The District operates two levels of hazardous materials
response. Level 1 provides local response by first due fire apparatus and the District’s hazardous
materials apparatus. Level 2 provides regional response, which can be given or received when
needs exceed resources, under the authority of the Adams/Jefferson County Hazardous Materials
Response Authority (AJCHMRA)
All first due apparatus have a minimum level of equipment. Crews are trained to the CMCB
Operations Level and Haz Mat IQ First Responder Offensive (HMIQ-FRO). Their initial
objectives are to isolate the incident, notify (ensure hazmat is enroute), identify the hazard if
possible, protect citizens and crew members and mitigate the spill. Nine companies (rapid
intervention units, towers, rescue) are additionally equipped with HMIQ-FRO cockpits to assess
the level of risk and the ability of the crews to affect a safe line of sight rescue prior to the arrival
of the hazmat companies.
The hazardous materials technician companies are based at Station Five and Station Three.
Technicians are trained and equipped to the Colorado State Hazardous Materials Technician
Level. Station Five houses the District’s hazardous materials apparatus, HazMat 5 and Decon 5.
188
Station Three houses and staffs the AJCHMRA apparatus, HazMat 1. Hazmat units are cross
staffed from an engine at Station Five and an engine and a tower at Station Three.
The District, through Jefferson County, is a member of the Adams/ Jefferson County Hazardous
Materials Response Authority (AJCHMRA). It provides incidental hazardous materials
response services for the counties, consolidates the hazardous materials response services, and
provides increased efficiency to help reduce costs. The authority has twenty nine affiliated
agency fire departments, fifteen affiliated agency police/sheriff’s departments and three county
health departments. The following professional fire departments provide personnel for response:
Arvada; Brighton; Fairmount; North Metro; North Washington; Southwest Adams County;
Thornton; West Metro; and, Westminster.
Within the District the major exposures are based in research laboratories and in some light
manufacturing plants. National Renewable Energy Laboratory ( NREL) and the Denver Federal
Center (DFC) have extensive hazardous materials research laboratories. The DFC has a nuclear
reactor used for research. These facilities are located in district one. Additional exposures in
district one are Caridian BCT Labs and the Moffat Water Treatment Plant. Stations Five and
Three are located near these facilities. Within district three’s planning area are Lockheed Martin
Space Systems, E2 Power Systems, High Tek Tube Corp, Colorado Plastic Card, Infinite Power
Solutions, and Foothills Water Treatment Plant. Within the remainder of the District are
scattered exposures, transportation routes, gasoline service stations, vehicle repair facilities, and
big box stores, etc.
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Performance Indicator - 5F.1 CC
Given the agency’s standards of cover and emergency deployment objectives, the agency
meets its staffing, response time, apparatus and equipment deployment objectives for each
type and magnitude of hazardous materials emergency incidents.
Description:
The District meets it’s staffing, response time, apparatus and equipment deployment objectives
for each type and magnitude of hazardous materials incidents outlined in the Standard of Cover.
As described in the Summary, two stations cross staff the hazardous materials apparatus. The
District is able to contain and control all encountered hazardous materials incidents for a
minimum of two hours. The AJCHMRA is available to support large scale incident response
needs. The Civil Support Team (CST) is available from Buckley Air Force Base in Aurora,
Colorado to support catastrophic scale incident response needs.
The District’s hazardous materials response and equipment inventory is based on a three tier
response according to the nature and complexity of each incident. The first tier consists of first
due apparatus responding to minor spills, where no medical component is involved, equipped
with firefighter bunker gear, Level B WMD PPE, Micro blazeout foam, combustible gas
detectors (CGI), CO monitors, plug-n-dike, HMIQ-FRO charts, NIOSH guides, and five gallon
buckets of absorbent. Their initial objectives are to isolate, notify, identify, protect and mitigate
the incident.
The second tier apparatus (Towers 3, 10, and 14; Rescue 8; Engines 4, 5, 9, 12 and 15) respond
to unknown odors and are additionally equipped with HMIQ-FRO cockpits which consist of a
multi-gas monitor, HazMat IQ FRO Chart, a NIOSH guide, fluorine paper, Ph paper, a radiation
monitor and a heat detection gun. The HMIQ apparatus are distributed throughout the District.
The basic premise is based on first due apparatus with the ability to effect a quick rescue in
bunker gear and SCBA prior to the hazardous materials crews arrival if cockpit readings are
within permissible limits.
190
The third tier adds the response of the hazardous materials technician companies for incidents
involving a known or unknown chemical release or when a medical component is involved. The
hazardous materials technician and apparatus are fully equipped with environmental and product
monitoring, Level A PPE, a full complement of respiratory protection, decontamination and
mitigation equipment. A limited amount of disposal equipment is carried. Disposal is the
responsibility of the Designated Emergency Response Authority ( DERA).
Appraisal:
The District has met its staffing, response time, and apparatus/equipment deployment objectives.
Minimum staffing has been assured by application of Administrative Procedure #1301 -
Minimum Member Staffing, and has been evaluated in the Standard of Cover. Response time
objectives have been assured by evaluating performance in the Standard of Cover and
communicating the performance to the members. Apparatus/equipment deployment has been
assured through the maintenance of a state-of-the-art apparatus and equipment fleet.
The baseline performance times were based on the past three years of data, 2009/2010/2011.
The benchmark objective for the first reporting apparatus for the urban areas of the District has
been seven minutes, for the suburban areas, seven minutes thirty seconds, and for the rural areas,
nine minutes thirty seconds. These response times have been consistent with the response times
for the HMIQ apparatus.
The baseline performance times were based on the past three years of data, 2009/2010/2011, and
all were set at the 90th percentile. The first unit’s arrival within nine minutes eight seconds total
response time in the urban areas, nine minutes thirty five seconds in the suburban areas, and
eleven minutes thirty seconds in the rural areas.
For the effective response force, the 90th percentile baseline data of fifty eight minutes fifty two
seconds in the urban/suburban/rural areas of the District. Data was limited for the effective
response force in all of the population areas. All three population areas were consolidated to
provide a better overall evaluation. The effective response force data was limited in the
suburban and rural areas. The effective response force did not include response from the
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Adams/Jefferson County Hazardous Materials Authority and those responses were considered a
support function. It was recognized that there were incidents where the entire response from the
authority was necessary, but there was no historical record of that response.
Plan:
The District’s operations chief, in coordination with the hazardous materials chief, will annually
evaluate the hazardous materials risk throughout the District and adjust the placement, staffing,
and equipment necessary to maintain an effective, timely response to these types of incidents.
Response time analysis will be more effective when more data is collected. The next evaluation
will be completed in the third quarter of 2012 and continue to occur during the third quarter of
each year.
The District’s operations chief, in coordination with the hazardous materials chief, will evaluate
on-scene performance and develop a plan for improving baseline performance through
development of a work group. The SOC recommends implementing programs designed to
decrease process, turnout and travel times. These plans include but are not limited to tracking
and publishing performance for each unit, updating older stations to ensure quick access to the
apparatus, developing data on turnout times at night versus day, developing data on emergent
versus non-emergent response times to identify root causes and to educate the operations
personnel regarding the importance of total response times. This will be completed by the fourth
quarter of 2013. This will continue to be the responsibility of the operations chief in
coordination with the hazardous material chief.
References:
Adams Jefferson County Hazmat Inventory List
Hazmat Process-Travel-Turnout Times
Operational HazMat IQ First Responder Offensive Chart
Technicians HazMat IQ Chart
WMFR Standard of Cover (master exhibits folder)
WMFR Standard Operating Procedure #106 – Response
WMFR Standard Operating Procedure #501 – Initial Response to Hazardous Material Incidents
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Performance Indicator - 5F.2
The agency defines and provides appropriate and adequate equipment to accomplish the stated
level of response for hazardous materials response and to be compliant with local,
state/provincial and national standards.
Description:
The District maintains two hazardous materials stations. Station Three houses HazMat 1. Station
Five houses HazMat 5 and Decon 5.
All apparatus, equipment and inventory lists conform to the District standards of meeting the job
performance requirements (JPR) identified by the state of Colorado for hazardous materials
technician recertification and the Apparatus and Equipment Committee Guidelines.
Appraisal:
The apparatus and equipment provided for the hazardous materials program were adequate to
meet or exceed Level 2 response and hazardous materials technician recertification requirements
of the state. HazMat 5 and Decon 5 have been in good working order. HazMat 1, purchased in
1986, will be replaced in 2012.
Plan:
The District’s operations chief, in coordination with the hazardous materials chief, will continue
to evaluate and update apparatus and equipment to comply with state and federal standards. This
will include maintaining inventory lists and staying current with technology. HazMat 1 will be
replaced in 2012. The next formal evaluation of apparatus and equipment will be completed in
the third quarter of 2012 and continue to occur during the third quarter of each year.
References:
Adams Jefferson County Hazmat Inventory List
Colorado Division of Fire Safety Rules and Regulations Concerning the Hazardous Materials
Responder Voluntary Certification Program
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WMFR Administrative Procedure #4101 - Apparatus & Equipment Committee Guidelines
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Performance Indicator - 5F.3
Supplies and materials allocation is based on established objectives, is appropriate to meet
hazardous materials response operational needs, and is compliant with local, state/provincial and
national standards.
Description:
Supplies and materials are allocated in compliance with the Colorado Division of Fire Safety
Rules and Regulations Concerning the Hazardous Materials and the Apparatus and Equipment
Committee Guidelines. They are appropriate to meet operational needs and inventory list
requirements. Allocation is the responsibility of the Hazardous Materials Chief in coordination
with the Hazardous Materials Captains.
Appraisal:
The supplies and materials were allocated by the District in compliance with the annual hazardous
materials budget.
Plan:
The District will continue the allocation of supplies and materials as needed using the annual
budget process and the Colorado Division of Fire Safety Rules and Regulations Concerning the
Hazardous Materials and the Apparatus and Equipment Committee Guidelines. This will be the
responsibility of the hazardous materials chief. The next formal evaluation of supplies and
materials will be completed in the third quarter of 2012, and continue to occur during the third
quarter of each year.
References:
Colorado Division of Fire Safety Rules and Regulations Concerning the Hazardous Materials
Responder Voluntary Certification Program
Station and Apparatus Inventory List – Decon 5
Station and Apparatus Inventory List – Hazmat 5 – Compartments 1, 2 & 3
Station and Apparatus Inventory List – Hazmat 5 – Compartments 4, 5 & 6
WMFR Administrative Procedure #4101 - Apparatus & Equipment Committee Guidelines
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Performance Indicator - 5F.4 CC
Current standard operating procedures or general guidelines are in place to direct the
hazardous materials response program.
Description:
The District has current standard operating procedures and administrative procedures in place to
direct hazardous materials. State and federal guidelines mandate compliance. These standards
apply to general response, specific hazardous materials response and objectives criteria, health,
safety, medical surveillance, organizational structure, ICS, reporting, equipment, and
recertification requirements.
Appraisal:
Standard operating procedures, administrative procedures, Colorado and federal regulations have
served as successful guidelines for the hazardous materials response program. They have
provided direction and appropriate monitoring.
Plan:
The District’s hazardous materials chief, in coordination with the operations chief, will continue
reviewing the existing policies during the fourth quarter annually and update the policies as
needed to maintain compliance and the highest level of response. The next review will be
completed during the fourth quarter of 2012.
References:
29 Code of Federal Regulations (CFR) 1910.120
Colorado Division of Fire Safety Rules and Regulations Concerning the Hazardous Materials
Responder Voluntary Certification Program
NFPA 472 (available in Life Safety Division)
NFPA Professional Qualifications 2008
WMFR Standard Operating Procedure #106 - Response
WMFR Standard Operating Procedure #501 - Initial Response to Hazardous Materials Incidents
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Performance Indicator - 5F.5
Minimum training and operational standards are established and met for all personnel who
function in the hazardous materials response program, including incidents involving weapons of
mass destruction.
Description:
Minimum training and operational standards are established by the state of Colorado Division of
Fire Safety. The minimum standard of Hazardous Materials First Responder - Operations Level
is a 24 hour course. The Hazardous Materials Technician Level course is 80 hours.
Ongoing training is scheduled through the Training Division to maintain a minimum of 24 hours
of continuing education for hazardous materials technicians to achieve the job performance
requirements of the state for technicians. Eight hours of operations level training is scheduled
annually for the entire department.
Appraisal:
District members completed the CMCB Operations course in the recruit academy. The Colorado
State Technician course has been the training requirement for the hazardous materials team.
This training level has adequately met initial requirements. Ongoing education to maintain
certifications has been outlined above.
Plan:
The District will continue to schedule and budget to meet the required hours of training to
maintain certification at all levels. This will be the responsibility of the hazardous materials chief
in coordination with the training chief under the direction of the operations chief. The next
operations level training will be conducted in June of 2012. The next state technician course will
be attended in September of 2012. The standards will be reviewed the second quarter of each
year. This will be completed in 2012 and thereafter each year.
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References:
Colorado Division of Fire Safety Rules and Regulations Concerning the Hazardous Materials
Responder Voluntary Certification Program
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Performance Indicator - 5F.6
The agency’s information system allows for documentation and analysis of the hazardous
materials program.
Description:
The District’s records management system (RMS) imports data from the dispatch provider’s
computer aided dispatch (CAD) program. After data is imported from CAD, required hazardous
materials reports are completed using the RMS. All data points can be queried, exported, and
analyzed, which allows for analysis of all critical elements, including apparatus and personnel
attendance if desired. Supplemental reports are completed by team members following
incidents. Completed reports are reviewed by the team manager. Record management is the
responsibility of the operations chief in coordination with the IT Division.
Appraisal:
The RMS has been very effective in the analysis of hazardous materials activities. Hourly, daily,
weekly, monthly, quarterly, yearly, and comparison to previous years reporting have been
achieved using report manager features.
Plan:
The District will continue utilizing the records management system to document incidents and
review performance. The District will continue reviewing reports and ensuring the use of the
special skills utilized tab to properly document team or other activities and continue periodic
evaluation of the hazmat team performance. This review will be completed in the third quarter of
2012 and annually thereafter.
References:
RMS Hazmat Reporting Screenshot
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Performance Indicator - 5F.7 CC
An appraisal is conducted, at least annually, to determine the effectiveness of the
hazardous materials program.
Description:
The hazardous materials program is appraised annually during the annual budgetary process.
The program manager submits a budget narrative that outlines the program objectives for the
next fiscal year for staff review. Within the budget narrative the program manager must list
performance accomplishments for the previous year and develop objectives for the next year
based on those accomplishments and the Strategic Plan. Objectives are developed through this
process and implemented through administrative and operational means.
Appraisal:
The hazardous materials program has been appraised during the budgetary process each year.
Lessons Learned documentation has also been used as an evaluative tool. The budgetary
submissions have been reviewed by staff and budgetary items evaluated based on the presented
objectives. The actual performance at the incident scene has determined the overall effectiveness
of the program. The program manager has reviewed the Strategic Plan and has submitted
narratives on how the program fits within the goals and objectives.
Plan:
The District’s operation chief in coordination with the hazardous materials chief will continue to
appraise all aspects of the program. The next appraisal will occur in the third quarter of 2012 and
annually in the third quarter thereafter.
References:
Hazardous Materials Budget Narrative - 2012
West Metro Fire Protection District 2012 Budget Process (master exhibits folder)
WMFR Standard Operating Procedure #112- Lessons Learned
WMFR Strategic Plan (master exhibits folder)
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Criterion 5G: Emergency Medical Services
The agency operates an EMS program that provides the community with a designated level of
out-of-hospital emergency medical care.
Summary:
The District is committed to providing advanced life support (ALS) on all first due apparatus.
Staffing paramedics on all first due apparatus provides the best chance of medical intervention
before damage from medical condition or traumatic injury becomes irreversible leading to an
increased risk of mortality. Supported by ALS transport, District medic units provide a total
emergency medical package from the 911 call (District Communication Center) to the arrival at
the hospital. This provides a continuity that gives the best chance for a positive outcome. The
District responded to 14,262 emergency medical incidents in 2010, 67% of all incidents. This
number of incidents outlines the commitment the District has taken on EMS incidents.
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’s board of directors has identified the
number of non-officer paramedics at 178. The District trains an average of about six to ten new
paramedics per year and presently has 221 paramedics spread throughout the ranks.
The District has nine medic units. With the exception of Medic 15, 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 1, 2, 3, and 7) have the highest
concentration of medic units and the highest concentration of medical calls. The medic units
covering this area include Medics 1, 2 and 7, supported by Medics 4 and 6.
Medics 10, 12 and 13 cover the remainder of the District with the exception of planning zone 15.
Planning zone 15 is the slowest zone in the District. Medic 15 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.
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Performance Indicator - 5G.1 CC
Given the agency’s standards of cover and emergency deployment objectives, the agency
meets its staffing, response time, apparatus and equipment deployment objectives for each
type and magnitude of emergency medical incidents.
Description:
The District provides emergency medical response with cross-trained firefighter/emergency
medical technicians (EMTs). The FF/EMTs medical certification level varies from EMT-Basic
(EMT-B) to EMT-Paramedic (EMT-P). The Agency presently has 227 personnel trained at the
EMT-P level and 101 at the EMT-B level. The District has identified 178 as the needed number
of non-officer paramedics for the system. This represents one paramedic for each apparatus (two
for medic units) plus a 60 percent overage to account for sick leave, vacations, etc.
The District’s EMS system is comprised of both engine/tower/rescue companies and transport
medic (ambulance) companies. The District currently has 15 engine companies, 3 tower
companies, and 1 heavy rescue. Each of these vehicles is always staffed with at least one
paramedic and is equipped with a full complement of Advanced Life Support (ALS) equipment
and supplies. These units primarily function as a first response to initiate care. Because each
station has at least one engine/tower/rescue (while only nine stations have medic units) these
apparatus are utilized to ensure a more rapid response.
The District’s EMS system also consists of nine medic units. Each unit is staffed with two
personnel with at least one trained as a paramedic. The medic units also carry a full complement
of ALS equipment in accordance with Denver Metropolitan Protocols and multi-county licensing
requirements. The District’s ambulances transport patients to area hospitals based on acuity and
patient request. Patients are billed for medic transport and the average bill is approximately
$1,000.00 per occurrence. EMS billing is the responsibility of the District’s finance division.
The District does not currently charge for EMS service on the scene that doesn’t result in a
transport to the hospital.
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The District’s communication center utilizes Priority Dispatch to interrogate 911 callers with
medical complaints. The system asks a structured series of questions to determine the severity of
the incident. Incidents are classified with a letter designation A-E (A being the least severe and
E being the most severe). Currently, each EMS incident is assigned the closest
engine/tower/rescue and the closest medic unit. Both apparatus typically respond with lights and
siren regardless of the severity. It is the intent of the District to utilize Priority Dispatch to limit
unnecessary emergency responses and better match resources to the patient’s need.
The effective response force for EMS incidents is two personnel with at least one being trained
as a paramedic.
The critical tasks for the first arriving responders are to assume command, ensure scene safety
(size up), and initiate patient care. The medic unit has the additional responsibility of providing
hospital transport when required.
Appraisal:
EMS staffing objectives were met 100% of the time, by design utilizing the TeleStaff program.
This will continue to be a strength because the staffing system is designed to ensure the minimal
staffing requirements of the Standard of Cover (via constant staffed positions).
The District’s available internal FF/EMT-P staffing fluctuates as promotional opportunities
present themselves. During these instances, some paramedics choose to promote to engineer or
officer positions. Others situations also result in staffing fluctuations such as when officers or
engineers drop their certification to EMT-B or leave the department. The District recognizes the
need for additional paramedics will always be present and has taken several steps to address this
need. The District recruitment practices include taking steps to broaden the range of available
paramedic staffing including, but not limited to, awarding additional points for previous EMT-P
certification and promoting paramedic education to interested individuals within the District.
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The baseline performance times are based on the past three years of data, 2009/2010/2011 and all
are set at the 90th percentile. The first arriving unit, with both an EMT-P and EMT-B is
considered the effective response force and shall arrive within eight minutes eleven seconds total
response time in the urban areas, nine minutes forty five seconds in the suburban areas, and
twelve minutes twenty eight seconds in the rural areas.
The priority dispatch process has slowed process times from one minute eleven seconds for 90%
of the time (measured for 2011 prior to the start date) to two minutes thirty seven seconds for
90% of the time (measure for 2011 after the start date). The times are measured on a monthly
basis and have shown no decrease in process times as the individual dispatchers become more
familiar with the process. This is a trial program and at the time of publication of this indicator
no adjustments have been made in the response mode of the apparatus. The Communication
Division continues to monitor data on processing times, seeking improvement as dispatchers
master this program. In addition, the District understands that the utilization of Priority Dispatch
without a corresponding change in response procedures is inefficient and an opportunity for
positive change.
The dispatch performance degrades slightly in rural areas due to several factors: the lower
frequency of calls, cell phone phase II location compliance, poor addressing schemes or
knowledge, and geographic reference points for the reporting persons.
Plan:
The District will continue to support an ALS EMS system. The District will make revisions
based upon data with the goal of improving patient outcomes and system efficiency.
Areas of concern are matching the appropriate response to the patient acuity, maintaining
sufficiently trained personnel with constantly evolving advances in technology, changing
medical treatments, aging personnel, higher educational costs, and diluted opportunities for skill
retention.
Efforts will continue to recruit, educate, and train an effective EMS workforce. The District has
taken steps to implement all aspects of Priority Dispatching. Further implementation will
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include better data tracking to break out non-emergency incidents from those where time truly is
of the essence. In addition, response SOPs will be modified to better match the assigned
resources with the patient’s need. This should improve efficiency while at the same time
reducing organizational risk. The District’s leadership, in conjunction with the medical director,
will meet throughout 2012 with the goal of implementing identified response changes no later
than January 1, 2013.
The District will evaluate on-scene performance and develop a plan for improving baseline
performance. The SOC recommends implementing programs designed to decrease process,
turnout and travel times. These plans include tracking and publishing performance for each unit
( will be added to the Risk Assessment by the fourth quarter of 2012), update older stations to
ensure quick access to the apparatus (will be updated as revenue is available), develop data on
turnout times at night versus day (will be added to the Risk Assessment by the fourth quarter of
2012), develop data on emergent versus non-emergent response times (will be added to the Risk
Assessment by the fourth quarter of 2012), and develop a work group to develop ideas and to
educate the operations personnel regarding the importance of turnout times. This will be
completed by the fourth quarter of 2013 by the SOC Work Group and the accreditation manager.
References:
2011 Priority Dispatch Spreadsheet
West Metro Fire Protection District 2012 Budget (master exhibits folder)
WMFR Administrative Procedure #6303 - Paramedic Field Training Program
WMFR Standard Operating Procedure #106 – Response
WMFR Standard of Cover (master exhibits folder)
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Performance Indicator - 5G.2
The agency defines and provides appropriate and adequate equipment to accomplish the stated
level of response for EMS incidents and to be compliant with applicable local, state/provincial
and national standards and mandates.
Description:
The District currently has nine front line medic units, 15 engines/squrts, three towers and a heavy
rescue. All EMS response units carry basic ALS equipment; this includes EKG/defib monitor,
drugs, airway management, spinal immobilization, etc., for the initial phase of patient
management until transport arrives. Medic units (ambulances) carry the aforementioned
equipment, splinting equipment, transport stretchers (pram), and additional quantities of drugs
and supplies for prolonged treatment and transport for multiple alarms without restocking. The
EMS equipment inventory is verified by the individual units’ vehicle check list on a daily basis.
For the transport medic units, minimum EMS BLS/ALS equipment and supply inventories are
based on Colorado state requirements and detailed on a multi-county ambulance inspection
checklist required from licensure in the multi-county area. The District currently meets this
yearly criteria based upon having a current license. Equipment carried on engines/towers/rescue
mirrors much the same equipment as the transport medics and is identified in SOP #6101. The
EMS division chief and the EMS captain coordinate the repair, replacement, and inventory
duties.
The District has established an EMS research and development (R&D) group consisting of
interested paramedic technicians to evaluate current and future emerging developments in EMS
equipment and “best practices” within the local, regional, state and national EMS communities.
The District’s EMS R&D group is tasked with reviewing EMS equipment needs and meets as a
component of paramedic technician meetings. Previously, this group met quarterly but a lack of
funding has made this impractical. Today, members of the group interact with each other
informally and forward concerns and recommendations to the EMS captain as warranted.
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Appraisal:
The District identifies current EMS operations equipment as currently meeting this performance
indicator. This is demonstrated both by annual ambulance licensing inspection, established
equipment policy, and the monthly review of EMS response and transport data. The District has
been supportive with budgetary support to ensure adequate equipment repair and replacement.
Currently, the R&D component is functional; however, budget concerns have required a
modification. The lack of regular meetings requires the EMS division to utilize other means to
share information including videoconferencing, email, and message boards.
Plan:
The District will continue to support this performance indicator in the budget process as well as
strategic planning. The EMS Division will continue to review and implement changes as
needed based on developments in the field of EMS and requirements of the state of Colorado.
References:
Ambulance Maintenance Form
Colorado Board of Medical Examiners 6 CCR 1015-3, Section 12
Colorado State EMS Ambulance Equipment Requirements Multi-County Ambulance Inspection
Checklist (ALS & BLS)
Jefferson County Resolution CC95-2 – Inspection Checklist
WMFR Administrative Procedure #6101 – Medical Equipment Inventory
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Performance Indicator - 5G.3
Supplies and materials allocation is based on established objectives, is appropriate to meet EMS
operational needs, and is compliant with local, state/provincial and national standards.
Description:
The District utilizes Boundtree, a third party medical supplier to provide medical supplies and
materials. In addition, controlled medications are distributed via secure U-Cap-It vending
devices located at the administration building, Station 10 and Station 14. Each station has
established a par value supply list based upon their average usage and consistent with seasonal
variations. Inventories are taken bi-weekly in each location station and supplies are shipped
directly to the site by the supplier after the EMS captain’s approval. In addition, a storm surge
cache (two week supply) of often utilized supplies is maintained at the administration building to
insure operations in the event of short term delivery problems. The District is also the custodian
of one regional disaster cache that can be utilized. Medications are also maintained at the
administration building with a two week supply and are disseminated bi-weekly to stations via
courier. The inventory that is kept is consistent with the Jefferson County Department of Health
requirements. Narcotics are stored on each apparatus in a Knox Box, electronically tracked key
secured device. Narcotics are inventoried daily with sign-off sheets.
Appraisal:
The current EMS supply restocking system utilizing Boundtree, the U-Cap-It narcotic
replacement system, and medications distributed from administration adequately meets the EMS
operational needs of the District, as well as appropriate Denver Metropolitan PreHospital
Protocols. Daily vehicle checks include inspecting minimum par levels of EMS supplies on each
applicable response vehicle and adequately identify any deficiencies. The EMS captain
effectively monitors the District’s administration master supply inventories and approves all
station requests. The U-Cap-It narcotic machines are effective in distributing medications
while maintaining security.
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Plan:
The District will continue to use the EMS inventory of supplies above while at the same time
evaluating usage and additional needs to make adjustments to the EMS supply restocking system
as necessary. EMS supply par levels for apparatus, stations, and administration building will be
reviewed annually, at a minimum, to ensure that adequate supplies are available for response,
treatment and restocking. The U-Cap-It narcotic machine currently maintained at the
administration site will be relocated to St. Anthony Hospital Emergency Department for units
transporting to that location without incurring additional travel for replenishment of narcotic
usage.
References:
Boundtree Website Order Form Sample
EMS Supply Order Form Sample
Jefferson County License
Jefferson County License Inspection (Sample)
Jefferson County Resolution CC95-2 – Inspection Checklist
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Performance Indicator - 5G.4 CC
Standard operating procedures or general guidelines, and standing orders/protocols, are in
place to direct EMS response activities and to meet the stated level of EMS response.
Description:
The District utilizes standard operating procedures (SOPs) which direct EMS response to a
variety of incidents. The Denver Metropolitan Paramedic Protocols define the rules of medical
care for EMS providers and provide direction on destination and response expectations.
Appraisal:
All District members currently have intranet access to EMS related protocols and SOPs
necessary to perform their respective job duties. Changes to protocols and SOPs are effectively
and efficiently communicated to appropriate District members through internal intranet
communications. Identified Denver Metropolitan Medical Protocols and Procedures are
reviewed bimonthly by the Denver Metropolitan EMS Medical Direction Committee
(DMEMSMD). The DMEMSMD group publishes new protocol updates on a semi-annual
schedule. The District’s medical director then forwards any updates or revisions to the EMS
Division for dissemination to line personnel. The use of these protocols and SOPs provides the
District with a comprehensive set of operational guidelines for EMS which allow the District to
meet stated response levels.
The current Denver Metropolitan Medical Protocols/Procedures and the District’s operational
SOPs currently meet the EMS Division’s needs. The EMS Division reviews EMS operational
and protocol deficiencies within QA/QI meetings, makes suggestions with the medical director’s
input, and appropriately makes identified changes.
Plan:
The Denver Metropolitan Medical Director’s Committee will continue to review identified
Denver Metropolitan Medical Protocols and Procedures bimonthly to maintain consistency and
viability. The District’s medical director will continue to forward these updates and revisions to
the EMS Division for review and dissemination. Additionally, the District’s EMS Division will
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develop individual EMS SOPs for any further developmental needs and best practices. Any
necessary training based on these changes will be facilitated during District EMS company
trainings and paramedic technician meetings.
References:
EMS Quality Assurance Meeting Minutes Sample
Denver Metropolitan Medical Director’s Committee Meeting Minutes
Denver Metropolitan Paramedic Protocols
WMFR Standard Operating Procedure #601 - WMFR EMS Directives
WMFR Standard Operating Procedure #602 - System Protocols
211
Performance Indicator - 5G.5
Online and offline medical control is available to the agency.
Description:
On-line medical control is currently provided by an on-duty Emergency Department physician at
the base stations, located primarily at Centura St. Anthony Hospital. Access to medical control is
available through telephone contact, as well as the utilization of the District’s 800 MHz radio
system. The use of the Denver Metropolitan Paramedic Protocols and the supervision of the
District’s medical director, currently provided by Centura St. Anthony Hospital, provide off-line
medical control. The medical director provides oversight for the District’s EMS system
activities, training, development and implementation of all EMS procedures and protocols
relating to the quality of patient care.
Appraisal:
This current system has worked well to provide consistent quality care to the patients of the
District. The use of Denver Metropolitan Protocols has standardized the majority of procedures
through the Denver Metropolitan Region. Identified issues with protocols are taken forward to
the Denver Metropolitan EMS Medical Direction Committee (DMEMSMD) for global concerns,
or the District’s physician advisor for local concerns. The contact of medical control has worked
well and is being continually refined to ensure adequate on-line control of EMT and paramedic
protocol procedures. Issues with control are identified through notification of the District’s EMS
Division via email of an EMS Unusual Circumstance Report. The current process of on-line and
off-line medical control is working well.
Plan:
The District will continue to identify issues, review findings, and identify solutions with the
approval of the medical director. The District’s medical director will remain active in reviewing
protocols and procedures and work closely with other area physicians (DMEMSMD) to review,
update, and implement changes as needed.
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References:
Colorado Board of Medical Examiners Rule 500, Section 3.2
Denver Metropolitan Paramedic Protocols
WMFR Administrative Procedure #6201 – EMS Quality Assurance
WMFR Unusual Circumstance Report (UCR)
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Performance Indicator - 5G.6 CC
A patient care record is created and maintained for each patient encountered by the EMS
system. This report contains patient history, incident history, data regarding treatment
rendered, and the patient disposition recorded. The agency must make reasonable efforts
to protect reports from public access and maintain them as per local and state/provincial
records retention requirements.
Description:
The District’s records management system (RMS) software, in conjunction with a mobile laptop
is used to produce the electronic patient care report (ePCR). Information is collected via the
High Plains RMS EMS mobile manager program during the incident, including but not limited
to, patient medical information, protected health information, and the treatments provided to the
patient. Once patient care has been turned over to the ER staff the ePCR is completed by the
attending paramedic and a copy is sent via FAX within 24 hours to the receiving facility. Upon
returning to quarters, the report is uploaded via wireless connection to the District’s main server.
Each report contains basic incident data; patient history; patient problem(s); patient vital signs;
procedures performed; medications given; and, an incident narrative. The District’s RMS meets
the Colorado State EMS data collections requirements. Additionally, the required reporting
elements meet the National EMS Information System (NEMSIS) v2.02 data points that the state
has adopted as their standard.
Patient care reports (ePCR) are HIPAA compliant and security encrypted for all clients to server
data transmissions. While reports are stored on the local machine prior to being uploaded, they
are password protected as assigned to the report author. A patient may request a copy of their
PCR either in person or in writing. If the PCR is requested by the patient in person, a written
request is completed with the date, the patient’s requested information, their signature and a
picture ID. If the request by the patient is in writing or to be released to a third party at the
request of the patient, a written HIPAA compliant release with the patient’s signature must be
provided to the District. The requested patient information will then be sent to the patient or
indicated third party. A strict tracking system is in place for all PCRs which are released.
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Currently all patient records are retained indefinitely at the direction of the District’s legal
counsel.
Appraisal:
The current PCR documentation system is very effective and offers a variety of queries/abilities
pertaining to data entry, retrieval, review and evaluation, while meeting the state of Colorado’s
reporting requirements. Additionally, the required reporting elements meet the NEMSIS v2.02
data points that the state has adopted as their standard.
This system is adaptable to the District’s current needs/requirements and is anticipated to meet
future needs/requirements as well. The District’s PCR documentation computer software
provider is responsive to meeting and implementing change that is identified by the District or
within the EMS Community at large. HIPAA privacy is maintained with security features
imbedded within the PCR software. Records are maintained according to the Colorado Special
Districts record retention policy, legal council’s advice, or state statute whichever is longer.
Plan:
The EMS Division, in concert with the physician advisor, will continue to evaluate needs and
make adjustments where necessary to ensure full compliance with any and all regulations.
References:
Colorado Department of Public Health and Environment EMS Datasets
National Emergency Medical Services Information System (NEMSIS)
NHTSA Uniform Pre-Hospital EMS Dataset
Patient Care Report Sample
WMFR Administrative Procedure #1701 – HIPAA
WMFR Administrative Procedure #1702 – HIPAA Privacy Compliance
WMFR Administrative Procedure #1703 – Access to Protected Health Information
WMFR Administrative Procedure #1704 – Accounting of Protected Health Information
WMFR Administrative Procedure #1705 – Adequate Separation
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WMFR Administrative Procedure #1706 – Obtaining Patient’s Agreement & Use of
Authorizations
WMFR Administrative Procedure #1707 – Amendment of Protected Health Information
WMFR Administrative Procedure #1708 – De-Identification of Protected Health Information
WMFR Administrative Procedure #1709 – On Scene Decodings
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Performance Indicator - 5G.7 CC
The agency has a HIPAA compliance program in place for the EMS program that meets
with federal guidelines and all personnel have been properly trained in HIPAA regulations
and procedures.
