South Metro Fire Rescue Authority Accreditation Report

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Accreditation Report

South Metro Fire Rescue9195 East Mineral Avenue

Centennial, Colorado 80112

USA

This report was prepared on February 11, 2011

by the

Commission on Fire Accreditation International

forSouth Metro Fire Rescue Authority

This report represents the findings

of the peer assessment team that visited

South Metro Fire Rescue Authority

on December 4-9, 2010

Peer Assessment Team

Michael R. Arena, Team LeaderRobert W. Meyer, Peer Assessor

Manuel P. Neves, Peer Assessor

Randy Mains, Peer Assessor

Neil Rosenberger, Observer


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TABLE OF CONTENTS

EXECUTIVE Review ..................................................................................................................... 2CONCLUSIONS............................................................................................................................. 6

RECOMMENDATIONS ................................................................................................................ 6OBSERVATIONS ........................................................................................................................ 10

Category I Governance and Administration ................................................................ 10Category II Assessment and Planning ......................................................................... 10Category III Goals and Objectives ............................................................................... 11Category IV Financial Resources ................................................................................ 12Category V Programs ................................................................................................... 12Category VI Physical Resources .................................................................................. 41Category VII Human Resources .................................................................................. 42Category VIII Training and Competency .................................................................... 44Category IX Essential Resources ................................................................................. 45Category X External Systems Relationships ............................................................... 47

EXHIBITS

South Metro Fire Rescue Organizational Chart

Summary Rating Sheet (For Commission Use Only)


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EXECUTIVE REVIEW

PREFACE

The South Metro Fire Rescue Authority recently received candidate status. On July 20, 2010 the

department asked the Commission on Fire Accreditation International (CFAI) for a site visit todetermine if it could be recommended for accreditation. On August 4, 2010 the CFAI appointed a

peer assessment team. The peer team leader approved the documents for site visit on October 11,2010. The peer assessment team conducted an onsite visit of the South Metro Fire Rescue Authority

between December 4 9, 2010.

In preparation for the onsite visit, each team member was provided access and reviewed the South

Metro Fire Rescue Authoritys Self-Assessment Manual, Standard of Cover (SOC), Community Risk

Analysis and Strategic Plan on the Center for Public Safety Excellence (CPSE) SharePoint Site. Thisdocumentation, produced by the South Metro Fire Rescue Authority, represented a significant effort

by the staff of the department and other community agencies. The department did not use anyconsultant to assist it with completing the documents required for accreditation, other than

contracting with CPSE to conduct a stakeholder assessment.

SUMMARY

The CFAI has completed a comprehensive review and appraisal of the South Metro Fire Rescue

Authority (SMFRA) based upon the 8th

Edition of the Fire and Emergency Services Self AssessmentManual (FESSAM). The commissions goals are to promote organizational self-improvement and to

award accreditation status in recognition of good performance. The assessment teams objectives

were to verify and validate the departments self study accreditation manual, identify and make

recommendations for improvement, issue a report of findings and conclude if the department iscredible for an award of accreditation.

The peer assessment team followed CFAI processes and the South Metro Fire Rescue Authority

demonstrated its self study assessment manual, community risk analysis, SOC and strategic plan met

all core competencies and criteria. The peer team recommends accredited status for the South MetroFire Rescue Authority from the Commission on Fire Accreditation International.

The SMFRA was formed in May 2008 from two agencies previously accredited through CFAI.

SMFRA serves portions of Arapahoe and Douglas Counties and seven cities within these counties.

The total land mass covered is 176 square miles of predominately suburban/urban area within thesouthern Metro Denver area. Service is delivered through 17 stations, and mutual and automatic aid

agreements are in place with neighboring departments. The SMFRA serves a permanent population

of 198,000 residents with an estimated day time population of 250,000.

The fire chief reports to the SMFRA Board of Directors. The departments success in meetingexpectations is strongly tied to integrated processes for its strategic plan, capital improvement plan

and the SOC document. The strategic plan is updated on an annual basis and discusses immediate and

future needs of the department by joining together performance indicators with budget requests. The


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SOC is reviewed annually and updated as needed. Both agencies were accredited by CFAI; thus 2009

time performance data was utilized as it was the first full year of data from the newly formed

SMFRA. Both agencies reported meeting their baselines in previous years subsequent to the merger.

South Metro Fire Rescue Authority uses a risk assessment tool to identify the fire and non-fire risksand to assist in developing its SOC document deployment strategies. The authority has developed a

strategic plan to document goals and objectives in managing the future of the organization.

SMFRA uses the strategic plan, SOC, and accreditation self assessment process to develop goals

which maintain or enhance the mission of the organization. External and internal stakeholder

information was gathered for the most recent strategic plan as a means to incorporate communityexpectations into the accreditation documentation.

South Metro Fire Rescue Authority has an experienced and knowledgeable financial planning group.The authority is only two years old and the finance group has applied for the Certificate of

Achievement for Excellence in Financial Reporting from the Government Finance Officers

Association (GFOA) for its Comprehensive Annual Financial Report (CAFR). The authority will

most likely receive the award for its 2009 CAFR. The CAFR was awarded in the previous yearsbefore the merger under the Parker Fire Protection District. The authority also received the GFOA

distinguished budget presentation award for 2009 and 2010. The authority operates on a balanced

budget and has a healthy general fund reserve for emergencies at 30 percent.

The authoritys SOC processes have evolved and appropriate adjustments have been made, through

the implementation of necessary improvements, to match available resources to the evolving fire andnon-fire risks and related expectations in the community. The SOC identifies the majority of the

authoritys jurisdiction as having both urban and suburban population densities, with limited rural

areas at the outer fringes; the community is comprised of approximately 62% urban, 31% suburbanand 7% rural. There are appropriate benchmark and baseline statements in place to identify and

measure all components of the total response time continuum. The department has completed a

comprehensive assessment of the related critical tasks associated with these response expectations.

The authority has integrated both organizations and the governance model. The authority monitors its

response time to determine efficiencies in service delivery. The authority has a well designed andstaffed communications center. The communications center is not the primary public service

answering point (PSAP). The authority has determined it needs to do additional monitoring of call

transfer times from its four primary PSAPs to its communications center. There is a delay in thosetransfer times and the authority is working to determine what those times are and how they affect

total response times. The communications center is well designed as well as the systems work

satisfactory for its operation. Interoperability is an important feature within the center.

South Metro Fire Rescue Authority operates out of 17 fire stations from the two recently mergeddepartments: Parker and South Metro. Most of the developed areas are served by one of 54 waterdistricts. Several entities within the authority are responsible for ensuring adequate water supplies.

The SMFRA Life Safety Bureau acts as the liaison with water districts to ensure that systems are

tested and maintained. The communications center is responsible for mapping hydrants and fixedwater supplies. The operations division is responsible for the hoses, port-a-tanks, tenders and other

tools needed to move water on the fire ground.


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The life safety bureau is one of several core services areas outlined in the departments strategic plan.

The fire chief is specifically mandated to enforce all laws of this state and ordinances and

resolutions of the appropriate political subdivisions relating to the prevention of fires and thesuppression of arson. These duties have been delegated by the fire chief to the life safety bureau. Its

mission is to enhance community and firefighter safety through the application of the adopted fire

codes, using the 4 E model: engineering, educating, enforcing and evaluating. The authority has no

direct responsibility for emergency preparedness but is well integrated and coordinated with the twocounties, as well as the smaller cities, it provides services to. There are regular multi-jurisdictional

planning meetings and exercises to ensure this preparedness is always at a high level of readiness.

