WEST METRO FIRE PROTECTION DISTRICT Self ......The members of the West Metro Fire Protection District are committed to providing professional fire protection, emergency medical services,

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:


EMS Report 2011

Safety and EMS Report 2011

8


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


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


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


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


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


13


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:


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:


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

16

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:



17


Resource allocation reflects the agency’s mission, goals, and objectives.

Description:


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 Risk Assessment (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:


Lakewood Bancroft Fire Protection District – A Consolidated Special District Service Plan

WMFR 2010 Budget (master exhibits folder)

WMFR 2011 Budget (master exhibits folder)


WMFR Comprehensive Annual Financial Report 2008 (master exhibits folder)



21


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


23


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:


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


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


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


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


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


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 Risk Assessment (pages 9-10 and 23-61) (master exhibits folder)


32


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 Report to the Community 2010 Year in Review


34


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)


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


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



39


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:


41


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:


43


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 Standard Operating Procedure #106 - Response

44


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


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 structure fire responses the baselines for the ERF units are 17:10 for the urban areas, 27:59


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:


46


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 Strategic Plan (Objective 5-C, pages 24-25) (master exhibits folder)

48


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:


49


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:


50

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.

51

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



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:


54


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:



56


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:


57


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:


60

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.

61

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.

65

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


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


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)


69


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:


www.westmetrofire.org (home page)

http://www.westmetrofire.org/

70


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:


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.

72


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)


73


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:


www.westmetrofire.org

http://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.

75


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:


76


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:


77

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.

78

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

79

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.

80


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)


WMFR Board of Directors Policy #K2512 - Balanced Budget

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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





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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)



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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


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


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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)


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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



Comprehensive Annual Financial Report 2008 (master exhibits folder)



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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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Financial administration responsibilities are organized into specific assignments, which are

supported by specific clearly-defined policies.


92


Any projected operating deficit (expenditures exceeding revenues in a budget year) is explained,

and a plan developed to rectify the deficit.


93


Periodic financial reports are reviewed by the agency.


94


Independent financial audits are conducted annually for the prior fiscal year. Deficiencies

are noted and plans are made to resolve audit exceptions.


95


The agency and any subsidiary entities or auxiliaries have financial risk management policies

and programs that protect the agency and its assets.


96


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.


97


Any revenue producing organizations permitted to use the agency’s name and/or reputation

conform to agency principles of financial operation.


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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.

100


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.

101

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:




WMFR Board of Directors Policy #2512 - Balanced Budget

WMFR Standard of Cover (page 68) (master exhibits folder)

102


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:


West Metro Fire Protection District 2012 Budget (GO Debt Service Fund Tab, page 1) (master

exhibits folder)


WMFR Board of Directors Policy #2510 - Debt Issuance and Capacity

103


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.

104

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)

105


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

106


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

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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.

110


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.



count runs 95.1% (53,248 for all three years) of the incidents; the suburban incident count is


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 Operating Procedure #106 – Response


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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

116


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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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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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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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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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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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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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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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

http://www.westmetrofire.org/index.aspx?nid=372

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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


Hydrant Inspections



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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

132


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


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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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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

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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



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.

137

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


WMFR Standard Operating Procedure #112- Lessons Learned 2009- -274 Holman Way


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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.

139

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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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


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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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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

144


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.

145

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:


Kids Club Sign Up Sheet for HIPPY Families

RMS Incident Statistics Screenshot

TBI Trust Fund Grant Proposal

Teacher Evaluation Sample


146


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

147


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


Safe Routes to School Grant Report

Teacher Evaluation Sample

Zoomerang Teacher Evaluation Survey Screenshot

148


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

149


WMFR Standard Operating Procedure #112 – Lessons Learned


150


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.

151

References:

2012 CDOT Mini Grant Proposal Application

COD Activity Database Example


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

152

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.

153


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

155


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.

156

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

157


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.

158

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 Task Book for the Position of Fire Investigator (Draft)

160


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.”

161

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)

162

NFPA 1033 – Professional Qualifications for Fire Investigators (available in Life Safety

Division)

163


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.