Description:
The District has a HIPAA compliance program in place for the EMS program. The RMS
provides security settings for access to electronic patient care report (ePCRs). The District’s
Notice of Privacy Practices handout has been reviewed and is provided to the EMS patients that
the District contacts. Access to the EMS patient care records can be made in accordance with the
Notice of Privacy Practices handout and as allowed by and within the parameters of HIPAA. A
patient may request a copy of their PCR either in person or in writing. If the PCR is requested
by the patient in person, a written request is completed with the date, the patient’s requested
information, their signature and a picture ID. If the request by the patient is in writing or to be
released to a third party at the request of the patient, a written HIPAA compliant release with the
patient’s signature must be provided to the District. The requested patient information will then
be sent to the patient or indicated third party via U.S. mail.
New hire firefighters receive HIPAA training during their orientation prior to going online. New
hire administrative personnel will receive training in HIPAA regulations as soon as possible after
their starting date.
Appraisal:
The District’s HIPAA compliance program provides a high level of security of PCRs. There are
areas in which the District can make improvements to the HIPAA compliance program. While
the training in HIPAA regulations of new hire firefighters is provided during the fire academy,
the administrative personnel’s training in HIPAA regulations can be done in a timelier manner,
as well as, the delivery method of this training. An ongoing review of the security features for
the District’s computer system and related software applications needs to be implemented to
monitor system compliance with updates mandated by HIPAA. Additionally, a formal review of
the District’s HIPAA compliance document by the District’s legal counsel needs to identify any
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areas for improvement, as well as updates necessary due to legislative changes required by
HIPAA revisions.
Plan:
The District’s EMS and Human Resources Divisions will research, develop and implement a
schedule which will ensure that all personnel’s training in HIPAA regulations can be done in a
timelier manner. The EMS Division will work with the Information Technology Division to
address areas concerning the securities of patient information covered under HIPAA. The
District’s HIPAA compliance administrative procedures will be submitted to the District’s legal
counsel for review and updates as necessary. Any identified changes to HIPAA changes will be
incorporated to the revised HIPAA compliance document.
References:
Health Insurance Portability and Accountability Act (HIPAA) of 1996
Notice of Privacy Practices Handout
WMFR Administrative Procedure #1701 – HIPAA
WMFR Administrative Procedure #1702 – HIPAA Privacy Compliance
WMFR Administrative Procedure #1703 – Access to Protected Health Information
WMFR Administrative Procedure #1704 – Accounting of Protected Health Information
WMFR Administrative Procedure #1705 – Adequate Separation
WMFR Administrative Procedure #1706 – Obtaining Patient’s Agreement & Use of
Authorizations
WMFR Administrative Procedure #1707 – Amendment of Protected Health Information
WMFR Administrative Procedure #1708 – De-Identification of Protected Health Information
WMFR Administrative Procedure #1709 – On Scene Decodings
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Performance Indicator - 5G.8
Patient care records receive an independent review and the agency has a quality assurance
program in place.
Description:
The District has developed an ongoing formal quality improvement/assurance (QI/QA)
committee and plan which provides a process to enhance patient care, evaluate medical skills and
abilities, and to improve EMS documentation. Additionally, this plan enables the District to
identify and correct system wide deficiencies, enhance medical education, and to provide
feedback to the EMT-basics and paramedics. The District is using a variety of means to assure
quality in the EMS patient care delivery system:
• Safety and Medical (SaM) Officer Review – This is first step in the District’s QI/QA
plan. One hundred percent of all PCRs involving emergent returns to the hospital or
invasive procedures are reviewed by SaM officers within a period of one week of the
EMS incident. PCRs may then either be approved, returned for minor revision or
referred to the QI/QA Committee for further review.
• The District’s EMS QI/QA Committee evaluates the medical care delivered and
documented by the provider, as well as the SaM officer’s comments to determine what, if
any further action is required. All dispositions are documented and retained within
committee records if they pertain to personal improvement plans.
• The District’s EMS QI/QA Committee meets monthly with the District’s medical director
and/or designees to discuss and review EMS incident PCRs.
• The District’s EMS captain, under the direction of the EMS division chief, is responsible
for the coordination of the District’s EMS QI/QA plan. Additionally, the medical
director’s EMS education coordinator functions as the liaison with our medical director
and assists in delivering pertinent education based on identified needs.
• EMS videoconference trainings are held to provide continuing EMS education on a
variety of topics, including areas of patient care that are identified by the District’s
QI/QA Committee. These trainings also assist the EMT-B/Ps in meeting their continuing
education hour requirements for the recertification of the EMT certificates.
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There is currently an informal review of the District’s patient care reports (PCR) performed by
the EMS educator/coordinators at the hospital facilities to which patients are transported to.
Based upon call type or occurrence as identified by the receiving facilities, the District’s EMS
captain is contacted and advised of the concerns or issues involved with the identified transport.
The medical director’s EMS education coordinator, in conjunction with EMS division captain is
advised and the information is then reviewed and solutions identified and implemented with the
approval of the medical director.
Appraisal:
The District’s EMS Division continues to monitor and research developing national trends and
innovations in pre-hospital EMS services. The District’s EMS Division provides an on-going
review of operations processes, practices and procedures to ensure excellent quality services.
The current system of 100% PCR review of emergent and invasive procedure reports by the SaM
officers and PCR review by the QA/QI Committee, necessitated as a result of call type and/or
occurrence by the third party hospital EMS educators, adequately serves the needs of the District
and its medical director. Historically, the SaM officer’s review of PCRs has proven to be very
effective as District SaM officers have identified a greater number of issues, both positive and
negative than those of the third party reviewers. Additionally, the SaM officer review is
generally timelier and therefore issues can be identified and turned over to the QA/QI committee
for further investigation in a more expeditious fashion. These review procedures work well to
help identify areas of improvement and provide solutions to correct individual and system
deficiencies.
Plan:
The District’s EMS Division will continue to meet with the medical director to assure call review
procedures adequately assess that all facets of patient care are managed within protocol and
physician expectations. The District will continue to evaluate and fund the EMS QI/QA program
and adopt changes as necessary to ensure that all program facets are assessed adequately.
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References:
Colorado Board of Medical Examiners Rule 500, Section 3.2(b)
Narcotics Audit Sample
QA Minutes Sample
WMFR Administrative Procedure #6201 – EMS Quality Assurance
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Performance Indicator - 5G.9
The agency’s information system allows for documentation and analysis of the EMS program.
Description:
The District’s RMS is used to document, report, and analyze all EMS patient care activities. This
RMS is compliant with both National Fire Incident Reporting System (NFIRS) and National
Emergency Medical Services Information System (NEMSIS) patient care reporting (PCR)
requirements. The RMS is a Windows based product to which EMS response and patient care
data is entered during and following a call. This data entry can be made via desk top computers
located at the stations or by utilizing the laptop computers on the medic units via the RMS
mobile EMS manager software.
Through the RMS, basic canned reports are available by utilizing the report manager feature.
Some of these basic reports that can be provided by this feature are: patient destination
summary; patient encounter by unit; summary of EMS procedures performed; and, summary of
medications given. These basic reports also serve to provide information pertaining to call
volumes, types of calls, response and transport times and types, and EMS procedures performed
for the analysis of the EMS system. The PCR review process is performed by the EMS
supervisors utilizing the RMS program as part of the District’s quality improvement program to
assist in analyzing the effectiveness of EMS operations.
One additional benefit of the RMS program is the ability to query any report data field at will.
This allows users to custom query patients, medication, procedures, etc.
Appraisal:
The RMS program provides a wide variety of tools to analyze and prepare reports as to the
effectiveness of the EMS program. These reports can be exported to a desired program; i.e.,
Microsoft Excel, to provide an in depth comparison of different time periods and corresponding
data.
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Plan:
The District will continue to utilize the RMS to document incidents, patient care reports and
review performances. Continued training on the abilities of the RMS will be conducted to further
refine queries of data to record, analyze and develop reporting tools to evaluate the EMS
program’s effectiveness. Additionally, the District will continue to fund efforts in the research,
development, implementation and evaluation of new opportunities and practices within the local,
regional, state and national EMS communities as they relate to EMS data collection,
management and reporting.
References:
Patient Care Report Sample
Patient Destination Summary
Patient Encounter by Unit
Summary of EMS Procedures Performed
Summary of Medications Given
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Performance Indicator - 5G.10 CC
An appraisal is conducted, at least annually, to determine the effectiveness of the EMS
program.
Description:
The emergency medical services program is appraised annually during the annual budgetary
process. The program manager submits a budget narrative that outlines the program objectives
for the next fiscal year for staff review. Within the budget narrative the program manager must
list performance accomplishments for the previous year and develop objectives for the next year
based on those accomplishments and the Strategic Plan. Objectives are developed through this
process and implemented through administrative and operational means.
Appraisal:
The emergency medical services program is appraised during the budgetary process and using
Lessons Learned documentation throughout the year. The budgetary submissions are reviewed
by staff and budgetary items are evaluated based on the presented objectives. The actual
performance at the incident scene determines the overall effectiveness of the program and is
strengthened using the Lessons Learned SOP. The program manager must review the Strategic
Plan and submit narrative on how the program fits within the goals and objectives.
Plan:
The District’s EMS Division, with input from the Operations and Finance Divisions with respect
to the impact on their areas, will continue to appraise all aspects of the program annually.
References:
Emergency Medical Services Budget Narrative - 2012
West Metro Fire Protection District 2012 Budget Process (master exhibits folder)
WMFR Standard Operating Procedure #112- Lessons Learned
WMFR Strategic Plan (master exhibits folder)
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Criterion 5H: Domestic Preparedness Planning and Response
The agency operates an all-hazards preparedness program that includes a coordinated multi-
agency response plan, designed to protect the community from terrorist threats or attacks, major
disasters, and other large-scale emergencies occurring at or in the immediate area.
Summary:
Domestic preparedness planning and response is the statutory responsibility of the counties and
home rule cities in the state of Colorado. The sheriff is responsible for all wildland fire response
within their jurisdictions by Colorado statutes. Each of the counties and cities maintain and
exercise their Local Emergency Operations Plan (LEOP). The counties and cities generally
review/revise on a periodic basis and they generally include the District in the process. The
timing of those reviews/revisions varies based on the individual government policy. The
Colorado State Forest Service (CSFS) manages the individual Annual Operating Plans (AOP)
and there is no legal requirement for the District participation. The AOPs are generally
associated with wildland fire response and operations.
The District does have mutual agreements that outline the participation in major incidents, large
scale emergencies, and disasters.
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Performance Indicator - 5H.1 CC
The agency publishes an all-hazards plan that defines roles and responsibilities of all
participating departments and/or external agencies. An appropriate multi-agency
organizational structure is identified and authorized to carry out the all-hazards plan
predetermined function and duties.
Description:
Three local governments produce all-hazards plans: Jefferson County; Douglas County; and the
city of Lakewood (AHJ). All are published by the individual agencies in varying formats. There
is no requirement for the AHJ to coordinate their plans and the coordination between these AHJs
is at the state level. The emergency support functions are predetermined within the Emergency
Operations Centers (EOCs) and District personnel will staff the ESF as requested by the AHJ.
The individual plans detail the policies, concept of operations, organizational structure and
responsibilities for that ESF. The District may be identified as a primary or support agency for
multiple ESFs. SOP #109 - Emergency Operations Center, outlines the roles and responsibilities
for the District for an emergency in the City of Lakewood.
As a fire protection district, the District does not have statutory responsibility (Colorado Senate
Bill 92-36 Concerning the Provision of Disaster Emergency Services) to produce or to
participate in the development and maintenance of an all-hazards plan. The role of the District is
initial attack and support of the EOC during an all-hazards emergency.
Appraisal:
With the exception of exercises the District has not had to perform at the EOC level. During the
last three years the City of Lakewood EOC has not been opened for any incident within the city,
the Jefferson County EOC has been opened on multiple wildland and snow emergencies and the
District did not participate with the EOC and was responsible for local response during the snow
emergencies. During the wildland fire incidents a couple of the Districts’ personnel were
assigned to the Jefferson County Incident Management Team and these incidents did not occur
within the District.
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Plan:
The deputy chief of operations will continue to monitor and participate in the development and
maintenance of these plans if contacted by the AHJ. Periodic reviews of all the plans will be the
responsibility of the deputy chief of operations.
The District will develop a LEOP to outline the responsibilities for domestic preparedness
planning and response. The operations chief will be responsible for development of the plan and
should be completed by the fourth quarter of 2013.
References:
City of Lakewood Emergency Preparedness Plan Volume I and II (pages 12 and 41)
Colorado Senate Bill 92-36 Concerning the Provision of Disaster Emergency Services (page 10)
Douglas County Emergency Operations Plan (page 43)
Jefferson County Emergency Operations Plan (pages 7 and 15)
WMFR Standard Operating Procedure #109 - Emergency Operations Center
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Performance Indicator - 5H.2
The agency is compliant with the National Incident Management System (NIMS) and its
operational methods are compatible with all external response agencies.
Description:
The District is compliant with the National Incident Management System and operational
methods are compatible with external response agencies.
All uniformed personnel are required, as stated in Standard Operating Procedure (SOP) #200 -
Command Principles, to complete IS-700 National Incident Management System, an
introduction; IS-800 National Response Framework, an introduction; ICS-100 Introduction to
Incident Management; and ICS-200 ICS for Single Resources and Initial Action Incidents. All
officers are required to complete ICS-300 Intermediate ICS, and captains/chiefs are required to
complete ICS-400 Advanced ICS.
The NIMS Five Year Training Plan states that the core curriculum for awareness/preparedness
level is IS-700 and IS-800 and for command and management, advanced ICS level is ICS-300
and ICS-400. SOP #200 reflects these requirements.
Appraisal:
District personnel are complaint with the NIMS Five Year Training Plan. All uniformed
personnel have completed IS-700 National Incident Management System, an introduction; IS-
800 National Response Framework, an introduction; ICS-100 Introduction to Incident
Management; and, ICS-200 ICS for Single Resources and Initial Action Incident. All current
officers have completed ICS-300 Intermediate ICS, and captains/chiefs have completed ICS-400
Advanced ICS.
Jefferson and Douglas Counties have Annual Operating Plans that are NIMS compliant and
specifically outline wildland fire operations within their respective county.
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The Jefferson County and Douglas County Mutual Aid Agreement states that an incident
management system will be used (Jeffco Mutual Aid Agreement is dated 1993, but states
Incident Command System will be used along with common terminology as the incident
management system). These agreements along with the AOPs are compatible with the District’s
SOPs (SOP Series 200 outlines all of the functions of NIMS and is compatible with the NIMS
Five Year Training Plan). All agencies that have signed these mutual aid agreements have
agreed to be compliant with NIMS. The West Metro SOP 200 series have met or exceeded the
NIMS ICS standards when the District participates in county or mutual aid incidents.
The District does interact with state and federal agencies at the response level. The state and
federal agencies have adopted NIMS (Colorado State Mobilization Plan; Interagency Standards
for Fire & Aviation Operations, 2010, Chapter 11).
Plan:
The District’s Training Division will ensure all West Metro personnel are compliant with the
NIMS ICS standards by an annual record review. Training courses will be offered or the
individuals who need the training will be sent to outside agencies for training. This should be
completed by fourth quarter of 2012.
Each year the 200 Series of the District SOPs will be updated and the deputy chief of operations
will ensure the District is invited to the AOP meetings for both counties. Additionally the deputy
chief of operations will coordinate with the Colorado State Forest Service to ensure that West
Metro is participating in the state AOP.
References:
Douglas County Annual Operating Plan (pages 14-15)
Douglas County Emergency Response Mutual Aid Agreement (page 1)
ICS Training Records (available at the Training Center)
Interagency Standards for Fire & Aviation Management (Chapter 11, page 11-1)
Jefferson County Annual Operating Plan (pages 14-15)
Jefferson County Fire Mutual Aid Agreement (page 1)
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NIMS Five Year Training Plan (pages 17-18)
State of Colorado Emergency Resource Management Mobilization Plan (page 4)
WMFR Standard Operating Procedure #200 - Command Principles
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Performance Indicator - 5H.3
The necessary outside agency support is identified and documented.
Description:
Support from outside agencies for managing emergencies and disasters is identified in the State
Mutual Aid Agreement, Jefferson and Douglas County AOPs and Lakewood EP. Outside
agency support has three levels: local agency support, county/city support and state/federal
support. The support provided is based on size, complexity and jurisdictional responsibility of
the incident.
Local agency support is generally between fire departments using day-to-day mutual aid and is
identified and documented in the Mutual Aid Between Fire Departments (North Central Regional
Mutual Aid Agreement). The use of West Metro resources is included in this agreement.
Appraisal:
West Metro has identified County/City support in the Douglas County, Jefferson County, and
city of Lakewood’s Local Emergency Operations Plan. Additional supporting documentation is
in the annual operating plans for both counties. State/federal support has been identified and
documented in the State Emergency Operations Plan (SEOP).
Plan:
Continue to participate in the review/revision process for annual operating plans and local
emergency operations plans. Annually review mutual aid agreements and the AOPs to ensure
the District’s SOPs are in compliance. Develop a process to monitor all of the agreements to
ensure the role and responsibilities for the District are coordinated.
References:
City of Lakewood Emergency Preparedness Plan Volume I and II
Douglas County Annual Operating Plan
Douglas County Emergency Operations Plan
Intergovernmental Agreement for Mutual Aid Between Fire Departments
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Jefferson County Annual Operating Plan
Jefferson County Emergency Operations Plan
State of Colorado Emergency Resource Mobilization Plan (page 4 items 1, 3, 5 and 8)
WMFR Standard Operating Procedure #108 - Mutual Aid Assistance
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Performance Indicator - 5H.4 CC
Current standard operating procedures or general guidelines are in place to direct
domestic preparedness planning and response activities.
Description:
Current L.E.O.P.’s are in place to direct preparedness planning and response activities. The
city/counties have Local Emergency Response Plans (LEOP) and the role of the District is
outlined within those plans.
Standard Operating Procedure #109 - Emergency Operations Center directs specific incidents
and the District’s participation in EOCs.
Appraisal:
The LEOPs outline operating procedures for the District’s participation in the individual
city/county EOCs for the Emergency Support Functions (ESF) 4 Firefighting and 4a Wildfire.
The District’s Standard Operating Procedure #109 - Emergency Operations Center outlines the
roles and responsibilities for the ESF 4 and 4a for the city of Lakewood. Additional SOPs
provide plans for specific incidents, such as wildland fires, hazardous materials, technical rescue,
other responses and EOCs. Currently, there is not a procedure in place to direct the domestic
preparedness planning and response activities.
The city of Lakewood’s LEOP has not been used in an actual incident during the last three years.
The Jefferson County LEOP has been used multiple times during the last three years, but the
District did not participate at the EOC level. The Douglas County LEOP was not used in the
past three years.
Plan:
The deputy chief of operations will develop a procedure to plan for domestic preparedness
planning by the second quarter of 2013.
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References:
City of Lakewood Emergency Preparedness Plan Volume I and II
Douglas County Emergency Operations Plan
Jefferson County Emergency Operations Plan
WMFR Standard Operating Procedure #109 – Emergency Operations Center
WMFR Standard Operating Procedure #200 Series – Command Principles
WMFR Standard Operating Procedure #400 Series – Fire Control
WMFR Standard Operating Procedure #500 Series – Special Teams
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Performance Indicator - 5H.5 CC
Processes are in place to provide for interoperability with other public safety agencies in
the field including portable, mobile, and fixed communications systems, tools, and
equipment.
Description:
The District is a participant in the Tactical Interoperability Communications (TIC) Plan for the
Denver Urban Area Security Initiative (UASI) and Colorado North Central Region (NCR). The
TIC Plan documents what interoperable communications resources are available within the
region, which radio system each agency will use, and what rules of use or operational procedures
exist for the activation and deactivation of each resource.
Additionally, through UASI, all Denver Metro departments have been equipped with the same
Scott Next Gen SCBAs. Hose couplings are compatible with the use of adaptors. Most other
tools and equipment are compatible with the surrounding agencies.
Appraisal:
The TIC plan has recently undergone a review and was updated in the January of 2011. The
interoperability communications system is adequately evaluated and documented. The U.S.
Department of Homeland Security, Office of State and Local Government Coordination and
Preparedness Communications Committee is responsible for updating the TIC and the plan is
reviewed annually and updated as necessary (TIC Plan page 7). Through the TIC plan, as well
as additional local and regional governances, appropriate procedures are in place to provide for
communications between the District and other emergency responders. The District has
participated in a number of local and regional drills focusing on the functionality of these
interoperable communications capabilities.
The Apparatus and Equipment Committee, specifically the equipment officer, ensures through
research, that the tools and equipment on the apparatus are compatible with mutual aid agencies.
Multiple hose thread types have been identified in the area and adaptors are carried on each
apparatus.
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Plan:
The communications manager will continue to participate in the reevaluation and review of the
TIC Plan and in interoperability communications drills with an effort to identify and correct any
gaps in the TIC Plan. The District’s Equipment Committee will continue to evaluate new
equipment to ensure interoperability.
References:
Apparatus and Equipment Committee Meeting Minutes of July 21, 2011 (example)
Criterion 9B – Communications Systems (Summary and 9B.10)
U.S. Department of Homeland Security, Office of State and Local Government, Coordination
and Preparedness - Tactical Interoperability Communications Plan Denver Urban Area Security
Initiative and Colorado North Central Region January 1, 2011 (page 1)
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Performance Indicator - 5H.6
A process is in place to record information and provide data on needed resources, scope, nature
of the event, and field resources deployment.
Description:
The District’s computer aided dispatch (CAD) software records data on needed resources, scope
of the incident, nature of the event and field resources deployment. This information is
transmitted to the incident commander and crews via mobile data terminals (MDT) mounted in
each apparatus. The data from the CAD is downloaded into the District’s records management
system software.
During day-to-day operations the District has a passport accountability system (PAS). The
second due district chief is generally assigned to manage the PAS process. During large scale
incidents the Incident Management Team (IMT) will record and track ordered resources, scope,
nature of the event and resources deployed by activating the plans section. Jefferson County All-
Hazards Incident Management Team (Jeffco AHIMT) can provide the plans section and is
available in Douglas County on a mutual aid basis.
Appraisal:
In the past the CAD software and the MDTs have worked well for day-to-day operations and
multiple alarm incidents. During large or complex incidents that exceed the District’s capability,
the Jeffco AHIMT will be utilized for tracking resource and scope/nature of event.
Plan:
The deputy chief of operations will continue to support the Jeffco AHIMT by providing
personnel to fill roles on the IMT and monitor and maintain the passport accountability system
and continue to support ongoing software support agreements.
References:
WMFR Standard Operating Procedure #203 - Command Staff, Safety
WMFR Standard Operating Procedure #301 – Accountability
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WMFR Standard Operating Procedure #302 - Accountability Equipment
WMFR Standard Operating Procedure #306 - Personnel Accountability Report
238
Performance Indicator - 5H.7
The agency periodically conducts operational tests of and evaluates the all-hazards plan and the
domestic preparedness program.
Description:
The city of Lakewood, and Jefferson and Douglas Counties’ Emergency Operations Centers
(EOC) conducts an exercise annually. These exercises test and evaluate their Local Emergency
Operations Plan (LEOP) and the domestic preparedness program. West Metro is involved in all
drills and updates. The District provides personnel to staff the Emergency Support Functions
(ESF) 4 Firefighting and Wildfire at the city of Lakewood EOC. Additional personnel are used in
the operations, planning and safety roles as needed.
Appraisal:
Both Jefferson and Douglas Counties exercise their plans annually but do not assign District
personnel to their EOCs. West Metro has participated in all exercises.
Plan:
Continue to participate in the review/revision process for the LEOPs. The operations chief will
ensure that District continues these exercises and reviews on an annual basis with these EOCs.
References:
City of Lakewood Emergency Preparedness Plan Volume I and II
Douglas County Emergency Operations Plan
Jefferson County Emergency Operations Plan
Note: LEOPs do not state when the tests are to be conducted; WMFR participation has happened
in the past, but we have no record of that participation
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Performance Indicator - 5H.8
The agency conducts and documents a vulnerability assessment and has operational plans to
protect and secure the agency’s specific critical infrastructure, including but not limited to
materials and supplies, apparatus and facilities security, fuel and information systems.
Description:
The District has an administrative procedure in place for emergency recovery. The purpose of
the plan is to provide and ensure efficient operations of the administration offices in the event of
either a natural or manmade disaster. The main areas addressed in this document are a
designation of an alternate location(s) for staff offices, the procurement of necessary equipment
to ensure operations, and to provide funding and authority for the fire chief or his/her designee to
secure office space and to purchase necessary equipment. An alternate dispatch center is located
at the Training Center. Off-site back up of all computer records is in place.
Appraisal:
The District has not conducted a formal vulnerability assessment and has not tested the
emergency recovery plan. The administrative procedure outlines alternative office location(s),
procurement of office space and necessary office equipment, preapproved funding, and securing
vital and/or original documents. A phone tree is in place for contacting critical individuals.
Plan:
The safety captain will develop a formal vulnerability assessment and test the emergency
recovery plan annually.
References:
WMFR Administrative Procedure #2403 - Emergency Recovery Procedures
240
Criterion 5I: Aviation Rescue and Fire Fighting Services
The agency operates an adequate, effective and efficient program directed toward an aviation
accident or incident occurring at, or in the immediate area.
This criterion report should be completed by agencies that have direct responsibility for
operating programs that provide aircraft crash/rescue protection on airfields, or that have
identified an aircraft emergency in the immediate area as a highly probably hazard in Category
II, “Assessment and Planning.” Simply because aircraft fly over the jurisdiction is not reason
enough to require this criterion be completed.
If the agency determines this criterion is not applicable, the agency should still provide a brief
explanation of why it does not provide this program.
Summary:
The District does not have any exposures to aviation rescue and fire fighting services. There are
no airports, heliports, or any other aviation activities within the District. There is infrequent
exposure to over flights by commercial and private aircraft.
The District will monitor any future aviation activities and will be prepared as necessary. This
criterion is not applicable to the District.
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Criterion 5J: Marine and Shipboard Rescue and Fire Fighting Services
The agency operates an adequate, effective and efficient program directed toward a marine or
shipboard fire or incident occurring at or in the immediate area.
This criterion report applies to agencies that have direct responsibility for operating programs
that provide marine and shipboard fire fighting and/or rescue services, or that have identified a
marine emergency in the immediate area as a highly probably hazard in Category II –
Assessment and Planning.
If the agency determines this criterion is not applicable, the agency should still provide a brief
explanation of why it does not provide this program.
Summary:
The District does not have any exposures to marine and shipboard rescue and fire fighting
services. There are no harbors, navigable waterways, or oceans within the District or any nearby
agencies.
This criterion is not applicable to the District.
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Criterion 5K - Wildland Fire Fighting
The agency operates an adequate, effective, and efficient program directed toward wildland
firefighting.
Summary:
The District, as well as surrounding jurisdictions, is historically prone to wildland fires. Within
the District there are two distinct assessment areas for wildland fire protection:
• Areas in the southern and western portions of the District fall within what is classically
known as the wildland urban interface (WUI), defined as the area in which houses meet
or intermingle with undeveloped wildland vegetation. These areas fall primarily within
planning zones for Stations Nine, Eleven, Thirteen, and Fifteen, and include the
communities of Morrison, Ken Caryl Ranch, Ken Caryl North Ranch, Willow Brook,
Willow Springs South, Red Rocks, and Roxborough.
• Other areas within the District do not meet the classic definition of WUI, but pose many
of the same concerns due to their proximity to large green belts and areas of open space.
These occur primarily in planning zones for Stations Four and Five.
Natural factors that are present in the District include:
The District is located along the Front Range urban corridor of Colorado, which has many of the
same weather characteristics of typical high desert communities. These characteristics include
typically low rainfall amounts with prolonged drought conditions, dramatic diurnal temperature
changes and low relative humidity, coupled with poor vegetation humidity recovery, and
dramatic weather pattern changes in any given twenty-four hour period.
Weather events such as severe thunderstorms, microbursts/downbursts, and high winds are
common throughout a typical year in the District. Another weather event that has had dramatic
effect on fire behavior is Chinook winds; generally these winds occur in the winter and can be
hurricane strength.
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Fuel modeling varies widely from natural grasses, oak brush, ponderosa pine, Douglas fir, and
pinion pine/juniper stands. Fuel continuity in many of the District’s open spaces readily lends
itself to rapid fire growth and spread. These fires typically start in grass models, transfer to brush
models, and finally spread to tree models. Once a wildfire has spread to aerial fuels the potential
for rapidly spreading and catastrophic fires is greatly increased.
Fire modeling shows that wildland fires occur throughout the District. Each engine is equipped
with basic wildland equipment and the crews are trained for basic wildland firefighting. Fires
occurring within the wildland urban interface areas (depending on wildland fire potential)
receive an increased response of a Type I engine along with a wildland fire company (one Type I
engine and one Type VI engine).
Seven stations are considered interface stations (Four, Five, Six, Nine, Eleven, Thirteen, and
Fifteen); Station Nine serves as the base of operations for the wildland fire program. Presently
there is no additional National Wildfire Coordinating Group (NWCG) training, certification, or
fitness requirements for the personnel assigned to the interface stations. A recommendation has
been presented to the deputy chief of operations to create minimum standards; this would
enhance the capability of the resources. The crews do receive additional wildland fire and
interface training. The District maintains five cross staffed Type VI engines (brush engines)
assigned to Stations Four, Nine, Eleven, Thirteen, and Fifteen. In addition, there are three all-
wheel drive Type II engines designed for fire operations in the wildland urban interface areas.
The District supports a wildland fire team. The team is comprised of approximately 46 members
that have varying degrees of NWCG qualifications. The objective of the wildland team is to gain
knowledge and experience deploying to interagency wildland fire assignments to support the
wildland fire program by providing opportunities for personnel to gain experience on incidents
that do not normally occur within the boundaries of the District, so that personnel are better
prepared for the eventuality that a large wildland fire event does occur within the District.
While not all personnel are able to take advantage of these opportunities, those that are tasked
with sharing their experiences with all personnel as a means to increase our collective
effectiveness and safety.
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In 2011, the wildland team produced a review of the wildland fire program. The review
consisted of seven areas: staffing; response; apparatus and equipment; training; planning;
mitigation activities; and, public education.
Each area was thoroughly evaluated and recommendations were produced for each category.
These recommendations are outlined in greater detail in the review. This evaluation and
associated recommendations, while not currently in place, will further strengthen and support the
Standard of Cover and Risk Assessment of each planning zone.
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Performance Indicator - 5K.1 CC
Given the agency’s standards of cover and emergency deployment objectives, the agency
meets its staffing, response time, apparatus and equipment deployment objectives for each
type and magnitude of wildland fire fighting emergency incidents.
Description:
The District meets its deployment objectives based on staffing, response time, apparatus and
equipment for each type and magnitude of wildland fire incidents. The response to wildland
incidents is based on a multiple tier response system. The response is based on location and
weather conditions. Response is increased within the wildland/urban interface (WUI) and during
red flag conditions. The standard apparatus response for a wildland fire incident that occurs in
an area not considered to be wildland-urban interface is one, Type I engine. Within the WUI and
for non-red flag conditions an engine and a brush company (engine and Type VI brush engine)
are dispatched. During red flag conditions within the WUI areas the response is an engine, two
brush companies, a medic unit, district chief, and a safety and medical officer. Additional alarms
will assign an additional engine and brush company.
In addition to the first due engines the District has five Type VI engines. These engines are cross
staffed and are assigned to the interface stations along the western edge of the District. In
addition, three of the district’s first due Type I engines are designed for operations in the WUI.
The District’s wildland fire team’s purpose is to provide the highly trained and skilled workforce
necessary to safely and effectively mitigate wildland fire incidents. The team members gain
experience by deploying to local, state, and federal wildland fire incidents. They also receive
additional training to maintain National Wildfire Coordinating Group (NWCG) certification.
The primary stated goal of the Wildland Team, as is documented in the Wildland Team Manual,
is the support of incidents that occur within the District. It is the expectation that the team
members will utilize their training and experience to provide leadership and oversight of other
assigned personnel, and to be an asset and resource to the incident commander. This support may
be called for while the member is on duty, or they may be requested to respond to an ongoing
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incident that occurs while the member is off duty. For the most part, members of the Wildland
Team are not assigned to the interface stations. Historically, the wildland fire response has been
successful.
Appraisal:
The District distributes its wildland fire response equipment throughout the District on engines
and brush apparatus. Each engine has minimum wildland fire equipment (hose and tools). The
Wildland Fire Hot Spot map shows wildland fire incidents throughout the District. The brush
engines are assigned to the western edge of the District to assist with fires in the WUI. The
wildland fire response meets the District’s deployment objectives as mentioned in the Standard
of Cover. Each brush engine is cross staffed which does not affect the turnout times.
Staffing has been maintained at interface stations utilizing personnel that are trained to a
minimum level of NWCG Firefighter Type 2.
Plan:
The District will annually evaluate the wildland fire risk and adjust the placement, staffing,
training, and equipment necessary to maintain an effective, timely response to wildland fires.
The wildland program manager will be responsible for this plan.
References:
Assessment Area Overview Map
NWCG 310-1 Wildland Fire Qualification System Guide
Performance Indicator 6C.1 Apparatus and Vehicles
Roxborough Park Community Wildfire Protection Plan
Wildland Hot Spot Map
WMFR Administration Procedure #2310 - Wildland Deployment Procedures
WMFR Standard of Cover (pages 64 and 65) (master exhibits folder)
WMFR Standard Operating Procedure #106 - Response
WMFR Wildland Fire Program Review
WMFR Wildland Team Manual
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Performance Indicator – 5K.2
The agency defines and provides appropriate and adequate equipment to accomplish the stated
level of response for wildland firefighting response and to be compliant with local,
state/provincial and national standards.
Description:
Wildland fire fighting response in the District is accomplished through the use of several
different types of apparatus. 12 of the District’s 15 fire stations are equipped with a NWCG
Type I fire engine that is fully capable of providing defensive structure protection or sustaining
an attack on a wildland fire, provided that the apparatus has an adequate roadway or firm surface
to operate from. The remaining three fire stations, Stations 9, 11, and 15, are equipped with
NWCG Type I engines that have four wheel drive capability. These apparatus are able to
function in the same manner as the Type I engines, and are also capable of operating from dirt
roads, or in open areas without severe terrain issues.
The District also maintains a fleet of five NWCG Type VI engines that are capable of operating
in areas that demand more maneuverability and have more severe terrain challenges. An
additional available resource is a Polaris Ranger, which is a six-wheel UTV that is equipped with
a water tank and pump unit, and is capable of mounting fire suppression efforts on small fires,
and in support of mop-up and firing operations.
Equipment specific to wildland fire fighting is purchased with the goal of being interoperable
with local, state, and federal resources.
Apparatus placement is determined by proximity to areas at increased risk of wildland fire and in
need of apparatus with specialized capabilities, such as four wheel drive and/or greater
maneuverability. The specialized apparatus has the appropriate tools and equipment needed to
fulfill its function.