The authority operates a modern, well equipped joint use training facility which also encompasses its

fleet maintenance facility. A performance-based training program is supplemented by an annual

review of critical skills for all firefighters through evolution and competency based training. Thetraining programs have grown to match the changing demands for services as the authority is

evolving. There is a strong focus on developing future officers of the authority, starting with in-house

training programs that are further enhanced by the successful completion of a pre-determined officertraining program. Senior officers are encouraged to complete: advanced degrees; the Chief Fire

Officer Designation program through the Commission on Professional Credentialing; and theExecutive Fire Officer Program through the National Fire Academy.

SMFRA places a strong emphasis on achieving a positive employee climate. The department is

proactive in addressing work place safety. The fire stations are meticulously maintained and there is a

comprehensive apparatus and equipment maintenance program. Together they contribute to a safe,efficient and healthy work environment. The authority also promotes physical fitness and all

members have access to physical fitness equipment.

Virtually all built up areas of the authoritys jurisdiction are served by a well developed and

maintained water system. The department has five water tenders that are strategically located

throughout the authority and staffed on an as needed basis, to support incidents on majorthoroughfares and outlying sparsely populated areas of the city that do not yet have hydrant supported

fire protection. The department has access to additional tankers through a formalized automatic aid

agreement.

The peer assessment team identified opportunities for improvement that are captured in the

recommendations section and in the observations and performance section of the report. These

recommendations flowed from discussions, interviews and a review of department supplieddocumentation to support its self-assessment conclusions. Based on positive feedback received

during the process it is expected that there will be constructive actions taken to implement these

recommendations into the department within an appropriate and acceptable timeframe.

The peer assessment team observed a strong commitment by the department to the CFAI

accreditation process. The current accreditation manager has strong support from the fire chief andhis staff and he has served as a peer assessor for CFAI. Having the ability to serve in such a capacity

ensures continuity, more direct access to best practices with other similar organizations and

engagement of a broader spectrum of the department.


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Composition

The South Metro Fire Rescue Authority (SMFRA) was created in 2008 as a consolidation of two

accredited agencies: South Metro Fire Rescue and Parker Fire Protection District. SMFRA serves

portions of Arapahoe and Douglas counties and seven cities within these counties including theunincorporated cities of Castle Pines North, Centennial, Cherry Hills Village, Foxfield, Greenwood

Village, Lone Tree and Parker. The new, combined community served by South Metro Fire RescueAuthority is 176 square miles. The SMFRA serves a permanent population of 198,000 residents with

an estimated day time population of 250,000. In addition to providing all standard fire departmentemergency operation programs, SMFRA also offers water rescue and recovery and aviation rescue

and fire fighting (ARFF) emergency services. The department provides fire prevention, public

education, fire investigation and emergency management services to the community. As a stand-alone authority, it provides support services such as human resources, fleet & facilities maintenance

and finance are also provided internally.

South Metro Fire Rescue Authority provides services to a community with an urban, suburban and

rural composition. Significant features include a high-rise business development, a high-volume

general aviation airport, two reservoirs with associated recreation activities and tracts of wildlandinterface. Two major roadways run through the community, along with light rail transportation.

Government

Board of Directors (seven members), composed of three members from each fire district board andone appointed member.

Fire Department

17 fire stations284 line personnel

89 uniformed and non-uniformed staff personnel12 engine companies4 tower companies

1 squirt company

9 medic transport units3 battalions

8 brush units

5 tenders

2 hazardous materials units2 technical rescue units

3 ARFF units

1 dive unit


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CONCLUSIONS

The self-study manual produced by the South Metro Fire Rescue Authority was of high quality. Themanual represented a significant effort by the staff of the department to produce and present a quality

document.

The South Metro Fire Rescue Authority has demonstrated that all core competencies have beenmet and received a credible rating.

The South Metro Fire Rescue Authority has demonstrated that all applicable criteria have beenmet and received a credible rating.

The peer assessment team recommends Accredited Agency Status for the South Metro FireRescue Authority from the Commission on Fire Accreditation International.

RECOMMENDATIONS

The peer assessment team conducted an exit interview with the authority consisting of the fire chiefand most all the staff that participated in the self-assessment study. The purpose of the meeting was

to review the teams findings and recommendations. The department was given an opportunity to

respond to any errors in findings of fact.

Strategic Recommendations

Strategic recommendations were developed from information gathered from the on-site assessment

visit and the evaluation of the criteria and core competencies.

1. Current occupational health and safety (OH&S) training programs should be consolidated intoa comprehensive program to institutionalize OH&S practices throughout the organizationspecific to fire service operations. Particular attention should be given to work place safety

and job hazard analysis within the organization. This program should be monitored and

evaluated routinely by senior staff.

2. The agency should conduct a review of the authoritys fire and non fire risk assessment toassure the specific level and type of risk in each zoning category. It should develop a riskmitigation plan from the risk assessment study.

3. Closely monitor call processing and transfer times with each primary PSAP so as to achievebenchmark call processing times. The authority is encouraged to continually review and monitorthe results of any changes in procedures affecting call processing times and to more reliably track


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the complete call processing time from receipt of 911 calls at the primary PSAP to dispatch of the

incident by MetCom.

4. The authority should review its strategic plan and include the goals and objectives of eachdivision into the overall strategic plan.

5.

The authority should consider utilizing a standardized format and template for thedivisional/bureau plans to ensure consistent information is being collected and documented

for inclusion into the annual update to the departments strategic master plan. Examples of

these division/bureau plans already exist but one standard authority-wide format should beconsidered.

Specific Recommendations

Specific recommendations were developed from the appraisal of performance indicators in each ofthe ten categories.

Category III Goals and ObjectivesCriterion 3B: Implementation of Goals and Objectives

Performance Indicator

3B.2 The agencys goals and objectives are disseminated to all members of the organization.

The annual budget book is the primary means of disseminating the authoritys goals andobjectives to its member. Theoretically, this should be sufficient but the reality is that this

information has not been formalized and institutionalized throughout the department.Methods of overcoming this should be discussed, and alternative means or further refining the

existing method for distributing the authoritys goals and objectives should be implemented.

Category V ProgramsCriterion 5C: Public Education Program

Performance Indicators

5C.2 The program has staffing with specific expertise to accomplish the program goals andobjectives.

It is recommended that the authority work to increase support for current responsibilities andprograms of the Life Safety Education Bureau (for example, using on shift suppression

personnel to assist with the delivery of educational programs).

5C.6 The agencys information system allows for documentation and analysis of its public

education program.

Re-evaluate present information systems so as to obtain measurable data to improve

effectiveness of the public education program. The software programs should allow for thestatistical data input of delivery programs for staff and suppression personnel.


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Category VI Physical ResourcesCriterion 6D: Apparatus Maintenance


6D.2 The maintenance and repair facility is provided with sufficient space and equippedwith appropriate tools.

The Fleet Services Bureau is currently challenged to perform repairs and preventive

maintenance on all SMFRA vehicles in a timely manner with adequate space. Futurecapabilities will be further challenged based on the expected fleet growth rate. Consider

developing a facilities expansion plan that creates more space and functionality for the Fleet

Services Bureau to prepare for the future.

Category VIII Training and Competency

Criterion 8A: Training and Education Program Requirements


8A.4 The agency has identified minimum levels of training required for all positions in the

organization.

It is recommended the authority consider training all fire officers in the incident safety officer

(ISO) program; presently the training officers are the ISOs.

Category IX Essential Resources

Criterion 9A: Water Supply


9A.5 The agency maintains copies of current water supply and hydrant maps for its service

area.

The daily communications report is an excellent tool to keep all personnel abreast on systems

such as hydrants or fire department connections being non-functional. Caution Notes on the

dispatcher screens are another means of keeping everyone informed. The authority shouldconsider utilizing the hydrant layer on the mobile data terminals (MDTs) as yet another means

of alerting responding companies.

Category X External Systems RelationshipCriterion 10B: External Agency Agreements


10B.2 The agency researches, analyzes and gives consideration to all types of functionalagreements that may aid in the achievement of the goals and objectives of the agency.


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A formal agreement, memorandum of understanding, or contract may not be appropriate for

all relationships; however, there may be opportunities to engage in less formal agreements

that would identify the roles, responsibilities and needs of the authority and its professionalpartners. One example would be to confer and document the relationship with the authoritys

four PSAPs to secure the initial 911 call time stamp.


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OBSERVATIONS

Category I Governance and Administration

The South Metro Fire Rescue Authority is defined by Colorado Revised Statutes CRS 290-1-203. This statute allows for governmental entities to jointly provide service. The authority wasformed as a result of a merger by the South Metro Fire Rescue and Parker Fire Protection

District to supply fire, emergency medical service and other associated services. Both entities

were fire protection districts under CRS Title 32. The authority was formed by an

intergovernmental agreement on May 1, 2008 and began to operate fully as an authority onJanuary 1, 2009.

The fire chief reports to the authority board that is comprised of seven members elected at

large. Each director represents an area of the district.

The authority is aggressive to ensure compliance with all legal and legislative requirements atlocal, state and federal levels. Colorado is not an OSHA state but many OSHA requirements

are adhered to in areas regarding firefighter safety.

The administrative structure is sufficient for the authoritys needs. The authority is dividedinto four divisions: support services; emergency operations; community safety services; and

finance. Each division is managed and supervised by an assistant chief or finance director.

The majority of the authoritys resources are allocated to the operations division as is typicalin most fire rescue services.

Category II Assessment and Planning

The South Metro Fire Rescue Authoritys standard of cover (SOC) met CFAI requirements.

The document contained measurable elements that are reviewed and updated annually by the

department and the district board of directors.

The agency was formed by the merger of two separate agencies and developed its first

comprehensive SOC in April, 2010. The agency has used the SOC as the primary source of

community risk analysis and has adopted benchmark and baseline emergency performanceobjectives relative to the identified risk. The SOC manual is appraised and reviewed on an

annual basis and baseline objectives are modified in accordance to the prior years findings.

The agency works closely with the counties and local jurisdictions regarding development and

land use issues. Periodic meetings are conducted to focus on demographic data and strategic

projections of potential land use and/or zoning changes. The agency should conduct a reviewof the authoritys fire and non fire risk assessment to assure the specific level and type of risk

in each zoning category. It should develop a risk mitigation plan from the risk assessment

study.


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The department recognizes that the process of developing its SOC provided an excellent tool

for analyzing where the department is in comparison to the NFPA 1710 response standards, as

well as to its own departmental objectives. The department plans to utilize response dataanalyzed, on an annual basis, to monitor progress of identified objectives as documented in

the CPSE Annual Compliance Report submissions. The long range plans of the departments

SOC will be incorporated in the updated strategic plan, and applicable goals and objectives

will be included in the departments framework for the future.

Category III Goals and Objectives

The South Metro Fire Rescue Authoritys standard of cover (SOC) is based on the baseline

and benchmarks in the 8th

edition FESSAM from CFAI, and these documents contained

measurable elements that are reviewed and updated regularly by the department. South MetroFire Rescue Authority uses the strategic plan, SOC and accreditation self assessment process

to develop goals which maintain or enhance the mission of the organization. External and

internal stakeholder information was gathered for the most recent strategic plan as a means toincorporate community expectations into the accreditation documentation. The combined

efforts benefited the functional areas in developing more detailed plans.

Divisions develop their own specific plans and work closely with subordinate bureaus, unitsand/or individuals to manage those plans. Meeting agendas, month end reports, and other

communication efforts, contribute to the development, implementation and measurement of

organizational progress. The authority should consider utilizing a standardized format andtemplate for the divisional/bureau plans to ensure consistent information is being collected

and documented. Examples of these division/bureau plans already exist but one standard

authority-wide format should be considered.

The recently completed authority strategic plan establishes a management process that utilizes

the accreditation appraisal and documentation cycle. Utilizing this structure helps assure theauthority considers goals applied across the entire organization. The authority should reviewits strategic plan and include the goals and objectives of each division into the overall

strategic plan.

The annual budgeting process is the primary management process for development and

implementation of general organizational goals. This process helps assure programs and

activities have the necessary support to be completed. The annual budget book is the primarymeans of disseminating the authoritys goals and objectives to its member. Theoretically, this

should be sufficient but the reality is that this information has not been formalized and

institutionalized throughout the department. Methods of overcoming this should be discussed,and alternative means or further refining the existing method for distributing the authoritys

goals and objectives should be implemented.

The executive team meets bi-weekly to review needed organizational activities, in line with

the established organizational goals, and provides input or direction to members. Each

division conducts regular meetings among staff and other line personnel. Chartered workcommittees also meet regularly. Where practical, agendas are posted and minutes distributed,

including authority board activity.


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Category IV Financial Resources

South Metro Fire Rescue Authority strives to balance fiscal responsibility with the service

delivery needs. Historically, the community has been very supportive of the authority,providing sufficient funding to maintain staffing as well as to enhance service delivery

through new apparatus, facilities and equipment. The communitys perception of living in a

safe district is the vision of the fire departments strategic plan. The community is supportiveof the departments mission and provides the fiscal resources necessary to continue thedelivery of quality services.

The authority falls under Title 29 Local Governments section of the Colorado Revised

Statutes. The State Budget Law of Colorado provides guidance on budgeting and planning

requirements. A strategic plan has been developed by the authority and is reviewed on acontinual basis by the staff and at least once a year by the board at an annual strategic

planning retreat. The district currently operates under an annual budget program where

revenue estimates are developed to provide a basis for developing the operational and capitalexpenditure budgets. The last annual audit was completed by a private organization and

validated that budget procedures were sound.

During the budget process, the SMFRA Board of Directors meets with staff members during

the annual strategic planning retreat and discusses goals and objectives for the coming year.

Current and future operational goals and objectives are evaluated to ensure congruency with

the authoritys strategic plan.

Once the strategic plan has been reviewed, the staff is instructed to prepare a budget withthese goals in mind. The draft budget is compiled with input from throughout the organization

and is presented to the authoritys board of directors for its review. The board passes a

resolution formally adopting the budget document, after publishing legal notice of publichearings, which facilitates adequate opportunity for citizen review and comments.

The operating budget focuses on achieving the departments objectives and supporting theauthoritys objectives. In addition, the department continues to seek grant opportunities to

fund ongoing department objectives in a wide variety of areas typically not funded by local

revenue sources. The department has been awarded grants to support local emergencyplanning and readiness. All grant opportunities directly support the departments strategic

planning initiatives.

The SMFRA has submitted for the Certificate of Achievement for Excellence in Financial

Reporting from the Government Finance Officers Association (GFOA) for its Comprehensive

Annual Financial Report (CAFR) and anticipates approval in the very near future. This was

previously achieved before the merger under the Parker Fire Protection District.

Category V Programs

Criterion 5A Fire Suppression

The departments response and deployment standards are based upon the population density

and fire demand of the area. Seventeen fire stations provide district wide coverage of 176

square miles and departmental staffing is based upon station location, critical tasking, incident


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type and frequency. One fire station is not covered with an engine company and there are no

plans to change that situation. This lack of a company does not affect distribution and

concentration due to an additional unit within two miles of the station and low call volume inthe zone. The SMFRA conducted an historical analysis to predict impacts and found no

histology to identify it as a detriment. As mentioned previously, SMFRA was established

from two presently CFAI accredited agencies who were both meeting their established

baseline performance standards.

Apparatus are assigned to meet anticipated fire demand and complement regional servicedemand objectives. National standards, as well as department directives and other guidelines,

provide direction for the program. All fire apparatus utilized for fire suppression activity

exceeds the NFPA 1901 Standard for Automotive Fire Apparatus and all referencedpublications contained therein. Inspection and maintenance procedures for fire apparatus are

established and carried out in accordance with directives.

The fire department has adopted the National Incident Management System (NIMS) and uses

an incident command system (ICS). The department has developed a Type IV Incident

Management Team for local and regional wide events. SMFRA maintains a recordsmanagement information system as its fire reporting system and submits all reports to the

United States Fire Administration.

Current departmental operating policies, procedures and guidelines are identified in the South

Metro Fire Rescue Authority Standard Operating Guidelines Manual 2010. The manual isavailable to all members of the department at their work sites, electronically on the

department server and in hard copy form as part of the station/bureau library.

The benchmark service level objectives are based on industry standards adopted from the 8 th

Edition of the FESSAM from CFAI. The departments benchmark service level objectives are

as follow:

For 90% of urban fire responses, the first due apparatus with a minimum of 3

firefighters shall arrive within 6 minutes and 30 seconds total response time. The first

due unit shall be capable of providing a minimum of 3 persons, 750 gallons of water

and 250 gpm pumping capacity, initiating command, reporting situation found and

resource needs and advancing the first line for fire control or rescue.

For 90% of suburban fire responses, the first due apparatus with a minimum of 3



and 250 gpm pumping capacity, initiating command, reporting situation found andresource needs and advancing the first line for fire control or rescue.

For 90% of rural fire responses, the first due apparatus with a minimum of 3




resource needs and advancing the first line for fire control or rescue


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For 90% of all structure fires, the balance of the effective response force (ERF) shall

arrive within 10 minutes and 30 seconds, 12 minutes and 30 seconds, and/or 16

minutes and 30 seconds for urban, suburban and rural areas respectively total response

time. This applies to all risk level incidents. Additionally, a minimum of 17 persons

shall arrive on various apparatus with similar water storage and pumping capabilities

to all first arriving units. Truck operations shall be included with a minimum of onetruck. The effective response force shall be capable of continuing command,

establishing an uninterrupted water supply, advancing an attack line and back up line

for fire control, forcible entry, utility control, victim search and rescue, ventilation and

aerial operations.

The departments fire suppression baseline performance is as follows:

For 90% of urban suppression responses, the first-due apparatus with a minimum of 3




resource needs and advancing the first line for fire control or rescue. In 2009, this was

achieved 92% of the time with the 90th percentile was reached at 7 minutes and 36

seconds.

For 90% of suburban suppression responses, the first-due apparatus with a minimum

of 3 firefighters shall arrive within 9 minutes total response time. The first due unit

shall be capable of providing a minimum of 3 persons, 750 gallons of water and 250

gpm pumping capacity, initiating command, reporting situation found and resource

needs and advancing the first line for fire control or rescue. In 2009, this was achieved85% of the time with the 90

thpercentile reached at 9 minutes and 52 seconds.

For 90% of rural suppression responses, the first-due apparatus with a minimum of 3

firefighters shall arrive within 15 minutes and 30 seconds total response time. The

first due unit shall be capable of providing a minimum of 3 persons, 750 gallons of

water and 250 gpm pumping capacity, initiating command, reporting situation found

and resource needs and advancing the first line for fire control or rescue. In 2009, this

was achieved at 93% of the time with the 90% percentile reached at 16 minutes and 16

seconds.

For 90% of all urban structure fires, an effective response force (ERF), shall arrivewithin 12 minutes and 54 seconds total response time. In 2009, this was achieved at 15

minutes and 54 seconds at the maximum. This applies to incidents where a full group

was dispatched order one and arrived on scene. Since there were not enough incidentsto calculate the true 90th percentile, the maximum is presented here.

For 90% of all low, moderate and high or special risk suburban structure fires, an

effective response force (ERF) arrives within 15 minutes and 30 seconds total


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response time. In 2009, this was achieved at 22 minutes and 20 seconds at the

maximum. This applies to incidents where a full group was dispatched order one and

arrived on scene. Since there were not enough incidents to calculate the true 90th

percentile, the maximum is presented here.

For 90% of all low, moderate and high or special risk rural structure fires, an effective

response force (ERF), arrives within 20 minutes and 42 seconds total response time. In2009, this was achieved at 23 minutes and 53 seconds at the maximum. This applies to

incidents where a full group was dispatched order one and arrived on scene. Sincethere were not enough incidents to calculate the true 90 th percentile, the maximum is

presented here.

The ERF, with a minimum of 17 personnel, is capable of establishing command,

providing an uninterrupted water supply (including water tender operations in non-hydrant protected areas), advancing an attack line and backup line, and conducting

aerial operations, forcible entry, ventilation, utility control and victim search and

rescue in accordance with agency standard operating guidelines 103.1-103.4.

The departments community risk analysis and SOC document is comprehensive and

contained all necessary data by which to validate it. The following time andperformance objectives for emergency response has been approved and adopted by

fire department management and the authoritys board of directors.

It was demonstrated that South Metro Fire Rescue Authority has achieved acceptable baseline

service level objectives for first due units in years 2007, 2008 and 2009 and for ERF in 2009.

A detailed assessment of the peer assessment teams considerations for gross deviationfollows these time performance charts.

Structure Fires Urban - 90th Percentile

Times - Baseline Performance 09 08 07Alarm

HandlingPick-up to Dispatch1 0:56 1:14 1:24

TurnoutTurnout Time 1st Unit

2:00 2:13 2:25

Travel

Travel Time1st Unit

Distribution

5:23 5:40 5:51

Travel Time

ERF

Concentration

12:07

Total

Response

Time

Total Response Time1st Unit On Scene

Distribution

7:36 7:47 8:59

Total Response TimeERF

Concentration

15:54

1An extensive analysis of the authoritys plans to improve its capability to more accurately capture total alarmhandling times can be found in Criterion 9B: Communications Systems.


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Structure Fires Urban - 90th Percentile

Times - Baseline Performance09 08 07

Total

Responses 141 133 104

ERF

Responses 8

Structure Fires Suburban - 90th Percentile


Alarm

HandlingPick-up to Dispatch 1:02 1:08 1:46


2:32 2:32 2:43

Travel

Travel Time

1st UnitDistribution 6:44 6:54 7:10

Travel Time

ERF

Concentration

16:14

Total

Response

Time

Total Response Time

1st Unit On Scene

Distribution

9:52 9:23 10:08


Concentration

22:12

TotalResponses 67 47 48

ERF

Responses8

Structure Fires Rural - 90th Percentile


Alarm



2:43 3:33 2:54

Travel

Travel Time1st Unit

Distribution

12:27 15:51 12:09

Travel TimeERF

Concentration

8:10

Total

Response

Time

Total Response Time

1st Unit On Scene

Distribution

16:16 19:34 15:51


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Structure Fires Rural - 90th Percentile



Concentration

23:53

Total

Responses26 15 33

ERF

Responses2

Statement of Gross Deviation

While the authority did not meet baseline objectives at the 90 th percentile for the response of

its effective response force to suburban suppression incidents, as specified in the 8th

edition

FESSAM by CFAI (pg 71), it did meet the expected performance at 85%. The peer teamagreed by consensus this performance does not constitute a gross deviation based on the low

call volume which was measured.

The peer assessment team agreed by consensus that the firefighter turnout times do not

constitute a gross deviation with regard to the expectations set out in the 8th

edition of the

FESSAM by CFAI (pg 70). The department identified a number of factors that influence theturnout times. No one factor can be identified as the sole reason for the departments longer

turnout times. Rather each factor adds an element of time that results in a total time in excess

of the NFPA recommendations. These factors include:

At SMFRA, company officers are required to wait until the wheels of the apparatusare moving forward before pushing the enroute button on their mobile data terminals

(MDTs). Strict adherence to this procedure provides for accurate and consistentreporting across shifts, stations and battalions. Expectations are for firefighters to be in

their appropriate personal protective clothing and related safety equipment, with seat

belts fastened, prior to any movement of the vehicle. These expectations are directly

connected to the high emphasis on firefighter safety.