164

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

https://www.bats.gov/batsnet

http://foia.fbi.gov/vicappia.htm

165


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


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



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




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


WMFR Standard Operating Procedure #112 - Lessons Learned


170

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


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.

173

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



count runs 95.1% (53,248 for all three years) of the incidents; the suburban incident count is


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 Critical Task Analysis Staffing for Technical and Water Rescue

(pages 43-45)


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


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

177

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


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

178


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

179

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


State EOC #42a Type II Heavy Technical Rescue Team Activation Procedures

Technical Rescue Cache

West Metro Technical Rescue Resources

180


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


WMFR Standard Operating Procedure #102 – Operational Principals

WMFR Standard Operating Procedure #103- Safety and Risk Management



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

182


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.

183

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


RMS Training Record Screenshot

184


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


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


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


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.

189

Performance Indicator - 5F.1 CC



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

191

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 Operating Procedure #501 – Initial Response to Hazardous Material Incidents

192

Performance Indicator - 5F.2


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

193

WMFR Administrative Procedure #4101 - Apparatus & Equipment Committee Guidelines

194



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:



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


195



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



NFPA 472 (available in Life Safety Division)

NFPA Professional Qualifications 2008


WMFR Standard Operating Procedure #501 - Initial Response to Hazardous Materials Incidents

196



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.

197

References:



198


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

199


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




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




200

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.

201

Performance Indicator - 5G.1 CC



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.

202

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


WMFR Administrative Procedure #6303 - Paramedic Field Training Program



http://cpse.sharepointsite.net/CFAI/cas/southmetro/SAM/Category%2005/Criterion%205G%20EMS%20References/SMFRA%20EMs%20Program%202009%20Budget%20to%20Actuals.pdf

205

Performance Indicator - 5G.2


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.

206

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

http://cpse.sharepointsite.net/CFAI/cas/southmetro/SAM/Category%2005/Criterion%205G%20EMS%20References/Multi-County%20Ambulance%20ALS%20Inpection%20Checklist.doc

http://cpse.sharepointsite.net/CFAI/cas/southmetro/SAM/Category%2005/Criterion%205G%20EMS%20References/Multi-County%20Ambulance%20ALS%20Inpection%20Checklist.doc

207


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.

208

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

209


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

210

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


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.

212

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)

213


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.

214

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

215

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

216


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

217

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

218


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.

219

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.

220

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

221


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.

222

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

http://cpse.sharepointsite.net/CFAI/cas/southmetro/SAM/Category%2005/Criterion%205G%20EMS%20References/patient_destinations_summary.pdf

http://cpse.sharepointsite.net/CFAI/cas/southmetro/SAM/Category%2005/Criterion%205G%20EMS%20References/patient_encounters_by_unit.pdf

http://cpse.sharepointsite.net/CFAI/cas/southmetro/SAM/Category%2005/Criterion%205G%20EMS%20References/Summery%20Of%20EMS%20Procedures.docx

http://cpse.sharepointsite.net/CFAI/cas/southmetro/SAM/Category%2005/Criterion%205G%20EMS%20References/Summary%20of%20Medications%20Administered.docx

223


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



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




224

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.

226

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

227

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.

228

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

230


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


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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

232


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.

233

References:




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

234


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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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


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:




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

239


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.

244

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



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

246

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 Wildland Fire Program Review

WMFR Wildland Team Manual

http://www.nwcg.gov/pms/docs/pms310-1.pdf

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Performance Indicator – 5K.2


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.

248

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

249

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


250

WMFR Standard Operating Procedure #108 – Mutual Aid Assistance

251

Performance Indicator - 5K.3


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


253

Performance Indicator – 5K.4 CC


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 #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

254

• Attachment 5 - Intergovernmental Agreement for Mutual Aid between Fire Departments

• Attachment 6 – Denver Metro (Fire Departments) Mutual Aid Agreement

255



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

256

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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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


259


260

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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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


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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.

264

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:


Station Five Design Meeting Minutes



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Criterion 6B: Fixed Facilities

Fixed facility resources are designed, maintained, managed, and adequate to meet the agency’s


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

266

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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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.