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Appraisal:
The District has been capable of deploying suppression apparatus in order to meet the
organization’s stated level of response, and has agreements in place for the utilization of mutual
aid resources should the need arise. District apparatus and associated tools/small equipment are
in line with NFPA and industry standards. Apparatus, equipment and safety measures are
adequately addressed in the Apparatus and Equipment Committee. Areas that are potentially
lacking are the capability of delivering water to the scene of a wildland fire, communications,
and the distribution of wildland-specific personal protective equipment (PPE) sufficient to equip
all members that may be dispatched to a wildland fire.
The District does not currently have a water tender, and the Type I and Type II engines are
equipped with 500 gallon water tanks, which make them minimally effective in terms of
shuttling water from a hydrant to the scene. Mutual aid water tenders are available from
neighboring agencies, but response times are long because of distances and because these
agencies are predominantly staffed by volunteer firefighters.
The standard for radio communication during interagency wildland fire incidents, as established
in the Interagency Standards for Fire and Fire Aviation Operations, is the utilization of VHF
radios. The District has limited communication capability in the VHF bandwidths, and yet many
neighboring agencies, as well as state and federal agencies, still rely on these bandwidths for
communication. The District provides a “patch” for VHF frequencies to be utilized in our 800
MHz system, but apparatus must be within line of sight of a District repeater in order for this
system to work. The District does maintain a cache of portable VHF radios for use when
deployed to federal incidents, but they are not available for daily use.
All members are provided with fire-resistant pants and coats that meet NFPA 1977 and the
Interagency Standards for Fire and Fire Aviation Operations. Footwear provided by the
department through a “wear and replace” program typically meets the standard of being all
leather and at least 8” high at the ankle, but does not carry an NFPA certification label. Fire
shelters and wildland-specific helmets are carried on some, but not all apparatus. There is a
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budgetary program in place to eventually equip all front line apparatus with fire shelters and
helmets for each seat assignment.
Plan:
All plans will be the responsibility of the Wildland Program Manager in conjunction with the
wildland team. Continue to maintain the current fleet of apparatus. The Internal Service Fund is
structured to replace apparatus after a pre-determined service life.
Conduct a cost/benefit analysis in regard to purchasing a water tender to meet the needs of
wildland fire suppression as well as augmenting water supply for other types of incidents in areas
of the District that do not have well developed water distribution systems. If the cost/benefit
analysis indicates that purchasing this type of apparatus is needed, the plan is to secure funding
either through available grants or by allocating existing budget funds for this purchase.
Continue the current budgetary process of equipping apparatus with appropriate PPE. Investigate
alternate sources of funding, such as grants, to accelerate this process. It is expected that all front
line apparatus will be equipped with a standard level of PPE by the end of 2013.
Phase in station footwear that meets NFPA 1977 standards as members wear out their current
footwear. Full compliance with the NFPA 1977 footwear standard is slated to be completed by
the end of 2014.
References:
Interagency Standards for Fire and Fire Aviation Operations (Red Book Chapter 7 – Safety,
pages 07-8 through 07-12)
Interagency Standards for Fire and Fire Aviation Operations (Red Book Chapter 15 –
Communications)
NFPA 1977 – Protective Clothing and Equipment for Wildland Fire Fighting (available in Life
Safety Division)
WMFR Administrative Procedure #4109 – Hose Load and Equipment Standard – Appendix B
WMFR Standard Operating Procedure #106 – Response
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WMFR Standard Operating Procedure #108 – Mutual Aid Assistance
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Performance Indicator - 5K.3
Supplies and materials allocation is based on established objectives, is appropriate to meet
wildland firefighting response operational needs, and is compliant with local, state/provincial
and national standards.
Description:
Front-line Type I and II apparatus are equipped in a manner that is determined by the Apparatus
and Equipment Committee and based upon established best practices and the defined mission of
these apparatus. The apparatus that operate in the area of the wildland urban interface (WUI)
carry three hundred feet of wildland hose, nozzles and appliances, and wildland-specific hand
tools.
Type VI engines are equipped in order to be compliant with National Wildfire Coordinating
Group (NWCG) standards so that they can be deployed to federal wildland fire incidents. The
District has a Polaris Ranger UTV and trailer which are equipped with an inventory of tools and
equipment in order to support an expanding incident.
Further supplies and materials are stored at Station Nine, and are kept on hand mainly to provide
for replacement of supplies that are utilized during an incident or become lost or unserviceable
over time. All tools and equipment are maintained, repaired, and tracked by the personnel
assigned to Station Nine in order to provide accountability and facilitate a rapid turnaround of
needed items.
There are no local or state standards for wildland firefighting equipment.
Appraisal:
Type I and II apparatus inventories, as well as additional supplies and materials kept in storage,
are based upon historical need and are established informally rather than in response to any
particular established objective or standard. These apparatus have a very limited capability to
travel off-road and perform offensive fire attack; rather their mission is most often defined as
operating in a defensive mode while performing structural protection. The apparatus inventories
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meet the basic NWCG requirements for Type I and II structure engines, and allow for the
personnel assigned to the apparatus to meet the defined mission for these types of equipment.
Type VI apparatus inventories are based upon NWCG federal standards, and are well-equipped
to meet the initial attack needs of the District.
There is limited capability to augment supplies and materials during an evolving incident.
Currently, supplies and equipment are in static storage, and are not organized in a manner that
allows for easy transport. A trailer has some equipment and additional equipment is stored at
Station Nine, but would need transport to an incident.
Plan:
Develop standard apparatus inventories for all wildland apparatus and ensure all equipment
meets Interagency Standard for Fire and Fire Aviation Operations - Appendix M.
Organize and package additional supplies and materials in a manner that provides for easy
transport to the scene on a wildland fire incident.
Develop plans to transport additional supplies and equipment to major wildland incidents.
Develop policies and procedures to facilitate the transport of supplies and equipment.
The wildland program manager is responsible for developing plans to meet these goals by
December 31, 2013.
References:
NWCG National Interagency Standards for Fire and Fire Aviation Operations – Appendix M
WMFR Administrative Procedure #4101 - Apparatus & Equipment Committee Guidelines
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Performance Indicator – 5K.4 CC
Current standard operating procedures or general guidelines are in place to direct the
wildland fire fighting response program.
Description:
The District’s Standard Operating Procedures #106 and #500 define the number and type of
West Metro resources to be dispatched to the initial report of a wildland fire. Additional
resources (WMFR SOP #108 - Mutual Aid Assistance) are available at the request of the
incident commander through existing mutual aid agreements between the District and other
county and state agencies.
Appraisal:
Current standard operating procedures have adequately provided broad direction as it relates to
wildland fire attack. The standard operating procedures are supported by certifications, best
practices and industry standards and have been developed in response to the experience gained
through lessons learned and after action reports.
Plan:
The wildland program manager will continue to monitor operations and review SOPs on at least
an annual basis, and make changes as necessary.
References:
WMFR Standard Operating Procedure #106 – Response
WMFR Standard Operating Procedure #500 – Wildland Fires
Annual Fire Operating Plan among the Wildfire Protection Agencies within Jefferson County,
Colorado
• Attachment 1 – Agreement for Cooperative Wildfire Protection in Jefferson County
• Attachment 2 – Colorado Interagency Cooperative Fire Protection Agreement
• Attachment 3 – Emergency Fund Contract Agreement for Forest and Watershed Fire
Control
• Attachment 4 - Wildfire Emergency Response Fund Annual Operating Procedures
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• Attachment 5 - Intergovernmental Agreement for Mutual Aid between Fire Departments
• Attachment 6 – Denver Metro (Fire Departments) Mutual Aid Agreement
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Performance Indicator – 5K.5
Minimum training and operational standards are established and met for all personnel who
function in the wildland fire fighting response program.
Description:
All uniformed District personnel are instructed in basic wildland fire control methods while in
the recruit academy, as documented in the District fire academy curriculum. This training meets
the requirements of the National Wildfire Coordinating Group to be qualified as a Firefighter II.
Annual currency training is provided to all personnel and documented in the District’s records
management system, and further operational training is provided to personnel that are assigned to
stations that operate in the wildland urban interface (WUI). Training and qualification above the
level of Firefighter II is voluntary and undertaken primarily by personnel that choose to accept
assignments on federal wildland fire incidents. Personnel that choose to gain further wildland fire
qualifications are required to meet the minimum standards set forth in the Interagency Standards
for Fire and Fire Aviation Operations as well as NWCG PMS 310-1.
Appraisal:
The District has established the minimum qualification for personnel assigned to stations that
operate in the WUI as NWCG Firefighter Type 2. There has been a wide variance in the
capabilities and effectiveness of crews assigned to WUI stations as a result of individual interests
and experience. The District has established two tiers of annual training goals and objectives to
address this variance. The first tier would be intended for all department personnel, the second
tier would be delivered to personnel that operate in the Wildland Urban Interface.
Plan:
The District will continue to provide basic wildland fire control training to all new personnel
during the recruit academy. The District will establish minimum qualification and/or education
requirements, based upon the Interagency Standards for Fire and Fire Aviation Operations and
NWCG National Interagency Incident Management System Wildland Fire Qualification System
Guide, for permanent WUI station assignments by the end of 2014. The District will establish
two tiers of annual training goals and objectives. The first tier would be intended for all
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department personnel, the second tier would be delivered to personnel that operate in the
Wildland Urban Interface. The District will establish guidelines for daily staffing of WUI
stations with qualified personnel, based upon the Interagency Standards for Fire and Fire
Aviation Operations and NWCG National Interagency Incident Management System Wildland
Fire Qualification System Guide, by the end of 2014.
The Wildland Program Manager will be responsible to ensure the plan is completed.
References:
Interagency Standards for Fire and Fire Aviation Operations (Red Book Chapter 13 – Firefighter
Training and Qualifications)
NWCG National Interagency Incident Management System Wildland Fire Qualification System
Guide – PMS 310-1
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Performance Indicator – 5K.6
The agency’s information system allows for documentation and analysis of the wildland fire
fighting program.
Description:
The District’s records management system (RMS) is utilized for incident reporting and statistic
compilation as well as maintain training documentation. This system does support the querying
of data in many different ways, including incident type and size, resources assigned, and
response times. The flexibility of the RMS does allow for documentation and analysis of all
operational programs, including wildland firefighting. Records related to asset management and
the maintenance of tools and equipment are maintained in a paper format.
Appraisal:
The current computer aided dispatch (CAD) and RMS meet the District’s needs for
documentation and analysis. However, this system has been in place for a relatively short period
of time, and historical data gathered prior to implementation of the current systems is minimally
useful. Department administrative procedure and the RMS program itself define the minimum
elements of a report in order to insure that current and future information is viable and useful for
future analysis. Also, information regarding wildland fire incidents is reported to the Colorado
State Forest Service for the purposes of statewide data compilation and analysis.
Plan:
The wildland program manager, utilizing RMS data and other available documentation, will
monitor wildland program performance and make adjustments as necessary.
References:
WMFR Administrative Procedure #3402 – Incident Reports
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Performance Indicator - 5K.7 CC
An appraisal is conducted, at least annually, to determine the effectiveness of the wildland
fire fighting program.
Description:
The wildland fire fighting program is appraised annually during the annual budgetary process,
specifically in terms of past responses, staffing, training, certifications, and in and out of service
time. The program manager submits a budget narrative that outlines the program
accomplishments for the past year and objectives for the next fiscal year for staff review. Within
the budget narrative the program manager must develop objectives for the next year based on
those accomplishments and the Strategic Plan. Objectives are developed through this process
and implemented through administrative and operational means.
Appraisal:
The wildland fire fighting program has been appraised during the budgetary process and using
Lessons Learned documentation throughout the year. The budgetary submissions are reviewed
by staff and budgetary items are evaluated based on the presented objectives. The actual
performance at the incident scene determines the overall effectiveness of the program and is
strengthened using the Lessons Learned SOP. The program manager must review the Strategic
Plan and submit narrative on how the program fits within the goals and objectives.
Plan:
The Wildland Program Manager will develop a standard comprehensive appraisal program by
December 31, 2012, to appraise all aspects of the program including response effectiveness,
staffing, training, certifications, and in and out of service time in order to take advantage of
opportunities or mitigate challenges.
References:
West Metro Fire Protection 2012 Budget Process (master exhibits folder)
Wildland Budget Narrative - 2012
WMFR Standard Operating Procedure #112 - Lessons Learned
259
WMFR Strategic Plan (master exhibits folder)
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CATEGORY VI: PHYSICAL RESOURCES
Physical resources are defined as the fire stations, training facilities, fire apparatus and other
capital expenditures and outlays that make up the property assets of an agency. Special attention
is required to obtain and maintain appropriate quality physical resources.
Facilities that are leased and/or jointly operated may also be considered for agency use if this is
accomplished in accordance with properly adopted and clearly established policies.
If work is contracted outside the agency and/or to another department within the parent agency, it
is incumbent on the agency to ensure that facilities, equipment, staff, record keeping, and
procedures are consistent with the performance indicators and core competencies listed herein.
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Criterion 6A: Physical Resources Plan
Development and use of physical resources is consistent with the agency’s established plans. A
systematic and planned approach to the future development of facilities is in place.
Summary:
In 2006, a Blue Ribbon Advisory Committee made up of voting constituents and business
leaders, developed a recommendation of capital and operational needs for the District board of
directors. In May of 2006, District constituents voted and passed a $43 million capital
improvement bond. The project recommendations from the Blue Ribbon Advisory Committee
have been accomplished with the oversight of administration, staff and the board of directors.
Capital assets continue to be assessed so that future planning will be in line with the needs of the
District and the community. The Standard of Cover, Risk Assessment and Strategic Plan are all
instrumental in the future physical resource planning needs of the District.
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Performance Indicator - 6A.1
The development, construction, or purchase of physical resources is consistent with the agency’s
goals and the strategic plan.
Description:
The District develops, constructs, and purchases physical resources in accordance with the goals
and objectives stated in the Strategic Plan. The District utilizes external stakeholders to provide
an objective perspective concerning development, purchase, and construction of physical
resources.
Appraisal:
Physical resources developed, constructed, and purchased are consistent with the Strategic Plan
as well as the Blue Ribbon Advisory Committee Report. At this time the physical resources of
the District are in excellent condition and there are no plans for any capital expenditures. Within
the Strategic Plan there is a goal to develop a capital replacement fund. As the Standard of
Cover and Risk assessment matures the District will ensure that the purchase of any physical
resources will be reflective in the Strategic Plan and supported by the Standard of Cover and
Risk Assessment.
Plan:
All physical resources will continue to be developed, constructed, and purchased in accordance
with the Strategic Plan and recommendations provided by internal and external stakeholders.
References:
Blue Ribbon Advisory Committee Report
WMFR Strategic Plan (master exhibits folder)
263
Performance Indicator - 6A.2 CC
The governing body, administration and staff are involved in the planning for physical
facilities.
Description:
The District’s board of directors, administration and staff are involved in the planning for
physical facilities. The board of directors appointed a Blue Ribbon Advisory Committee made up
of community and local business leaders in January 2006. The independent committee was
tasked with looking at capital needs, operational needs, and making a recommendation to the
board of directors. Staff provided information on our then current operations and how we
respond to incident, in particular from an incident command aspect. The committee was taken on
a tour of our facilities. The committee made recommendations based on their observations and
information provided by staff.
The committee recommended, and the board of directors adopted, several upgrades to facilities
to meet the needs of the department, as well as a new regional training center, five complete
station rebuilds, and one station relocation. Administration, station captains, and a firefighter
committee are involved as project managers and designers of District facilities.
A $43 million bond election was passed in May 2006, to fund several capital projects based on
the recommendation of the Blue Ribbon Advisory Committee.
Appraisal:
Several upgrades to facilities have been made including five complete station rebuilds, one
station relocation, and a regional training center. A subcommittee of the board of directors, along
with the deputy chief of administration, provided oversight of the planning and construction of
these facilities. The deputy chief of administration managed all projects with the station captain
or applicable division head through planning, design, and construction. The deputy chief of
administration attended all design and weekly construction meetings to provide oversight and
reported to the board of directors at their meetings.
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Plan:
All future facility upgrades, replacement, or new additions will utilize input from the board of
directors, any subcommittee the board appoints, staff, and the representative membership. The
input will be supported through the Strategic Plan and the Standard of Cover.
References:
Blue Ribbon Advisory Committee Report
Station Five Design Meeting Minutes
WMFR Standard of Cover (master exhibits folder)
WMFR Strategic Plan (master exhibits folder)
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Criterion 6B: Fixed Facilities
Fixed facility resources are designed, maintained, managed, and adequate to meet the agency’s
goals and objectives.
Summary:
All functional divisions (Operations, Life Safety, Training, Administration, Fleet Services,
Communications, etc.) have adequate space for their current needs. The District utilized the
capital improvement bond funds to strengthen the District’s fixed facilities (stations, Training
Center, Communications, and Administration). The current model is to have the appropriate
apparatus and staffing space at each station in order to facilitate the future needs of the District
and community.
Each station or functional fixed facility is managed by a captain, division chief or functional
manager. Included in their job description and annual budget are the appropriate resources to
adequately maintain the buildings, outbuildings, and grounds. The District contracts with a
maintenance company for select services and fiscal responsibility. Capital asset audits are
conducted annually.
The District’s physical resources are distributed in support of the governmental mandates and
service levels. Newly constructed physical resources are in compliance with federal, state and
local codes/regulations; future projects will be as well. The Standard of Cover will become
instrumental in determining future resource needs/allocations as demands change through
volume, growth, economic decline, etc. Key to this planning is a funding mechanism. The
Strategic Plan speaks to the benefit of financial stability through the development of a capital
improvement fund.
Five stations are less than three years old, four are less than fifteen years old, and the remainder
have been remodeled and updated during the last ten years. The Fleet Services facility is less
than ten years old and was constructed for expansion as necessary. The Administration building
is less than ten years old and has room for expansion. The Training Center is less than three
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years old and was designed for expansion. All facilities are in excellent condition and there are
no plans for any new stations or any expansion needs at this time.
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Performance Indicator - 6B.1
Each facility has adequate space for agency functions (e.g., operations, fire prevention, training,
support services, administration, etc.)
Description:
The District has adequate space to perform key functions. The administrative offices
(Operations, Life Safety, EMS, Administration, Communications, HR, Finance, EMS Billing,
and IT) have enough office space to provide a positive work environment for each current FTE
and have room for growth as well as an area large enough for EMS supplies, office supplies,
quartermaster, and storage. The newly built Training Center was designed with more than
enough space for current and future needs, as was the Fleet Services facility that was built in
2000. Five recently rebuilt stations provide enough space for designated apparatus, as well as
reserve apparatus. Each station was designed to house an aerial apparatus should the need arise.
Staff quarters provide enough amenities for up to ten members on each shift, with the exception
of Station 10 which can house fourteen members per shift and Station 7 which can house eleven
per shift. All other stations have been remodeled to accommodate more personnel, or are
adequate enough to house personnel as appropriate.
Appraisal:
Recent station rebuilds have ensured adequate space for staffing and equipment for current
District needs as well as future needs. Five stations were recently rebuilt to better accommodate
current workforce and any future needs. The previous stations were small and did not
accommodate today’s workforce, modern apparatus, or changing operational needs. One station
was completely remodeled to achieve the same measures as the newly rebuilt stations.
Administrative offices, the Communications Center, the Training Center, and the Fleet Services
facility have ample space requirements that meet current as well as future needs.
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Plan:
Administrative staff will continue to assess facilities based on the needs of the District to ensure
adequate space for accomplishing their functions.
References:
Station 5 Design Meeting Minutes
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Performance Indicator - 6B.2
Buildings and outbuildings are clean and in good repair and the surrounding grounds are well
kept. Maintenance is conducted in a systematic and planned manner.
Description:
All District buildings are clean and in good repair. Station personnel, under the direction of the
station captain, follow a systematic cleaning and maintenance program. Any repairs are
coordinated with the station captain and an outside independent maintenance facility company
under contract by the District for non-station facilities.
Appraisal:
The Blue Ribbon Advisory Committee addressed the capital needs of the District and made
recommendations concerning station conditions and the need to either replace or repair existing
facilities. Each station captain submitted projects through the budgetary process to address
building repairs and ground maintenance. 2006 general obligation capital bond proceeds were
used over the past five years to repair or rebuild stations. All of the original construction projects
are completed under budget allowing other station projects to be considered. The on-going
maintenance is sufficiently being kept up under the responsibility of the station captains,
Training Center manager, Fleet Services manager, and the deputy chief of administration.
Although most of the intentions of utilizing the outside maintenance contractor were met, the
shortfalls are enough to cause a change in the program.
Plan:
The District will continue to assess facilities each year and prioritize station maintenance through
the budget process. The station captains, Training Center manager, Fleet Services manager, and
the deputy chief of administration will continue to ensure the everyday maintenance needs are
addressed in an efficient manner. A program to develop a vendor list will be established with the
involvement of station captains and the deputy chief of administration. The program will take the
place of the outside maintenance contractor.
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References:
Blue Ribbon Advisory Committee Report
Comprehensive Annual Financial Reports 2008, 2009, 2010 (master exhibits folder)
Job Description - Station Captain
Single Source Maintenance Contract
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Performance Indicator - 6B.3 CC
Physical facilities are adequate and properly distributed in accordance with stated service
level objectives and standards of cover.
Description:
The District has 15 fire stations covering 110 square miles with a population of 247,648 people.
The District is divided into three response districts comprised of five stations each. The
locations of the stations meet the urban, suburban, and rural response criteria set forth in the
Standard of Cover. Eight stations (Stations 1, 2, 3, 5, 7, 8, 12 and 14) are located in the urban
areas of the District; one station (Station 10) is located in a mix of urban and suburban areas; two
stations (Stations 4 and 6) are located in a mix of urban and rural; three stations (Stations 9, 11
and 13) have a mix of urban, suburban and rural areas; and, one station (Station 15) has a mix of
suburban and rural areas.
Station 15 was sited prior to the merger of the Roxborough Fire Protection District and the West
Metro Fire Protection District. The response area is split by the Dakota Hogback that limits
access to a single access road. The eastern portion is suburban and the western is rural. The
station is separated from the main portion of the District and has an extended response time for
additional units. For this reason the station is assigned a medic unit in addition to the engine to
provide additional personnel to ensure two in two out safety standard.
Appraisal:
A Blue Ribbon Advisory Committee assessed the physical facilities in 2006, with a
recommendation to the board of directors to tear down/raze and rebuild four fire stations, move
the location of Station 10, build a training center, and remodel several of the remaining stations
to meet the operational objectives of the District. The rebuilt stations (Stations 4, 5, 7 and 8) the
relocation of Station 10, as well as construction of the Training Center, were completed in 2011.
Initial station remodels were also completed in 2011.
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Station 10 was moved from a residential neighborhood to a commercial neighborhood closer to
Highway 285 and Kipling Street to help support the Training Center. This location was
evaluated during the accreditation process and the data shows the travel time improved for the
rural responses and the travel times did not improve for the suburban or urban areas.
Stations were placed, in the past, based on availability of property. Stations were generally
added when population growth was dense enough to justify the cost. This method was not ideal.
The District did an evaluation of the distribution and the information is in the SOC. This
evaluation was based on using GIS mapping software to determine the areas in the District that
have a longer than four minute response time. The majority of the urban areas are within the
four minute travel times. The majority of the areas outside of the four minute travel time are
along the western edge (rural areas) and a few areas along the eastern edge of the District.
Another area identified is the very northeastern section of the District, the area is generally not
populated, but the city of Wheat Ridge has identified the area for commercial (big box type retail
development) growth.
The administration building is located in the core of the District near city offices that allows for
an easy collaborative relationship. The building was purchased with expansion in mind and will
be adequate for the foreseeable future.
The Fleet Services facility is located on the Kipling corridor near the center of the District. The
facility and location are such that allow for outside contract work to be performed by District
personnel. The revenue generated offsets costs to the general fund. The building was constructed
with expansion in mind and will be adequate for the foreseeable future.
The Training Center is located on the Kipling corridor at the center of the District. This facility
was constructed in 2010, and was over constructed to meet the needs of the District for the
foreseeable future. The Training Center was built with the intent to bring in outside agencies to
utilize the site. Revenue generated will offset costs to the general fund.
273
Plan:
Growth within the District will be monitored and will dictate any changes to the current model
which will be evaluated to determine if any changes, relocation, or expansion is warranted. A
capital improvement fund within the budget will be developed by FY 2014 to address long-term
capital facility maintenance costs and relocation of stations based on improving travel time as
capital becomes available.
For the areas in the northeastern sections: the accreditation manager and the SOC Work Group
will develop response data from the Fairmont Fire Department to explore if an automatic aid
agreement will cover these areas and to allow the operations chief to determine if these
agreements will positively impact travel times. For the eastern areas: the accreditation manager
and the SOC Work Group will develop response data from the Denver Fire Department to
explore if an automatic aid agreement will cover these areas and to allow the operations chief to
determine if these agreements will positively impact travel times.
References:
Areas Not Covered in 4 Minutes Map
Blue Ribbon Advisory Committee Report
Station 10 Move Spreadsheet
USR Baseline Objective Worksheet
WMFR Standard of Cover (master exhibits folder)
274
Performance Indicator - 6B.4 CC
Facilities comply with federal, state/provincial and local codes and regulations.
Description:
All District facilities complied with NFPA, ADA, city of Lakewood and Jefferson County
building codes, and fire codes and regulations at the time they were built. Recent construction
specifically incorporated NFPA 1 concerning installation of automatic fire sprinklers, NFPA
1500 concerning facility safety, NFPA 1581 concerning health and infection control, and NFPA
1851 providing storage for personal protective equipment (PPE) in their design. Licensed
architects were employed to design the facilities within these standards. Where applicable,
facilities comply with regulations concerning fuel storage facilities; hazardous waste disposal;
state and local elevator inspection; backflow preventers; and, life safety systems. A facility
safety inspection is conducted annually on all District facilities by the safety captain to ensure
NFPA, OSHA, and IFC compliance.
Appraisal:
The District ensured all facilities had met applicable building and fire codes at the time of
construction. On recent construction projects, the District utilized a committee made up of
firefighters to address design flow requirements, safety issues, and space adjacency problems
prior to design. The group developed a design program that was consistent throughout each
station build which helped ensure NFPA, OSHA, and ADA standards were adhered to. The
District has developed a yearly facility inspection program that ensures not only the upkeep of
the facility, but standards that were addressed in the design and construction are applicable
today. The design process is successful in meeting the District’s needs as well as addressing
NFPA, OSHA, ADA, fire codes, and local building codes. The yearly facility inspection program
is effective at ensuring the District remains in compliance with the standards they were designed
and constructed under.
275
Plan:
The District will continue to meet all applicable building and fire codes at the time of new
construction and comply with applicable federal, state, and local regulations concerning fuel
storage facilities; hazardous waste disposal; elevator inspections; backflow preventers; and, life
safety systems. The District will also maintain the facility safety inspection program and yearly
review its effectiveness.
References:
International Fire Code (available in Life Safety Division)
Facility Safety Inspection Report
Facility Safety Inspection Report – Station One
NFPA 1 13.3.2.3
NFPA 1500 9.1
NFPA 1581 5.1, 5.2, 5.3, 5.4, 5.5, 5.6
NFPA 1851 9.1
Standard Building Codes (available in Life Safety Division)
276
Criterion 6C: Apparatus and Vehicles
Apparatus resources are designed and purchased to be adequate to meet the agency’s goals and
objectives.
Summary:
Apparatus resources are appropriately placed throughout the District in support of the Standard
of Cover and Risk Assessment. This resource allocation is supported through the data analysis
of the District’s records management system. The placement of these resources meets the
intended service level objectives of the District.
The District utilizes an Apparatus and Equipment Committee as the mechanism to provide
District-wide input into determining the appropriate type of apparatus needed for each planning
zone. Additionally, the Apparatus and Equipment Committee is responsible for ensuring that the
District complies with apparatus standards, safety measures, mandates, and they evaluate
technological advances as they relate to apparatus.
The District actively manages all apparatus through replacement schedules based on service life
and industry standards. The apparatus replacement fund remains a priority within the District’s
budget; it is funded annually and has been solvent for 20 years.
277
Performance Indicator - 6C.1 CC
Apparatus are located strategically to accomplish the stated standards of cover and service
level objectives.
Description:
Apparatus are positioned to maximize their capabilities to meet service level objectives and are
sited near areas of concern. Fire stations are generally concentrated in the urban areas of the
District and are not as concentrated in the suburban areas, and even less concentrated in the rural
areas.
Fire apparatus at each station are equipped with a standard complement of equipment, which can
handle fire suppression, light technical rescue, advanced life support, and surface water rescue.
Because wildland incidents occur throughout the District, each engine carries wildland
equipment. Additionally, three stations are equipped with all wheel drive Type II engines, which
have the same pumping capacity and equipment as standard engines, as well as additional
wildland equipment and pump-and-roll capability. The District also has five Type VI wildland
fire engines; cross staffed and strategically placed along the western edge of the District in the
interface areas.
Three tower apparatus are distributed along the spine of the District north to south (Stations 3,
10, and 14), which are equipped with extrication equipment and crews trained to supplement
technical rescue.
The heavy rescue is located at Station 8 in the middle of the urban area of the District. This
apparatus supports fire, EMS, and technical rescue functions.
The District has nine medic units dispersed throughout the response area. Medic 15 is located in
Roxborough Park, which responds to very few calls but supports two-in/two-out within Station
15’s planning zone.
278
The District operates a hazmat team (in cooperation with Jefferson/Adams County), a wildland
team, a dive team, and a technical rescue team. Special team apparatus are placed throughout the
District in order to effectively meet the response needs of the District.
Appraisal:
Current apparatus placement is adequate to meet the service level objectives and enables the
District to meet the 90th percentile times - baseline performance standards outlined in the
Standard of Cover (e.g., structure fire total response time for first unit on scene is 9:09 for urban,
9:05 for sub-urban, and 11:55 for rural, or structure fire total response time ERF is 17:46 for
urban, 27:59 for suburban, and 20:40 for rural). Further data pertaining to other response types
can be located in the Standard of Cover referenced below.
RMS data show the current concentration of hazardous materials apparatus may not be the most
effective placement to cover the diverse area of hazardous materials exposures in the District.
Plan:
Continue to monitor the incidents and exposures to ensure the effective distribution and
concentration of all apparatus. Specifically study the placement of the hazardous materials units
in relation to hazardous materials incident response needs.
References:
EMS Hotspot Map
Hazardous Materials Apparatus Location Map
Hazardous Materials Incident Hot Spot Map
Tower and Heavy Rescue Location Map
Wildland Fire Incident Hot Spot Map
WMFR Standard of Cover, Performance Objectives and Measurement, Section 7, pages 56
through 74. (master exhibits folder)
279
Performance Indicator - 6C.2
Apparatus types are appropriate for the functions served (e.g., operations, staff support services,
specialized services, and administration).
Description:
To support primary response functions, the District has 15 engines, 3 towers, 9 medic units, and
specialty apparatus, which includes: one heavy rescue, five Type VI engines, and a dive boat that
are appropriate for the response functions of the District. Backing up this primary response is a
ready reserve fleet of engines, medic units, specialty apparatus, and a tower. Specialized
apparatus are strategically placed based on the Standard of Cover. Fifty-five vehicles are
maintained in order to meet the support staff and administrative functions of the District.
The Apparatus and Equipment Committee (through direction from Administrative Procedure
#4101 and NFPA 1901) guides the purchasing process for all apparatus.
Appraisal:
The District currently has sufficient vehicles of appropriate types to meet the response and
support functions of the District. Sufficient reserves are maintained in a ready state at all times in
order to prevent any loss of identified service levels. The Apparatus and Equipment Committee
has provided adequate guidance to ensure the types of apparatus most applicable to their
intended and identified uses are provided to the District.
Plan:
The District will continue to monitor the recommendations made by the Apparatus and
Equipment Committee to ensure applicability to needs and make adjustments as needed.
References:
Apparatus & Equipment Committee Study Report – Engine Raised Roof 2011 - Sample
Apparatus & Equipment Committee Study Report – Engine Hose Reel 2011 - Sample
Apparatus & Equipment Committee Minutes - Sample
NFPA 1901 – Automotive Fire Apparatus (available in Life Safety Division)
280
WMFR Administrative Procedure #4101 – Apparatus and Equipment Committee Guidelines
WMFR Vehicle Inventory
281
Performance Indicator - 6C.3
A current replacement schedule exists for all apparatus.
Description:
The District’s apparatus replacement schedule outlines years of service and replacement
schedules for all departmental apparatus. The District’s replacement schedules are dynamic in
nature and updated on at least a yearly basis or any time substantial changes are recognized in
the structure of the fleet. The philosophy utilized by the District for replacement is to realize
approximately 16 years of front line service and 5 years of reserve service before surplus for all
fire apparatus. This schedule allows for the spread of capital expense on a yearly basis versus the
requirement to purchase several units in any one given year. An Internal Service Fund is in place
to fund the purchases on a yearly basis. This fund is supported by a rental program on existing
apparatus. Projected future apparatus costs are reviewed annually and adjustments to the rental
program are made to fund these costs. Policies and procedures that drive the Internal Service
fund for apparatus are identified in WMFR Administrative Procedure # 4203 – Internal Service
Fund.
Appraisal:
The District has used the identified schedules for at least 20 years and the intent of the schedules
are met by the evaluation of condition of all apparatus. The replacement schedules are based on
standard service life criteria for the industry and NFPA 1901 appendices. Apparatus aging and
costs are also factors of the schedules. The replacement schedule has ensured a steady stream of
new apparatus. This process has been monitored and has shown to save money and will continue
to be funded into the future. As of December 31, 2011, apparatus purchases are on schedule with
the plans. Purchases for 2013 are currently under review due to the economic considerations.
Plan:
Use cycles will be monitored and changes will be made when operational needs or other
affective circumstances change. The schedules will be updated on at least a yearly basis.
282
References:
Engine Replacement Plan 2010
NFPA 1901 - Automotive Fire Apparatus (available in Life Safety Division)
Rescue Replacement Plan 2010
Special Service Replacement Plan 2010
WMFR Administrative Procedure #4203 – Internal Service Fund
283
Performance Indicator - 6C.4
A process is in place for writing apparatus replacement specifications that allows for employee
input.
Description:
The District’s apparatus design and specifications are based on current industry standards and
identified operational needs of the District. An apparatus and equipment committee is in place
and meets on a regular basis to provide an input mechanism for all employees. Key participants,
including Operations, Administration, line representatives, Training and Fleet are members on
this committee. Line representatives actively seek input from all levels of the organization for all
apparatus designs.
Appraisal:
The District’s apparatus replacement process has resulted in yearly changes to the design and
performance characteristics of the apparatus due to the ongoing changes in technologies. The
process has been a success due to the fact that all apparatus meets its life expectancy based on its
operational effectiveness and condition at the time of surplus.
Plan:
The District will continue to gather input, through the Apparatus and Equipment Committee, and
specify all apparatus to meet the operational and safety requirements as identified by the District.
References:
Apparatus & Equipment Committee Minutes - Sample
WMFR Administrative Procedure #4101 - Apparatus & Equipment Committee Guidelines
284
Criterion 6D: Apparatus Maintenance
The inspection, testing, preventive maintenance, replacement schedule, and emergency repair of
all apparatus is well established and meets the emergency apparatus service and reliability
needs.
Summary:
The District has never experienced a crisis in the area of apparatus availability. In large part, this
is a result of having an excellent apparatus maintenance program with adequate reserve
apparatus. The District’s Fleet Services Division is housed in a fully equipped state-of-the-art
20,000 square foot facility centrally located in the District; this facility is less than 10 years of
age. Fleet Services maintains a staff of eight, including a foreman and division director which
provides adequate oversight. The mechanics attend regular industry standard trainings and
participate in the Emergency Vehicle Technician Certification Commission. Fleet Services is an
Internal Service Fund within the District; Fleet Services maintains and works on apparatus for
neighboring agencies as well.
The maintenance program is well established and documented within standard operating
procedures and internal Fleet Services documents. Pre-trip checks are conducted by online
crews as well as daily, weekly and monthly. Fleet Services maintains inspection, maintenance,
and industry standard testing schedules for all apparatus based on use. Fleet Services is available
24/7 for emergency repair and respond to major incidents to ensure that the resources perform.
The data from all the apparatus and the associated repairs, inspections, and tests is electronically
maintained on an information system called Faster Asset Solutions. Faster Asset Solutions helps
track trends, analyze failures and prepare budget data. The District maintains a healthy fleet of
reserve apparatus for each functional unit. The maintenance program for the District is
instrumental in minimizing apparatus downtime and the safe deployment of resources.
285
Performance Indicator - 6D.1 CC
An apparatus maintenance program is established. Apparatus maintenance is conducted in
accordance with the manufacturer’s recommendations and federal and/or state/provincial
regulations. Attention is given to the safety, health and security aspects of equipment
operation and maintenance.
Description:
The District’s apparatus maintenance program is established and involves responsibilities at the
operators, station and Fleet Services Division levels. Maintenance guidance check sheets have
been created based on requirements by individual manufacturers and federal/state law. Operators
are required to perform certain pre-trip checks on a daily basis. Station requirements involve
daily, weekly and monthly checks. Fleet Services performs periodic preventive maintenance
checks as outlined on the departmental maintenance check sheet. These services are scheduled
on two month, three month, four month and six month schedules based on mileage accumulation
and use.
Appraisal:
The District’s apparatus maintenance program has proven successful with a history of minimal
unit downtime, an excellent mechanical safety record and enhanced operator safety. Updated
maintenance guidelines from manufacturers and new technological tools are monitored and
adopted when recognized. A constant monitoring of use cycles is reviewed by the fleet manager
and adjustments made to service cycles result. The District’s program exceeds requirements as
set forth by supplier recommendations, Federal Motor Vehicle Standards and NFPA 1915.
Plan:
The District will continue the maintenance program to assure vehicle dependability and safety.
Use cycles and changes to technology and manufacturer requirements will be monitored for
future changes.
286
References:
Monthly Maintenance Schedule – Sample
NFPA 1915 (Available in Life Safety)
Service Cycle - Four Month
Service Cycle - Six Month
Service Cycle - Three Month
Service Cycle - Two Month
WMFR Apparatus Maintenance Form
WMFR Maintenance Division Apparatus Checklist
287
Performance Indicator - 6D.2
The maintenance and repair facility is provided with sufficient space and equipped with
appropriate tools.
Description:
In 2000, it was recognized that the department required a replacement of their facility built in
1975, due to a substantial increase in fleet size related to the merger of Lakewood Fire Protection
District and Bancroft Fire Protection District into West Metro Fire Protection District. Research
was performed on the requirements for a new facility based on several factors. The new facility
was designed and sized to not only meet the current needs but well into the future. A new 20,000
square foot facility was built with sixteen work areas. Additional equipment and tooling was
purchased to maximize the effectiveness of the facility. Portable vehicle lift systems for heavy
duty, medium duty and light duty are present to enhance employee productivity. Special testing
equipment, common to the trade in general is upgraded on an ongoing basis to keep up with the
technological enhancements that occur.
Appraisal:
The 20,000 square foot maintenance and repair facility is adequate to meet the District’s needs as
well as contracted maintenance services. The equipment in the facility is state-of-the-art and
provides for all of the maintenance needs. All major equipment is provided by the District. The
additional space afforded by the facility allows work space for both outside work and District
needs simultaneously. Additional space for storage of tools and equipment has allowed for a less
cluttered work area which enhances safety. Storage of District reserve apparatus in work areas
has created occasional problems with space requirements.
Plan:
The maintenance and repair facility and equipment needs of the District will be monitored on an
ongoing basis and necessary improvements will be considered through a yearly budget process.
Fleet Services will work with the operations group to identify storage resources within the
district and identify strategic locations for reserve apparatus placement and storage. As a result,
an SOP or Administrative Procedure will be created to facilitate this plan.
288
References:
Fleet Services division Shop Inventory
289
Performance Indicator - 6D.3
A system is in place to ensure the regular inspection, testing, fueling, preventive maintenance
and emergency repair for all fire apparatus and equipment.
Description:
The District has a system in place that ensures that regular inspection, testing, fueling, preventive
maintenance and emergency repairs are completed. All maintenance, inspection, testing and
fueling records are maintained in both electronic and paper filing systems at Fleet Services
Division and the administrative offices. The responsibilities identified to ensure that these tasks
are completed fall on the individual station captains at the station level and the fleet manager in
fleet. A periodic review of the various check sheets and responsibilities outlined in WMFR
Administrative Procedure #4110 are conducted both at the station level as well as Fleet. The fleet
manager audits the maintenance schedules at least annually to assure that various apparatus does
not require a movement within the service cycles for more or less frequency.
Appraisal:
Check sheets for the various inspection and maintenance requirements are maintained on all
District vehicles and filed monthly at the station level. At year’s end, these check sheets are
forwarded to the Fleet Services Division for permanent filing. All inspections and maintenance
performed at Fleet Services are recorded on the appropriate check sheet and also documented in
the Faster Asset Solutions fleet database. Fuel records are filed at the administrative level by
administrative staff. Emergency repairs are recorded in the CCG Systems™ software databases
the same as all work performed. All apparatus testing including pump testing, aerial testing,
ladder testing and all other NFPA required annual tests are recorded electronically in the Fleet
Services Division database.
Plan:
All maintenance, testing, fueling and repair records will continue to be maintained and filed in
the appropriate database and/or filing system.
290
Regular review of all maintenance forms and checklists will be continued at both the station and
Fleet levels. A more specific policy for these tasks and responsibilities will be added to the
administrative procedure relative to this indicator.
References:
Aerial Device Testing Record Sample
Monthly Maintenance Schedule Check sheet Sample
Pump Test Record Sample
WMFR Maintenance Division Apparatus Checklist
WMFR Station Apparatus Maintenance Form
WMFR Administrative Procedure #4110
291
Performance Indicator - 6D.4
An adequate number of trained and certified maintenance personnel are available to meet the
program needs.
Description:
The District has one working shop foreman, four emergency vehicle technicians (EVTs) and one
entry level technician position that perform all tasks related to apparatus maintenance, testing
and repair. All technicians attend various industry training sessions. All technicians participate in
the nationally recognized Emergency Vehicle Technician Certification Commission program and
hold various levels of certifications with the ultimate goal of achieving master certification in
both light duty and heavy duty levels.
Appraisal:
The District’s Fleet Services Division currently employs an adequate staff of trained and
certified EVTs to accomplish the tasks required for departmental vehicles as well as outside
customer needs. All technicians receive additional training and certifications on all aspects of
apparatus maintenance and repair. Outside work is done to bring in additional revenue for
supplementation of the District’s maintenance costs. This income allows for additional staffing
and resources for all outside and internal needs.
Plan:
The District’s Fleet Services Division employees will continue to participate in the certification
program and attend training classes and seminars to keep current with the ever-changing
technological advances. Training needs will be assessed continually and based on technician
performance on certification tests.
References:
Emergency Vehicle Technician Certification Records
292
Performance Indicator - 6D.5 CC
Current standard operating procedures or general guidelines are in place to direct the
apparatus maintenance program.
Description:
General guidelines are in place to direct the apparatus maintenance program. All maintenance,
inspection and testing of District apparatus is guided through known procedures and schedules at
both the station and Fleet levels. Administrative Procedure #4110 outlines the various duties and
responsibilities relative to apparatus and vehicular maintenance procedures and the proper flow
of records for required documentation. The various check sheets identified in Administrative
Procedure #4110 guide the direction of required tasks.
Appraisal:
Through the successful completion of all outlined and required maintenance and inspection
requirements, the District experiences minimal downtime of the equipment and assures
dependability and safety. Any items requiring correction are identified on a daily basis at the
station level and repairs are made in a timely manner. All check sheets that are used meet or
exceed current requirements of various manufacturers and NFPA 1015. The check sheets
represent specific guidelines for tasks through training. Standardization of the apparatus
enhances this process as all employees are familiar with like equipment at all locations.
Plan:
Current check sheets, procedures and policies will be reviewed regularly to assure all apparatus
and vehicles receive all required maintenance checks and repairs to assure safe, dependable
operation at all times.
Create a more specific internal policy/procedure for fleet that guides the fleet manager in
reviewing guidelines and schedules as stated in the WMFR Administrative Procedure #4110 –
Maintenance and Operational check of District Vehicles and Apparatus.
293
References:
WMFR Administrative Procedure #4110 – Maintenance and Operational Check of District
Vehicles and Apparatus
294
Performance Indicator - 6D.6
The level of supervision is adequate to manage the program.
Description:
The overall supervision of the Fleet Services Division is assigned to a fleet manager who reports
to the deputy chief of administration. A shop foreman is responsible for the supervision of the
division in the absence of the fleet manager. The fleet manger and/or a senior EVT supervises
shop operations in the absence of the shop foreman.
Appraisal:
The current structure of supervision of the division as outlined in the District organizational chart
has been successful for many years. No supervisory deficiencies have been identified through
evaluation and review of this structure.
Plan:
The supervision will continue to be utilized for the management and supervision of division and
employee supervision. Workloads will be monitored and supervision will be modified as
needed.
References:
Job Description - Fleet Manager
Job Description - Fleet Mechanic
Job Description - Shop Foreman
WMFR Organizational Chart (master exhibits folder)
295
Performance Indicator - 6D.7
The agency’s information system allows for documentation and analysis of the apparatus
maintenance program.
Description:
The District’s Fleet Services Division utilizes a state-of-the-art information system created by
Faster Asset Solutions, Inc. of Norfolk, VA. This system tracks all maintenance performed on
every vehicle, analyzes vehicle maintenance costs, parts inventory and creates periodic reports
for review by management. Monthly reports are forwarded to the Finance Division and deputy
chief of administration for review and analysis.
Appraisal:
Faster Asset Solutions is state-of-the-art software used by most fleets in the region. A great deal
of research was performed prior to its purchase and utilization. It is currently doing all that is
expected as it pertains to maintenance records, analysis and evaluation. It creates monthly
billings for the organization for outside entity work performed and creates invoicing for those
billings. It has the capability to track maintenance trends, failure analysis and budget preparation
data.
Plan:
Continued use of Faster Asset Solutions is anticipated for the long term for the District’s
maintenance information system. The fleet manager will continue to evaluate the use of the
information system and will upgrade as necessary.
References:
About CCG Systems, Inc.
Job Description - Fleet Administrative Assistant I
Periodic Reporting Examples (available at Fleet Services)
296
Performance Indicator - 6D.8
The reserve vehicle fleet is adequate or a documented contingency plan with another agency is in
place for the event that apparatus must be taken out of service.
Description:
The District currently has six reserve engines; nine reserve medic units; one reserve 100’
platform; one reserve 65’ Telesqurt; and, one reserve heavy rescue. Reserve apparatus are stored
at Fleet Services and all other facilities that have space available. When space allows, the
reserves are strategically placed around the District for ease of access. These units are utilized on
a daily basis for backups for repairs, preventive maintenance, special events and other special
needs such as occasional temporary up-staffing needs and deployments.
Appraisal:
Adequate numbers of reserves in all required areas has not created any shortfalls in available
units. Unit availability is taken into account when planning for special events use and up-staffing
when required to assure reserve availability for front line operations. At the end of each business
day, the Fleet Services Division posts a status report that describes unit location and availability
status on the District network. On-duty district chiefs manage the movement and use of these
units daily. Determinations of reserve apparatus needs and surplus requirements are reviewed
annually by staff. Even when multiple needs are required on any one day this number of reserves
has proven to be adequate for successful daily operations of the District and meet requirements
of ISO for reserve numbers.
Plan:
Continue the current processes with annual review and evaluation. Meet all requirements of ISO
for reserve numbers and plan use of these units for up-staffing, deployments and special needs
accordingly.
297
References:
Daily Reserve Apparatus Status Report Sample
WMFR Vehicle Inventory
298
Criterion 6E: Tools and Small Equipment
Equipment resources are adequate and designed and maintained to meet the agency’s goals and
objectives.
Summary:
Tools and small equipment are adequately distributed throughout the District on the appropriate
apparatus. The distribution is based on the Insurance Services Offices (ISO), NFPA 1901, and
the needs of the District as outlined in the Standard of Cover and Risk Assessment. The
equipment officer, in conjunction with station captains, ensures that tools and small equipment
are inspected, repaired and maintained per industry standard. This process is documented in
administrative and standard operating procedures; all equipment is inventoried and tracked
through an electronic data base. New equipment is purchased with new apparatus. Testing,
maintenance and repair on any equipment above the level of line personnel is budgeted for and
conducted by factory representatives based on industry standards. An appropriate cache of
reserve tools and small equipment is maintained throughout the District.
299
Performance Indicator - 6E.1
Tools and equipment are distributed appropriately in sufficient quantities.
Description:
The District provides and distributes tools and equipment appropriately to meet operational
objectives.
The District has provided each apparatus with an equipment inventory. All apparatus maintain
the same basic inventory according to Administrative Procedure #4109, which ensures
standardization and familiarization. Backup equipment is stocked at various locations to replace
equipment on an as needed basis. EMS equipment is accounted for in Performance Indicator
5G.2.
Appraisal:
The District meets the ISO requirements and NFPA 1901 for basic equipment and tools and the
implementation of Administrative Procedure #4109 has provided a consistent inventory of
equipment for the membership to refer to.
Plan:
The equipment officer, with the administration chief will review equipment needs in conjunction
with the annual budget process and Standard of Cover.
References:
ISO Properties, Inc. Apparatus and Equipment Check off Sheet
NFPA 1901 (available in Life Safety Division)
WMFR Administrative Procedure #4109 – Hose Load & Equipment Standard
300
Performance Indicator - 6E.2
Tools and equipment replacement is scheduled, budgeted, and implemented, and is adequate to
meet the agency’s needs.
Description:
The company crews check tools and equipment on a daily basis. The company officer, along
with the station captain, is responsible for maintenance and if determined, replacement. A
property damage report is submitted for damaged equipment beyond repair. A cache of tools is
stored with the quartermaster and is available to replace lost or damaged tools. The company
officer works with the quartermaster to replace tools. New tools are purchased with each new
apparatus according to Administrative Procedure #4109. Replacement tools are budgeted for
each year. The tools and equipment replacement program meets the needs of the District.
Appraisal:
Replacement of tools and equipment has been successful as the company officers and station
captains determine the need to repair or replace those tools. Through the budget process, tools
and equipment are adequately cached for replacement. New tools are purchased for new
apparatus. Although the membership has replaced tools successfully without a formal procedure,
a document outlining the process will streamline the process.
Plan:
The District will continue to budget for replacement of tools and equipment to meet the
District’s needs and will evaluate the repair and replacement of all tools and equipment to ensure
completeness and efficiency. An administrative procedure addressing the replacement process
will be developed by 2013.
References:
2012 Budget Detail 10-02-41
Property Damage and Loss Report Sample
WMFR Administrative Procedure #4109 – Hose Load & Equipment Standard
301
Performance Indicator - 6E.3 CC
Equipment maintenance, testing, and inspections are conducted by qualified personnel and
appropriate records are kept.
Description:
All equipment maintenance, testing, inspections, and records are conducted and kept by qualified
in-house personnel as well as outside contractors. Initial inspections and minor repairs are
completed by station personnel per applicable administrative procedures. Any repairs beyond
their expertise are made by personnel with specialized training. Those with specialized training
are responsible for ladders, hose, small engines, hydraulic extrication tools, nozzles, and ropes.
SCBA and PPE are tested and repaired by qualified outside factory representatives. Records are
kept by the contractor for SCBAs and the District quartermaster maintains repair records for
PPE.
Appraisal:
The maintenance, testing, inspection, and record keeping for tools and equipment have been
appropriate for the organization. The use of personnel that are factory trained has ensured the
equipment has been properly maintained and tested. The practice of contracting with the SCBA
manufacturer and PPE manufacturer to perform inspection, testing, repair, and record keeping of
said equipment has proven valuable to the District. All records have been maintained by
individual stations and program managers. While the current practices are sufficient, the District
is seeking a centralized solution for the future to ensure consistency and conformity. The District
has appropriately maintained equipment and tools in accordance with applicable NFPA
standards.
Plan:
The District will continue to utilize the daily, weekly, and monthly inspection of equipment. Any
minors repairs needed will be made at the crew level. Any repairs beyond the crews’ expertise
will be made by those within the organization who are specifically trained to make such repairs.
The District will continue to contract with the SCBA manufacturer and PPE manufacturer for
inspection, testing, repair and record keeping of such equipment. The District will develop a
302
centralized records management system concerning the inspection, testing, repair, and
replacement of equipment and tools.
References:
APT Report/PPE Record Sample
Hose Inventory/Record Sample
Ladder Record Sample
NFPA 1932 (available in Life Safety)
NFPA 1962 (available in Life Safety)
SCBA Inventory Sample
TNT Factory Certified Service Technician Certificate
WMFR Administrative Procedure #4106 – Hose Testing
WMFR Administrative Procedure #4107 – Maintenance and Cleaning of Self Contained
Breathing Apparatus
WMFR Administrative Procedure #4108 – Life Safety Rope and Rope Rescue Auxiliary
Equipment
303
Performance Indicator - 6E.4
An inventory control and maintenance tracking system is in place and is current.
Description:
Daily, weekly, and monthly apparatus checks are performed by station crews. The crews match
the inventory on the apparatus against the equipment inventory in Administrative Procedure
#4109. Any discrepancies are documented with a property damage and loss report, and
replacement is coordinated with the company officer and the equipment officer. Inventory
control and maintenance tracking of SCBA equipment is maintained by a contract with the
manufacturer. Inventory control and maintenance tracking of hose, ladders, technical rescue
equipment, and PPE are maintained by those in charge of the respected areas.
Appraisal:
Due to a lack of an inventory control method, inventory control has been improved with
Administrative Procedure #4109. Inventory control and maintenance tracking has been kept by
those responsible for the equipment. The SCBA inventory control and maintenance tracking has
also been improved by contracting with the manufacturer. PPE inventory and maintenance has
also improved by utilizing the Advanced Protective Tracking (APT) software.
Plan:
The current inventory control system is adequate for the District and will be evaluated yearly for
effectiveness.
References:
APT Report/PPE Record Sample
Hose Inventory/Record Sample
Ladder Inventory Sample
Property Damage and Loss Report Sample
SCBA Test Samples
WMFR Administrative Procedure #4109 – Hose Load & Equipment Standard
304
Criterion 6F: Safety Equipment
Safety equipment is adequate and designed to meet the agency’s goals and objectives. For the
purposes of this criterion, safety equipment includes personal protective equipment (PPE) and
related equipment (e.g., SCBA).
Summary:
Safety equipment and personal protective equipment (PPE) is distributed to all sworn members
of the District. Safety equipment and PPE selection, use, distribution, inspection, inventory and
repair is all based on NFPA standards and functional need. The District electronically tracks and
maintains data on all safety equipment and PPE. The testing and repairs of safety equipment and
PPE is regularly scheduled and conducted by factory representatives. Replacement of safety
equipment and PPE is annually budgeted for and managed through the District’s quartermaster.
The processes related to safety equipment and PPE is documented in District administrative and
standard operating procedures.
305
Performance Indicator - 6F.1 CC
Safety equipment is identified and distributed to appropriate personnel.
Description:
The District has distributed safety equipment to all employees based upon general industry
standards and job functions. Firefighters are personally issued the following safety equipment:
1) One new structural firefighting protective ensemble that meets the current NFPA
1971 Protective Ensembles for Structural Fire Fighting standard based upon date of
purchase.
2) One reflective traffic safety vest that meets the ANSI-207-2006 standard.
3) Three sets of station/work uniforms that meet the NFPA 1975 Station/Work Uniforms
for Emergency Services.
4) One set of eye protection that meets the Z87.1-2003 standard.
5) EMS infection control pack that includes N95 mask, exam gloves, gown, and
eyewear.
6) One SCBA facemask.
Self contained breathing apparatus (SCBA) is not personally issued, but assigned to emergency
apparatus. There are SCBAs provided for all on-duty emergency responders. All safety
equipment is issued prior to engaging in on-duty response operations.
Appraisal:
Safety equipment is provided, but there is not a list of who is responsible for specific equipment
issuance. Safety equipment is identified in policy #303; however, the policy is not current. There
is not a clear process on the designation of an item to be safety related or evaluating changes in
safety standards or equipment.
Plan:
The District will establish a safety committee and review safety equipment needs annually using
NFPA 1500 as a guide. The department will continue to provide and distribute identified safety
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equipment to employees. The deputy chief of administration will update SOP #303 and clarify
the distribution of all safety equipment and update the policy to reflect current equipment.
References:
NFPA 1500 – Fire Department Occupational Health and Safety Program
WMFR Administrative
WMFR Standard Operating Procedure #303 – Personal Protective Equipment
307
Performance Indicator - 6F.2
Distributed safety equipment is sufficient for the functions performed.
Description:
The District provides uniformed personnel with the appropriate safety equipment needed for
anticipated emergency responses including EMS calls, structural firefighting, vehicle extrication,
wildland firefighting, dive rescue, and hazardous materials response. This is based upon the 2011
WMFR - NFPA 1500 self assessment chapter 7 items, department policy, and industry standards.
Appraisal:
Safety equipment is currently adequate for all identified types of responses based on the present
NFPA 1500 standard after a 2011 assessment; however, there is not an identified process to
evaluate changes in industry practices, equipment changes, or safety equipment gaps. The
department “safety captain” currently evaluates needs for changes in safety equipment, but there
is not a process to engage all potentially affected stakeholders or leverage technical expertise
from special operations groups. The absence of a safety committee limits the evaluation of safety
equipment.
Plan:
The District will reestablish a safety committee to review annually the types of safety equipment
needed to perform all department operations, safety, and the effectiveness of the current
equipment. This review will use the current version of NFPA 1500 as a guideline in the review
process because it’s the national standard for safety in the fire service. Recommendations for
improvement will be submitted through the department safety officer to the deputy chief of
operations.
References:
NFPA 1500 – Standard on Fire Department Occupational Safety and Health (available in Life Safety
Division)
West Metro Fire Rescue – NFPA 1500 – Assessment Summary 2011
308
Performance Indicator - 6F.3
Safety equipment replacement is scheduled, budgeted and implemented, and is adequate to meet
the agency’s needs.
Description:
Safety equipment replacement meets current NFPA standards when purchased. There is no
current schedule for safety equipment replacement. Safety equipment is replaced when lost,
stolen, or worn out and the budget is spread out between multiple divisions including EMS,
wildland, administration, and stations.
Appraisal:
The current system does not allow for easy evaluation of safety equipment costs or replacement
planning because the scheduling and budgeting process is not centralized. Protective ensembles
are replaced based upon excessive wear or damage. The lifespan of the protective ensembles as a
group is evaluated based upon need, technology changes, NFPA standard changes, and in-service
time. Protective ensembles for all firefighters have been replaced department wide multiple times
in the past fifteen years under capital projects. That district has effectively met safety equipment
needs because equipment is maintained or replaced before reaching the end of its service life. In
2008, all department SCBAs were replaced with a new model. The SCBA manufacturer
maintains all equipment and the department does not foresee a replacement need unless there is a
significant change in the NFPA standard, or ending of support by the manufacturer.
Plan:
The deputy chief of administration will continue to budget for the replacement of safety
equipment on a schedule based upon predicted life span in addition to immediate replacement as
needed to maintain operational readiness. The deputy chief of administration will review the
feasibility of combining all safety equipment into a single budget. All safety equipment will be
maintained in a ready condition and replaced as needed. The department will also establish a
safety committee to continuously evaluate NFPA standard changes along with manufacturer’s
recommendations for safety equipment replacement.
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References:
WMFR Budget
310
Performance Indicator - 6F.4
Safety equipment maintenance, testing, and inspections are conducted by trained qualified
personnel and appropriate records are kept.
Description:
The District’s safety equipment is inspected and cleaned by uniformed personnel when
applicable or by certified outside agencies. The warehouse manager, along with members who
perform advanced cleaning, have received manufacturer certified training pursuant to NFPA
1851and manufacturer specific maintenance. Protective ensembles undergo routine inspection by
the end user who is provided training when the ensemble is issued. Records and documentation
of all repairs, maintenance, and testing of protective ensembles are maintained using an
advanced protective tracking software database. Protective ensemble repairs and maintenance are
made by the manufacturer or their authorized representative with the exception of advanced
cleaning. Protective ensembles are also inspected when undergoing advanced cleaning. SCBA
equipment is repaired and maintained by the manufacturer. Other safety equipment is inspected
during daily and weekly apparatus checks and replaced if necessary.
Appraisal:
Inspections of personal protective equipment (PPE) are conducted on a daily basis by assigned
members as described in Administrative Procedure #1105 and are adequate for a basic
inspection. An annual inspection of protective ensembles is also performed during annual
cleaning, but this inspection does not qualify as an “advanced” inspection pursuant to NFPA
1851. The warehouse manager tracks all repairs to bunkers with inventory software. SCBA and
masks are inspected and tested annually by a certified contractor who maintains their own
records.
Plan:
The department will maintain protective ensembles at the current level of repair and train
members who perform routine inspection and advanced cleaning based upon the manufacturer’s
instructions and NFPA 1851. Advanced inspection of protective ensembles will be only
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performed at an authorized service center when undergoing repair. The department will continue
to contract with Scott Health and Safety for inspection, maintenance, and repairs of SCBAs.
References:
APT Report/PPE Record Sample
Property Damage and Loss Report Sample
SCBA Inspection Record (on file at SCBA shop)
WMFR Administrative Procedure #1105 – Protective Clothing: Replacement/Loss/Maintenance
WMFR Administrative Procedure #4107 – Maintenance and Cleaning of SCBA
WMFR Standard Operating Procedure #303 – Personal Protective Equipment
WMFR Standard Operating Procedure #304 – Self Contained Breathing Apparatus
312
Performance Indicator - 6F.5
A safety equipment inventory control and maintenance tracking system is in place and current.
Description:
Personal protective equipment (PPE) is issued and tracked through an internal supply warehouse
with the District’s warehouse technician as the inventory manager. Fire fighting helmets, coats,
pants, boots, and normal station wear is issued and tracked via computerized tracking and
inventory software from APT. This software tracks the issue date, manufacturers’ information,
and serial numbers. Fire fighting gloves and hoods are distributed by district chiefs operating in
the field, but not tracked. SCBA equipment inventory and maintenance is tracked by Scott
Health and Safety, a private contractor. All other PPE is tracked upon issue from the warehouse
using the APT.
Appraisal:
The tracking software is effective for tracking inventory, manufacturer dates, serial numbers, and
PPE repair. It was placed into service in 2009, and therefore only has recent inventory, but has
proved to be an invaluable tool. Two stations currently perform advanced cleaning and routine
inspection of PPE based upon the NFPA 1851 standard, however, the last documented training
was in 2011. Any PPE needing maintenance, repairs, or replacement is coordinated through the
warehouse technician for service by the manufacturer.
Plan:
The department plans to implement a tracking feature in the APT software that allows tracking
of protective ensemble cleaning, maintenance, and inspection per NFPA Standards.
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References:
NFPA 1851 – Selection, Care, and maintenance of Protective Ensembles for Structural Fire
Fighting and Proximity Fire Fighting (available in Life Safety Division)
PPE Inventory and Maintenance Tracking System Sample
WMFR Administrative Procedure #1105 – Protective Clothing
314
CATEGORY VII: HUMAN RESOURCES
Human resources are defined as all aspects of personnel administration except those of training
and competency, which are addressed in Category VIII. The heart of any organization is its
people and this category is designed to appraise the importance and results of the human
resources programs. The mission of the Human Resources Division is to provide
professionalism, quality support and guidance that will enable all members to better serve the
citizens of the District. The mission will be accomplished by the following:
• Recruiting qualified individuals
• Retaining valuable members
• Establishing, administering, consulting, training and effectively communicating sound
policies and procedures
• Treating members with dignity and equality while maintaining compliance with
employment and labor laws, District policies and union agreements
• Recognizing and encouraging diversity in the work place
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Criterion 7A: Human Resources Administration
General human resources administration practices are in place and are consistent with local,
state/provincial, and federal statutory and regulatory requirements.
Summary:
The Human Resources Division is staffed with three employees and is responsible for managing
the following:
• Benefits (state and federal laws governing benefits)
• Recruitment, hiring, selection, eligibility testing
• Maintains personnel files
• Workers’ Compensation claims
• Pension/Disability
• Equal Employment Opportunity (EEO)
• Risk Management
One advantage of a fire protection district is the fact that all support services are internal; this has
placed the Human Resources Division working directly with the accreditation process and their
services are directed toward the success of the fire department exclusively.
The Human Resources Division employs a human resources specialist who is responsible for
managing employment practices in accordance with local, state, and federal regulatory
requirements. The Human Resources Division administration provides the structure to address
compliance with federal, state, and local regulations and to disseminate personnel policies and
procedures that support statutory and regulatory requirements. The Civilian Handbook policy
and the Working Agreements provide the primary source of communication from the District to
employees that demonstrate the District’s commitment to practices consistent with regulatory
requirements. Secondary communications that reinforce the District’s commitment to those
policies are video conferences and on-going education and seminars to all employees in areas
concerning state and federal regulatory employment requirements.
316
Performance Indicator - 7A.1 CC
A human resources manager is designated.
Description:
The District has assigned the human resources specialist as the designated human resources
manager.
Appraisal:
The human resources specialist currently manages three employees. This position oversees all
facets of human resources including but not limited to: recruiting; personnel; benefits; state and
federal laws governing benefits and employment; risk management; insurance administration;
and, management of auto and property claims.
Plan:
The human resources specialist will continue to ensure the District and employees are provided
with the necessary resources and are in compliance with state and federal laws. In addition,
meetings, trainings, and seminars will continue to be attended to provide current information.
References:
Job Description – Human Resources Specialist
317
Performance Indicator - 7A.2
The human resources program has adequate staffing to accomplish the human resources
administrative functions.
Description:
The District’s Human Resources Division is adequately staffed with three full time employees.
The deputy chief of administration also provides support to the Human Resources Division. The
Human Resources Division functions are:
• Benefits (state and federal laws governing benefits): Manages and maintains life,
medical, dental, vision, pension and flexible spending.
• Recruitment, hiring, selection, eligibility testing: Facilitates and manages advertising,
applications, backgrounds, testing, interviews and orientation.
• Personnel: Maintains all personnel, background, benefit and medical files.
• Workers’ Compensation: Maintains all personnel claims in the medical records.
• Pension/Disability: Facilitates all facets of the pension and disability plans regulated by
the state under Fire and Police Pension Association (FPPA).
• Equal Employment Opportunity (EEO): Maintains the District’s EEO data and provides
reports as necessary.
• Risk Management: Manages and audits property/casualty, vehicle, Workers’
Compensation, and accident reports/claims. Maintains a safe environment for all
employees.
Appraisal:
The Human Resources staff provides the support function for the District and its employees to
accomplish the District’s mission, goals and objectives. The staff requires independent judgment
and extensive knowledge of the Human Resources Division's procedures. The Human Resources
Division ensures the District’s employees are provided with the necessary resources and are in
compliance with state and federal laws. At this time Human Resources is staffed with adequate
staff to perform all functions.
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Plan:
Additional staffing requirements will be addressed on an as needed basis.
References:
WMFR Organizational Chart (master exhibits folder)
319
Performance Indicator - 7A.3
Policies are established to direct the human resources administrative practices in accordance with
local, state/provincial, and federal requirements.
Description:
All policies and procedures are established and available electronically on the District’s intranet.
Policies and procedures are reviewed annually for changes. Policies are created and maintained
as necessary.
Appraisal:
The Human Resources Division updates the human resources policies and procedures as
necessary in accordance with local, state/provincial and federal requirements. The Human
Resources Division monitors changes via subscriptions, newsletters, websites, educational
seminars and email notifications from professional human resources organizations such as
International Public Management Association for Human Resources (IPMA-HR), Colorado
Public Human Resources Association (CPHRA), Mountain States Employers Council (MSEC),
Society for Human Resource Management (SHRM) and State and Local Government Benefits
Association (SALGBA) and modifies policies and procedures as needed. Employees are notified
of policy and procedural changes via the intranet and internal email. It is the responsibility of the
members to stay alert and monitor changes to policies and procedures. Any violations to the
policies will be dealt with through disciplinary actions.
Plan:
The Human Resources Division will continue to modify policies and procedures as necessary in
accordance with Administrative Procedure #1610 to ensure they remain consistent with the
collective bargaining agreements, as well as local, state/provincial and federal requirements.
References:
Administrative Procedures Ebook Screenshot
IAFF Local #1309 West Metro Fire Fighters Working Agreement
WMFR Administrative Procedure #1610 - Changing Administrative Procedures
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Criterion 7B: Recruitment, Selection, Retention and Promotion
Systems are established to attract, select, retain, and promote qualified personnel in accordance
with applicable local, state/provincial, and federal statutory requirements.
Summary:
The District’s Strategic Plan includes the hiring, development and equipping of a workforce.
The Human Resources Division, the Civil Service Committee (CSC), and the Joint
Apprenticeship Training Committee (JATC) provide the structure whereby the District complies
with the recruitment and selection of candidates that reflect the community the District serves.
The District seeks to hire personnel most qualified for positions within the District. To support
the identification of potential employees, the District maintains a formal recruitment process that
begins with the posting of positions and continues the recruitment process with the outcome of
hiring, training, advancement and promotion of qualified personnel. The Civil Service
Committee maintains the criteria for the recruitment of firefighters in accordance with the
District and CSC rules and regulations. The JATC’s purpose is to provide the foundation for
developing the most capable, well-trained, and dedicated firefighters who will best serve the
District and the constituents.
The CSC is also tasked with the management of the promotion process and the JATC conducts
the testing process for promotions. Therefore the District, through the Human Resources
Division, the Civil Service Committee and the Joint Apprenticeship Training Committee provide
a comprehensive program compliant with applicable law and targeted to attract, retain, and
promote a workforce reflective of the District’s community.
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Performance Indicator - 7B.1
A mechanism is in place to identify and announce potential entry level, lateral, and promotional
positions.
Description:
The District posts available positions (uniformed and civilian staff) through inter-office email
and on the website. When necessary, the District also announces the available positions through
an outside recruiting consultant. The District does not use lateral transfers from outside
agencies.
Appraisal:
The District’s announcement process is functioning well and has provided a sufficient candidate
pool to fill all openings. The process meets all employment requirements of the state and federal
laws. The District has been very successful in reaching out to hundreds of individuals for entry
level firefighter testing. The District has not received any formal complaints in the testing
process. The District has received a few protests on promotional exams and made necessary
changes to improve the next time around.
Plan:
The Human Resources Division will continue to provide the mechanisms to announce and
inform current employees and the general public of potential job opportunities. The District
currently utilizes Jobing.com, Twitter and Facebook for posting announcements and is always
looking for new social media venues.
References:
Internal Job Posting/Announcement Sample
Website Posting Screenshot
322
Performance Indicator - 7B.2
The agency and its members are part of the recruiting process.
Description:
The District, through the Civil Service Committee (CSC); the Human Resources Division; the
Training Division; the Wellness Division; and, the members, represented by the Joint
Apprenticeship Training Committee (JATC), are part of the recruiting process.
Appraisal:
The CSC is a committee of volunteer board members that has delegated the recruiting
responsibilities to the fire chief. The Civil Service Committee Rules and Regulations outline the
criteria for recruitment of firefighters. The fire chief has assigned the JATC to oversee and
conduct the testing/recruitment process according to the CSC Rules and Regulations, the Joint
Apprenticeship and Training Committee Standards of Apprenticeship, and the JATC Policy
Manual #1001 (New Hire Testing – General). The Human Resources, Training and Wellness
Divisions assist with the JATC testing/recruitment process. The promotional process is
administered by the training division with oversight from the CSC.
Plan:
The District will continue to seek input from internal resources to improve the recruitment
process.
References:
Civil Service Committee Rules and Regulations
JATC Policy Manual #1001 - New Hire Testing – General
JATC Standards of Apprenticeship (pages 3-4 and 49-53)
323
Performance Indicator - 7B.3 CC
Processes and screening/qualifying devises used for recruitment and selection of initial,
lateral, and promotional candidates are job related and comply with all local,
state/provincial, and federal requirements including equal opportunity and discrimination
statutes.
Description:
The Civil Service Committee (CSC), the Joint Apprenticeship Training Committee (JATC) and
the Human Resources Division ensure that the District is in compliance with all local,
state/provincial, and federal statutes. All testing is reviewed by the JATC to ensure the process
of hiring is job related and complies with all local, state and federal requirements including equal
opportunity and discrimination statutes. The statutes are always being reviewed by the District
legal counsel as well as the Department of Labor. The JATC conducts the testing process by the
CSC Rules and Regulations, pursuant to state statutes. The District is an equal opportunity
employer and complies with all the laws through policies and administrative procedures.
Advancement is available for apprentice fire medics (AFM) based upon previous fire service,
EMS experience or higher education. Promotions are available for all uniformed personnel that
satisfactorily meet the qualifications and requirements set forth by the CSC. The
promotional/succession process is administered by the Training Division. They send out all
announcements for promotional exams. The promotional process for first grade firefighter,
lieutenant, engineer, captain and chief positions are staggered every two years or as necessary
based on funding. Once the testing process is complete a list of all passing members is posted in
all facilities and online. Once there is an opening then the position is filled with the first
individual on the list on down until the list expires.
Appraisal:
The promotional process adequately meets the needs of the District and the requirements set
forth by the CSC. The District has not received any formal complaints in the promotional
process. The District has received a few protests on promotional exams and made necessary
changes to improve the next time around.
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Plan:
The CSC and JATC will continue to improve the hiring and promotional processes, through
annual review.
References:
Civil Service Committee Rules and Regulations
JATC Committee Standards of Apprenticeship (pages 49-53)
JATC Policy Manual #1001 - New Hire Testing – General
JATC Policy Manual #1002 - New Hire Testing – Written Examination
JATC Policy Manual #1003 - New Hire Testing – Physical Ability Test
JATC Policy Manual #1004 - New Hire Testing – Structured Oral
JATC Policy Manual #1005 - New Hire Testing – Eligibility List
JATC Policy Manual #2001 – Advancement
WMFR Administrative Procedure #1627 - Promotion Procedure
325
Performance Indicator - 7B.4
The agency’s workforce composition is reflective of the service area demographics or the agency
has a recruitment plan to achieve the desired workforce compositions.
Description:
The District has developed a recruitment diversity team to achieve the desired workforce
composition. The team is composed of a human resources representative, a union representative,
a deputy chief, two female firefighters, a community outreach representative and a civil service
representative.
Appraisal:
The District’s workforce composition does not reflect the service area demographics.
The diversity recruitment team reaches out to Jefferson County schools, local and national
minority organizations; universities; fire/EMS based programs; military branches; recreation
centers; local events; job fairs; and, women’s organizations. This is accomplished through
programs to inform and educate the community via Twitter, Facebook, the District website and
websites of minority based and higher education partnerships. The District has recently released
a diversity video. The District has not received any feedback yet but is optimistic about reaching
all demographics while being posted on several social media sites.
The District’s wellness manager, Community Outreach Division, JATC, Training Division and
Human Resources Division have worked as a team to develop the recruitment plan to develop
the desired workforce demographic composition. The ultimate goal is for the District personnel
to reflect the District census without creating a financial hardship or reduction in standards.
Plan:
The District will develop a recruitment plan that will strive for the workforce to reflect the
census in the demographic service area.
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The District will continue to partner with minority organizations; women’s organizations;
military branches; higher education employers; hospitals; and, EMS/fire based programs. The
recruitment diversity team will foster new relationships, improve existing relationships and
evaluate the end product of those relationships. The diversity team will continue to use multi
media outlets to communicate pertinent information to the public.
References:
Minority Organizations Websites List
WMFR Facebook Screenshot
WMFR Jobing.com Screenshot
WMFR Recruitment Sign Up Sheet
WMFR Twitter Screenshot
WMFR Website http://westmetrofire.org/ Screenshot
327
Performance Indicator - 7B.5
A new member orientation program is in place.
Description:
The District has a comprehensive new hire orientation program for all future members. The goal
of the District is to reach out to every new member and welcome them to West Metro. West
Metro prides itself as the best fire protection District in the state of Colorado. The Human
Resources Division takes pride in being professional and understanding to every new member.
The goal of Human Resources is to provide compassion and “human” interaction to assist new
hires through the rigid training process to ultimately serve the citizens of the District. The
expectations of the District are that each member will hold themselves to a higher standard that is
expected from the citizens served by West Metro.
Appraisal:
The District’s orientation is three days long for firefighters and two hours for civilians, which
covers all pertinent aspects of the District and the member’s position. West Metro has found that
this process is very helpful in answering questions regarding the comprehensive benefit
programs. All forms are collected by the end of the first week of employment. This process also
helps to eliminate errors and delays in the data entry of the payroll and staffing programs.
Plan:
The Human Resources Division and the Training Division will continue to work together and
ensure the new member orientation programs are up to date. Both divisions will continually
monitor the needs of the District and make any necessary adjustments to the new hire orientation
process.
References:
Civilian Orientation Outline (Benefits Binder Table of Contents)
New Hire Forms Checklist
New Hire Orientation (Academy Agenda)
Uniformed Orientation Outline (Benefits Binder Table of Contents)
328
Performance Indicator - 7B.6 CC
A supervised probationary process is used to evaluate new and promoted members based
on the candidates’ demonstrated knowledge, skills and abilities.
Description:
The District has a systematic supervised probationary process for new members. The members
begin their probation in the academy. Once graduated from the academy they become
apprentices and follow the three year apprenticeship program, which is their probation period.
After completion of apprenticeship, all members become Civil Service members.
Civil Service members have to complete the requirements of the Civil Service Committee’s
(CSC) check-off list accordingly, to be eligible to test for the CSC promotional exam. Upon
successful completion of their promotional exam they must complete a position task book (PTB)
in order to act in those positions. There is a one year probation period for all Civil Service
member promotions.
The District provides a quarterly promotional ceremony for all promotions at the board meetings.
Appraisal:
A performance appraisal is required at the conclusion of any probationary period. When the
member has successfully completed their probation period their officer submits a request to the
board of directors (BOD). The BOD votes to approve all promotions. The member shall be
notified through the chain of command and a letter is submitted from the deputy chief of
operations to the member and the personnel file with the official promotion date and assignment.
The process works very well. The District promotes highly qualified members that are more
than prepared for the position due to the requirements prior to testing. Few members have failed
the probationary process. However when a member does fail they are placed on a performance
improvement plan and if not compliant then termination is the end result. The Training Division
is always working to improve the probationary skills and testing process to improve the member
scores.
329
The District currently has a 90 day probationary period for all civilian positions upon hire. The
District will continue to monitor this process. Due to limited positions there is no promotional
process for civilians. Civilians are always encouraged to apply to internal job openings if
qualified.
Plan:
The District will continue to monitor the probationary and promotion process and make changes
as necessary.
References:
Internal Job Announcement Sample
Position Task Book (Lieutenant to Captain)
Promotional Requirements Check Off List
Testing Policy West Metro Fire Protection District Training Center
WMFR Administrative Procedure #1601 - Apprenticeship Program for Fire Medic
WMFR Administrative Procedure #1627 - Promotion Procedure
330
Performance Indicator - 7B.7
An employee/member recognition program is in place.
Description:
The District has an employee recognition program in place. Employees can be recognized for
Years of Service; with a Certificate of Recognition; as Firefighter of the Year; Team of the Year;
Call of the Year; Civilian of the Year; with a Distinguished Service Medal (Fire Rescue, EMS
Life Saving, Medal of Commendation); Medal of Honor; or, Medal of Valor. Awards are
presented at an awards ceremony.
Appraisal:
The District has an Awards Committee that recognizes its employees. The District’s recognition
program/ceremony is effective and is well attended by employees, family and friends. The
awards are received with appreciation, gratitude and honor.
Plan:
The Awards Committee will continue to evaluate suggestions and improvements to the
recognition program.
References:
WMFR Awards Committee Bylaws
331
Performance Indicator - 7B.8
The working conditions and environment are such that the agency attracts diverse and qualified
applicants and retains a tenured workforce.
Description:
The District attracts and retains qualified personnel. The District attempts to attract a diverse
applicant pool by placing job announcements with a variety of local papers, various websites,
professional organizations, local schools, in addition to attending job fairs. The working
conditions are great. The District provides the best facilities, equipment, apparatus and training
in the state. The District attracts so many applicants during the testing process because the
District’s reputation is such that those individuals only want to work for West Metro Fire
Protection District. The attraction brings the same applicants back year after year to apply. The
District’s turnover is very minimal. Most individuals stay for an entire career both in the
uniformed and civilian positions.
Appraisal:
The District has no issues with attracting diverse and qualified applicants as discussed
throughout Criterion 7B. The District attracts well over 1,000 applicants with each firefighter
testing process. In recent years the civilian applicants have required several elimination
processes to get to a manageable interview list. Due to recent economic insecurities more and
more individuals are turning to public sector positions for benefits and longevity. The District
has seen more civilian applicants over the past few years.
The District’s workforce composition is very similar to that of the area it serves, which is
predominately white (86% per the Demographic Census Report 2010). The District’s workforce
consists of approximately 90% male and 10% female employees, which includes line and staff
per the 2011 Equal Employment Opportunity (EEO-4) Report.
The District has a turnover rate of less than 10% and retains employees by making available a
great benefits package, working conditions, attractive pay, modern facilities and state-of-the-art
equipment for the employees based on the most recent MSEC Fire Protection Services Annual
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Survey. Due to the uncertainty of the market and lower pension account balances more and
more individuals are working longer in public sector positions and retiring later. This is the
same feedback received for both uniformed and civilian positions.
Plan:
Continuing to pursue, attract and retain a diverse and qualified pool of candidates will be of the
highest importance for the District. The District will also strive to continually improve benefits,
working conditions, pay, facilities and equipment.
References:
2011 EEO-4 Report
2011 Turnover Report
Demographic Census Report 2010
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Performance Indicator - 7B.9
Exit interviews or periodic employee surveys, or other mechanisms are used to acquire feedback
and improve agency policies and procedures.
Description:
The Human Resources Division conducts an exit interview for all employees who voluntarily or
involuntarily resign. The purpose of the exit interview is to assist with final payouts (including
vacation, sick and comp time), retirement options, COBRA options, and to return District owned
items and administrative paperwork. The interviews are informal and also consist of face-to-face
discussions regarding the reason for leaving, employment career experience, organization
concerns and suggestions for improvement. The resigning employee is also asked to complete a
voluntary exit questionnaire.
Appraisal:
The District has found that the informal exit interview provides valid information for the
District and managers in evaluating areas of success and potential areas for development
and/or improvement. The exit interview process is provided by Human Resources. The data
collection is forwarded to the deputy chief of administration and the fire chief for review
and assessment of the information. That information is disseminated to the appropriate
division as directed by the chiefs.
Plan:
The District will continue with exit interviews and exit questionnaires and compile the data for
feedback and improvement to management.
The District will explore the development of additional surveys. Human Resources would like to
initiate an employee satisfaction survey to be measured biannually. The survey will be sent to all
employees and their responses will be collected and kept anonymous.
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The District will also explore formal and informal scheduled feedback meetings to share
relevant information and solicit feedback from employees regarding any areas or issues of
concern and suggestions.
References:
Exit Interview
Out Processing Checklist
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Performance Indicator - 7B.10
The agency conducts workforce assessments and has a plan to address projected personnel
resource needs including retention and attrition of tenured and experienced employees/members.
Description:
All divisions are responsible for conducting their own workforce assessment to determine their
specific staffing needs. Requests for additional personnel, promotions and/or reclassifications
are submitted through the annual budget process for approval.
The Human Resources Division is responsible for assisting each division with their staffing
needs, whether that be reclassifying an existing employee, promotional process, hiring a new
employee or reduction in force.
The District is successful in retaining quality employees by offering a competitive compensation
and benefits package along with a desirable work environment, career development and training
opportunities.
Appraisal:
The District reviews staffing needs and levels throughout the year based on the budget and the
Strategic Plan. The Human Resources Division notifies command staff of potential retirements.
Command staff determines the projected number of individuals needed to fill positions and send
through an academy in any given year. Based on those needs staffing levels will be adjusted and
the budget will be adjusted for the upcoming academy costs.
The District recently conducted an involuntary reduction in force (RIF) as a result of projected
decreases in property taxes. The recent RIF plan resulted in four separations and yielded four
position eliminations which reduced salary and benefits expenses for the following year.
Plan:
The District plans to continue having each division be responsible for conducting their own
workforce assessment to determine their specific staffing needs. The Human Resources Division
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will continue to partner with the management team to assist them in assessing their individual
staffing needs and anticipate future situations
References:
WMFR Strategic Plan (Goal 6, pages 29-31) (master exhibits folder)
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Criterion 7C: Personnel Policies and Procedures
Personnel policies and procedures are in place, documented, and guiding both administrative
and personnel behavior.
Summary:
Professionalism, as addressed throughout the values and goals of the Strategic Plan requires that
the District document through their policies and procedures, expectations and consequences of
personnel behavior. The District’s Civilian Handbook, Working Agreements, and board policies
provide District personnel with the organization’s expectations in the area of personnel behavior.
Specifically, the District maintains written standard operating procedures, administrative
procedures and board policies that communicate to all employees’ ethical standards and specific
prohibitions concerning harassment, discrimination, and conflicts of interest, related reporting
procedures and appeal processes. All are published in written form, are available on the intranet,
and are updated regularly.
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Performance Indicator - 7C.1 CC
Personnel policies, procedures and rules are current, written, and communicated to all
personnel.
Description:
The District’s administrative procedures and board policies are current and communicate the
day-to-day administrative and operative functions of the District. In addition, all department
personnel shall utilize the District’s standard operating procedures (SOPs) as the official source
of reference for guidelines pertaining to routine and emergency operations, which are available
on the District intranet.
Appraisal:
The District has currently written and communicated standard operating procedures,
administrative procedures and board policies that can be found on the intranet. These documents
are dynamic and open to change if necessary. The standard operating procedures, administrative
procedures and board policies are reviewed annually for changes. All revisions are posted on All
Postings for all members to review and become familiar with. It is the responsibility of the
member to stay alert and be aware of all changes. All trainings are documented with signed
rosters.
Plan:
The District’s command staff will continue to keep these procedures, policies, and SOPs current
as necessary changes arise. All changes are communicated through trainings, All Postings
and/or the intranet.
References:
Training Roster Sample
WMFR Administrative Procedure #1603 – Administrative Procedures
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Performance Indicator - 7C.2 CC
A specific policy defines and prohibits sexual, racial, disability or other forms of
harassment, bias, and unlawful discrimination of employees/members and describes the
related reporting procedures. The policy and organizational expectations specific to
employee behavior are communicated formally to all members/employees and are
enforced.
Description:
The District expressly prohibits any form of unlawful harassment or discrimination based on
race; color; religion; creed; sexual orientation; gender; national origin; ancestry; age; disability;
veteran status; marital status; military status; membership or non-membership in the Union; or,
status in any other group protected by Federal, State or local law. Administrative Procedure
#1608 outlines the expectations for all employees very well.
Appraisal:
All employees have been given a presentation on the District’s policies regarding discrimination
and harassment; the Health Insurance Portability Accountability Act (HIPAA); Family and
Medical Leave Act (FMLA); and, Americans with Disabilities Act (ADA).
The District is adequately training all employees on the policies and procedures that prohibit
discrimination and harassment of any kind. Administrative Procedure #1608 outlines the
complaint/review process. The District maintains confidentiality to the extent possible knowing
a formal investigation might transpire and cause additional individuals to become involved.
Plan:
The Human Resources Division will continue to monitor the local, state, and federal laws
through Mountain States Employers Council (MSEC); on-line; organizations; and, weekly
newsletters and bulletins. The District will continue to provide training bi-annually.
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References:
Post Academy Employment Discrimination, HIPAA, FMLA, and ADA Presentation
WMFR Administrative Procedure #1608 – Harassment and Discrimination Reports
341
Performance Indicator - 7C.3
A disciplinary system is in place and enforced.
Description:
The District has a disciplinary system in place and enforced. All members of the District are
expected to conduct themselves in a highly self-disciplined and professional manner, both on and
off duty. All discipline is handled according to the Corrective Action Administrative Procedure
#1605. The fire chief or designee is ultimately responsible for administering the discipline in a
protective, progressive and lawful manner.
Discipline is documented through performance advisory or formal disciplinary action.
Compliance and successful completion of a performance improvement or corrective action plan
shall be noted and placed in the member’s file. For any appeals the District follows the Appeals,
Grievances, and Disciplinary Action Administrative Procedure #1617. This procedure provides
guidance on appeals and grievances involving discipline. The disciplinary process is established
by the union and management and outlined in the administrative procedure. This is a joint effort
to provide a fair disciplinary process.
Appraisal:
The District’s corrective action system effectively addresses all types of disciplinary issues and
adequately meets the needs of the District. The corrective action, appeals and grievances
procedures provide a fair disciplinary process for all members. This process works very well at
changing conduct and behavior that is unbecoming or unprofessional.
Plan:
The District will continue to follow the procedures necessary to enforce disciplinary action and
will review this policy periodically and make changes as necessary.
References:
WMFR Administrative Procedure #1605 – Corrective Action
WMFR Administrative Procedure #1617 – Appeals, Grievances & Disciplinary Action
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Performance Indicator - 7C.4
An internal ethics and conflict of interest policy is published and communicated to
employees/members.
Description:
The District clearly outlines the expectations in regards to ethics and conflict of interest. This
Code of Conduct Administrative Policy #1001 is published and communicated on the District’s
intranet.
Appraisal:
District Administrative Procedure #1001 - Code of Conduct, is part of the new hire orientation
with all new employees/members. This administrative procedure outlines information on
conflict of interest and references to proper ethics. All administrative procedure are reviewed
and updated annually.
Plan:
The District will continue to provide training on ethical issues and possible conflicts of interest
on an as-needed basis.
References:
WMFR Administrative Procedure #1001 - Code of Conduct
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Performance Indicator - 7C.5
A grievance/complaint procedure is published and communicated to employees/members.
Description:
The District follows the steps of the grievance procedures that are outlined in the union Working
Agreement and Administrative Procedure #1617 - Appeals, Grievances and Disciplinary Action,
which are posted on the District intranet. Civilians do not have a formal appeal or grievance
process as they are not a part of the union. Civilians are at-will employees in the state of
Colorado which means they can be terminated at-will. The disciplinary process for a civilian
usually includes a verbal and/or written performance improvement plan which can lead up to and
include termination.
Appraisal:
The union Working Agreement and Administrative Procedure #1617 are published on the
intranet for all employees to access. This information is provided to each employee at their new
hire orientation. The civilian handbook which outlines the disciplinary process for civilians is
published on the intranet for all employees to access.
Plan:
The District will continue to follow the provisions of the Working Agreement between the union
and the District and update administrative procedures as necessary. The District will update the
civilian handbook on an as-needed basis.
References:
Civilian Employee Employment Policy (page 3)
IAFF Local 1309 West Metro Fire Fighters Working Agreement
WMFR Administrative Procedure #1617 - Appeals, Grievances and Disciplinary Action
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Criterion 7D: Use of Human Resources
Human Resources development and utilization is consistent with the agency’s established
mission, goals, and objectives.
Summary:
The District maintains an objective of providing the citizens and personnel of the District with
transparency within the organization. The Human Resources Division provides the framework
for the District to communicate the mission, goals and objectives of the District through the
disclosure of position classifications, qualifications, and career development programs available
for personnel.
Uniformed personnel qualifications are maintained within the Training Division as they relate to
special knowledge. Other personnel qualifications and certifications for specialized knowledge
are maintained in the Human Resource Division.
The formal system established by the Human Resources Division provides the District with the
means necessary to access requirements for all positions, evaluate performance in each position,
and identify certifications and special knowledge skills and abilities. The District recognizes
career development as essential to providing exceptional service delivery and supports members’
attendance at programs and courses. Tuition reimbursement programs are available to District
employees, and the District pursues excellence in the area of human resource management as
these tools assist the District in professional growth with the objective of the development of a
workforce succession plan consistent with the Strategic Plan.
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Performance Indicator - 7D.1 CC
A position classification system and a process by which jobs are audited and modified are
in place.
Description:
The District provides job descriptions for all positions. Department heads and supervisors are
required to update job descriptions as necessary. Job descriptions are reviewed on an annual
basis at the division level for any necessary changes. The Human Resources Division is
responsible for the administration and maintenance of the job descriptions. The deputy chief of
administration approves all changes and creations of new job descriptions. In 2006, and again in
2010, most job descriptions were audited and modified to current status.
Appraisal:
Each employee has a job description for their job title/rank to guide them in their job
responsibilities. Job descriptions are audited and updated as needed for each position.
Job market analysis is conducted every three years for civilians/mechanics or as necessary for
new positions, to match surrounding agencies. All job descriptions are accessible for all
members on the District intranet.
Plan:
Job descriptions will be continually audited and updated as necessary. The District will continue
to evaluate the organizational responsibilities, goals and mission to identify changes and impact
on job functions and make necessary changes to job descriptions.
References:
Job Description Intranet Webpage Screenshot
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Performance Indicator - 7D.2
Current written job descriptions exist for all positions and incumbent personnel have input into
revisions.
Description:
The District’s Human Resources Division collaborates with division supervisors to write each
job description, using ADA and EEOC rules and regulations as guidelines. Supervisors are also
asked to review job descriptions with the respective members on an annual basis and contact
Human Resources if any changes are necessary. Any changes made to the job descriptions must
be approved by the deputy chief of administration.
The District has a written job description for all positions that contains a summary of essential
job functions, which detail the knowledge, skills and abilities required to perform each position
successfully. A detailed job description is included in all of the job postings so applicants have
a clear understanding of the position they are applying for. Employees have access to their job
description via the District’s intranet which allows them to submit suggested changes to their
supervisor at any time.
Appraisal:
This process has shown to be effective and suitable for employees, supervisors and the District.
Managers and supervisors have been encouraged to meet with subordinates and get input
annually to update the job descriptions.
Plan:
The District will continue to seek member input and review and revise job descriptions as
necessary. New positions created by the District will be supported with a formal written job
description, and approved by the deputy chief of administration.
References:
Job Descriptions Intranet Webpage Screenshot
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Performance Indicator - 7D.3
A personnel appraisal system is in place.
Description:
The District has a system in place so that all members, both uniformed and civilian, receive an
evaluation annually. All members, with the exception of apprentice fire medics, will be required
to have an annual performance appraisal completed by their supervisor/officer, per
Administrative Procedure #1615. In addition, a performance appraisal is required at the
conclusion of any probationary period.
Appraisal:
The evaluation system is designed to help employees with a continuous improvement plan and
feedback program. These personal and professional objectives must be documented. Each
supervisor/officer is responsible for monitoring the member(s) progress in objective achievement
and job performance; exceeds standards, acceptable and not acceptable performance must be
noted on the annual performance appraisal. Each year in the fourth quarter, command staff
establishes the organization objectives for the following year.
Plan:
The District will maintain an open door policy and continue meeting with the member(s) on an
as needed basis, utilizing the performance appraisal as a summary of their performance,
objectives, and goals for the year. The District will continue to improve avenues of input for an
employee and review other avenues to improve the appraisal process. The District is currently
looking at revamping the performance appraisal process in order to measure performance over a
period of time as well as tie it back to the job description and more accountability.
References:
WMFR Administrative Procedure #1615 – Appraisal Program
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Performance Indicator - 7D.4
The District maintains a current list of the special knowledge, skills, and abilities of each
employee/member.
Description:
The Training Division keeps all records of the uniformed personnel’s special knowledge and
training records. At this time, the Human Resources Division keeps the special knowledge and
current training records of all civilian personnel.
The District utilizes the records management system database to track employees’ training hours,
formal education, professional certifications, in-house certifications and job-required licenses.
The Training Division and Human Resources are responsible for tracking and entering the job
related certifications, licenses and formal education as they relate to that respective Department’s
function; i.e., Human Resources tracks formal education, driver’s licenses; EMS/Safety tracks
Paramedicine, CPR and continuing education; and Training tracks driver operator, hazmat, etc.
This information is constantly updated as certification levels change and training documentation
is entered. The knowledge, skills, and abilities that are routinely tracked in the records
management system are:
• District specific certifications including driver/operator-aerial, officer qualifications,
driver/operator certifications, minimum professional skills, and physical ability test times
• Attendance at seminars, conferences, and various other training opportunities including
National Fire Academy, Colorado Leadership Symposium, Fire Service Instructor's
Conference, IAFC, FDIC, etc.
• American Heart Association and American Red Cross certifications including CPR,
ACLS, PALS and various instructor certifications
• Automatic external defibrillator (AED) certifications
• Colorado Department of Public Health and Environment certifications including EMT-B,
IV certification, EMT-I and EMT-P
• Colorado Division of Motor Vehicles including driver's licenses and commercial driver's
licenses (CDLs)
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• Colorado State Division of Fire Safety certifications including Firefighter I and II; Fire
Officer I, II, and III; Fire Instructor I and II; Fire Investigator; Hazardous Materials First
Responder -- Awareness, First Responder -- Operations, and Technician; Driver Operator
Utility, Pumper and Aerial; and Juvenile Fire Setter
• Formal college diplomas including associate, bachelor, master and doctoral degrees
• Various wildland certifications
Appraisal:
The District has documented all job-required certifications, licenses and requirements. This
information can be accessed and retrieved at many different levels within the organization. The
re-certification process is facilitated by this system.
The District scans and stores electronic copies of the various job related certifications, degrees
and licenses into the records management system for each individual employee. The training
master file is sufficient however it is maintenance intensive. The records management system
tracks expiration dates and will inform the administrator for that division as well as email the
member directly as early as one year up to every day prior to the expiration. The administrator
for each division can set those restrictions. The records management system is accessible by
division heads and chiefs at all levels.
It is ultimately the responsibility of the employee to maintain and provide required certifications
to the Training Division, EMS Safety Division and Human Resources. Failure to maintain a
current required minimum certification and/or required continuing education with certain
divisions shall result in corrective action including, but not limited to, suspension without pay
until a current certificate is submitted.
Plan:
The District will continue to use and maintain the records management system to track
employees’ training hours, formal education, professional certifications, in-house certifications
and job-required licenses.
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References:
RMS Certificate Panel Screenshot
RMS Database Screenshot
RMS Expiring Certificate Report
RMS Skills Panel Screenshot
351
Performance Indicator - 7D.5
Methods for employee/member input or a suggestion program are in place.
Description:
The District does not formally solicit employee input as part of its corporate culture and
organizational values. Although this is often an informal process, there have been various official
forums provided to facilitate open communications, including:
• IAFF Local 1309 – is a group representing 100% of line firefighters. The union is
affiliated with the Colorado Professional Fire Fighters Association (CPFFA), as
well as the International Association of Fire Fighters (IAFF). The union president
will address issues of mutual concern to employees and the agency, at the chief
and board of directors’ levels.
• Joint Apprenticeship Training Committee – a group of line personnel that
represents and mentors the apprentice fire medics.
• Command Staff – a group of chief officers who meet weekly to discuss personnel
and operational issues. This is an informal meeting with no minutes.
• Quarterly Staff Meetings – all division heads meet quarterly to discuss
administrative and operational issues.
• Healthfund Committee – a group of line and staff employees from all levels of the
organization who serve as an advisory committee that reviews and makes
recommendations regarding the District’s health benefits package.
• Awards Committee – a group of line and staff employees who collaborate to plan
the employee awards recognition program.
• Apparatus and Equipment Committee – a group of line and staff employees who
plan new apparatus and equipment.
Appraisal:
The District, through various mediums, encourages and supports open communication, feedback,
and suggestions. This system is functional and has facilitated reasonable input and suggestions
from employees.
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Plan:
The District will continue to utilize various committees and routinely scheduled meetings.
Develop and publish questionnaires and surveys to solicit employee feedback and foster an
environment of a more open communication forum.
References:
Awards Committee Meeting Minutes Sample
Calendar of Union Meetings
Healthfund Meeting Minutes Sample
JATC Meeting Minutes Sample
Quarterly Staff Meeting Minutes Sample
353
Performance Indicator - 7D.6
Career development programs are made available to all employees/members.
Description:
Career development for uniformed and civilian staff members is defined differently. Uniformed
members enjoy a career path that states the requirements for advancement through task book
completion and the officer development program. Career pathways for civilian staff members
are discussed and approved through their supervisor for budgetary purposes.
Both uniformed and civilian personnel are included in the District’s tuition reimbursement
program. This program reimburses uniformed personnel up to 75% of the tuition and book
expenses, up to a total of $4,000.00 per year for education, which is work related, but not job
required. The District’s continued education funding is limited to a life time cap of $24,000.00
per individual. The program reimburses civilian personnel at the rate of 50% each for courses
that are work related but not job required and with the prior approval of the fire chief. Civilian
reimbursements are contingent upon receiving a passing grade of “C” or above. Any job related
educational expenses would be paid at 100% by the District. This benefit is limited to $5,500.00
per year, per person, and is subject to Administrative Procedure #1613.
In addition, the District supports its members’ attendance at various seminars, conferences and
other training opportunities that provide career development. The District built its own Training
Center in 2010, for uniformed personnel to have continual training of their day to day duties
which is subject to the standard operating procedures. The training programs are supported
fiscally in the District’s budget and through the Strategic Plan.
The District offers multiple career development programs for uniformed employees such as the
fire academy, company officer development courses, and the field instructor program. In
addition, special teams positions are clearly defined; requirements for these positions are also
documented and adhered to in job descriptions. Employees who are interested in special teams
are eligible to attend specialized schools and training sessions, which are paid for by the District.
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In addition, the District conducts regular operations promotional testing processes on a bi-annual
basis in order to maintain an active list from which to promote should the need arise due to
growth or attrition. Having a list of qualified candidates to choose from when a vacancy arises
significantly assists the District in its succession planning efforts.
Members are encouraged to pursue opportunities and prepare themselves for future job openings
should they arise. The District’s historical practice is to hire and/or promote qualified persons
from within the organization when possible.
Appraisal:
Current development programs and methodologies help our employees participate in
promotional opportunities. The District maintains a list of degrees attained by uniformed and
civilian individuals during their tenure.
The District does a good job of succession planning for uniformed personnel to prepare for
future vacancies due to retirements and/or resignations by adhering to a routine schedule for
promotional testing biannually and maintaining a list of promotable officers to draw from as
needed.
Plan:
Career paths for uniformed personnel will continue to be revised and developed as necessary. All
members will be encouraged to further their education and experience levels, as well as prepare
themselves for advancement and promotional opportunities in the future. Changes in the
economy have caused a reduction in the amount of funds/budget available for career
development. There are funds available but with tighter controls and request timeframes.
References:
Civilian Employee Employment Policy (page 12)
IAFF Local 1309 West Metro Fire Fighters Working Agreement (pages 21-22)
WMFR Administrative Procedure #1613 – School Requests
355
WMFR Standard Operating Procedure EBook Screenshot
WMFR Strategic Plan (Objective 5-E, pages 27-28 and Goal 6, pages 29-31) (master exhibits
folder)
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Criterion 7E: Personnel Compensation
A system and practices for providing employee/member compensation are in place.
Summary:
The District, through the Human Resource Division, has enacted practices for the establishment
of fair and competitive compensation of employees. For uniformed employees, the Local 1309
Working Agreement details the results of union negations for compensation and benefits. These
results are affirmed through vote, communicated and published to all employees.
The Assistant Chief Compensation and Benefit Policy details compensation in place within the
policy period and is available to all employees. Similarly, they are posted on the District
intranet.
For civilian employees, the District publishes wage documents for all civilian salary ranges on
the intranet. Competitive compensation for civilian employees is established via a Workforce
Compensation Report that provides information on various civilian employment positions in the
District. This report is available within the Human Resource Division and the District updates
the Workforce Compensation Report on an annual basis.
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Performance Indicator - 7E.1 CC
Rates of pay and compensation are published and available to all employees/members.
Description:
The Human Resources Division publishes a wage document for all civilian salary ranges on the
District intranet in the Workforce Compensation Report. This document is available to all
employees to view and a hard copy is available through the Human Resources Division. All
uniformed salaries are available through the Local 1309 Working Agreement and posted on the
District intranet. All assistant chief salaries are available through the Assistant Chief
Compensation and Benefit Policy and posted on the District intranet.
Appraisal:
The current method/process for publishing and distributing salary information to all employees is
adequate and effective.
Plan:
The District will continue to update the Workforce Compensation Report for all personnel on an
annual basis.
References:
Assistant Chief Compensation and Benefit Policy (pages 5-8)
IAFF Local 1309 West Metro Fire Fighters Working Agreement (pages 9-12)
Workforce Compensation Report
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Performance Indicator - 7E.2
Member benefits are defined, published and communicated to all employees/members.
Description:
The District provides all employees a new hire orientation on their first day of employment. All
benefits are reviewed during the new hire orientation. Human Resources reviews the benefit
package in great detail with the employee and addresses any questions or concerns the employee
may have. Each new hire receives a comprehensive new hire orientation manual which includes
detailed benefit plan descriptions for all available benefits, enrollment forms, premium costs and
helpful benefit information such as resources; tools; hotlines; and, internet links for many of the
benefit carriers. In addition, the District brings in all the benefit providers to present their
product(s) and answer questions the employee may have on the first day of employment.
Benefits are reviewed via video conference once a year; employees are informed of any
upcoming changes that will be made to their insurance benefits. In addition to video conference,
benefit changes are posted on the All Postings email page and the Human Resources webpage as
well as face-to-face interaction in the Human Resources Division.
Appraisal:
The current methods for distributing benefit information to new hires and existing members
through new hire orientations, video conference meetings and the District’s intranet are efficient
and effective. The Human Resources Division is a daily resource for all employee human
resources needs.
Plan:
The District plans to continue to utilize various methods for distributing benefit information,
such as orientations, meetings, emails and posting information on the District’s website.
Improve the new hire orientation to include family members so that they can familiarize
themselves with the benefit package and ask questions of Human Resources.
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References:
Benefits Summary
Benefits Webpage Screenshot
New Hire Orientation Manual Outline
Summary Plan Description
360
Criterion 7F: Occupational Health and Safety and Risk Management
Occupational health and safety and risk management programs are established and designed to
protect the organization and personnel from unnecessary injuries or losses from accidents to
liability.
Summary:
Through the safety officer, the District ensures the occupational health and safety and risk
management programs are managed toward the Strategic Plan goal of enhancing the safety of the
membership. The safety officer is tasked with the implementation of risk reduction and program
training that includes safe work practices.
System documentation is established that allows the District to report on program training and
document training records. Situational awareness is evaluated and lessons taught and shared to
protect the District personnel from injuries. The use of the Near Miss Reporting System and the
use of lessons learned allow the District to educate its workforce and minimize injuries and
losses from accidents.
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Performance Indicator - 7F.1
A specific person or persons are assigned responsibility for implementing the occupational health
and safety and risk management programs.
Description:
The District currently has a full time safety officer administrative position that is responsible for
managing Occupational Safety and Health Administration (OSHA) compliance and risk
management functions within the District. The responsibility is listed in the safety officer job
description under nature of work and assigned duties and part of NFPA Standards.
Appraisal:
The safety officer position is currently filled and is clearly assigned the responsibility of OSHA
and risk management programs per the safety officer job description. The safety officer works a
40 hour work week, but is available by phone outside of normal business hours. The safety
officer also supervises safety related job functions of the safety and medical (SaM) officer
including injury/accident investigation, and incident safety officer responsibilities. The safety
officer attends EMS/Safety Division meetings to ensure the District is compliant with current
safety practices and standards as appropriate.
Plan:
The District will continue to staff the position of safety officer and maintain the responsibility of
implementing OSHA and risk management programs in the safety officer job description.
References:
Job Description – Safety Officer
NFPA 1500 – Fire Department Occupational Safety and Health Program - Section 3.3.47
(available in Life Safety Division)
NFPA 1521 – Fire Department Safety Officer - Section 4.1.1 (available in Life Safety Division)
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Performance Indicator - 7F.2
Procedures are established for reporting, evaluating, addressing, and communicating workplace
hazards as well as unsafe/unhealthy conditions and work practices.
Description:
The District currently uses the safety officer and safety and medical (SaM) officers to evaluate,
address, and communicate workplace hazards/unsafe conditions using safety bulletins posted to
an electronic bulletin board, training recommendations, and direct communication. Employees
can report safety hazards through their chain of command to the SaM or safety officer.
Appraisal:
The on-duty SaM officers and an administrative safety officer are the point of contact for dealing
with workplace hazards and unsafe/unhealthy conditions and work practices. No procedure is in
place to designate who should report workplace hazards to the safety officer or SaM officers.
Plan:
Develop and implement an administrative procedure that addresses the procedures to be followed
and clear lines of responsibility with regards to workplace hazards and unsafe conditions/work
practices within two years.
References:
Safety Bulletin 2010-1
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Performance Indicator - 7F.3
The agency documents steps taken to implement risk reduction and address identified workplace
hazards.
Description:
The District safety officer currently documents all steps taken to address identified workplace
hazards and risk reduction steps. The method used and storage area depends on the specific
workplace hazard identified and tracking systems available. The District documents actions in
follow-up comments on facility inspection forms, vehicle damage reports, RMS firefighter injury
or NFIRS incident reports, and archived email communication for hazards not involving injuries,
vehicle collisions, or annual facility inspections.
Appraisal:
Workplace hazard correction documentation is effective using the current systems, but there is
not a centralized tracking process or written policy regarding documentation of these items.
Identified risk reduction steps are placed in the standard operating procedures as necessary and
regard the specific risk addressed.
Plan:
The safety officer will include a documentation procedure when developing a new administrative
procedure as planned for in performance indicator 7F.2 within two years.
References:
Facility Inspection Form with Comments
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Performance Indicator - 7F.4
Procedures are established and communicated specific to minimizing occupational exposure to
communicable diseases or chemicals.
Description:
The District has Administrative Procedure #6202 in place to minimize occupational exposure to
communicable diseases.
Appraisal:
The District has Administrative Procedure #6202 that specifically describes the procedures to
minimize occupational exposure to communicable diseases. This is communicated directly to all
employees via the administrative procedures document posted on the department intranet and the
District conducts in-service training on infection control. The effectiveness of this in-service
training has not been evaluated and there continues to be exposures as documented on the annual
vehicle collision and injury/exposure report.
Plan:
The District will continue to monitor updates and new technology in occupational exposure and
will incorporate those changes in the administrative procedures and training. The safety officer
will continue to ensure that the EMS Division delivers infection control training on a consistent
basis.
References:
EMS Infection Control Training Record
WMFR Administrative Procedure #1507 – Communicable Disease
WMFR Administrative Procedure #6202 – EMS Procedures Infection Control Program
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Performance Indicator - 7F.5 CC
An occupational health and safety training program is established and designed to instruct
the workforce in general safe work practices, from point of initial employment through
each job assignment and/or whenever new substances, new processes, procedures, or
equipment are introduced. It provides specific instructions on operations and hazards
specific to the agency.
Description:
All firefighters are required to complete a training program that includes safe work practices and
occupational safety and health. During their probationary period, they are evaluated on policies,
procedures, and practices related to safety. When new processes, procedures, or equipment are
introduced, the division head coordinates the instruction in using those processes, procedures, or
equipment safely with assistance of the EMS/Safety Division as necessary.
Appraisal:
The current occupational health and safety training program meets the needs of the organization
and is compliant with local, state, and federal requirements.
Plan:
The safety officer will continue to evaluate the Occupational Health and Safety training as part
of the overall Fire Department Occupational Safety and Health Program every three years as
listed under NFPA 1500 Fire Department Occupational Safety and Health Program – Section
4.3.3.
References:
Hearing Conversation Program 2010 – (available in Wellness Coordinator’s office)
IFSTA – Essentials of Firefighting and Fire Department Operations – Chapter 2 (Firefighter
Safety and Health) Lesson Plan
JATC Standards of Apprenticeship
NFPA 1500 – Standard on Fire Department Occupational Safety and Health Program (available
in Life Safety Division)
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Respirator Fit Testing Report 2010 – (available in SCBA office)
RMS Training Records Screenshot
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Performance Indicator - 7F.6
The agency uses near miss reporting to elevate the level of situational awareness in an effort to
teach and share lessons learned from events that, except for a fortunate break in the chain of
events, could have resulted in a fatality, injury or property damage.
Description:
The District currently uses the National Firefighter Near Miss Reporting System for near miss
reports and posts the Report of the Week from the National Firefighter Near Miss reporting
system via our public folder email system.
Appraisal:
The use of the Near Miss Reporting System has provided information that has been shared
worldwide to increase situational awareness. An example of this is demonstrated in the
reference documents. The system is easily accessed from the internet and its use is mandatory as
referenced in an administrative procedure.
Plan:
The District will maintain the current procedure as written and encourage employees to
participate.
References:
Firefighter Near Miss Website Screenshot
Near Miss Submittal Sample
Report of the Week Sample
Safety Bulletin 2010-1
WMFR Administrative Procedure #1511 – Near Miss Reporting
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Performance Indicator - 7F.7
A process is in place to investigate and document accidents, injuries, legal actions, etc., which is
supported by the agency’s information management system.
Description:
The District has a process in place to investigate and document accidents, injuries, legal actions,
etc., and is addressed by Standard Operating Procedure #704 and Administrative Procedure
#1502. Documentation is supported by the records management system (RMS).
The District investigates and documents all vehicle and property damage accidents involving
department vehicles or equipment as well as injuries to its employees. An on duty incident
safety officer responds, investigates, and documents all injuries, vehicle collisions, and property
damage accidents. After the initial investigation, this information is electronically reported and
reviewed by the wellness manager and/or safety captain. This information is then used to form
recommendations on how to prevent future events. The completed report is then sent to the
deputy chief of administration, fleet services manager, and Human Resources Division for follow
up. Injury data is analyzed via the RMS. Vehicle and property damage is tracked via a
Microsoft Access database.
Appraisal:
This process is effective for vehicle accidents and injuries. The process is supported by
management, and effectively documented using Microsoft Office software. Lessons learned
have been submitted to the “Firefighter Near Miss” database and safety bulletins produced and
disseminated.
Plan:
The District plans to review this process annually and plans to comply 100% with investigating
all accidents, injuries, legal actions, etc.
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References:
Human Resources Database Screenshot
Injury Report (Redacted Sample)
Vehicle and Property Damage Report (Sample)
WMFR Administrative Procedure #1502 – On Duty Injury or Illness
WMFR Standard Operating Procedure #704 – Accidents Involving Department Vehicles
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Criterion 7G: Wellness/Fitness Program
The agency has a wellness/fitness program for recruit and incumbent personnel and provisions
for noncompliance by employees/members are written and communicated.
Summary:
The Wellness Division is responsible for managing the following:
• Workers’ Compensation, claim management, return to duty process
• Administration of District required fitness assessments and evaluations
• Rehabilitation of injured workers
• Modified/light duty program
• Health/wellness education and programs
• Compliance of NFPA 1582 and 1583
• Medical physical program and compliance
The District maintains strategic goals to enhance the wellness and safety of the membership
through comprehensive and pertinent training, education, rehabilitation and wellness programs.
To support this goal, the District has established administrative procedures and health related
fitness standards supported by NFPA 1583. Policies and procedures are written and provide
guidance to determine if members are able to perform essential job duties without undue risk or
harm. Requirements include members complete an annual physical ability test and wellness
evaluation for fitness. To support the District and District employees in the protection of
personnel from unnecessary injuries, the District also partners with various agencies to provide
personnel with annual memberships to wellness centers and has provided each fire station and
administrative building with equipment to meet minimum standards.
The District employs a wellness manager tasked with annual fitness appraisals, education and
maintains administrative procedures to assist with on-duty injury or illness, Workers’
Compensation, sick leave, and provides support through an employee assistance program
designed for all employees and family members. All requirements are communicated in written
form and via the intranet and are also communicated at all levels through annual testing.
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Performance Indicator - 7G.1 CC
The agency provides for initial, regular, and rehabilitative medical and physical fitness
evaluations.
Description:
The District provides initial, regular, and rehabilitative medical and physical fitness evaluations.
The District requires uniformed members to complete an annual physical ability test (PAT)
(job/task specific work performance test), metabolic exercise test (MET) (VO2 max test), and a
basic wellness evaluation, which includes: aerobic capacity test; body composition; muscular
strength; muscular endurance; handgrip strength test; and, flexibility. The District requires
successful completion of minimum scores on the PAT and MET tests from all line firefighters
annually as a condition of employment. The District administers medical physicals annually
following an age based scale. The medical evaluations are based on NFPA 1582 and are
performed by occupational medicine specialists. The member is advised of any medical
problems identified during the medical evaluation. Members handle personal health issues
through their private insurance. Issues that could interfere with the ability of the member to
perform the essential job functions are handled on a case-by-case basis.
Administrative procedures and NFPA standards define the annual process and programs for
fitness evaluations and medical physicals. The PAT test is administered in the spring and the
wellness evaluation is administered in early fall. By administering fitness evaluations every six
months it keeps the employee engaged with fitness and physical requirements of the job which
ensures better performance. The results of the evaluations are kept confidential between the
employee and wellness manager. All follow-up from the fitness evaluations and medical
physicals is contained between the employee, wellness manager and District physicians.
Appraisal:
As a condition of employment, the District requires specific standards for the annual physical
ability test, metabolic exercise test and the basic wellness evaluations as outlined in the
administrative procedures and NFPA standards. Those individuals that are unable to complete
the minimum requirements shall be placed on a conditioning/rehabilitation program for up to
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three months. Failure to meet the minimum requirements after the three months may result in
disciplinary action up to and including termination. The District has a 90% success rate with
individuals completing the annual evaluations the first time. On the other side, the remaining
10% are placed on a conditioning/rehabilitation program due to not meeting the minimum
requirements. The positive outcome is those individuals are successfully conditioned and
rehabilitated within the required three months and returned to duty.
Plan:
The District has a process for initial, regular and rehabilitative medical and physical fitness
evaluations. The District will continue to develop and sustain partnerships with outside private
and public sector agencies to continue to employ best business practices in respect to medical
physicals; rehabilitation of injured workers; disease management and prevention; fitness
assessments; and, wellness evaluations for over seven years. A physician work group will meet
bi-annually to analyze data and results from the medical physicals and fitness, changes in
technology, industry practices and member feedback. The group will continue partnerships with
valued entities, universities and seek new relationships to maximize better business practices. In
2010, there was 100% compliance with medical and physical evaluations. The medical
personnel are knowledgeable with NFPA 1582, 1583 and Workers’ Compensation law.
References:
Comparison of Standards Table
NFPA 1582 – Standard on Comprehensive Occupational Medical Programs for Fire Departments
(pages 1582-5 – 1582-59) (available in Life Safety Division)
NFPA 1583 – Standard on Health-Related Fitness Programs for Firefighters 2000 Edition (pages
1583-4 – 1583-19) (available in Life Safety Division)
West Metro Fitness Test Results Table
WMFR Administrative Procedure #1506 - Annual Physicals
WMFR Administrative Procedure #1508 - Physical Fitness Standards
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Performance Indicator - 7G.2
The agency provides personnel with access to fitness facilities and equipment as well as exercise
instruction.
Description:
The District provides individualized exercise instruction, consultation and training through the
wellness/workers’ compensation manager for all personnel. Each fire station and administrative
building has a designated area outfitted with the recommended equipment to successfully meet
the minimum standards outlined in an administrative procedure and NFPA standards. All
personnel have unfettered access to these exercise facilities on a daily basis. The District has
allotted paid workout time for personnel to achieve fitness goals.
The District has partnered with the city of Lakewood and Foothills Park and Recreation District
to provide all personnel with free annual memberships to their recreation and wellness centers
that are equipped with full gyms, swim pools and other valuable health related resources to
utilize when off duty.
The District has partnered with universities around the United States and formed a college
internship program that provides the District with two to three students every semester who assist
the wellness manager in providing exercise instruction and education to all personnel. The
District provides tailored exercise programs for District personnel.
The District wellness manager also hosts the District’s complete guide to wellness and fitness
web site which provides all personnel with detailed workout instructions/program and
rehabilitative workouts.
Appraisal:
Exercise instruction has been provided since 1998. Each fire station and administrative building
has a designated area that has been outfitted with the required equipment to successfully meet the
minimum standards outlined in Administrative Procedure #1508. Compensable injuries have
been reduced by over 80 percent since 1998.
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Plan:
The District will continue to monitor and work closely with the various partnerships that have
been forged with outside private and public sector agencies to foster additional funding,
educational opportunities and joint ventures that directly support the facilities and exercise
instruction efforts for all personnel.
References:
Letter of Agreement – City of Lakewood’s Recreation Division & WMFPD
Memorandum of Agreement – Foothills Park & Recreation District & WMFPD
NFPA 1583 – Health-Related Fitness Programs for Firefighters 2000 Edition (pages 1583-4 –
1583-19) (available in Life Safety Division)
WMFR Administrative Procedure #1508 - Physical Fitness Standards
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Performance Indicator - 7G.3
The agency provides wellness/illness education to all employees/members.
Description:
The District provides wellness/illness educational training through the wellness/workers’
compensation manager for all District personnel. All personnel have direct access to the
wellness intranet page which provides detailed information on wellness/illness education.
Appraisal:
The District has partnered with Foothills Park and Recreation District, Whole Foods, University
of Colorado Health Sciences Center and Colorado State University Nutritional Department to
provide all District personnel with additional educational services and opportunities. Roughly 90
percent of the organization takes advantage of one or more of the educational and wellness
services offered by the District.
Plan:
The wellness program is evaluated and updated annually with new educational material by the
wellness manager. The District will continue to provide wellness/illness education to all District
personnel and update and modify on an annual basis.
References:
WMFR Wellness Website Intranet Screenshot
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Performance Indicator - 7G.4
The agency provides an employee/member assistance program with timely access to critical
incident stress debriefing and behavioral counseling resources.
Description:
The District provides an employee assistance program (EAP) for all employees and/or family
members that are managed by Horizon Health. The EAP benefit provides five free sessions per
issue per year at no cost to the employee and/or family members. The program offers the
following:
• 24 hours a day, 7 days a week access for crisis calls, counseling and referrals
• Face-to-face counseling
• Confidentiality
• Free cost to all employees and/or family members
The EAP program provides assistance with the following but not limited to: child care; elder
care; alcohol and drug abuse; life improvement; difficulties in relationships; stress and anxiety
with work or family; depression; personal achievement; emotional well-being; financial and
legal concerns; grief and loss; identity theft; and, fraud resolution.
In addition to the EAP program, the District offers its employees critical incident stress
debriefing (CISD) and critical incident stress management (CISM) services through the
Mayflower or the peer support team.
Appraisal:
The EAP program is monitored on a quarterly basis to review general utilization only in order to
demonstrate the need to maintain the program; all other information remains confidential.
Quarterly employee utilization is approximately 25% of the workforce.
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The peer support training is provided by the Health One EMS Division. A member of the peer
support team will come to a fire station or any other desired location and provide CISD/CISM
services as needed at any time day or night.
The contact information for the EAP program and peer support team is available online through
the intranet, Human Resources Division or new hire orientation.
Plan:
The District will continue to provide EAP benefits to all employees and/or family members. The
peer support team members will continue with ongoing training in CISD/CISM programs.
References:
EAP Website Page
Peer Support Website Page
WMFR Administrative Procedure #1513 – Peer Support
WMFR Standard Operating Procedure #709 – Critical Incident Stress Management
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Performance Indicator - 7G.5 CC
Current policies and standard operating procedures or general guidelines are in place to
direct the wellness/fitness programs.
Description:
The District has administrative procedures in place to direct the administration and evaluation of
the core essential functions of the wellness/fitness programs. These policies and procedures are
also reviewed with all new recruits in the academy and provided at each fire station in the
employee handbook.
The wellness/workers’ compensation manager is responsible for ensuring that approved District
physicians review health and fitness guidelines and changes to administrative procedures and
NFPA Standards.
Appraisal:
The following administrative procedures are in place to direct the wellness program:
Administrative Procedure #1506 determines whether the member is able to perform essential job
duties without undue risk of harm to self or others.
Administrative Procedure #1508 directs the minimum physical fitness standards required of all
uniformed personnel. This procedure sets minimum metabolic exercise test (MET) levels,
physical ability test (PAT), SCBA mask fit test, basic wellness/skills evaluation and meets the
requirements of NFPA 1583 Firefighter Physical Performance and Conditioning.
Plan:
The wellness/worker’s compensation manager will continue to work with and ensure that
approved District physicians review and update health and fitness guidelines and changes to
administrative procedures and NFPA Standards on an annual basis.
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References:
NFPA 1583 – Standard on Health-Related Fitness Programs for Firefighters 2000 Edition (pages
1583-4 – 1583-19) (available in Life Safety Division)
WMFR Administrative Procedure #1506 – Annual Physicals
WMFR Administrative Procedure #1508 – Physical Fitness Standards
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Performance Indicator - 7G.6
The agency’s information system allows for documentation and analysis of the wellness/fitness
programs.
Description:
The District’s wellness information system allows for thorough documentation and analysis of
the wellness/fitness programs. The District’s wellness information system is comprised of a
Microsoft Access database(s) that captures all required wellness/fitness data outlined in the
administrative procedures and NFPA standards. The wellness database can analyze data and
provide specific feedback customized by the individual, specific groups, trends, cutoff markers,
age, and rank, and provides infinite query capabilities.
Appraisal:
The analysis allows for development of new programs that target markers identified in the data
such as injury trends stemmed from specific equipment, increased rate of skin cancer for
members over 50, and other patterns.
Plan:
The District will continue to maintain and update the wellness information system as necessary.
References:
NFPA 1583 – Standard on Health-Related Fitness Programs for Firefighters 2000 Edition (pages
1583-4 – 1583-19) (available in Life Safety Division)
WMFR Administrative Procedure #1506 – Annual Physicals
WMFR Administrative Procedure #1508 – Physical Fitness Standards
WMFR Wellness Website Intranet Screenshot
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Performance Indicator - 7G.7
An appraisal is conducted, at least annually, to determine the effectiveness of the wellness/fitness
programs.
Description:
The wellness manager reviews the effectiveness of the wellness/fitness programs annually
through a thorough internal and external audit process.
Appraisal:
The wellness manager will receive a comprehensive year end review which includes completed
training objectives, Workers’ Compensation experience, PAT/MET statistical data, NFPA 1583
audit by the safety captain, Colorado Special Districts audit and performance appraisal of the
wellness manager.
The current program appraisal process functions very well. Each facet of the program is
evaluated and corrections or changes are made as deficiencies or challenges are noted.
The wellness program’s performance is appraised based on the progress made toward the goals
established during the previous year’s performance appraisal and standards set forth in
Administrative Procedures #1204; #1502; #1503; #1506; and, #1508.
Plan:
The District will continue to monitor the effectiveness of the current fitness/wellness appraisal
system and implement appropriate changes as needed.
References:
Colorado Special Districts Property and Liability Audit 2011 by George Tinker
NFPA 1500 Audit by District Safety Captain
WMFR Administrative Procedure #1204 – Sick Leave
WMFR Administrative Procedure #1502 – On-duty Injury or Illness
WMFR Administrative Procedure #1503 – Workers’ Compensation – Modified Duty
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WMFR Administrative Procedure #1506 – Annual Physicals
WMFR Administrative Procedure #1508 – Physical Fitness Standards
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CATEGORY VIII: TRAINING AND COMPETENCY
Training and educational resource programs express the philosophy of the organization they
serve and are central to its mission. Learning resources include a library, other collections of
materials that support teaching and learning, instructional methodologies and technologies,
support services, distribution and maintenance systems for equipment and materials, instructional
information systems, such as computers and software, telecommunications, other audio visual
media, and the facilities to utilize such equipment and services.
Central to success of the training and educational process is a learning resources organizational
structure and a technically proficient support staff. The training staff should provide services
that encourage and stimulate competency, innovation, and increased effectiveness. The agency
or system should provide those learning resources necessary to support quality training. The
agency should depict their approach to recognize state/provincial and national fire service
professional standards programs within their written responses to the performance indicators in
this section as adherence to those programs will be considered as prima facie compliance with
the intent of this section.
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Criterion 8A: Training and Education Program Requirements
A training and education program is established to support the agency’s needs.
Summary:
The District’s mission is, “the members are committed to providing professional fire protection,
emergency medical services, life safety, and community service with a vision that shapes the
future.” The Training Division supports the mission and training plans are developed to allow
personnel to maintain the highest level of proficiency in accordance with standards and criteria
established at the federal, state and local level. Learning resources are generally state-of-the-art
and provide a basis for developing criteria that supports the mission.
In 2009, the District opened the West Metro Fire Rescue Training Center. This center is the
culmination of 12 years of work and planning on the part of the District leaders and staff. Prior
to this facility the District shared a training center with three other fire departments (South Metro
Fire Rescue, Littleton Fire Department, and Englewood Fire Department). This facility was a
considerable distance from the District and travel time limited the use to recruit training with a
few hours per year by the members.
The District is a member of the Colorado Metropolitan Certification Board (CMCB). This board
was established in 1995, with the purpose of managing the firefighter professional certification
process for the member departments. The board develops performance for each certification
based upon the corresponding professional qualification standard of the National Fire Protection
Association. CMCB is accredited by the National Board on Fire Service Professional
Qualifications. The Colorado Division of Fire Safety recognizes and supports the certification
process set up by CMCB. Emergency medical service (EMS) certifications are based on the
United States Department of Transportation curricula, the state of Colorado Department of
Public Health and Environment, Denver Metropolitan Emergency Medical Protocols and the
National Registry of Emergency Medical Technicians.
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Performance Indicator - 8A.1 CC
The organization has a process in place to identify training needs, which identifies the
tasks, activities, knowledge, skills, and abilities required to deal with anticipated emergency
conditions.
Description:
The Training Division through direct observations, review of questionnaires, and consultation
with persons in key positions and/or with specific knowledge, review of relevant literature,
interviews, evaluations, records and report studies, and after action reports, develops yearly goals
and objectives as well as a yearly training plan. The plan is evaluated by Operations, prior to
adoption, to ensure compliance with operational goals and the Strategic Plan. The training goals
and objectives and the training plan are reviewed quarterly by the training chief.
Chief surveys are conducted annually. These surveys solicit feedback from shift commanders
and district chiefs to assist the Training Division in evaluating the success of training deliveries
and determining future training needs.
The Training Division ensures standard compliance (knowledge, skills, and abilities) through
participation in various professional organizations, review of standards, periodicals, and
attendance at seminars.
Additionally, the Training Division on an annual basis completes formal evaluations of
personnel and results are documented, reviewed, and analyzed. These formal evaluations
measure individual and team performance against objective criteria. The results of these
evaluations and other information are used to determine future training programs and needs.
Appraisal:
The Training Division, using the processes above, has been successful in identifying training
needs through direct observation of multi-company drills, company level drills, and emergency
scene responses. Additional feedback, (e.g. formal evaluations, CMCB certifications, and input
from line personnel) further confirms the organization’s training needs are being met.
386
Plan:
The Training Division will continue to analyze all pertinent data and seek to improve and
develop training needs that are required to meet the anticipated emergency conditions on an
ongoing basis. The Training Division will utilize annual training plans to direct training and to
evaluate the success of training programs.
References:
CMCB Meeting Minutes
Formal Evaluation Data
Formal Evaluation Data Screenshot
WMFR Training Plan - 2012
387
Performance Indicator - 8A.2
The training program is consistent with the agency’s mission statement and published goals and
objectives, and meets the agencies needs.
Description:
Through review of written directives, job descriptions, industry best practices, industry
standards, and post-incident analysis, lesson plans are developed, delivered and evaluated. The
net result of following this process validates adherence to the intent of the District’s mission
statement, and published goals and objectives.
The development and continual evaluation of the training plan ensures the training program
meets the District’s needs. This is accomplished through the delivery of a comprehensive all risk
annual training plan. Adherence to the training plan is accomplished through a quarterly and
annual review process, which verifies progress towards the goals and objectives set forth in the
document.
Appraisal:
Direct observation of emergency service delivery, the review of post-incident analysis reports,
and the results of formal evaluations indicate that training programs have been successful and are
consistent with the mission statement and the published goals and objectives of the District. The
District has been able to consistently meet most of the goals outlined in the annual training plan.
Plan:
The District will continue to provide pertinent training while striving to achieve the goals of the
Strategic Plan and meeting the mission statement. The District will continually strive to meet the
objectives of the yearly training plan while simultaneously adhering to minimum response
capabilities. Training goals and objectives as well as the yearly training plan will be reviewed by
the operations chief to ensure conformity to the Strategic Plan.
388
References:
WMFR Mission Statement
WMFR Strategic Plan (master exhibits folder)
WMFR Training Goals & Objectives - 2012
WMFR Training Plan – 2012
WMFR Training Plan Review - 2011
389
Performance Indicator - 8A.3
The training program is consistent with legal requirements for mandatory training.
Description:
There are no legislative requirements for fire training within Colorado. Hazardous materials
training is federally mandated through the Superfund Amendments and Reauthorization Act
(SARA) Title III. Certification for technician level hazardous materials responder is obtained
through the Colorado Division of Fire Safety (CDFS) and is accredited by Pro-Board and the
International Fire Service Accreditation Conference (IFSAC). Emergency medical service
(EMS) certification and recertification training requirements are based on successful completion
of training and practical testing requirements of the Colorado Pre-hospital Care Program through
the Colorado Department of Public Health and Environment (CDPHE). Firefighter, operational
level hazardous materials, and officer certifications are obtained through the Colorado
Metropolitan Certification Board (CMCB).
The District is certified as a CDPHE EMS training center and provides necessary training to
meet the requirements for all levels and types of EMS recertification.
The District participates in the voluntary (CMCB) certification system. All members must meet
the minimum certification requirements commensurate with the duties outlined in each job
description.
Appraisal:
The District’s comprehensive training program meets or exceeds the legal requirements for
hazardous materials, EMS, and fire service training. The training program is accountable to the
rules and regulations of the CDPHE and the policies and procedures of the CMCB and the
CDFS.
Plan:
The District will continue to offer hazardous materials training, EMS training, firefighter, and
fire officer training in order to meet legal requirements. The District will also continually strive
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to deliver training that further enables members to respond consistently, competently, and
confidently to any emergency.
The training plan will be continually updated as ISO, NFPA standards, CDPHE, CDFS, and
CMCB require through collaborative efforts with these agencies.
References:
CDFS Policy and Procedure Manual, Chapter 4 & 7 (available at www. dfs.state.co.us)
CMCB Policy and Procedure Manual, Chapter 3 (available at www.cmcb.net)
Colorado State EMS Training Certificate
Insurance Services Offices Fire Suppression Rating Schedule (Section 580, pages 32-33)
391
Performance Indicator - 8A.4
The agency has identified minimum levels of training required for all positions in the
organization.
Description:
The District has job descriptions for every job function in the organization outlining the
minimum training requirements for each position. Minimum requirements listed in job
descriptions are in accordance with applicable NFPA and CDPHE standards.
All ranks are also required to participate in quick drills, which have been established for basic
skill maintenance.
Appraisal:
The District verifies personnel have met their minimum qualifications by auditing training files,
training records, and conducting annual performance appraisals, which are based on job
descriptions. Quick drills are audited on a monthly basis and a formal evaluation is accomplished
annually. The EMS division has implemented an EMS continuing education program that meets
the minimum requirements of the CDPHE.
Plan:
The District will continue to participate in processes for fire and EMS certification and training.
The District will upgrade training requirements as training needs evolve for each position within
the organization. The quick drill program will be maintained in order to ensure basic skill
proficiency.
References:
Performance Appraisal Sample (personnel record available upon request)
Quick Drill Monthly Audit
Quick Drill Sample
WMFR Job Description Sample
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Performance Indicator - 8A.5
A command and staff development program is in place.
Description:
The District has a staff development and succession program in place that follows the NFPA
1021 standard as well as provides a road map for career development within the organization.
The career development program, which reflects the knowledge, skills, and abilities required for
each rank, is currently being transferred from a research paper into task book format. The
research paper’s recommendations are reflected in the reading lists at all levels of promotional
and certification testing and directly support the goals of the Strategic Plan.
The District also supports continual improvement and professional development through task
books; trainings; tuition reimbursement; and, attendance at local, regional, and national classes
or seminars.
Appraisal:
The task-book process, trainings, tuition reimbursement, current reading lists, and other
educational opportunities available to members are sufficient to support the current Career
Development Program (CDP); however this program is currently undergoing a revision, with
planned implementation in 2013.
The District does not have an established chief officer continuing education program but does
support individual participation in the Executive Fire Officer program and encourages staff to
gain Chief Fire Officer Designation through the Center for Public Safety Excellence.
Plan:
The District will continue to move forward with the revision of the CDP and will have updated
task books available for all ranks in 2013. The task books include the participation of all
members in the Fire Officer I, II, & III program through the Colorado Metropolitan Certification
Board (CMCB), which is accredited through the National Board on Fire Service Professional
Qualifications. The District will continue to support the tuition reimbursement process as
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required by contract. A chief officer continuing education program will be designed and
implemented within three years. The Human Resources Division is responsible for the
development of all civilian staff and will conduct a needs assessment prior to designing and
implementing a civilian career development program.
References:
CMCB Reading Lists: http://www.cmcb.net/
NFPA 1021 (Chapter 4, pages 1021-7 through 1021-10) (available in the Training Center
Library)
Succession Plan 2011(Steve Aseltine Research Paper)
Task Book Draft
WMFR Civil Service Committee Reading List – Rank of Captain
WMFR Civil Service Committee Reading List – Rank of Engineer
WMFR Civil Service Committee Reading List – Rank of Firefighter 1st Grade
WMFR Civil Service Committee Reading List – Rank of Lieutenant
WMFR Strategic Plan (master exhibits folder)
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Criterion 8B: Training and Education Program Performance
Training and education programs are provided to support the agency’s needs.
Summary:
The Training Division supports the mission through delivery of the training programs. The
District is a member of the Colorado Metropolitan Certification Board (CMCB). This board was
established in 1995, with the purpose of managing the firefighter professional certification
process for the member departments. The board develops performance for each certification
based upon the corresponding professional qualification standard of the National Fire Protection
Association. CMCB is accredited by the National Board on Fire Service Professional
Qualifications. The Colorado Division of Fire Safety recognizes and supports the certification
process set up by CMCB. Emergency medical service (EMS) certifications are based on the
United States Department of Transportation curricula, the state of Colorado Department of
Public Health, Environment, Denver Metropolitan Emergency Medical Protocols and the
National Registry of Emergency Medical Technicians.
The District maintains three separate programs for training. The first is focused on fire
suppression and protection skills, the second is focused on emergency medical skills and the
third is focused on special team activities. The primary focus of the Training Division is to
identify training needs, develop training courses, classes, evolutions, and drills and deliver that
training to the members and new recruits. The EMS training is managed by the Emergency
Medical Service/Wellness Division and includes in-house programs and a guest speaker program
that brings in a local physician or subject matter experts. Special team training activities are
managed by the individual teams. Every effort is made to ensure the programs complement each
other.
A tuition reimbursement program is in place to support staff attendance and pursuit of college
degree programs and staff members are encouraged to attend trade conferences, professional
seminars, or other external training opportunities. Attendance at outside training is limited by
budget.
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Performance Indicator - 8B.1
A process is in place to ensure that personnel are appropriately trained.
Description:
Each individual is appropriately trained through a multi-level training and evaluation program.
This begins with recruit training and continues through all levels of the organization. Apprentices
are required to complete a three-year apprenticeship program and must successfully complete a
Civil Service exam at 36 months of employment. Driver/Operators and officers are required to
attend a training program, complete a task book, and attain CMCB certification prior to acting in
either position. When certified to act, a person becomes eligible to test for promotion. If
promoted, an individual must complete a probationary task book pertaining to the rank achieved.
Fire instructor programs are required for officer certification and the Training Division utilizes
evaluator II and III programs for all evaluators.
To ensure proficiency, the District conducts quick drills, company level drills, multi-company
drills, and formal evaluations for individual and crew performance on an annual basis.
Additionally the District supports attendance to local, regional, and national seminars and
courses as well as a tuition reimbursement program.
Appraisal:
The programs in place (e.g. appraisal process, task-books, officer development program, driver
operator program, current reading lists, and promotional processes) provide adequate levels of
training and evaluation to ensure that personnel are appropriately trained.
Audits are completed on training files to ensure applicable training requirements are met for each
rank.
Quick drills and multi company drills have shown through formal evaluations and direct
observations on emergency scenes to ameliorate individuals and crews.
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Plan:
The District will continue to move forward with the revision of the CDP and will have updated
task books available for all ranks in 2013. The Training Division will continually monitor
reading lists for applicability to the position being tested.
The drill program as outlined in the annual training plan will be continued to support
maintenance of skills and professional development. In addition The District will continue with
formal evaluations as well as monitor training files periodically to ensure minimum standards are
being met.
References:
Apprentice Program (available at westmetrofire.org)
Driver Operator Program Outline
Formal Evaluation Screenshot
Multi-Company Lesson Plan
Officer Development Program Outline
Performance Appraisal Sample (personnel record available upon request)
Quick Drill Sample
Task Book Sample
Training File Jacket Audit Sheet
397
Performance Indicator - 8B.2
The agency provides both short and long-range training schedules.
Description:
The District provides daily, weekly, monthly, and yearly training schedules as well as long-term
goals and objectives outlined in the Strategic Plan and the Training Division’s goals and
objectives. These goals and objectives drive the annual training plan. The long-term training plan
is published on a yearly basis and the short-term training schedule is released each month in the
District Outlook calendar. Administrative Procedure #1624 guides District requirements for
scheduling.
Special teams training is scheduled on a rotational basis and promotional processes are scheduled
with a standardized interval of two years. Basic skills quick drills are on a rotational calendar and
other quick drills (total of seven) are delivered monthly.
Appraisal:
The use of Outlook for the daily, weekly, and monthly training schedule continues to serve the
District well. The development of training goals and objectives, which drive the training plan,
on an annual basis has also adequately met the District’s needs.
The implementation of a predictable rotation for promotional testing has been very beneficial to
the organization because it provides members with the ability to schedule needed classes and
vacations around promotional exams.
Plan:
The District will continue to provide short and long-term training schedules, quick drills on a
monthly basis, and will continue to support the rotational promotional process schedule as
practicable.
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References:
WMFR Administrative Procedure #1624 - Scheduling the District Calendar and Placing Units
Out of Service
WMFR Outlook Calendar Screenshot
WMFR Training Goals & Objectives - 2012
WMFR Training Plan - 2012
399
Performance Indicator - 8B.3
The agency has a process in place for developing performance-based measurements.
Description:
The District uses national standards, industry best practices, and data gained from internal
evaluations for developing performance-based standards. Goals are derived from the Strategic
Plan and are based on an environment of continual improvement and professional development.
Promotional exams are developed using a professional testing company. The Colorado
Metropolitan Certification Board and the Colorado Division of Fire Safety provide certification
testing: both agencies are accredited certification bodies. The staff of the medical director
provides EMS certification testing.
All officers have been provided with training on how to accurately assess their crews during
drill, training, and emergency operations. The training division, on an annual basis, formally
evaluates the results of these evaluations. The formal evaluations help drive subsequent training
plans and have established baseline professional standards for individual and company level
skills.
Appraisal:
The current process of using accredited certifications, formal evaluation data, industry best
practices and national standards to develop performance-based measurements has proven to be
acceptable for the District’s needs. Performance-based measurements have been derived from
formal evaluations and have set baseline standards for the organization. Ongoing professional
development is needed for all officers in the area of crew evaluation.
Plan:
The District will develop a consistent formal process for performance-based measurements based
on fundamental core skills, which have been distributed to the entire organization. This process
will be used in all areas mentioned above and will be reviewed/updated/revised as needed.
District performance based goals will be established and delivered to all members with the clear
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intent of continually striving to better each benchmark. Additional training in the area of crew
evaluation will be provided to the officer corps.
References:
CDFS Policy and Procedure Manual, Chapter 4 and 7 (available at www.dfs.state.co.us)
CMCB Policy and Procedure Manual, Chapter 3 (available at www.cmcb.net)
Officer Development Lesson Plan (evaluation training)
401
Performance Indicator - 8B.4 CC
The agency provides for evaluation of individual, company, or crew, and multi-company or
crew performance through performance based measurements.
Description:
Performance based measurements are obtained during formal evaluations, multi-company
training evolutions, and District chief preliminary evaluations. Multiple performance-based
criteria are gathered during multi-company drills. These include items such as: on-scene reports;
time from hydrant to structure; wheel chocks; passports; search times; hydrant procedures;
patient accountability; START procedures; etc. ICS scorecards were kept for several multi-
company drills.
Formal evaluations consisted of three crew based drills, engineering skills, officer skills,
equipment review, and fundamental core skills (every participant was evaluated on core skills).
Drills evaluated were based on applicable NFPA standards, department SOPs, administrative
procedures, identified department needs, and a 24-hour engine company operations curriculum,
which was delivered to the entire organization in 2011.
EMS skill proficiencies are evaluated through both informal and formal evaluation processes.
The informal process is delivered during hospital-based and in-house training deliveries and the
formal evaluation process is provided through certificate renewal testing. This includes (CPR,
ACLS, and a skills attestation given by the physician advisor staff).
Appraisal:
The practice of evaluating crew and individual performance through multi-company training
evolutions has served the District well. The addition of formal evaluations has allowed us to
establish baselines in order to identify future training needs and establish achievable goals. The
use of formal evaluations has also driven SOP changes.
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For EMS training the use of a practical skills attestation and periodic evaluations has proven to
be effective for the organization. These evaluations ensure proficiency of all EMS providers and
allow for successful EMS recertification.
Plan:
The District will continue summative evaluations when training programs are completed and will
complete formative evaluations as needed. The current EMS training, evaluation, and
certification process will continue. The District will continue to monitor evaluation procedures
for effectiveness and applicable compliance.
References:
After Action Report May 2010 Night Drills
Engine Company Operations Preliminary Evaluations Sample
Formal Evaluation Screenshot
ICS Scorecard Sample
403
Performance Indicator - 8B.5
The agency maintains individual/member training records.
Description:
The District maintains a training file on each member. Each file contains an audit sheet verifying
that an individual has all necessary certifications and training required to fulfill their job
description. Training hours and continuing education records are kept in an electronic database
records management system (RMS).
Appraisal:
The current training files, training file audits, and electronic records management system
provides effective training records management for the District.
Plan:
The District will continue to maintain and audit the individual training files for each member as
well as support the entry of training and continuing education hours into the RMS.
References:
RMS Training Record Screenshot
Training File Jacket Audit Sheet
Training File Sample
404
Criterion 8C: Training and Education Resources
Training and education resources, printed and non-printed library materials, media equipment,
facilities, and staff are available in sufficient quantity, relevancy, diversity, and are current.
Summary:
In 2009, the District completed the West Metro Fire Rescue Training Center. This facility
provides the District with a state-of-the-art training facility. Training and educational resources,
printed and non-printed library materials, media equipment, and facilities were updated and
modernized during the process. Staff assigned to the Training Division (exclusive of the
Training Center staff) is one division chief, two captains, four training lieutenants, one training
engineer and one administrative assistant (shared with training academy). The Training Division
staff was increased by two lieutenants in 2010, to accommodate the additional training needs
required by the new regional Training Center and to meet the Strategic Plan goal of “Objective
3-A: Exceed the ISO minimum of required training per member per year.”
In July 2010, the District commissioned a Strategic Business Plan. The purpose was to develop a
complete strategic business plan that may be used by key decision makers to make informed and
competent decisions for the safety and well being of the members of the District, and the people
and property in the region. A secondary purpose was to offset the costs of managing a regional
training facility. From this plan the District hired or reassigned a training facility staff including
a manager, education specialist, media relations specialist, facilities technician and an
administrative assistant. In addition, an internal service fund was established to manage
revenues and fund future improvements and costs.
405
Performance Indicator - 8C.1 CC
Available training facilities and apparatus are provided to support the training needs of the
agency.
Description:
The District has a multi-disciplinary Training Center located within the District. The Training
Center was built to fulfill the District’s training needs and was designed to allow for future
expansion. The main facility is approximately 34,000 square feet of usable space. Within the
main building is a lobby/reception area; eight offices; resource/library room; copy center; two
dining areas; a fire command sim-lab; video editing space; video conference broadcasting
capabilities; an adjunct office; and, six full audio visual classrooms. The facility houses an entire
bay that facilitates recruit training. Excess capacity was designed into the facility to allow for
future expansion and to provide the District the opportunity to develop revenue to help offset the
costs of operating the Training Center. One engine is assigned to the Training Center. Any
additional needs are fulfilled using reserve apparatus or on duty apparatus.
A Strategic Business Plan has been developed to provide guidance in the management of the
training facility and all associated training props. An internal service fund has been created to
help offset facility, operations, and maintenance costs. The Training Center employs a full time
maintenance technician to maintain all training facility props and equipment. Any needed props
or equipment can be requested through the Training Division who will prioritize and budget for
the item(s) if necessary.
Based on the risk assessment, special team stations are designated throughout the District. These
stations house specialized equipment to support the special team operations (Stations 3 and 5 –
HazMat; Stations 8 and 14 – Technical Rescue; Station 9 – Wildland; Station 10 – Water
Rescue). Special teams budget for and support the maintenance of their specialized training
needs.
The EMS Division budgets for, purchases, and maintains all EMS training equipment, which is
stored at the Training Center and at the administration building.
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Appraisal:
The equipment and facilities available at the Training Center meet the current needs of the
District. However, the addition of a class A building is necessary to provide realistic fire
behavior training. The special team equipment available at the Training Center and special team
stations is adequate to meet special team training needs. The EMS training equipment available
currently meets the needs of the District EMS training program.
Plan:
The established internal service fund will continue to offset capital, operations, and maintenance
costs of the training facility. The District has prioritized the addition of a class A building and is
currently seeking funding for its construction. The facility maintenance technician will continue
to maintain the Training Center, props, and equipment. Fleet Services will maintain the training
apparatus. EMS and special teams will continue to prioritize, budget, and purchase needed
training equipment.
References:
WMFR Training Center Academy Use
WMFR Training Center Class Availability
WMFR Training Center Strategic Business Plan
WMFR Training Center Strategic Business Plan Update - 2011
407
Performance Indicator - 8C.2
Instructional personnel are available to meet the needs of the agency.
Description:
The District’s Training Division consists of eight sworn members comprised of, one assistant
chief, two captains, four lieutenants, and one engineer. The Training Center is staffed with a
manager, a community education specialist, a communications and media relations specialist, a
facilities technician, and a Training Center administrative assistant. Partial staffing for the recruit
academy is taken from the full time training staff; some adjunct instructors are brought in for
specific classes. A plan for adequate instructor staffing based on student to instructor ratios is on
file with command staff.
Paramedic schools provide instructors for their programs and the EMS Division has adjunct
instructors brought in to teach CPR, ACLS, and other continuing education courses.
All special teams have a cadre of instructors for the different areas and phases of specialized
training.
Appraisal:
The Training Division is able to meet the District’s goals and objectives for continuing education
of line personnel; and the requirements of the Insurance Services Office (ISO). When required,
the recruit academy staffing plan is adequate to support instructional needs.
The staffing resources currently in place adequately support the instructional needs of the EMS
Division and special teams
Plan:
The District will continue to monitor the needs to effectively staff the training and professional
development plans of the District. The District has the ability to adjust instructor capacity
through the use of adjunct or outside instructors.
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References:
Job Description - Adjunct Instructor
Recruit Academy Staffing Plan
WMFR Organizational Chart (master exhibits file)
409
Performance Indicator - 8C.3
Instructional materials are current, support the training program, and are easily accessible.
Description:
The District maintains a library at the Training Center and uses an intranet website for training
materials. The District’s library is updated as instructional materials are added or changed. All
materials are accessible to all personnel either through the intranet or can be checked out from
the library.
Appraisal:
The District maintains a copy of all current certification and promotional reference material. A
library of additional learning resource material is maintained at the Training Center and the
District hosts a list of supported reference sites on its intranet site. A Microsoft™ training suite is
available at the Training Center for all employees.
Lesson plans and drill plans are produced for all Training Division sanctioned events. A template
is available for every member of the organization to use. A copy of lesson plans and drill plans
are maintained in the library, but lack a process for cataloging and maintenance.
All employees have access to the library; however, the District lacks a library inventory software
program.
Plan:
The library will be continually upgraded and updated to reflect the needs of the District. The
process to catalog and maintain lesson plans needs to be developed. A library inventory software
program will be purchased, as the budget will allow.
References:
IFSTA Manuals (available in Training Center Library)
NFPA Standards (available in Training Center Library)
410
Performance Indicator - 8C.4
Apparatus and equipment utilized for training are properly maintained in accordance with the
agency’s operational procedures, and are readily accessible to trainers and employees.
Description:
All apparatus and equipment utilized for training by the District is stored and maintained in
accordance with District policies and is available for use by all employees.
Appraisal:
The engine permanently assigned to the Training Division is maintained by the Fleet Services
Division and is in the regular rotation for services. West Metro employees maintain all other
small equipment at the Training Center. The physical burn structures will be inspected every
year per the NFPA 1403 schedule.
Plan:
The District will continue to maintain apparatus and equipment for training.
References:
NFPA Standard 1403 – Standard on Live Fire Training Evolutions (available in Training Center
Library)
P-17 Apparatus Service Record Screenshot
SCBA Service Record Screenshot
Training Center Building Inspection Screenshot
WMFR Administrative Procedure #4106 - Hose Testing
WMFR Administrative Procedure #4107 – Maintenance & Cleaning of the Self Contained
Breathing Apparatus
WMFR Standard Operating Procedure #303 – Personal Protective Equipment
WMFR Standard Operating Procedure #304 - Self Contained Breathing Apparatus
WMFR Weekly Truck Check Off Sheet
411
Performance Indicator - 8C.5
The agency maintains a current inventory of all training equipment and resources.
Description:
The District has a current inventory of all training equipment. This inventory is maintained as
equipment is purchased and is reviewed annually.
Appraisal:
The Training Division has an inventory of all training equipment, facilities, and apparatus,
however the inventory is in need of revision. The apparatus and equipment inventory is
constantly being adjusted as new props are built and equipment is audited.
Plan:
The inventory list will be audited and updated. The first scheduled audit will be in the fourth
quarter of 2013, as there are still multiple construction projects to complete at the facility.
References:
WMFR Training Center Furniture Inventory
WMFR Training Center Inventory List
WMFR Training Center Prop List
412
Performance Indicator - 8C.6
A selection process is in place for training and educational resource materials.
Description:
The District’s Civil Service Committee selects the reading lists for all promotional exams based
on recommendations from the Training Division and International Association of Firefighters
(IAFF) Local 1309. Civil Service follows the Civil Service Committee Rules and Regulations for
the selection process.
The Training Division develops and monitors professional development task books. The resource
materials for both processes are selected using job analysis reports, job descriptions, the career
development program, NFPA 1021, NFPA 1002, and NIMS ICS. Training and educational
resource materials for curriculum and program development are selected to ensure compliance
with the latest versions of national standards and textbooks.
CMCB reading lists are selected by a board of subject matter experts who ensure, through the
accredited certification process, all materials are in accordance with the applicable national
standards.
Appraisal:
There is sufficient evidence of empirical validity regarding the current reading list selection
process utilized by the Civil Service Committee, Training Division, and CMCB.
Plan:
The District will continue to participate in the selection process of training and resource
materials for promotional testing, career development, curriculum development, and CMCB.
References:
Career Development Quick Reference Chart
Civil Service Rule and Regulations (Section 6.7, page 13)
CMCB Certified Reading Lists for Each Certification (available at www.cmcb.net)
413
NFPA 1002 (Chapter 4-6, pages 1002-8 through 1002-11) (available in Training Center Library)
NFPA 1021 (Chapter 4, page 1021-7 through 1021-10) (available in Training Center Library)
NIMS ICS (available at www.fema.gov)
Succession Plan 2011 (Steve Aseltine Research Paper)
WMFR 2009 Fire Captain Job Analysis
WMFR 2009 Fire Lieutenant Job Analysis
WMFR Job Description Sample
414
Performance Indicator - 8C.7 CC
Training materials are evaluated on a continuing basis, and reflect current practices.
Description:
The District is a member of the Colorado Metropolitan Certification Board (CMCB); all
accredited certifications are reviewed for consistency in conjunction with the relevant and
current NFPA standards. This is done as soon as the latest NFPA standard is released. All job
performance requirements (JPRs) and training programs are adjusted to meet or exceed the new
version of the standard once adopted by CMCB.
The recruit academy curriculum is reviewed prior to each delivery and the curriculum is
monitored to ensure all JPRs are covered. The District’s apprentice program is in compliance
with the Department of Labor’s apprenticeship program.
For every large multi-company drill a lesson plan is developed. These lesson plans will have
objectives, and a drill safety plan. Prior to delivery, all relevant standard operating procedures
(SOPs) and administrative procedures (APs) are reviewed; both for drill compliance and for
opportunities to update internal standards. After the training is delivered, an after action report is
completed. The after action reports contain areas that went very well, some of the lessons
learned, and issue statements. These issue statements will make multiple recommendations and
identify who is responsible for solving the issue. This ensures the District’s operational practices
are current and that SOPs and APs are up to date.
Other Training Division deliveries will have drill plans and are reviewed for compliance to all
policies and procedures. The training staff looks for relevancy, quality of presentation, and
compliance with NFPA standards, National Incident Management System, SOPs and APs. This
drives the yearly training plan.
Class critiques are collected from students participating in classes. Feedback pertaining to
training deliveries and needs are delivered through the chain of command to Operations and an
annual training survey is sent to the district chiefs.
415
Appraisal:
The continual evaluation processes of training materials utilized by the District and CMCB
clearly provide the members of the District with training materials that are relevant to their
functional responsibilities and current practices. This includes certifications; curriculum for
academies; apprenticeship; driver/operator; officer development; and, sanctioned and non-
sanctioned training events. The use of review materials (e.g. class critiques, surveys, and after
action reports) has proven very beneficial to the District.
Plan:
The District will continue to use review of lesson plans, drill safety plans, after action reports,
surveys, and class critiques to evaluate training materials and ensure all policies and procedures
are up-to-date and relevant to operational practices. Training will continue to conduct a quarterly
review of the training goals and objectives as well as the yearly training plan to verify pertinence
and currency.
References:
After Action Report May 2010 Night Drills
Assistant Chief Training Survey
Class Evaluation Sample
Drill Safety Plan Sample
May Night Drill Lesson Plan
WMFR Standard Operating Procedure #112 - Lessons Learned
WMFR Training Goals & Objectives - 2012
WMFR Training Plan - 2012
416
CATEGORY IX: ESSENTIAL RESOURCES
Essential resources are defined as those mandatory services or systems required for the agency’s
operational programs to function. They may be given the same value of importance as a primary
program. Appropriate adjustments may be necessary in the self-analysis to adapt the typical
components listed below to the local situation.
For example, when reviewing a water supply system, the evaluation may not be limited to
conventional resources such as water lines and hydrants, but may include alternative resources,
such as tankers, ponds, streams, lakes, etc.
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Criterion 9A: Water Supply
The water supply resources are reliable and capable of distributing adequate volumes of water
and pressures to all areas of agency responsibility. All areas meet fire flow requirements for
emergencies.
Summary:
Within the District there are 23 special water districts and two municipal water systems. These
entities are varied as to how they approach the management of their systems. Some are full
service water and sanitation districts, others are “pass through” water districts that contract with
Denver Water to provide maintenance, water and billing services. These pass through districts
are difficult to contact and generally only have a post office box for contacts. These water
districts are a challenge to developing working relationships.
The majority of these water systems are adequate for fire protection and there are only a couple
of areas that do not meet the needed fire flow. These areas are known (tracked in the Risk
Assessment) and are marked within the computer aided dispatch (CAD) system to provide
additional support. Each water district has installed their systems based on the fire codes at the
time.
There are areas in the District that are outside an organized water district. These areas are
generally along the western edge of the District. The crews in these areas are trained in rural
firefighting tactics and mutual aid water tenders are identified.
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Performance Indicator - 9A.1 CC
The agency establishes minimum fire flow requirements and total water supply needed for
existing representative structures and other potential fire locations. This information
should also be included in the fire risk evaluation and pre-fire planning process.
Description:
Minimum fire flow requirements for structures and potential fire locations are determined
through the application of the International Fire Code (IFC). Total water supply needs are
calculated in the design phase and permit process for all commercial buildings constructed in the
District. Required flows are in accordance with the IFC fire flow table contained in Appendix B.
Hazard assessments reside in the records management system and identify the IFC occupancy
classifications applicable to a building’s minimum fire flow requirements. Pre-fire planning
identifies hydrant locations and water supply resources.
Appraisal:
The District, which is made up of planning zones, has ensured that 100% of its approved
building projects have met the fire flow requirements stipulated by the IFC and the application of
the fire code has been consistent and has been identified in the risk assessment. As new buildings
are constructed, the new fire flow requirements are inserted into the pre-planning component of
our records management system. Additionally, the District conducted a survey of all existing
commercial structures and identified the water sources near those structures to support the
needed fire flow. Single family structures were evaluated based on hydrant locations for the
development area. On rare occasions the needed fire flow falls below the requirements and has
been addressed in the preplans.
Plan:
The District plans to review IFC updates for consideration and adoption as deemed appropriate
by the Life Safety Division and the board of directors. Continued communications with county
and city officials will be pursued to confirm that all building projects are forwarded to the
District. The District will continue to pursue a fire hydrant co-op within budgetary constraints
with water districts in areas where fire flow requirements for existing structures falls below
419
minimum requirements. The District will explore alternative water delivery methods in these
areas such as mutual aid water tankers or the dispatching of an additional engine for long
distances between hydrants.
References:
Board Meeting Minutes of April 20, 2010 Adopting the 2009 International Fire Code
International Fire Code Appendix B
International Fire Code Appendix C
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Performance Indicator - 9A.2 CC
An adequate and reliable fixed or portable water supply is available for fire fighting
purposes. The identified water supply sources are sufficient in volume and pressure to
control and extinguish fires.
Description:
Fixed water systems are supplied by water districts within the District’s jurisdiction. Adequacy
and reliability are ensured through each water district. Portable water supply capability is
provided through mutual aid opportunities for tenders with neighboring fire departments.
Volume and pressure are determined sufficient by their compliance with the International Fire
Code (IFC) prior to the construction of permitted structures.
Appraisal:
The majority of the District’s water supplies are managed by Consolidated Mutual, Green
Mountain Water District or a pass through water district which is ultimately serviced by Denver
Water. These water districts routinely service, test and maintain their infrastructure. The
District maintains a relationship with all the water districts who regularly report system status
changes. The District utilizes mutual aid requests for water tenders when necessary.
Plan:
The District will continue to comply with the IFC when permitting new construction. Water
districts providing system maintenance will continue to report system status to the District. The
District will continue to foster communication and consultation with water districts that provide
less oversight. Relationships with agencies providing tender support will continue to be
supported.
References:
Board Meeting Minutes of April 20, 2010 Adopting the 2009 International Fire Code
Denver Water Hydrant Maintenance Records Requirements
Intergovernmental Agreement - Mutual Aid Between Fire Departments
International Fire Code Appendix B
421
International Fire Code Appendix C
WMFR Hydrant Folder Screenshot
422
Performance Indicator - 9A.3
The fire agency evaluates fire suppression water flow requirements for proposed projects
involving structures or complexes of structures within their jurisdiction. Significant reductions
in required fire flow granted by the installation of an approved sprinkler system in buildings are
documented.
Description:
The District evaluates fire suppression water flow requirements for proposed projects and grants
reductions based on the International Fire Code (IFC). Relationships with jurisdictions
providing building permits continue to allow the District to ensure that projects have adequate
water supply engineering in accordance with the IFC. Allowances for sprinkler system
installation are also in compliance with the IFC and documented through the permit process.
Appraisal:
Water plans for all proposed projects within the District are evaluated for IFC compliance
regarding fire flow requirements and hydrant placement. The installation of sprinkler systems is
taken into account as allowed by the IFC. Installation of approved sprinkler systems allow for
one side of the structure to be inaccessible and a reduction of up to 50% of the required fire flow
which is stated in the project’s permit.
Plan:
The District will continually evaluate IFC updates as they apply to water system design.
Applicable updates will be presented to the board of directors for inclusion into the District’s
adopted fire code. Allowances for sprinkler system installation will be kept on file with all
permit documents in the Life Safety Division.
References:
Board Meeting Minutes of April 20, 2010 Adopting the 2009 International Fire Code
International Fire Code Appendix B
423
Performance Indicator - 9A.4
The agency maintains regular contact with the managers of public and private water systems to
stay informed about all sources of water available for fighting fires.
Description:
There are 25 water districts within the District, and they all use different communication
methods.
Appraisal:
Denver Water and Consolidated Mutual maintain communication, including water system status,
through agency web sites, email announcements and through direct communication as needed.
The smaller districts do not maintain an office and are considered pass through water districts;
they only bill for services and contract for maintenance. Attempts at contacting these agencies in
the past have been problematic.
Plan:
Forging relationships with smaller water districts will continue to be a challenge for the District.
Dialog and consultation will continue to be sought with these smaller water districts to further
ensure that the District has access to the most current water system status throughout the District.
References:
WMFR Water Districts Spread Sheet
424
Performance Indicator - 9A.5
The agency maintains copies of current water supply and hydrant maps for its service area.
Description:
Water supply maps are kept on file or accessed through the internet as water districts make them
available. Hydrant locations are documented on both electronic and paper versions of District
maps.
Appraisal:
Water supply maps are available to the District through the major water districts. Small water
districts have not supplied adequate mapping of their systems. Hydrant locations are verified by
station crews. When a water district makes a change based on design specifications or identified
need, then these are reported to the Life Safety Division. Updates and corrections are reported to
the Information Technology Division for GIS entry into the District’s computer mapping system.
Plan:
The District plans to continue the hydrant verification process as currently in use. Gathering
water supply mapping information will be an ongoing process as water districts attain the ability
to meet District needs for mapping data.
References:
Consolidated Mutual Water Distribution System Map
Consolidated Mutual Water Map Index
Denver Water Map
Morrison Distribution System
WMFR Administrative Procedure #2322 – Building Inspections-Panel Alarm Notification-
Hydrant Inspections
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Performance Indicator - 9A.6
Hydrant adequacy and placement reflects the locality’s known hazards and the agency’s needs
for dealing with those hazards.
Description:
Hydrant adequacy and placement is in accordance with the District’s code based permit process
for building construction. Hydrant placement and capacity have been determined by the code in
place at the time of the construction. Building occupancy and known hazards are accounted for
in the International Fire Code (IFC) allowances for hydrant adequacy and placement.
Appraisal:
Over the past 25 years the applicable fire codes have ensured that buildings were constructed
with hydrant adequacy and placement that are appropriate to known hazards and identified
building occupancies. Conformance with modern fire fighting needs is less reliable in
construction prior to that time. Maps of older water systems and hydrant spacing are available to
plan for contingencies in these areas.
Plan:
The short term plans are to allow for alternative water supply practices in areas where hydrant
spacing and adequacy is questionable. These alternatives include extended supply line
development through relay pumping and the mutual aid use of water tenders. The long term plan
is to address hydrant improvements through the permit process as redevelopment and remodeling
occurs and through the District’s annual hydrant co-op fund.
References:
Board Meeting Minutes of April 20, 2010 Adopting the 2009 International Fire Code
Denver Water Hydrant Maintenance Records/Requirements
International Fire Code Appendix B
International Fire Code Appendix C
Morrison Distribution System Map 2009
Morrison Hydrant Line Size
426
WMFR 500 Foot Hydrant Spacing Map
WMFR Non 500 Foot Hydrant Spacing Map
WMFR 1000 Foot Hydrant Spacing Map
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Performance Indicator - 9A.7
Fire hydrants are located so that each is visible and accessible at all times. Hydrant locations are
documented.
Description:
Hydrant locations are documented on the District’s mapping system. Hydrant visibility and
accessibility is in accordance with the International Fire Code (IFC). All hydrants are visually
inspected by the crews to ensure IFC compliance.
Appraisal:
Hydrant locations are documented via the mobile data terminals located in all front line rigs.
Hydrant inspections confirm that hydrant locations are visible and accessible. When a hydrant is
determined to be non-accessible per the IFC then the property owner is contacted to correct the
issue. All damaged hydrants are reported to the proper water district.
Plan:
The District will continue to conduct hydrant inspections to ensure accessibility, visibility and
verify location data. Any additions or corrections will be sent to the Information Technology
Division for entry into the computer data system.
References:
International Fire Code (available in Life Safety Division)
WMFR Administrative Procedure #2322 – Building Inspections-Panel Alarm Notification-
Hydrant Inspections
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Performance Indicator - 9A.8
Fire hydrants are inspected, tested and maintained and the agency’s related processes are
evaluated periodically to ensure adequate and readily available public or private water for fire
protection.
Description:
Fire hydrant inspection, testing and maintenance are conducted by the individual water district
having jurisdiction. 25 water districts reside within District boundaries. Each district has its
own maintenance and testing protocols. Issues creating adequacy and availability concerns such
as repairs and construction are communicated to the District by the affected water district
through electronic media or direct contact via telephone. This information is in a retrievable
format for all employees to review.
Appraisal:
There is some variation to the inspection, testing, and maintenance of hydrants throughout the
District. Water districts maintain communication with the District when hydrant status is
affected by maintenance or repair processes. The Life Safety Division inspects and tests new
construction hydrants as part of the permit process. The District does not evaluate the water
district’s processes for hydrant maintenance.
Plan:
The District currently inspects all hydrants annually for location and clearance. Each water
district retains the jurisdictional responsibility to test and maintain their hydrants. Based on
historical experience, the District expects that the water districts will continue to adequately
maintain the systems and when repairs or upgrades are needed will continue to notify the District
when the system status is affected. The Life Safety Division will continue to encourage all water
districts to conduct rigorous maintenance programs and to keep the District informed of all
activities that affect hydrant status.
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References:
Consolidated Water Website - http://www.cmwc.net/about/service-area
Denver Water Website - http://www.water.denver.co.gov/DoingBusinesswithUs/Engineering
Overview/EngineeringStandards/
WMFR Hydrant Folder Screenshot
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Performance Indicator - 9A.9
The agency identifies and plans for alternate sources of water supply for those areas without
hydrants, where hydrant flows are insufficient, or in the event of a major disruption in public
water supply capabilities.
Description:
The District maintains interagency agreements with neighboring fire agencies that provide us
access to tenders. The District also has standard operating procedures guiding members in the
operation of relay pumping operations. The District maintains three front line apparatus with
drafting capabilities. Wildland apparatus are equipped with portable pumps and drafting
equipment.
Appraisal:
The District has identified those areas with limited or no hydrants to support fire suppression
activities. The District has also recognized its responsibility in providing for major disruption of
the public water supply and has mapped available secondary water sources such as lakes,
reservoirs, streams and the like. Through the interagency cooperation, standard operating
procedures, and apparatus capabilities, the District has been able to mount successful fire attacks
in areas with limited municipal water supply. This has been demonstrated through training
evolutions and wildland fire response.
Plan:
The District will continue to maintain mutual aid relationships with agencies capable of
supplying tenders. Through the Standard of Cover, the District plans to evaluate areas with
minimal hydrants and identify areas needing enhanced response plans to supply adequate water
flows. Ongoing relationships with the multiple water districts will be continued with the intent of
developing a solid strategic plan for the expansion of systems into those identified areas of need.
References:
Intergovernmental Agreement – Mutual Aid Between Fire Departments
Preplan Occupancy Template
431
The Fort Restaurant Drafting Drill
Wadsworth Ridge Lessons Learned
WMFR Standard of Cover (master exhibits folder)
WMFR Standard Operating Procedure #108 – Mutual Aid Assistance
WMFR Standard Operating Procedure #411 – Water Supply Relay Operations
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Performance Indicator - 9A.10
The agency has operational procedures in place outlining the utilization of available water
supply.
Description:
The District fire control policies refer to available water supply. Standard operating procedures
(SOPs) ensure that tactics and strategies are supported by an adequate water supply.
Appraisal:
Through the SOP change procedure, updates to water supply dependent tactics are incorporated
as water delivery technology evolves with the purchase of new fire apparatus and water supply
equipment. Dispatch procedures have ensured that the status of the District’s hydrant system is
posted. The locations of bodies of water are kept current through the Visinet mapping system.
Mutual aid agreements will be utilized for identified water supply needs.
Plan:
Keep operational procedures current with new technology as the District acquires new apparatus
and equipment. Keep hydrant status current and accessible to responding units. Preplan
documentation will continue to account for building specific water supply needs.
References:
Preplan Occupancy Template
Visinet Maps Screenshot
WMFR Standard Operating Procedure #101 – SOP Change Procedure
WMFR Standard Operating Procedure #108 – Mutual Aid
WMFR Standard Operating Procedure #403 – Offensive Extinguishment
WMFR Standard Operating Procedure #404 – Transitional Strategies
WMFR Standard Operating Procedure #405 – Defensive Extinguishment
WMFR Standard Operating Procedure #410 – Water Supply for Sprinkler/Standpipe Protected
Building
WMFR Standard Operating Procedure #411 – Water Supply: Relay Operations
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WMFR Administrative Procedure #4101 – Apparatus and Equipment Committee
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Criterion 9B: Communication Systems
The public and the agency have an adequate, effective, and efficient emergency communications
system. The system is reliable and able to meet the demand of major operations, including
command and control within fire/rescue services during emergency operations, and meets the
needs of other public safety agencies having the need for distribution of information.
Summary:
The District maintains an in-house state-of-the-art communications system with 18 dispatchers;
three are on duty at all times. All aspects of the system have been evaluated to provide a quality
communications service to the District and other fire departments that contract for their
communications (Wheat Ridge and Fairmount Fire Protection Districts). The District has
partnered with the city of Lakewood, city of Wheat Ridge and the Wheat Ridge Fire Protection
District to provide radio system infrastructure.
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 able to dispatch the appropriate
resources.
The District is able to meet its process time baseline for rural areas 76.3% of the time, for
suburban areas 75.1% of the time, and for urban areas 65.2% of the time. This is accomplished
by using state-of-the-art processes. One of these processes is the use of automated dispatching
software. This system separates the act of speaking the initial dispatch from the dispatchers.
This provides a simultaneous station alerting within each station, thus reducing the time to
provide the information on the incident.
In addition, the District uses mobile data terminals in each apparatus. This system seamlessly
extends the power of the computer aided dispatch (CAD) to the field. This provides real-time
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incident data, integrated mapping, and full messaging capabilities, and increases situational
awareness by providing preplans, aerial views, and routing to field personnel.
The District uses live-routing to help reduce response times. The CAD monitors apparatus
locations live using automatic vehicle location software and dispatches the closest unit. All of
these systems provide a state-of-the-art dispatching process.
Interoperability is provided by being a participant in the Tactical Interoperability
Communications (TIC) plan for the Denver Urban Area Security Initiative (UASI) and Colorado
North Central Region (NCR). The TIC plan documents what interoperable communications
resources are available within the region, what agency controls each resource, and what rules of
use or operational procedures exist for the activation and deactivation of each resource. The
system consists of a two site, “multi-site” 800 MHz radio system. The District’s fire
communication center (FCC) is networked to the radio sites. Each emergency response vehicle
is equipped with a mobile radio. All response apparatus are assigned portable radios sufficient to
give each on-duty personnel an individual radio.
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Performance Indicator - 9B.1 CC
A system is in place to ensure communications with portable, mobile, and fixed
communications systems in the field.
Description:
The District shares a radio system infrastructure with the city of Lakewood, city of Wheat Ridge
and the Wheat Ridge Fire Protection District. The radio system recently transitioned to a Digital
P25 Trunking system manufactured and supported by the Harris Corporation. The system
consists of a two site, “multi-site” 800 MHz radio system. The District’s fire communication
center (FCC) is networked to the radio sites. Each emergency response vehicle is equipped with
a mobile radio. All response apparatus are assigned portable radios sufficient to give each on-
duty personnel an individual radio. Additionally, each front line apparatus is assigned an alpha
numeric pager and a cellular phone. Both act as a redundant backup to notify crews of calls in
case of a radio system failure.
Appraisal:
The current radio system, along with its subscriber units has been very reliable. Radio coverage
is currently at 96% outside mobile and 87% portable in building (light construction).
Plan:
In addition to the radio system upgrade to P25 Digital, the District plans to supplement the radio
system coverage gaps with mobile radio repeaters. Additional radio repeater capacity through
increased number of 800 MHz frequencies is anticipated. Funding has been secured for
purchasing five mobile repeaters through existing bond moneys. These repeaters are currently
on order with an anticipated delivery date of June 2012. Implementation will take place shortly
after delivery. This will ensure an adequate communications system well into the future. The use
of pagers (and cellular phones) will be reviewed. As technology advances, the District will seek
newer and more advanced means of notification to act as a redundant backup in case of a radio
system failure.
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References:
Intergovernmental Agreement - City of Lakewood for Communications Technical Support
Intergovernmental Agreement - City of Wheat Ridge for Cooperative Communications
Agreement
WMFR Administrative Procedure #3202 – Department Issued Pagers
WMFR Administrative Procedure #3301 – Wireless Telecommunications Device Use
WMFR Communications Division Standard Operating Procedure #18 – Radio Equipment
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Performance Indicator - 9B.2
The emergency communications system is capable of receiving automatic and manual early
warning and other emergency reporting signals.
Description:
The District’s FCC is a secondary public safety answering point (PSAP). The FCC is capable of
receiving 911 calls as transferred calls from the primary PSAPs. 911 calls are directly received
by the city of Lakewood, Jefferson County, city of Wheat Ridge, and Douglas County primary
PSAPs. The FCC is also able to receive 911 cellular calls and is Phase II wireless compliant for
obtaining geocoded location of the caller. All such warnings and reporting signals, such as fire
alarms, are received by third party alarm company call centers. These warnings and reportings
are forwarded to the District by telephone lines.
Appraisal:
The FCC moved to its current facility in February 2008. The 911 phone system was purchased
new and installed at that time. In addition, a separate administration phone system was installed.
This system is available for use to receive ten digit emergency phone transfers from the primary
PSAPs. As a secondary PSAP we depend upon the primary to accept, process, and transfer the
call in a timely manner. We have requested these times from our primary PSAPs but have been
unable to obtain them as the primary PSAPs have stated they cannot track these times due to
software limitations. The FCC maintains a total of six 911 trunking lines, with half being
distributed from two separate tandem locations. The FCC will maintain current 911 answering
platform at optimal levels. New industry standards are being developed for “NextGen-911” for
additional emergency data transfers to and between PSAPs. The FCC will maintain awareness
of these standards and work toward positioning itself to meet these future needs. The District,
through cooperation with the Jefferson County 911 Authority has been increasing networking
capabilities with area PSAPs
Plan:
The District will continue to work with local, regional, and national stakeholders in the
NextGen911 field to identify future needs and how to best implement this new technology as it
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becomes available. The District will continue to foster our relationships with our primary PSAPs
in an attempt to obtain their call processing times. It is anticipated that new technologies and
software upgrades will result in their ability to track processing times and share this data with us.
Specifically three of our four primary PSAPs will be upgrading to a shared internet protocol (IP)
911 phone system platform. The District has identified funding resources through the Jefferson
County Emergency Communications Authority to upgrade to this same shared 911 phone system
platform. As the District’s FCC and its primary PSAPs will no longer be on disparate phone
systems, tracking and sharing of data should become possible.
References:
Jefferson County Emergency Communications Authority Phone System Migration Worksheet
MaGIC 4.0 Administrator’s Guide
VestA M1 2.3 Administrator’s Guide
VestA M1 2.3 Agent’s Guide
WMFR Communications Division Standard Operating Procedure #7 – Telephone Equipment
WMFR Communications Division Standard Operating Procedure #8 – Telephone Answering
Protocol
440
Performance Indicator - 9B.3
The agency’s communications center is adequately equipped and designed (e.g., telephones,
radios, equipment status, alarm devices, computers, address files, dispatching circuits, playback
devices, recording systems, printers, consoles, desks, chairs, lighting and map displays, etc.).
Description:
The District’s FCC is adequately equipped for its current staffing model and functional needs.
Two additional full console positions are available for overflow work. Space is available within
the FCC for further expansion if needed.
Telephone: A total of six 911 trunk lines come into the facility. Divers paths for these trunk
lines are created by having three lines coming from the Capitol Hill tandem and three coming
from the Broomfield tandem. In addition, a separate phone switch is maintained for ten digit
backup to the 911 phone system.
Radios: The District shares a radio system with the city of Lakewood, city of Wheat Ridge and
the Wheat Ridge Fire Protection District. The radio system is a two site 800 MHz trunking
system.
Computer aided dispatch (CAD): The CAD system interfaces with the department records
management system, paging systems, and station alerting systems. The CAD provides for
equipment status and resource recommendations. Mobile CAD is also in place providing
response crews with dispatch and occupancy data over apparatus mounted mobile data
computers.
Logging recorder: Logging recorder is used for console, radio, and telephone. Access to this
logging recorder is available at each dispatch work station as well as key administrative support.
Console furniture: The FCC maintains six completely operational call taking/dispatch positions
within the primary center. These have fully adjustable and ergonomic functionality which
supports three CAD, one phone, one radio, one network, and two mapping monitors. High
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quality 24/7 style chairs are provided. Radio/phone immediate playback systems are available at
each console position. Printers and faxing capabilities are accessible within the call center.
A backup communications location has been implemented at the Training Center. The backup
communications center provides backup phone, CAD, and radio communications at this facility.
Appraisal:
Software maintenance agreements are in place to ensure that all software packages are updated in
a timely and efficient manner. Many of the hardware system replacements and upgrades are
funded through the Jefferson County E911 Authority. These include the 911 telephone system,
logging recorder, etc. The current economic climate of reduced revenues will be a challenge to
future capital replacement of communications center equipment. The District has secured
additional revenue streams by contracting service to other fire departments. Due to newer
governmental accounting standards, the District will need to identify capital replacement funds
and to post these as assigned reserves. Additional space is available in the FCC to allow for
future growth or for providing service to other agencies
Plan:
The District will establish a capital replacement program based on the life expectancy of its
capital assets and needs. Capital replacement of communications center equipment requires
adjustments to our current accounting practices. The District will implement tasks identified in
its Strategic Plan to include funding sources and will implement the segregation of fund balance
for capital replacement through GASB 54 (Government Accounting Standards Board) via the
Comprehensive Fund Balance Policy. The District will continue to look to outside revenue
sources, such as the Jefferson County Emergency Communications Authority and contract
services for capital replacement and addition needs.
References:
Communications Center Architectural Renderings (Floor Plan)
Communications Center Layout
Communications Center Mechanical Renderings (Engineering Plan)
Communications Center UPS Circuits Layout
442
Various Systems Operating Manuals
NICE Users Guide
P71300 Portable Radio Manual (available in Communications Division)
Phone System Manuals (available in Communications Division)
VisiCAD 4.5 Admin Guide
VisiCAD 4.5 Users Guide
VisiNet Command GEO Admin Guide
VisiNet Solutions Release Notes
WMFR Board of Directors Policy - Comprehensive Fund Balance Policy
443
Performance Indicator - 9B.4
The uninterrupted electrical power supply for the communications center is reliable and has
automatic backup capability.
Description:
The District’s FCC is tied to a house uninterrupted power supply (UPS) and to a backup
generator. The UPS is able to hold power in transition until the generator starts. The generator
is diesel powered able to supply 200 Kilowatts of power. The generator is able to fully support
electrical power to all critical communication infrastructures.
A full load test on the UPS and generator was last performed in 2011. The generator is exercised
on a weekly basis, and is allowed to run for 20 minutes.
Alarm monitoring is in place that will notify dispatchers when the generator is running as well as
indicating any faults.
Appraisal:
The UPS and backup generator is appropriately sized for the FCC electrical needs per NFPA
1221. The UPS and backup generator was designed to provide backup electrical power to all
critical communications functions including telephones, radios, computers, dispatching circuits,
playback devices, recording systems, printers, consoles, desks, chairs, lighting and map displays,
etc. In combination the UPS and generator provide for an automated and uninterrupted transition
from the public service power grid to backup power and then back onto the public power grid.
The generator is fueled by diesel and has a tank capacity of 400 gallons and is capable of running
for a duration of 40 hours. The District has direct vendor contracts that provide priority refueling
for extended generator operations if required.
Testing and maintenance is performed and documented on a monthly and annual basis. The UPS
and generator meet all of the needs for backup power at this time.
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Plan:
The District will evaluate its UPS and generator capabilities as additional systems are added.
The District will continue to ensure the reliability of its uninterrupted electrical power supply
through planned testing and maintenance of the UPS and generator.
References:
NFPA 1221 – Standard for the Installation, Maintenance, and Use of Emergency Services
Communications Systems, 2010 Edition. Chapter 4, Subsection 4.7.8 Engine Driven Generators.
(page 1221-11)
Stewart & Stevenson Generator Maintenance Contract
Stewart & Stevenson Generator Service Records
UPS Annual/Monthly Maintenance Contract
UPS Service Contract Proposal
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Performance Indicator - 9B.5 CC
Standard operating procedures or general guidelines are in place to direct all types of
dispatching services provided to the agency by the communications center.
Description:
The District’s FCC maintains divisional specific standard operating procedures (SOPs) and
Communication Administrative Instructions (CAIs). SOPs are directed at how the
Communications Center conducts business. CAIs are directed at how personnel conduct
themselves. In addition, SOPs are in place for field operations. SOPs and CAIs are both located
within the console positions for quick and easy access by dispatch personnel.
Appraisal:
All dispatch personnel receive crew level training on SOPs and provide input during the review
process. The current SOPs are deemed as working based upon the following factors: 1) No
complaints received or problems noted by District’s responding personnel; 2) No complaints
received or problems noted by contracted entities responding personnel; and, 3) Minimal
problems noted by Communications Center personnel stating they are having difficulties with
dispatching any of the above units/personnel. If a complaint is received or a problem noted, it is
investigated, the policy/procedure is reviewed, and changes are implemented immediately. If a
situation is noted where a policy or procedure is nonexistent, the call/situation will be reviewed
and, if warranted, a policy or procedure will be created and implemented. Changes are
implemented based upon communications or operational recommendations. CAIs have been
reviewed and updated as of April 2012. SOPs are currently being reviewed and updated with an
anticipated completion date of July 2012.
Plan:
Communications Division SOPs and CAIs will be reviewed on an annual basis beginning
January of every year. Any changes will be made during this annual review or on an as needed
basis.
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References:
WMFR Communications Division Communication Administrative Instructions
WMFR Communications Division Standard Operating Procedures
WMFR Standard Operating Procedure #800 – Radio Use
WMFR Standard Operating Procedure #801 – WMFR-LPD Talk Groups
WMFR Standard Operating Procedure #802 – Simplex Communications
WMFR Standard Operating Procedure #804 – Mobile Reader Communications
WMFR Standard Operating Procedure #805 – Network First Talkgroups
447
Performance Indicator - 9B.6
Adequate numbers of fire or emergency dispatchers are on duty to handle the anticipated call
volume.
Description:
The Communications Division is adequately staffed with a total of 18 personnel. Administrative
staff consists of a division chief and a civilian assistant communications manager. Dispatch
personnel are divided into four shifts. Each shift generally works three, twelve hour shifts and
one, four hour shift. Each shift consists of a supervisor, lead dispatcher and two other dispatch
personnel. Normal staffing levels are four dispatch personnel on each shift. Minimum staffing
levels are maintained at three dispatch personnel on duty 24 hours a day, seven days a week.
Appraisal:
Current staffing levels are adequate to handle anticipated call loads. On duty personnel have the
authority to call in additional personnel during unusual call volumes or any time additional
personnel are needed. Modified response procedures are in place to relieve dispatch pressure
during unusually excessive call volumes. The FCC is up-staffed during known or anticipated
high peak periods such as the Fourth of July. Up-staffing the FCC during unanticipated peak
periods is accomplished through an automated paging system.
Plan:
The Communication Division will continue to monitor and plan staffing level needs.
References:
WMFR Communications Administrative Instruction #10 - Communications Staffing Levels
WMFR Communications Administrative Instruction #14 - Shift Hours and Shift Picks
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Performance Indicator - 9B.7
An adequate maintenance program is in place with regularly scheduled system tests.
Description:
Maintenance contracts are in place for the radio system, phone system, computer aided dispatch
software, logging recorder, station alerting system, and the backup station alerting system.
Appraisal:
All of the noted systems are being used on a daily basis. A noted failure in any system will
result in directing a service call to the appropriate company or technician. Service contracts as
well as IT and radio technicians are available on a 24/7 basis.
Although a backup communications center is in place and some of the systems are tested
periodically, no formal or full cutover testing has taken place. A formal system testing and
documentation program needs to be developed.
Plan:
Develop a formal program to perform scheduled tests and accurately document the results.
Develop a specific plan to execute a full and formal cutover test for the backup communications
center.
References:
Noted System Service/Maintenance Contracts:
HARRIS Corporation Annual Maintenance Agreement
Intergovernmental Agreement City of Lakewood Communications Technical Services
Locution Systems Annual Maintenance Agreement
NICE Systems Support Information
PLANT-CML Software and Firmware Support Program Policy
Qwest Communications Meridian Purchase Order
Stewart & Stevenson Maintenance Contract
TriTech Software Support Agreement
449
West Metro E-911 CPE Maintenance List
WMFR Communications Division Standard Operating Procedure #3 - Daily Logs and
Documents
450
Performance Indicator - 9B.8
The communications center has adequate supervision and management.
Description:
The Communications Division chief is responsible for the overall management of the
Communications Division. The division chief reports to the deputy chief of administration. The
assistant communications manager reports to the division chief of communications and assists
with assigned duties. A supervisor is assigned to each shift to provide 24/7 supervision of each
dispatching crew. A lead dispatcher is assigned to each shift to provide additional supervisor
support in the absence of the shift supervisor.
Appraisal:
The District has adequate supervision and management oversight for its current staffing and
operational model.
Plan:
The District will continue to provide management and supervision training to the
communications personnel. The Communications Division will review supervision and
management as necessary.
References:
WMFR Communications Administrative Instruction #1 - Duties and Responsibilities of
Communications Shift Supervisor
WMFR Communications Administrative Instruction #2 – Duties and Responsibilities of
communications Dispatchers
WMFR Communications Administrative Instruction #3 – Duties and Responsibilities of Lead
Dispatcher
WMFR Organizational Chart (master exhibits folder)
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Performance Indicator - 9B.9
A communications training program for emergency dispatchers is in place that ensures adequate,
timely, and reliable fire agency emergency response.
Description:
The Communications Division maintains at least one training communications officer (TCO) per
shift. These TCOs are responsible for the training of new hire personnel and for on-going
training of the shift. In addition, one supervisor is charged with overseeing the training process.
Newly hired dispatchers undergo formal training. The training includes multiple aspects
including five written exams, Daily Observation Reports, and weekly meetings to evaluate and
discuss strengths and weaknesses needing improvement. The new employee is also provided a
three-inch, three-ring binder of information. Probationary dispatchers undergo daily evaluation
by the TCO during their three to six month training and the probationary period lasts for a one
year period. All dispatching personnel and call takers are emergency medical dispatch (EMD)
certified through Priority Dispatch. All dispatch personnel are required to maintain CPR
certification. Dispatch personnel participate in EMS training through the availability of video
conference presentations viewed directly in the Dispatch Center. Dispatch personnel receive
ongoing and adjunct training through a number of avenues including a monthly training
subscription; in-center training; local training; and, regional training.
Appraisal:
The current training process provides adequate training for District dispatch and call taking
personnel and training records are maintained. These training records are maintained in the
District records management system. Quality assurance of medical calls is performed through
the Priority Dispatch ProQA and AQUA computer programs. Personnel are trained and certified
to perform these quality assurance tasks.
Plan:
District dispatch personnel will continue to enter their training records into the training
management module of our records management system. It is a goal of the Dispatch Center to
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be accredited by the “National Academies of Emergency Dispatch.” This will be a multi-year
program of improvement with a goal to achieve accreditation by the year 2015.
References:
Crew Training Records Worksheets
WMFR Communications Center Continuing Education Roster
WMFR Communications Center EMS Continuing Education Roster
WMFR Communications Division SOP #11 – Emergency Medical Dispatch (EMD)
WMFR Communications Training & Evaluation Program Directive
WMFR Communications New Employee Training Program (available in the Communications
Center)
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Performance Indicator - 9B.10
The interoperability of the communications system is evaluated and documented. Appropriate
procedures are implemented to provide for communications between the agency and other
emergency responders.
Description:
The District is a participant in the Tactical Interoperability Communications (TIC) plan for the
Denver Urban Area Security Initiative (UASI) and Colorado North Central Region (NCR). The
TIC plan documents what interoperable communications resources are available within the
region, which controls each resource, and what rules of use or operational procedures exist for
the activation and deactivation of each resource.
Appraisal:
The TIC plan has recently undergone a review and was updated in January 2011. The
interoperability communications system is adequately evaluated and documented. Through the
TIC plan, as well as additional local and regional governances, appropriate procedures are in
place to provide for communications between the District and other emergency responders. The
District has participated in a number of local and regional drills focusing on the functionality of
these interoperable communications capabilities.
Plan:
The District will continue to participate in the reevaluation and review of the TIC Plan. The
District will continue to participate in interoperability communications drills, with an effort to
identify and correct any gaps in the TIC plan.
References:
U.S. Department of Homeland Security, Office of State and Local Government, Coordination
and Preparedness - Tactical Interoperability Communications Plan Denver Urban Area Security
Initiative and Colorado North Central Region
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Criterion 9C: Administrative Support Services and Office Systems
Administrative support services and general office systems are in place with adequate staff to
efficiently and effectively conduct and manage the agency’s administrative functions, such as
organizational planning and assessment, resource coordination, data analysis/research, records
keeping, reporting, business communications, public interaction, and purchasing.
Summary:
The administrative support services and office systems are adequate for the size and complexity
of the District. The District is able to function and meet the needs at this time. If any expansion
occurs it is understood that the support staff will have to grow to meet that demand.
The District has a recently new administrative building and all office supplies and equipment
were replaced during that upgrade.
The Information Technology Division is able to provide up-to-date technology resources. They
are able to manage the hard and software at a high level. They also provide 24/7 help desk
support.
The public is greeted by a receptionist at the administrative building and at the Training Center.
Customer feedback provides the District with up-to-date public input.
The Human Resources Division maintains the organizational documents and all are posted on the
District’s intranet. These documents are up to date.
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Performance Indicator - 9C.1 CC
The administrative support services are appropriate for the agency’s size, function, and
complexity, and mission, and are adequately staffed and managed.
Description:
The District’s administrative support structure is appropriate and adequate to support the
District’s goals and objectives. The general administrative function is to provide all divisions
with the administrative support required to carry out the District’s mission. The District’s ratio of
support staff to line members is approximately 1:6.3 or one support full time equivalent (FTE)
for every six line FTEs.
District personnel must perform many of the functions normally conducted by a municipality
(e.g. finance, human resources, risk management, facilities, purchasing, etc.). These positions are
shown in the latest organizational charts.
Appraisal:
The District’s administrative support services are adequate and appropriate for the size, function,
complexity, and mission of the organization.
Plan:
There is currently no need to alter or change the general administrative support process at this
time. The District will continue to budget annually for administrative support. Administrative
needs will be assessed annually to ensure that the administrative support staff meets the needs of
the District.
References:
WMFR Organizational Chart (master exhibits folder)
456
Performance Indicator - 9C.2
Sufficient general office equipment, supplies and resources are in place to support departmental
needs.
Description:
The District provides sufficient general office equipment, supplies and resources to each
department within the organization, as well as the 15 fire stations. Additional stock is manually
ordered and delivered before levels on hand reach zero.
Appraisal:
The current support services are appropriate for the agency’s size, function, complexity, and
mission, and are adequately staffed and managed. The supply system has a manual monitoring
system and is controlled through the District quartermaster and select office assistants who
reorder office supplies as required through employee requests, utilizing the office supply request
form.
Plan:
The District will continue current practices in relation to general office equipment, supplies and
resources; and will evaluate needs on a regular basis and adjust resource requirements as deemed
necessary. An automation process for ordering supplies may be considered in the future. An
administrative procedure to define the quartermaster business process will be developed.
References:
Office Supply Request Form
457
Performance Indicator - 9C.3
Technological resources (e.g. telecommunications equipment, computer systems, general
business software, etc.) and the information management system are appropriate to support the
needs of the agency. Access is available to technical support personnel with expertise in the
systems deployed by the agency.
Description:
The District provides telecommunications equipment, computer systems, and general business
software for all employees. A technical support help desk is in place and provides 24/7, 365 days
a year support for the high availability technical systems required for emergency 911, and the
critical first responder hardware and software applications.
Appraisal:
The current technological hardware and software requirements for the department meet the day-
to-day needs.
The District’s Information Technology Division (IT) finds alternative solutions for technical
support, such as selective outsourcing and shared services with surrounding agencies.
The District’s IT Division maintains an asset management and replacement program for aging
and surplus computer systems; and uses industry best practices in relation to timeframes for
equipment replacement and upgrades. IT has established a hardware and software budget for
technological systems.
Plan:
IT will continue with industry best practices in relation to technological resource requirements;
the District will conduct ongoing evaluations of technological needs on a regular basis and adjust
technological resource requirements based on the current needs of the District and in the overall
support of the mission. The District will develop an administrative procedure to cover
workstation minimum baseline requirements, and an administrative procedure to cover IT
Helpdesk procedures.
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References:
Intergovernmental Agreement to Share Internet Services – City of Lakewood & WMFR
WMFR Administrative Procedure #7007 - Workstation Minimum Baseline Requirements
WMFR Administrative Procedure #7008 - IT Helpdesk Procedures
459
Performance Indicator - 9C.4
Public reception and public information components support the customer service needs of the
agency.
Description:
The District is committed to providing strong service to our customers. In an effort to be
accessible, the District staffs the front reception desk to greet walk-in customers, direct phone
calls, accept building plans for review, and give directions. It is always staffed during business
hours. The District also staffs a reception desk at the Training Center during business hours.
Additionally, the District conducts a number of communication strategies to measure customer
satisfaction and service needs. These include EMS customer satisfaction surveys, citizen
advisory groups, and social media sites.
Appraisal:
The District mails EMS customer satisfaction surveys to approximately 200 randomly selected
patients each month. The feedback is reviewed upon receipt and entered into a database.
Customer service issues requiring follow-up are addressed immediately through an email
response, phone call or in person by the District’s public information officer (PIO), district chiefs
or EMS chief. Citizen advisory groups are formed as needed to address departmental issues
requiring the feedback of District residents. Designated District personnel attend group meetings
and follow-up with citizen advisory group members as needed. The District distributes current
information through its website and social media sites. These sites are monitored by the
District’s PIO and responded to as needed. These current communication systems allow the
District’s PIO or appropriate personnel to respond to customer feedback promptly.
Plan:
The District will continue to seek customer feedback continuously via its website and mail EMS
customer satisfaction surveys to determine service levels and needs. Community surveys will be
conducted on an as-needed basis to help measure community perceptions, service needs,
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changing demographics and trends. The District will also continue to distribute public
information through its website and social media sites.
References:
EMS Customer Survey Database Screenshot
Emergency Patient Satisfaction Survey
WMFR Facebook Page Screenshot
WMFR Twitter Page Screenshot
WMFR Website Screenshot
461
Performance Indicator - 9C.5
Organizational documents, forms, and manuals are maintained and current.
Description:
The District updates the standard operating procedures and administrative procedures quarterly
and makes them available through an electronic book format on the intranet. The board of
directors (BOD) and Civil Service Committee (CSC) minutes, the Health Fund minutes, public
notices and agendas are published and are also available on the intranet. The District
organizational chart is updated as changes take place. All District business related forms are
updated on an as needed basis, and are available online in a digital format.
Appraisal:
The policies and procedures, minutes, public notices, agendas, forms, and charts are devices the
District members use to operate the District’s business and the public information is published
for citizens to have knowledge of District business practices. These documents are maintained
on an annual basis. Security and confidentiality is maintained through a secure access to these
documents; this is provided by a secure end-user logon. The current program could be updated
through a digital based collaborative online site, such as Microsoft SharePoint.
Plan:
The District will continue to maintain standard operating procedures, administrative procedures,
BOD and CSC minutes, the Pension Board and Health Fund minutes, public notices and
agendas. The maintenance of these documents will be reviewed and a process developed to keep
them current and to provide an efficient and effective process.
References:
Board of Directors Meeting Agenda Sample
Board of Directors Meeting Minutes Sample
Civil Service Committee Meeting Minutes Sample
Health Fund Meeting Minutes Sample
Public Notice Sample
462
CATEGORY X: EXTERNAL SYSTEMS RELATIONSHIPS
External systems relationships are defined as the relationships with agencies that act together as
an integrated system. The growth of multi-unit systems and the increase of interagency
agreements between various types of government necessitate increasing attention to these
relationships and the agreements between legally autonomous operating units.
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Criterion 10A: External Agency Relationships
The agency’s operations and planning efforts include relationships with external agencies and
operational systems that affect or may influence the agency’s mission, operations, or cost
effectiveness.
Summary:
The District understands the importance of developing and managing external agency
relationships. These agreements support the District’s mission, operations and cost
effectiveness. The importance of these relationships is recognized in the Strategic Plan in
Objective 6-E, promote relationships with external organizations.
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Performance Indicator - 10A.1 CC
The agency develops and maintains outside relationships that support its mission,
operations, or cost effectiveness.
Description:
The District develops and maintains outside relationships that support its mission, operations and
cost effectiveness. These relationships can be categorized into informational, legislative and
operational. Informational relationships are non-formal and are a source for information,
legislative organizations are ones that affect changes in building codes or legislation, operational
organizations are ones that assist the District in carrying out our mission.
There are multiple other organizations that the District interacts with on a formal and non-formal
manner. All members are encouraged to participate in establishing relationships to enhance the
mission of the District.
Appraisal:
Relationships have strengthened the District and supported the mission in a myriad of areas.
Participation has provided valuable information and support that has helped the District reduce
costs, increase operational effectiveness, and support in many other areas. Being affiliated and
actively participating in many organizations has provided the District access to critical
information, a forum for addressing significant issues, and the opportunity to voice issues that
have directly affected the operations, services and cost-effectiveness.
Plan:
The District will empower members within the organization to seek opportunities to develop
relationships with outside agencies that add to the operational effectiveness of the District.
References:
Directory of Intergovernmental Agreements
Intergovernmental Agreement for Mutual Aid Between Fire Departments
Mutual Aid Agreement – Douglas County
465
Mutual Aid Agreement – Jefferson County
Mutual Aid Agreement – Lockheed Martin
Mutual Aid Agreement - South Metro Fire Protection District
466
Performance Indicator - 10A.2
The agency’s strategic plan identifies relationships with external agencies/systems and their
anticipated impact or benefit to the mission or cost effectiveness of the agency.
Description:
The Strategic Plan has identified external relationships as an objective. The objective states:
Promote relationships with external organizations. The critical performance tasks are:
• Conduct research and find the areas that West Metro Fire Rescue needs to improve
cooperative efforts with neighboring agencies.
• Increase level of awareness/understanding to neighboring agencies relative to various
services available and increase interaction between staff and adjoining organizations.
• Ensure peer contacts at all levels and positions to other fire agencies.
• Meet with neighboring agencies to explore interest in pursuing cooperative efforts.
• Evaluate each proposal to determine if it will mutually improve efficiency and
effectiveness.
Performance indicators are:
• Cooperative effort opportunities have been identified and those deemed beneficial have
been proposed for implementation.
• West Metro Fire Rescue personnel have an understanding of their role in building
relationships with external organizations.
Appraisal:
The Strategic Plan has not addressed the external agencies’/systems’ anticipated impact or
benefit to the mission or cost effectiveness. Internal relationships are an outcome of individual
program needs and there is no initiative to pursue development on a District wide basis. It has
been recognized within the Strategic Plan that this issue is important and needs to be developed
further.
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Plan:
The District will develop and institute the objective within the Strategic Plan and expand to
include identification of the external agencies/systems and anticipated impact or benefit to the
District by the first quarter of 2013.
References:
WMFR Strategic Plan (master exhibits folder)
468
Performance Indicator - 10A.3
A process is in place for developing, implementing, and revising interagency policies and
agreements.
Description:
Command staff is responsible for developing, implementing, and revising all interagency
policies and agreements with the District’s legal counsel.
Appraisal:
The fire chief’s executive assistant has maintained a directory of intergovernmental agreements
and to better formalize the process, an administrative procedure should be developed.
Plan:
Develop an administrative procedure to develop, implement and revise interagency policies and
agreements by the fourth quarter of FY 2013.
References:
Directory of Intergovernmental Agreements
469
Performance Indicator - 10A.4
A conflict resolution process exists between the organization and external agencies with which it
has a defined relationship.
Description:
Within most intergovernmental agreements there is a process incorporated into the agreements
for conflict resolution. All intergovernmental agreements are reviewed by the District’s attorney
to ensure the interests of the District are maintained and supported. The board of directors votes
on each agreement based on the recommendation of staff and the attorney.
Appraisal:
In the past there have been very little problems with developing and maintaining
intergovernmental agreements. As a result, communications with the agencies involved has been
open and issues have been easily resolved.
Plan:
The District’s legal counsel will ensure conflict/resolution details are in place and included in all
agreements.
References:
Directory of Intergovernmental Agreements
470
Criterion 10B: External Agency Agreements
The fire service agency has well-developed and functioning external agency agreements. The
system is synergistic and is taking advantage of all operational and cost effective benefits that
may be derived from external agency agreements.
Summary:
The District has a history of developing and managing external agency agreements. These
include 16 active mutual aid agreements and 60 active external agreements. The agreements are
diverse and cover many facets of the operational and non-operational organization. These areas
include: arson investigations and prosecution; blood draws (MOU to provide blood draws for
police, sheriff and state patrol); providing emergency services to federal/state/local agencies;
communications (including contracts for dispatch services); county hazardous materials
authorities; Colorado Fallen Firefighters Foundation; financial services; providing prescribed
burn management; inclusions; and, urban area security initiative.
The management and evaluation of these agreements determine the benefit to the District and the
agency requesting the agreements. Each is evaluated based on cost benefit analysis; impact on
the District; development and review by staff and the District’s attorney; review and support by
the board of directors; and, periodic review.
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Performance Indicator - 10B.1 CC
External agency agreements are current and support organizational objectives.
Description:
All external agency agreements are current and support organizational objectives. Mutual aid
agreements are in place and support the ability of the District to mitigate incidents outside of the
scope of the on-duty companies. Agreements are numerous and include as a sampling Arson
Investigation and Prosecution – MOU – Wheat Ridge PD; Wheat Ridge FPD; Blood Draws –
Colorado State Patrol-Golden Troop – MOU; Prescribed Burn – Ken Caryl Ranch and Radio
Communications Contingency Plan – Denver Police Department, Lakewood Police Department
and WMFPD.
Appraisal:
Mutual aid agreements have ensured proper response and adequate personnel to meet the
incident needs. Mutual aid agreements have been revised as the needs are identified because the
agreements are open-ended.
Plan:
The District will ensure agreements are current and meet organizational objectives as to the
efficiency and effectiveness during the practice of the agreements.
References:
Arson Investigation and Prosecution – MOU – Wheat Ridge PD; Wheat Ridge FPD; Arvada
FPD; Fairmount FPD and West Metro FPD
Blood Draws – Colorado State Patrol-Golden Troop – MOU
Intergovernmental Agreement for Mutual Aid Between Fire Departments
Mutual Aid Agreement - Douglas County
Mutual Aid Agreement - Jefferson County
Prescribed Burn – Ken-Caryl Ranch
Radio Communications Contingency Plan – Denver Police Department, Lakewood Police
Department and WMFPD
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Performance Indicator - 10B.2
The agency researches, analyzes and gives consideration to all types of functional agreements
that may aid in the achievement of the goals and objectives of the agency.
Description:
The District staff researches and analyzes all proposed agreements. The District is open to all
types of proposals that will support our goal and objectives and are reviewed by staff and the
District’s attorney.
Appraisal:
All proposed agreements have been considered, researched, and analyzed to ensure they will aid
in the achievement of the goals and objectives of the District. It has been in the best interest of
providing quality services to give due consideration to all types of functional agreements. The
District was tasked with developing a proposal for assuming the emergency services for the
Highlands Ranch Metropolitan District and the Littleton Fire Protection District. The District
submitted a 41 page proposal that outlined proposed governance structure; organizational
structure; response standards; effective response force; staffing; apparatus configuration;
communications; and, fiscal considerations that include costs/start-up costs, cost control
strategies, long-term cost reduction strategies, and financial controls. This process was
illustrative of the District’s approach and philosophy of being open to all proposals and working
aggressively to develop opportunities to achieve the goals and objectives in the Strategic Plan.
This process for managing agreements has been satisfactory and no problems have been noted.
Plan:
The District will continue to give consideration to all proposed agreements and evaluate to
ensure they aid in the achievement of the goals and objectives of the District.
References:
Directory of Intergovernmental Agreements
Proposal to ESCI for Highlands Ranch and Littleton Fire Protection District
473
Performance Indicator - 10B.3
The agency has a process by which their agreements are managed, reviewed, and revised.
Description:
Command staff oversees, reviews, and revises agreements as needed. Many of the agreements
are managed at the appropriate level and by the functional area program managers.
Appraisal:
This process for managing agreements has been satisfactory and no problems have been noted.
Plan:
Each of the agreements will be reviewed if necessary by the program managers and revised as
needed annually.
References:
Directory of Intergovernmental Agreements