Firefighters are often engaged in physical fitness activities that have accompanyingexpectations for personal hygiene, including showers. Similar time delays can be

associated with conducting expected maintenance functions both inside and outside

the fire station.

Time delays also occur because companies can be in a training status while still inservice causing a slight increase in turn out time.

Station construction features can effect times between the fastest and slowest stations.Stations 34 and 35, for example, have the largest square footage and do experience

greater turn out times than the medium and smaller size stations.

Many of the longer times occurred between the hours of 2200 and 0700 hours. Thesetimes were typically in the area of 30 seconds longer and can be attributed to donning

of uniform items and personal hygiene issues.


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The department is also changing its processes to report turn out times to crews in aneffort to do everything they can to work towards benchmark objectives. The

department has been providing this data for some time now through routine response

data. However, it is working on implementing a process for flagging gross deviationsto turnout times during NFIRS reporting in FIRE Manager in efforts to identify

impediments to meeting its turnout time benchmark and baselines. In addition,

battalion chiefs are provided a daily report regarding gross deviations to the turnouttime standard for prompt follow up with company officers.

The team determined that the department does not consider these factors as license to discountthe need to continually be working on improvements. The department continues to implement

changes to reduce the time. For example, the department is implementing a mobile data

system that automatically receives dispatch information and provides automated vehiclerouting to incidents. This system will, in time, also remove the need for printing a hardcopy in

the station as all the necessary information will be captured and presented in the mobile data

display in the vehicle.

Additionally, the agency has conducted a detailed analysis of its turnout times to determinethe major factors that influence these times and the development of a reasonable standard.

The following steps are being taken to address the extended turnout times:

The agency has set a turnout time standard that is based on actual personnelperformance, the impact of technological improvements over the past several years

and the potential for further improvement. Similar to CFAI travel times, the agency

has created a benchmark objective of 90 seconds and a baseline of 117 seconds.

Performance data for 2009 shows the agency is within that range.

Personnel have been educated on the results of the analysis and the differences in theirperceptions versus actual performance and the new standard. Over the past year, several discussions have occurred in officer and command staff

meetings to stress the importance of reducing turnout times.

The analysis showed the positive impact that station alerting, dispatch methods andMDT technology have had on turnout time performance. Areas where technological

problems have been identified are being addressed. Also, a uniform system of station

alerting is being installed in stations over the next two years.

Quarterly performance reporting is provided to all personnel, and the battalion chiefsfollow-up on poor performance situations to identify areas for improvement.

The agency is working with dispatchers to develop methods for instant reporting ofturnout times as well as a method for personnel to log reasons for extended turnout

times.


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The peer assessment team believes the department understands the importance of continuing

its efforts to reduce the turnout times. It can be expected that this time component will reduce

in the future and the team agreed, by consensus, the departments performance is credible.

Criterion 5B Fire Prevention / Life Safety Program

Colorado Revised Statutes allows the authority to adopt and enforce fire codes. The fire chief

is specifically mandated to enforce all laws of this state and ordinances and resolutions of theappropriate political subdivisions relating to the prevention of fires and the suppression of

arson. These duties have been delegated to the Life Safety Bureau. To comply with these

requirements the bureau is further divided into the Development and Construction Section, theCompliance Section and the Investigations Unit. A deputy fire marshal supervises each

section.

The Development and Construction Section is primarily responsible for construction plan

review and inspection services. The Compliance Section is responsible for ongoing

inspections of existing occupancies and enforcement of hazardous materials coderequirements in both existing and new occupancies. The Life Safety Bureau is primarily

responsible for the enforcement of the adopted codes and standards throughout the

jurisdiction. Its mission is to enhance community and firefighter safety through theapplication of the adopted fire codes, using the 4 E model: engineering, educating,

enforcing and evaluating.

Criterion 5C Public Education Program

The department has described and defined its public education program as suitable for the

needs of the South Metro Fire Rescue Authority and the community. Public education isdivided into two separate programs, the authority and the foundation. The Life Safety

Education Bureau (authority) is staffed by the life safety education manager and two life

safety educators. The public education program is not currently utilizing on duty fire

companies or crews to provide program delivery. The Life Safety Education Bureau has notfilled the third public educator position which became vacant in October of 2009 due to the

economic climate.

The Safety Foundation Director (foundation) is a part time civilian position that manages the

grant application process and supervises additional programs outside of the department by

volunteer or part time employees. These programs include: CPR, first aid, automated externaldefibrillator (AED), babysitting and various civilian driving courses. The foundations

programs are funded by outside private organizations and grants.

It was verified and validated that the Life Safety Education Bureau delivers fire/life safety

based educational programs, juvenile fire setter intervention services, and school basedprograms on fire safety, senior citizen fire/life safety presentations, smoke detectors, safety

seat belt checks, fire drills, church safety, emergency procedures plan, fire extinguishers,

home inspections, station tours and wild land fire mitigation programs.


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Monthly, quarterly and yearly statistics are obtained routinely. The departments analysis

process is unable to ensure the public education programs are measurable in a consistent

matter and a recommendation for improvement has been suggested.

Criterion 5D Fire Investigation Program

SMFRA operates under Colorado Revised Statutes (CRS 32-1-1002) that calls for the firedepartment to determine cause and origin of all fires and explosions. The department hasadopted the International Fire Code (IFC) that also calls for the same activities for hazardous

materials incidents.

The fire investigations unit is staffed by three investigation supervisors and eight

investigators. Two investigators and one supervisor are on call at any time. Investigators are

requested through the on-scene incident commander.

Investigators are trained according to NFPA 921, and emphasis is made to utilize scientificmethods when determining cause and origin. The department has access to laboratories,

canines and evidence technicians to validate findings. Training sessions are held routinely and

investigators are expected to discuss ongoing cases during their intelligence briefings.

The authority's appraisal and plans were validated and verified. The assessment team found

them to meet the authoritys goals and objectives.

Criterion 5E Technical Rescue

The SMFRA Technical Rescue Team (TRT) is equipped and trained to provide service in thedisciplines of structural collapse, rope (high angle and low angle) rescue, trench rescue,

confined space, sustained rapid intervention operations, and vehicle extrication requiring

special expertise or equipment beyond the capabilities of the initial response to an incident.

Daily minimum staffing is 3 certified rescue technicians that are hard-staffed to Station 34,and generally cross staff Tower 34. A secondary station is staffed with additional rescue

technicians as staffing permits. These technical rescuers cross staff Squirt 41. Staffing

numbers are supplemented by additional technical rescuers at the remaining authority stations.

Training requirements meet or exceed NFPA 1006, 2008 Edition recommendations for LevelI and Level II technical rescue. The apparatus and equipment cache maintained by the team is

appropriate, available for immediate response and adequate to provide for the teams

designation as a FEMA Type III Medium Rescue Team. Adequate and effective public and

private resources exist to provide efficient cooperative support to the team. The heavy rescueand extrication policies and procedures are consistent with national standards and are

adequate for each discipline of technical rescue provided by the team. The administrativemanagement and evaluation systems in place provide adequate tracking of certifications,continuing education, equipment accountability and member notification information.

The benchmark service level objectives are based on industry standards adopted from the 8th

edition FESSAM from CFAI. The departments benchmark service level objectives are as

follows:


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For 90% of all potential urban technical rescue incidents, the first due apparatus

staffed with 2 to 4 firefighters arrives within 6 minutes and 30 seconds total response

time capable of assuming command and assessing the situation to determine thepresence of a potential technical rescue, determining the need for additional resources

and initiating actions.

For 90% of all potential suburban technical rescue incidents, the first due apparatusstaffed with 2 to 4 firefighters arrives within 7 minutes and 30 seconds total response

time capable of assuming command and assessing the situation to determine thepresence of a potential technical rescue, determining the need for additional resources,

and initiating actions.

For 90% of all potential rural technical rescue incidents, the first due apparatus arrives

staffed with 2 to 4 firefighters within 12 minutes and 30 seconds total response timecapable of assuming command and assessing the situation to determine the presence of

a potential technical rescue, determining the need for additional resources, and

initiating actions.

For 90% of technical rescue incidents, the TRT effective response force (ERF) arrives

within 10 minutes and 30 seconds , 12 minutes and 30 seconds, or 16 minutes and 30seconds total response time for urban, suburban or rural incidents respectively. The

TRT-ERF is capable of providing technical expertise, knowledge, skills and abilities

during technical rescue incidents.

The departments technical rescue baseline performance is as follows:

For 90% of all potential urban technical rescue incidents, the first due apparatus with 2

to 4 firefighters arrives within 7 minutes and 42 seconds total response time capable ofassuming command and assessing the situation to determine the presence of a

potential technical rescue, determining the need for additional resources and initiatingactions. This goal was met 82% of the time.

For 90% of all potential suburban technical rescue incidents, the first due apparatus

with 2 to 4 firefighters arrives within 9 minutes total response time capable ofassuming command and assessing the situation to determine the presence of a

potential technical rescue, determining the need for additional resources and initiating

actions. This goal was met 84% of the time.

For 90% of all potential rural technical rescue incidents, the first due apparatus with 2

to 4 firefighters arrives within 15 minutes and 30 seconds total response time capable

of assuming command and assessing the situation to determine the presence of apotential technical rescue, determining the need for additional resources and initiating

actions. This goal was met 100% of the time.

In 2009, there was only one call where the TRT was included dispatch order one andarrived on scene. The TRT-ERF arrived within 11 minutes total response time. The

TRT-ERF is capable of providing technical expertise, knowledge, skills and

equipment during technical rescue incidents.


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service level objectives in years 2007, 2008 and 2009 for first due response. There were no

instances where the effective response force was assembled during that same time period. Anexplanation of the peer assessment teams assessment of gross deviation as it relates to

turnout time is found in Criterion 5A Fire Suppression.

Technical Rescue Urban -

90th Percentile Times Baseline Performance09 08 07

Alarm



1:39 2:16 2:09

Travel

Travel Time1st Unit

Distribution

6:06 5:27 6:22

Travel Time

ERF

Concentration

No Calls No Calls No Calls

Total Response

Time

Total Response Time

1st Unit On Scene

Distribution

8:29 7:44 8:02


Concentration


Total

Responses 50 34 31

Number of

Full Group

Responses0 0 0

Technical Rescue Suburban - 90th

Percentile Times Baseline Performance 09 08 07Alarm



2:08 1:37 2:02

Travel

Travel Time

1st Unit

Distribution

8:44 7:34 7:11


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Technical Rescue Suburban - 90th

Percentile Times Baseline Performance09 08 07

Travel TimeERF

Concentration


Total

Response

Time

Total Response Time

1st Unit On SceneDistribution

10:48 8:56 9:02

Total Response Time

ERF

Concentration


Total

Responses 19 6 13

Number of

Full Group

Responses0 0 0

Technical Rescue Rural - 90th Percentile


Alarm

HandlingPick-up to Dispatch 0:40 0:54 No Calls


2:54 1:31 No Calls

Travel

Travel Time

1st Unit

Distribution

5:55 5:13 No Calls

Travel Time

ERF

Concentration


Total

Response

Time

Total Response Time

1st Unit On Scene

Distribution

9:03 7:38 No Calls

Total Response Time

ERF

Concentration


Total

Responses 8 1

0

Number of

Full Group

Responses0 0 0


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Criterion 5F Hazardous Materials

The hazardous materials program, established by the authority, is a shared approach to

response and planning. The program relies upon cooperation between the Life Safety Bureau,

Operations Division, Emergency Medical Services Bureau, Training Bureau, EmergencyManagement, Special Operations Bureau and the Hazardous Materials Response Team

(HMRT). This internal cooperation has provided the authority with the resources andcapabilities to develop a Type I Hazmat Team as defined by the National Integrated

Management System (NIMS). Additionally, the authority has taken a role in the regionaldevelopment and response to hazardous materials (hazmat) incidents through cooperation and

involvement with the Metropolitan Medical Response System (MMRS), Civil Support Team

(CST), Urban Area Security Initiative (UASI), North Central Region (NCR), theArapahoe/Douglas County Hazmat Team, Local Emergency Planning Committees (LEPC)

and other regional efforts within the context of hazardous materials.

To coordinate this effort the hazmat program has been placed under the special operations

chief who appointed the HMRT coordinator. The coordinator is responsible for program

efficiency, including response capability, budgeting, planning and equipment and trainingneeds. All line personnel are trained to a minimum of the hazmat operations level as defined

by the Colorado Division of Fire Safety, the International Fire Service Accreditation Congress

and National Fire Protection Association (NFPA). Additional expertise is provided by 35response personnel who are trained and certified to the hazmat technician level. The Life

Safety Bureau provides additional support of a hazmat compliance person who is responsible

for the administrative functions related to SARA Title III compliance, field inspections, costrecovery and enforcement in relation to hazardous materials.


edition FESSAM from CFAI. The departments benchmark service level objectives are as

follows:

For 90% of all potential urban hazardous materials incidents, the first due apparatus

staffed with 3 firefighters arrives within 6 minutes and 30 seconds total response timecapable of: initiating command; assessing the situation to determine the presence of a

potential hazardous material/explosive device; determining the need for additional

resources; estimating the potential harm without intervention; and begin establishing a

hot, warm and cold zone.

For 90% of all potential suburban hazardous materials incidents, the first dueapparatus staffed with 3 firefighters arrives within 7 minutes and 30 seconds total

response time capable of: initiating command; assessing the situation to determine the

presence of a potential hazardous material/explosive device; determining the need foradditional resources; estimating the potential harm without intervention; and begin

establishing a hot, warm and cold zone.

For 90% of all potential rural hazardous materials incidents, the first due apparatus

staffed with 3 firefighters arrives within 12 minutes and 30 seconds total response time

capable of: initiating command; assessing the situation to determine the presence of apotential hazardous material/explosive device; determining the need for additional


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resources; estimating the potential harm without intervention; and begin establishing a

hot, warm and cold zone.

For 90% of hazardous material incidents, the hazmat team or effective response force

(ERF) arrives within 10 minutes and thirty seconds, 12 minutes and thirty seconds, or16 minutes and thirty seconds total response time for urban, suburban, or rural

incidents respectively. The ERF is capable of providing technical expertise,knowledge, skills, and equipment during incidents in accordance with the authoritys

standard operating guidelines.

The departments hazardous materials baseline performance is as follows:

For 90% of all potential urban hazardous materials incidents, the first due apparatus


potential hazardous material/explosive device; determining the need for additional

resources; estimating the potential harm without intervention; and begin establishing ahot, warm and cold zone. This goal was met 82% of the time.

For 90% of all potential suburban hazardous materials incidents, the first due

apparatus staffed with 3 firefighters arrives within 10 minutes and 30 seconds total

response time capable of: initiating command; assessing the situation to determine the

presence of a potential hazardous material/explosive device; determining the need foradditional resources; estimating the potential harm without intervention; and begin

establishing a hot, warm and cold zone. This goal was met 91% of the time.

For 90% of all potential rural hazardous materials incidents, the first due apparatus


potential hazardous material/explosive device; determining the need for additionalresources; estimating the potential harm without intervention; and begin establishing a

hot, warm and cold zone. This goal was met 93% of the time.

For 2009, there were seven incidents where the hazmat special team was on scene witha maximum total response time of 30 minutes. The special team unit is capable of

providing technical expertise, knowledge, skills and capabilities in order to mitigate a

hazardous materials incident in accordance with authority standard operatingguidelines.


service level objectives in years 2007, 2008 and 2009 for first due response. There were veryfew instances where the effective response force was assembled during that same time period.

While the agency did not meet baseline objectives at the 90% for urban hazardous materialsincidents as specified in the 8th edition FESSAM, it did perform at 82%. The peer team agreed

by consensus this performance does not constitute a gross deviation when the low volume of

calls was considered. An explanation of the peer assessment teams assessment of grossdeviation as it relates to turnout time is found in Criterion 5A Fire Suppression.


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Hazardous Materials Urban

90th Percentile Times - Baseline

Performance

09 08 07

Alarm



2:03 2:16 2:31

Travel

Travel Time

1st Unit

Distribution

6:31 5:49 5:35

Travel TimeERF

Concentration

16:25 5:46 9:21

Total

Response

Time

Total Response Time

1st Unit On Scene

Distribution

8:42 8:23 8:43

Total Response Time

ERFConcentration

30:00 8:48 12:35

Total


Number of

Full Group

Responses1 2 3

Hazardous Materials Suburban 90th Percentile Times - Baseline

Performance

09 08 07

Alarm



2:26 2:16 2:20

Travel

Travel Time

1st Unit

Distribution

7:17 7:42 8:00

Travel Time

ERFConcentration

6:53 14:24 No Calls

Total

Response

Time

Total Response Time

1st Unit On Scene

Distribution

9:29 10:08 10:51

Total Response Time

ERF

Concentration

10:41 17:14 No Calls

Total 118 92 102


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Hazardous Materials Suburban


Performance

09 08 07

Responses

Number of

Full GroupResponses

1 1 0

Hazardous Materials Rural


Performance

09 08 07

Alarm



2:05 2:18 2:24

Travel

Travel Time

1st Unit

Distribution

14:23 9:23 10:41

Travel TimeERF

Concentration


Total

Response

Time

Total Response Time

1st Unit On Scene

Distribution

16:41 11:29 14:48

Total Response Time

ERFConcentration


Total

Responses 15 11 16

Number of

Full Group

Responses0 0 0

Criterion 5G Emergency Medical Services

The authority provides integrated fire and emergency medical response to all emergency

medical services (EMS) emergency calls. The agencys first due fire response units are

supplemented by nine medic units that provide patient transport. These medic units are staffedat a minimum with one firefighter/paramedic and one firefighter/emergency medical

technician basic, 24 hours a day.

The authority has standardized EMS equipment based on State of Colorado requirements. The

EMS bureau captains and lieutenants coordinate repair, replacement and inventory for EMS


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related items. The authority has also established an EMS research and development

committee to evaluate current and emerging developments in both EMS equipment and best

practices with local, regional and national EMS communities. Adequate funds are budgeted tomaintain and replace EMS equipment as needed.

The authority maintains an adequate stock of supplies on hand. The stock supply is based on

the requirements set forth by the State of Colorado. The requirements are also identified in themulti-county ambulance checklists. The program operates under a medical director and the

authority has adopted the Denver Metropolitan Paramedic Protocols. These protocols weredeveloped and adopted throughout the Denver Metropolitan area so as to provide consistent

care throughout the region. The protocols are aligned with the American Heart Association

Advanced Cardiac Life Support (ACLS) and Pediatric Advanced Life Support (PALS)recommendations. All personnel have access to these protocols, as needed.

On-line medical control is currently provided by an emergency department physician through

Centura Littleton Adventist Hospitals. Access is available through telephone lines and the

authoritys 800 MHz radio system. The authoritys medical director provides oversight for the

EMS system activities, training, development and implementation of all EMS proceduresrelating to the quality of patient care.

The authority utilizes FIRE Manager software program in conjunction with a mobile laptop

to produce its patient care report (PCR). Information is collected during the incident relating

to patient information and treatment. An initial report is left with the hospital upon patienttransfer and the report is later completed at the station and uploaded to the authoritys main

server. The FIRE Manager software package meets the requirements of both the State of

Colorado EMS data requirements and the elements of the National EMS Information Systems

(NEMSIS). Patient reports are encrypted for all server transmissions and are Health InsurancePortability and Accountability Act (HIPAA) compliant.

The authority has an extensive HIPPA compliance program in place which consists of acombination of the best practices from both the Parker Fire District and South Metro Fire

Rescue programs, before their merger. In January 2011, a new HIPPA training module for allpersonnel will come online.

There is an ongoing quality improvement/assurance committee which enhances patient careby constantly re-evaluating medical skills and abilities as well as EMS documentation. The

authoritys quality improvement program is a living process and reviews are routinely

occurring.


edition FESSAM from CFAI. The departments benchmark service level objectives are asfollows:

For 90% of all emergent priority urban EMS incidents, a basic life support unit with a

minimum of 3 personnel (basic life support (BLS) engine) and with automated

external defibrillator (AED) capability, will arrive in 6 minutes and 30 seconds or lesstotal response time capable of providing basic life support and AED capability or

advanced life support (if possessing the capability) until the ALS medic unit arrives on


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scene. If an ALS unit (medic or engine) arrives first, ALS begins immediately and

upon arrival, the engine/ladder company provides effective response support.

For 90% of all emergent priority suburban EMS incidents, a basic life support unit

with a minimum of 3 personnel (basic life support (BLS) engine) and with automatedexternal defibrillator (AED) capability, will arrive in 7 minutes and 30 seconds or less

total response time capable of providing basic life support and AED capability oradvanced life support (if possessing the capability) until the ALS medic unit arrives on

scene. If an ALS unit (medic or engine) arrives first, ALS begins immediately andupon arrival, the engine/ladder company provides effective response support.

For 90% of all emergent priority rural EMS incidents, a basic life support unit with a

minimum of 3 personnel (basic life support (BLS) engine) and with automated

external defibrillator (AED) capability, will arrive in 12 minutes and 30 seconds orless total response time capable of providing basic life support and AED capability or

advanced life support (if possessing the capability) until the ALS medic unit arrives on

scene. If an ALS unit (medic or engine) arrives first, ALS begins immediately and

upon arrival, the engine/ladder company provides effective response support.

For 90% of all priority EMS incidents, an advanced life support (ALS) unit (with 2-4personnel on ALS medic unit or engine) will arrive in 10 minutes and 30 seconds or

less total response time for urban and suburban incidents, and 16 minutes and 30

seconds total response time for all rural incidents.

If the engine/ladder company arrives first, it is capable of providing basic life support

and AED capability or advanced life support (if possessing the capability) until theALS medic unit arrives on scene. If an ALS unit (medic or engine) arrives first, ALS

begins immediately and upon arrival, the engine/ladder company provides effective

response support.

The departments emergency medical services baseline performance is as follows:

For 90% of all urban emergent dispatch order one EMS incidents, a basic life support

unit with AED capability arrived within 7 minutes and 16 seconds total response time.The baseline total response time goal of 7 minutes and 42 seconds was achieved 93%

of the time.

For 90% of all suburban emergent dispatch order one EMS incidents, a basic life

support unit with AED capability arrived within 8 minutes and 30 seconds total

response time. The baseline total response time goal of 9 minutes was achieved 93%

of the time.

For 90% of all rural emergent dispatch order one EMS incidents, a basic life support

unit with AED capability arrived within 10 minutes and 34 seconds total response

time. The baseline total response time goal of 15 minutes and 30 seconds wasachieved 98% of the time.

For 90% of all priority EMS incidents, an advanced life support unit arrived in 9minutes and 29 seconds total response time for urban incidents, 11 minutes and 41


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seconds for suburban incidents, and 14 minutes and 02 seconds for all rural incidents.

The baseline goals were achieved 97%, 96% and 100% of the time, respectively.

When the engine/ladder company arrives first, it is capable of providing basic life

support with AED capability until the medic unit arrives on scene. If the ALS medicunit arrives first, ALS begins immediately and upon arrival, the engine/ladder

company provides support.


service level objectives in years 2007, 2008 and 2009. An explanation of the peer assessment

teams assessment of gross deviation as it relates to turnout time is found in Criterion 5A Fire Suppression.

EMS Urban - 90th Percentile Times

Baseline Performance09 08 07

Alarm



1:51 2:00 2:12

Travel

Travel Time1st Unit

Distribution

5:23 5:06 5:18

Travel Time

ERF

Concentration

7:27 7:25 7:28

Total

Response

Time

Total Response Time

1st Unit On Scene

Distribution

7:16 7:10 7:57


Concentration

9:29 9:41 9:58

Total

Responses 4,710 3,927 4,005

Number of

Full Group

Responses4,166 3,894 3,344

EMS Suburban - 90th Percentile Times Baseline Performance

09 08 07

Alarm



1:57 2:03 2:17

TravelTravel Time

1st Unit6:26 6:20 6:33


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EMS Suburban - 90th Percentile Times


Distribution

Travel Time

ERF

Concentration

9:26 9:46 10:32

Total

Response

Time


Distribution

8:30 8:25 9:06

Total Response Time

ERF

Concentration

11:41 11:13 12:17

Total

Responses 1,672 1,546 1,608

Number of

Full Group

Responses

1,479 1,372 1,214

EMS Rural - 90th Percentile Times


Alarm



2:02 2:20 2:34

Travel

Travel Time

1st Unit

Distribution

8:20 9:24 8:44

Travel TimeERF

Concentration

11:15 11:09 11:41

Total

Response

Time

Total Response Time

1st Unit On Scene

Distribution

10:34 11:35 11:44

Total Response Time

ERF

Concentration

14:02 14:05 14:44

Total


Number of

Full Group

Responses314 273 220


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Criterion 5H Domestic Preparedness Planning and Response

Emergency management is the responsibility of the two counties that encompass the SouthMetro Fire Rescue Authority (SMFRA). The authority augments and supports both Douglas

and Arapahoe Counties Comprehensive Emergency Management Plans (CEMP). The Stateof Colorado Revised Statutes (CRS 24-32-2107) requires that the state, county, and citieswithin the state, develop and maintain a current CEMP which addresses their planned

response to extraordinary emergency situations.

The SMFRA utilizes and supports the CEMP for both counties. Douglas Countys plan was

adopted in 2010 and Arapahoe Countys was adopted in 2007. The plans are a coordinated

countywide response to an all hazard approach to widespread disasters and emergencies thatexceeded the capacity of any one department. The CEMPs serve as a directive for activating

the South Metro Fire Rescue Authority Emergency Operations Center (EOC), as well as

general instructions for participating responsibilities. The authority is designing a Type IVIncident Management Team for use within its service area.

The authority has participated in an all hazard vulnerability assessment study in preparation of

the CEMP. Studies were divided into natural hazards and manmade hazards; under man-

made sub categories were developed for intentional and unintentional. The CEMP has

included, in the basic plan, a hazard analysis worksheet and a hazard analysis matrix.

Theauthority is developing its own CEMP and associated annexes. The two county CEMPsdescribe the organization for the management of a large-scale emergency. The plans are

functionally based on an EOC structure and the incident command system is advocated. In a

major emergency, the county sheriff assumes the role of emergency management director andreceives staff support and advice from the office of emergency management coordinator,

deputy coordinator and EOC executive staff. The agency has adopted the National IncidentManagement System (NIMS) to support operations.

Criterion 5I Aviation Rescue and Fire Fighting Services

The authority has responsibility for providing fire protection and EMS response to the

Centennial Airport. This is not a typical FAA index airport and is predominately a generalaviation airport. The South Metro Fire Rescue Authority has decided to pursue self

assessment of its aviation rescue and fire fighting (ARFF) program even though it is not

obligated to under the 8th

edition FESSAM.

The benchmark service level objectives are based on industry standards adopted from CFAIs8th

edition FESSAM. The departments benchmark service level objectives are as follow:

For 90% of all potential urban ARFF incidents, the first due apparatus with 2 to 4firefighters arrives within 6 minutes and 30 seconds total response time capable of

assuming command, assessing the situation to determine the rescue or fire fighting

needs, determining the need for additional resources and beginning operations. Thesecond due apparatus arrives within 10 minutes and 30 seconds total response time.


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For 90% of ARFF incidents, an effective response force (ERF) arrives within 10

minutes and 30 seconds. The ERF is capable of establishing command, requesting

additional resources if needed, developing effective fire flow with appropriate agents,protecting egress, and conducting forcible entry, search and rescue in accordance with

department standard operating guideline 104.1.

The departments ARFF services baseline performance is as follows:

For 90% of ARFF responses, the first-due apparatus with 2 to 4 firefighters shall

arrive within 7 minutes and 42 seconds total response time capable of assuming

command, assessing the situation to determine the rescue or fire fighting needs,determining the need for additional resources, and beginning operations. This was met

88% of the time.

For 90% of all ARFF responses, an effective response force (ERF), shall arrive within

12 minutes and 54 seconds total response time. In 2009, this was achieved at 15

minutes and 54 seconds at the maximum. Since there were not enough incidents tocalculate the true 90th percentile, the maximum is presented here.

The baseline performance times are only listed for urban as there were not incidents in

suburban or rural areas. The authority is credible with meeting its baseline objectives;

however, the established objectives are outside of the minimum set in the 8th

edition. An

explanation of the peer assessment teams assessment of gross deviation as it relates toturnout time is found in Criterion 5A Fire Suppression.

Aviation - 90th Percentile Times


Alarm


Turnout Turnout Time 1st Unit 2:18 2:16 2:29

Travel

Travel Time1st Unit

Distribution

6:13 4:00 4:55

Travel Time

ERF

Concentration

6:40 3:19 5:19

Total

ResponseTime


Distribution

8:45 7:06 7:39


Concentration

10:11 7:07 10:05

Total

Responses 7 2 16

Number of

Full Group4 1 13


35/50

34

Aviation - 90th Percentile Times


Responses

Criterion 5J Wildland

The South Metro Fire Rescue Authority maintains a wildland response team for in districtresponse and for providing mutual aid to local and state agencies. The team exhibits a full

understanding and considerable knowledge of its responsibilities and duties. The team has the

resources required to cope with these types of emergencies. All suppression line personnel arecertified in accordance with National Wildlife Coordinating Group (NWCG) guidelines and

additional personnel are trained to a higher level to assist and take leadership responsibilities.

The South Metro Fire Rescue Authority has chosen to do an appraisal of its wildland fire

program but is not obligated to under the 8th

edition FESSAM. The departments benchmark

service level objectives are as follow:

For 90% of all urban wildland fire emergency incidents, the first due apparatus with 3firefighters arrives within 6 minutes and 30 seconds total response time capable of

assuming command, assessing the situation, requesting additional resources, and

initiating operations utilizing 500 gallons with pumping capability of 500 gpm using1 hose lines. The second due apparatus arrives within 10 minutes and 30 seconds

total response time. The second due apparatus provides additional support.

For 90% of all suburban wildland fire r

Documents

South Metro Fire Rescue Authority Accreditation Report