268

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

269


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.

270

References:


Comprehensive Annual Financial Reports 2008, 2009, 2010 (master exhibits folder)

Job Description - Station Captain

Single Source Maintenance Contract

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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.

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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


Station 10 Move Spreadsheet

USR Baseline Objective Worksheet


274


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)

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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.

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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


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


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


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


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


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


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


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


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



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


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


295


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


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


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


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


301


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


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:


Hose Inventory/Record Sample

Ladder Inventory Sample


SCBA Test Samples


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


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

306

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


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


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.

309

References:

WMFR Budget

310


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

311

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:



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 #304 – Self Contained Breathing Apparatus

312


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.

313

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

315

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


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

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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:


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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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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

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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)

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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

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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

http://westmetrofire.org/

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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)

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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.

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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

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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

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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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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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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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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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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

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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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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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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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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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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

http://co-westmetrofireintranet.civicplus.com/index.aspx?nid=191

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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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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


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


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

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WMFR Standard Operating Procedure EBook Screenshot

WMFR Strategic Plan (Objective 5-E, pages 27-28 and Goal 6, pages 29-31) (master exhibits

folder)

http://co-westmetrofireintranet.civicplus.com/index.aspx?NID=88

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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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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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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

http://co-westmetrofireintranet.civicplus.com/index.aspx?NID=184

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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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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


NFPA 1521 – Fire Department Safety Officer - Section 4.1.1 (available in Life Safety Division)

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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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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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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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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

367


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

http://www.firefighternearmiss.com/

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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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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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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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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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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

378


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.

379

References:



WMFR Administrative Procedure #1506 – Annual Physicals

WMFR Administrative Procedure #1508 – Physical Fitness Standards

380


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:





WMFR Wellness Website Intranet Screenshot

381


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

382



383

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.

385


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


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 Training Goals & Objectives - 2012

WMFR Training Plan – 2012

WMFR Training Plan Review - 2011

389


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

390

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)

http://www.cmcb.net/

391


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

392


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

393

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



394

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.

395


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.

396

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


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.

398

References:

WMFR Administrative Procedure #1624 - Scheduling the District Calendar and Placing Units

Out of Service

WMFR Outlook Calendar Screenshot



399


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

400

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)

http://www.dfs.state.co.us/


401


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.

402

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


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


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.

406

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


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.

408

References:

Job Description - Adjunct Instructor

Recruit Academy Staffing Plan

WMFR Organizational Chart (master exhibits file)

409


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)

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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 #304 - Self Contained Breathing Apparatus

WMFR Weekly Truck Check Off Sheet

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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

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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)


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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

http://www.fema.gov/

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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.

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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




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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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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

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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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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:


Denver Water Hydrant Maintenance Records Requirements

Intergovernmental Agreement - Mutual Aid Between Fire Departments


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WMFR Hydrant Folder Screenshot

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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:



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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

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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


Hydrant Inspections

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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:


Denver Water Hydrant Maintenance Records/Requirements



Morrison Distribution System Map 2009

Morrison Hydrant Line Size

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WMFR 500 Foot Hydrant Spacing Map

WMFR Non 500 Foot Hydrant Spacing Map

WMFR 1000 Foot Hydrant Spacing Map

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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)


Hydrant Inspections

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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.

429

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

http://www.cmwc.net/about/service-area

http://www.water.denver.co.gov/DoingBusinesswithUs/Engineering%20Overview/Engineering

http://www.water.denver.co.gov/DoingBusinesswithUs/Engineering%20Overview/Engineering

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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 Operating Procedure #108 – Mutual Aid Assistance

WMFR Standard Operating Procedure #411 – Water Supply Relay Operations

432


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.

436


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.

437

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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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

439

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

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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


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.

444

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

445


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.

446

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


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

448


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


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


451


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)

453


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

454

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.

455


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:


456


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


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.

458

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


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,

460

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


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.

463

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.

464


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


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


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.

467

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:


468


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:


469


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:


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.

471


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


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

472


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:


Proposal to ESCI for Highlands Ranch and Littleton Fire Protection District

473


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:
