Adams County Fire Rescue – CRA/SOC April 2019
ADAMS COUNTY FIRE RESCUE
COMMUNITY RISK ASSESSMENT and STANDARDS OF COVER
2019
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Mission Statement
“Adams County Fire Rescue is a progressive, well prepared emergency response organization that enhances our community by providing compassionate, professional, high quality fire, rescue, EMS, and prevention services.”
Motto
“Serving with integrity and compassion.”
Organizational Values
We use the acronym WE ARE ACFR to list our values, which are: Wellness, Empowerment, Accountability, Respect, Excellence, Attitude, Communication, Family and Recognition. To learn more about or values and professional standards, click here.
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Version 1, CRA only, January 1, 2018 (Initial Draft for Committee Review) Version 2, CRA only, February 12, 2018 (Draft) Version 3, June 22, 2018, Final, CRA only, Validated from 2015 – 2017 Data Version 4, July 17, 2018, Final, CRA only, EMS Billing Data Update Version 5, CRA and SOC, Draft for Review October 22, 2018 Version 6, CRA and SOC, Pending Final Adoption March 27, 2019
ACCREDITATION MANAGER: Stuart Sunderland, Deputy Chief ACCREDITATION COMMITTEE: Name Title
Pat Laurienti Fire Chief
Mike Ramos Deputy Chief – Operations
Mark Schuman Division Chief – Training
Dave Baldwin Division Chief – EMS
Clifford Martin Battalion Chief – Shift C
Chris Wilder Fire Marshall
Jana Gilchrist Captain
Mike Tavalez Lieutenant
Michael Kary EMS Officer
Corey Davidson Paramedic
Aaron Marquez IT Manager
Christina Marchese Staff Assistant
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Table of Contents
APPENDICES [S2]: ...... 5 SECTION 1 - PURPOSE ...... 6 SECTION 2 – ADAMS COUNTY FIRE PROTECTION DISTRICT OVERVIEW ...... 7 SECTION 3 – COMMUNITY PROFILE ...... 12 SECTION 4 – COMMUNITY RISK ASSESSMENT ...... 21 SECTION 5 – COMMUNITY EXPECTATIONS ...... 32 SECTION 6 – DESCRIPTION OF PREVENTION AND PLANNING SERVICES ...... 33 SECTION 7 – EMERGENCY SERVICES ...... 36 SECTION 8 – RESPONSE ANALYSIS METHODOLOGY ...... 38 SECTION 9 – OVERALL FIRE RISK ASSESSMENT ...... 41 SECTION 10 – LOW RISK FIRES ...... 45 SECTION 11 – MEDIUM RISK FIRES ...... 49 SECTION 12 – HIGH RISK FIRES ...... 53 SECTION 13 – WILDFIRE/VEGETATION FIRE ASSESSMENT ...... 57 SECTION 14 – EMERGENCY MEDICAL SERVICES ...... 60 SECTION 15 – HAZARDOUS MATERIALS AND CONDITIONS ASSESSMENT ...... 68 SECTION 16 – WATER RESCUE ASSESSMENT ...... 76 SECTION 17 – RESCUE ASSESSMENT ...... 82 SECTION 18 – ALARMS ...... 90 SECTION 19 – SEVERE WEATHER RISKS ...... 94 SECTION 20 – DOMESTIC PREPAREDNESS ...... 101 SECTION 21 –HIGHWAY RESPONSES ...... 103 SECTION 22 – PLANNING AREA COMPARISONS ...... 108 SECTION 23 – STATION 11 PLANNING AREA ...... 110 SECTION 24 – STATION 12 PLANNING AREAS ...... 114 SECTION 25 – STATION 13 PLANNING AREA ...... 119 SECTION 26 – STATION 14 PLANNING AREA ...... 122 SECTION 27 – WATER SUPPLY ...... 125 SECTION 28 – IMPLEMENTATION AND TRACKING OF GOALS ...... 126 SECTION 29 – OPPORTUNITIES AND RECOMMENDATIONS ...... 128 SECTION 30 – GLOSSARY OF TERMS ...... 129 ACRONYMS ...... 132 CHARTS, MAPS, TABLES ...... 134
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APPENDICES [S2]: # Title Page # 1 2019 Adams County Fire Rescue (ACFR) General Budget 10
2 2019 ACFR Capital Reserve Budget 10
3 National Fire Incident Reporting System (NFIRS) Incident Code Guide 21
4 NFIRS and Call Risk 25
5 Hazard Scoring 29
6 National Fire Protection Association (NFPA) 1730 31
7 Critical Infrastructure and Key Resources (CIKR) List, updated 6/21/18 31
8 Community Survey 32
9 Standard Operating Procedure (SOP) 201, Incident Command System (ICS) 41
10 SOP 211, Out-Team/Rapid Intervention Crew (RIC) 42
11 ACFR Wildfire Risk Report 57
12 Adams County Annual Operating Plan (AOP) 57
13 Response/Planning Area Progression 63
14 SOP 505, Transportation Policy 66
15 Denver Metro Protocol 66
16 Highway Commodity Study 70
17 North Area Technical Rescue Team (NATRT) Response Capabilities 83
18 SOP 540, Mass Casualty Incident (MCI) 101
19 Regional Transport District (RTD) Commuter Rail Response Procedures 101
20 SOP 533, Active Shooter 101
21 Adams County Emergency Operations and Recovery Plan (EORP) 102
22 Emergency Operations Plan (EOP) Annex, Emergency Support Function (ESF)-4 102
23 Insurance Services Office (ISO) Public Protection Classification (PPC) Report 125
24 ISO Cover and NFF 125
25 Recommendations for Improvement List 129 NOTE: Not all Appendices will be externally published
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SECTION 1 - PURPOSE
Adams County Fire Rescue (ACFR), its board of directors, leadership and employees have committed to the process of continuous quality improvement. As part of the process of becoming an accredited agency through the Commission on Fire Accreditation International (CFAI), ACFR has developed this document as a means of evaluating and displaying the needs of the community; past, present and future. Understanding past service demands, knowing where and what the current hazards are, and anticipating community growth allows ACFR to better predict, prepare for, prevent and responds to the needs of the community in the future. This “Community Risk Assessment/Standards of Cover” (CRA/SOC) document, while useful all on its own, will serve as the foundation for the accreditation process, and upon which the Strategic Plan and Self-Assessment Manual (SAM) will be developed. This document will also serve as a guide for training topics, pre-incident planning, fire inspection prioritization, and direction for public education programming. ACFR and its highly trained and motivated employees are committed to protecting the lives and property of the citizens of the district. In order to prevent, respond to and mitigate emergencies as efficiently as possible, it is best to first understand the hazards that exist within the community. The CRA portion of this document is a comprehensive evaluation of the community as a whole, but also breaks down the risks into smaller levels, including station planning areas, the highways system, special hazards, and even individual buildings. This assessment includes evaluation of past emergencies and their location and type, which helps prevent and predict future emergencies. The results of the CRA and community expectations combine to help ACFR create realistic goals and objectives for preventing, preparing for and responding to emergencies related to those risks; the SOC portion. The SOC outlines those goals and, in an effort to either improve service or maintain already high levels of service, establishes a method to measure baseline performance against the benchmark targets that have been established during this process. This SOC also outlines how ACFR intends to deploy the right type and amount of resources when emergencies do occur. Additionally, this plan ensures that ACFR has thought about how to deal with multiple emergencies that occur at the same time, or one emergency that requires more resources than are typically available. Finally, in order to ensure baseline measurements are current, valid and moving in the right direction, ACFR is committed to updating the statistics used for the SOC at least annually. The following document is a summary of the fire, EMS and other emergencies that occurred within Adams County Fire Rescue during 2016, 2017 and 2018. A majority of the analysis was based on information obtained from electronic media or databases, including Records Management Systems (RMS), Computer Aided Dispatch (CAD), county assessor’s records, Geographic Information Services (GIS), etc. However, knowledge from focus groups and Subject Mater Experts (SME), as well as personal and personnel experiences, played a vital role in supplementing the electronic data during the risk analysis process which enables ACFR to make fact based decisions.
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SECTION 2 – ADAMS COUNTY FIRE PROTECTION DISTRICT OVERVIEW
Adams County Fire Protection District (district) (ACFPD), also known as Adams County Fire Rescue (ACFR), is a political subdivision of the State of Colorado created pursuant to Colorado Revised Statutes, Section 32-1-101, et seq. (the “Special District Act”). The district provides fire protection to a defined area located on the north side of the city of Denver, Colorado. While the name “Adams County Fire Rescue” could indicate that it is a part of the Adams County government, it is not, but rather, is its own entity. ACFR is primarily located in the mostly developed but unincorporated southwest corner of Adams County, Colorado (county or Adams County). The district also covers small areas of the cities of Denver and Arvada. The district covers approximately 19 square miles and serves about 65,000 residents, as well as a large daytime influx of commuters on the complex highways systems and workers into the large industrial areas of the district. Significant History: 1946 - ACFR was officially formed in 2015 when the North Washington Fire Protection District (NWFD) and Southwest Adams County Fire Protection District (SWAC) merged into one agency. Both preceding agencies were formed in 1946 (although NWFD had to repetition the court in 1950 to formally organize), and therefore ACFR considers itself to have also originated in 1946 1950 – In 1950, two SWAC volunteer firefighters were killed in the line of duty. While returning to the fire station in a privately-owned vehicle, Harry P. Miller and Byron R. Livengood struck a train and were killed at 58th and Lowell Blvd. 1974 – NWFD became a paid fire department. 1981 – Three new NWFD stations were built and the original station became the location of the district training center. It is still in use today, although it has been greatly modernized. 1998 – NWFD and SWAC each utilized a variety of private ambulance companies to provide medical treatment and transport over the years. In 1998, NWFD and Northglenn Ambulance partnered to provide NWFD’s first dedicated ambulance services, operating three Advanced Life Support (SLA) ambulances. Over the next two years, the service was transitioned. All of the ambulance personnel became firefighters/employees for NWFD, and Northglenn was phased out. SWAC began operating its own fire-based ALS ambulances in 2003 with two medic units. 1999 – SWAC became a paid fire department. At one time SWAC operated out of four locations; but, since the merge, two have been sold and a third is currently not being used as a fire station. This was a result of combining forces and minimizing duplicated services. 2015 – ACFR and the South Adams County Fire Protection District (SACFPD) began a partnership by jointly operating a Fleet Maintenance Facility, whereby both agencies provided mechanics and resources and together serviced and repaired vehicles for both agencies. 2017 – ACFR suffered a terrible loss. Firefighter Brett Anderson, passed away after a long battle with cancer, which was deemed work related. 2018 – ACFR became a Class “1” rated fire department by the Insurance Services Office (ISO).
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Mutual-Aid: 1991 – The district entered into its first mutual-aid agreement along with all other fire agencies in Adams County. The agreement has been updated numerous times. 2002 – The district signed into a “state-wide” mutual-aid agreement. The agreement has been updated, although ACFR has not yet agreed, on principal, to the most recent agreement and has declined to participate. 2012 – ACFR has participated in the Metro Fire Chiefs Response Group, which provides regional mutual-aid to the metropolitan area via strike team and task force callouts Automatic-Aid: The district has entered multiple automatic-aid agreements with surrounding jurisdictions including: 1991 – Federal Heights Fire 1996 – North Metro Fire Rescue 1999 – Thornton Fire Department 2005 – South Adams County Fire Department 2011 – Westminster Fire Department 2016 – Arvada Fire Protection District 2019 – North Area Automatic Aid Agreement Unfortunately, disparate radio and dispatch systems with Westminster and Arvada have limited the use of automatic-aid, or completely delayed its implementation. However, a 2018 federal grant was awarded to the North Area Fire Departments to help fund a “CAD to CAD” project, whereby all the north metropolitan dispatch centers would be tied together, making automatic-aid truly automatic. Implementation is scheduled for early 2109. Special Teams and Participation: ACFR has been an active participant of the Adams County Hazmat Team, which is governed by the Adams County Mutual Aid Trust and was formed in 1980. In 1997, the team joined forces with the Jefferson County team to create the Adams/Jeffco Hazardous Materials Team (Hazmat), which are governed by the Adams and Jefferson County Response Authority and covers three counties and 15 cities. ACFR and nine other North Area departments developed an ad-hoc “North Area Technical Rescue Team” (NATRT) and “Water Rescue Team.” Both currently operate under the auspices of existing mutual aid agreements, with potential of becoming more formalized in the future. NATRT is capable of handling rope rescue, confined space, structural collapse, trench rescue and heavy rescue operations. Water rescue includes ice, swift water and dive rescue. ACFR works closely with, and participates in, many other regional partnerships and involvements, including the North Area Fire Academy (six agencies), Fire Investigations (FDs and Sheriff’s), Denver Urban Area Security Initiative (UASI), North Central All-Hazards Emergency Management Region (NCR), State and County Emergency Operations Centers (EOC) and Mile High Regional Emergency Medical & Trauma Advisory Council (RETAC).
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District Finances: Chart 2.1, General Budget Revenues ACFR’s annual operating budget for 2019 is $18.9 2019 GENERAL BUDGET million (Appendix 1). Approximately 83% of the $1,350,00 REVENUES 0 revenues come from property taxes, assessed via 7% $1,300,00 mill levy on each property within the district. 0 Seven percent comes from “Specific Ownership 7% $486,500 Taxes,” which are assessed as part of the vehicle 3% registration costs. Another 7% of revenues are $15,796,796 generated as charges for services, such as 83% ambulance billing. Three percent comes from various other forms of revenues, including permit General Property fees, grants, rental income, sales of assets, etc. Taxes In 2018, a new state statute allowed fire districts Specific Ownership Tax to impose impact fees on new development. Charges For Services Approximately $120,000 was collected in 2018, and it is anticipated about $150,000 will be collected in 2019. Impact fees are not utilized for operating expense, and are deposited into the District’s Capital Reserve Budget (Appendix 2), which is used to accumulate resources for the purchase of capital improvements such as apparatus, station remodel or new construction, communications equipment, furniture, etc. Revenue growth was stagnant in the years following the housing crisis of 2008. However, the economy in Colorado has rebounded recently, along with property values, and ACFR’s budget has seen substantial growth over the last two years. However, due to the Gallagher Amendment, residential property tax assessment rates were lowered in 2017 from 7.96% of market value to 7.2%. this equated to about $800,000 of lost revenue to the District. Fortunately, new construction and increased commercial values overcame this decrease, and the net affect was about $2,000,000 increased additional revenues in 2018. Unfortunately, the Gallagher Amendment is forecast to again lower residential assessment, to 6.96%, which projects to be another $200,000 in lost revenue for ACFR in 2020. District Overview: ACFR is surrounded by the cities of Arvada, Commerce City, Denver, Federal Heights, Thornton and Westminster. In the heart of the district lies the intersections of Interstate 25 (I-25), Interstate 76 (I-76), Interstate 270 (I-270), US Highway 36 (US-36) and State Highway 224. In total, the district covers approximately 128 lane-miles of highway. The north and west portions of the district are mainly residential, and the southeast quadrant is heavy in commercial and industrial. Originally, drive-time analysis, travel barriers and the attempts to equalize call loads of the stations contributed to the layout of each station’s response area. However, beginning in 2017, ACFR and the neighboring jurisdictions start using automatic vehicle location (AVL) to dispatch the closet units to incidents, regardless of station location or jurisdiction. Therefore, the station response areas have evolved into “Planning Areas” instead. This change created challenges in tracking and comparing data and performance, but this should normalize the longer it is in place. Response performance is further discussed later in the document and in the subsequent SOC. As indicated in Map 2.1, the district is divided up into four main Planning Areas, Stations 11, 12, 13 and 14. An isolated enclave neighborhood known as Shaw Heights is located in the northwest
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corner of ACFR. Its isolation from the main body of the district creates unique challenges, and therefore Station 12’s Planning areas is further divided into two sub-areas. Additionally, because the highway system is so complex, it is treated as its own Planning Area (Section 21). Finally, in order to more closely examine service needs, ACFR has been further divided up into Emergency Service Zones (ESZ), ranging in size from 1/10th of a square mile to almost one half of a square mile, taking into account natural and man-made barriers and similar type neighborhoods, and access points. Station Planning and ESZ data is further discussed in Sections 22 – 26. Map 2.1, ACFR
A fifth station currently exists in the Shaw Heights neighborhood (Planning Area 12b), near 88th Ave and Lowell Blvd. The Shaw Heights neighborhood covers approximately ¾ of a sq. mile and is separated from the main body of the district by over a mile. Until recently, Station 15 was staffed by an ACFR fire engine. However, in late 2017 the station was vacated and the coverage for the neighborhood was primarily provided by two close fire stations; Westminster Station 2, which is adjacent to Shaw Heights, and Federal Heights Fire Department, which is about half a mile away. ACFR and the neighboring agencies, searching for ways to operate more efficiently, have been working together to collectively cover areas of individual need. Amongst ACFR’s biggest concerns, like other responsible agencies, is not just for primary response to any given location, but secondary and tertiary response in case of multiple calls or calls that require many resources. This is difficult to do in the corners of jurisdictions, i.e. Shaw Heights, all of Federal Heights and south Westminster. By strategically placing resources, the majority of citizens are better served – not just one neighborhood, but all neighborhoods. Federal Heights and Westminster assist ACFR in covering Shaw Heights, and ACFR reciprocates by providing fast a valuable backup resources to Federal Heights and south Westminster, their busiest and most isolated area. Unfortunately, perfect
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solutions continue to be elusive; however, as mentioned above, the grant funded “CAD to CAD” project should assist in overcoming many of the hurdles that currently exist. An additional fire station is currently being developed/constructed in the central portion of the district at 69th Avenue and Pecos Street, with a completion date of August 2019. This new station will likely replace the existing Station 11, but may supplement the current station layout, depending upon further needs assessments. This future station will not only allow ACFR to centrally locate the 105’ Platform, Heavy Rescue, Command Officer, Fire Engine and one or two medic units, it will also create the needed room to house all this equipment and the personnel to operate it, something no other station in the district provides, especially Station 15. Each day there are up to 29 firefighters on duty, with a minimum staffing of three personnel per engine and ladder truck and two personnel on each medic unit. They operate out of four fire stations and respond to emergencies in a variety of apparatus including: • One shift Commander vehicle (Battalion Chief) • Four Medic Units • Three Fire Engines • One 75’ Quint • One 105’ Aerial Platform Personnel also cross-staff: • Two Brush Trucks • Hazardous Material Truck • “Heavy Rescue” The district also maintains: • Two Reserve Engines • One Training Engine • Two Reserve Medic Units • Variety of small SUVs, support vehicles and trailers
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SECTION 3 – COMMUNITY PROFILE
Demographics: 2017 estimates show ACFR serves about 65,130 residents. This is an average increase of about 1.3% per year since 2012. As indicated in Chart 3.1, the population is projected to continue to grow over 1 1% each year and reach about 68,500 people by 2022. Chart 3.1, Annual Population
ANNUAL POPULATION 68,520 65,130
61,000
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Population Projected Population
The projected population growth between 2017 and 2022 varies from area to area, as indicated in Map 3.1. Map 3.1, Estimated Population Growth
1ESRI Estimates, 2017
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The highest anticipated growth rates are in areas near the new commuter rails and areas of current development/redevelopment, namely the Midtown and Pomponio neighborhoods2. The map may be a little misleading, as some areas currently have very few residents and adding only a few additional people looks like a large population growth. A variety of redevelopment plans have been recently submitted to ACFR for review, and it is likely the population in some areas will grow much more than is projected. As an example, a large potential redevelopment of the Denver Merchandise Mart is slated to begin in 2019, which may add as many as 10,000 residents to the area, is not reflected in the above projections. Many other factors steer population growth, including the housing market, the economy, both locally and nationally, new regional business, etc., some of which ACFR is not necessarily privy to. As displayed in Chart 3.2, ACFR’s age breakdowns are very similar to that of the rest of Adams County but, with a median age of 33.5, ACFR’s population is younger than that of Colorado’s median age of 37.2. The district’s male/female population split of 51/49 is slightly different than Colorado and Adams County as a whole. Approximately 27% of ACFR’s adult population has some college or an associate degree, while 10% have at least a bachelor’s degree, the latter being significantly lower than the rest of Adams County and Colorado. Chart 3.2, Age by Groups
POPULATION BY AGE GROUP
10%
8%
6%
4%
2%
0%
14 19 24 29 34 39 44 49 54 59 64 69 74 79 84 ------0-4 0-4 5-9 85+ 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80
ACFR % of Population County of Adams % of Population Colorado % of Population
As indicated in Chart 3.3, ACFR has a high population of Hispanics at 56%, especially when compared to the state’s population. As such, the Spanish-speaking population for all age groups is also comparatively high, as shown in Chart 3.4.2 Approximately 74% of the Spanish-speaking community also speak English well or very well; but, 26% either speak poor English or no English at all, which equates to 5,193 people, or about 8% of the total population of the district. A variety of other languages are spoken within the district, however none as significantly as English or Spanish.
NOTE: The impacts of populating growth and demographic changes are further examined in Section 4, “Community Risk Assessment.”
2ESRI, 2011-2015 ACS
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Chart 3.3, Race/Hispanic (2107 Estimates, ESRI)
RACE AND HISPANIC POPULATION BY PERCENTAGE
80% 60% 40% 20% 0% 2017 White 2017 Black 2017 2017 Asian 2017 2017 Other 2017 2017 Population Population American Population Pacific Race Population Hispanic Indian Islander Population of Two or Population Population Population More Races
ACFR County of Adams Colorado
Chart 3.4, English vs. Spanish-Speaking Residents (2011-2015 ACS)
ENGLISH vs. SPANISH BY AGE GROUP
80%
60%
40%
20%
0% 4-17 18-64 65+ 4-17 18-64 65+ 4-17 18-64 65+
ACFR County of Adams Colorado
English Only Spanish Speaking and English well/very well Spanish Speaking and English not well/no English
Housing: There are 22,709 households within the district, with a median household income of $51,031. Approximately 15% of the households are below the poverty line, which is higher than Colorado’s 11% and Adams County at 11.7%, according to the 2016 American Community Survey (ACS) estimates.3 Per ACS, there are 1,380 mobile homes within the district. Mobile homes themselves do not necessarily create greater risk; however, the size, density, accessibility and condition of the mobile home parks vary greatly. Some pose risks similar to that of single-family neighborhoods, while others pose much higher risks, therefore, mobile home parks are further evaluated as part of the overall target Hazard Analysis. 3 http://factfinder.census.gov
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Homeless Population:4 Due to public health and safety concerns regarding newly developed homeless encampments along the Clear Creek and South Platte River trail systems and near the intersection of highways I-270 and I-76, the Adams County Government collaborated with the University of Denver – Burns School on Poverty and Homelessness (BSPH) to examine the increasing problem of homelessness in Adams County. The 2016 study listed multiple methods for determining the homeless population in Adams County, each coming to a different conclusion. One of those datasets came from Metro Denver’s Homeless Initiative (MDHI) Point-in-Time (PIT) surveys, which actually show a large decrease in homelessness in Adams County, from 1,531 people in 2011, to 200 in 2016. The BSPH regards the PIT STUDY, which is a manual count of the homeless on a single night in January, as being a serious undercount rather than an actual decrease of homelessness. While it may be difficult to determine the exact number of homeless at any given moment, it is widely accepted that the numbers have increased over the past few years. BSHP stated the following: “Throughout the Denver metro area, an insufficient number of shelter beds, restrictive regulations in existing shelters and the general condition of many shelters have forced some persons experiencing homelessness to remain outdoors, usually in some kind of primitive encampments. these individuals have created such campsites for decades, but these encampments have multiplied in recent years due to an increasing number of persons experiencing homelessness and various local statutes that have place significant restrictions on what persons can do in the out-of-doors” “Within the past year, due to an increasing public outcry from the business community and the public, some local jurisdictions have stepped up enforcement of the various local ordinances, leading to a series of ‘street sweeps’ that have forced people in campsites to ‘move along’ and to abandon most of their belongings. Despite protest from local advocates, Denver and Boulder seem to have adopted a whack-a-mole approach to eliminating these campsites, and police clashes with encampment denizens and advocates have become commonplace.” “While Adams County has not yet engaged in ‘street sweeps,’ local citizen complaints have forced County sheriffs and local police to closely monitor a growing number of encampments. As the interview findings show, it is likely that this growth is fueled in part by persons seeking to escape from the extensive police attention in Denver and Boulder who are setting up camp in Adams and Jefferson Counties.” None of the homeless studies seem to address the impact of homelessness on emergency services. However, at least anecdotally, ACFR has seen an increase in emergency calls, including vegetation fires, medical calls, etc., along the South Platte River, Clear Creek and other open spaces, which are attributed to an increase of homelessness, homeless camps and the mental illness and substance abuse that go along with them. A majority of the homeless stated they have at least one of the disabilities listed in Chart 3.5.
4 http://www.adcogov.org/sites/dedfault/files/Adams%20homelessness%20Assessment.pdf Pg. 21
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Chart 3.5, Homeless Disabling Conditions
HOMELESS DISABLING CONDITIONS Developmental AIDS/HIV, 4% Disability, 4% Substance Abuse, 13%
Mental Health, 52% Physical Disability, 22%
Chronic Health, 26%
Daytime Populations: The daytime resident population numbers drop to 34,479, although the increase of daytime workers of 26,531 brings the total daytime population of ACFR to 61,010. During the day, the population shifts from the north and west residential areas to the southeast quadrant, where the commercial/industrial centers of ACFR are located. Additionally, there are tens of thousands of commuters that travel through ACFR on I-25, I-270, I-76, US-36 and CO-Hwy 224, which are major paths into and out of Denver, Boulder and the rest of the metropolitan area. Geographic Profile: ACFR’s district is made up of mostly suburban residential developments along the north and west quadrants of the district, with the southeast quadrant being mainly heavy commercial and industrial. A few small farming plots are scattered throughout the district, although ongoing infill development continues to diminish vacant land every year. The highways of I-25, I-76, I-270, US-36 and CO-Hwy 224 all intersect in the center of the district, making for a very complex and confusing highway system. In total, ACFR covers over 128 lane-miles of limited access highways. Map 3.2 below illustrates why it can be difficult for callers, dispatchers and responders to discern exact locations. Specific highway hazard analysis is found later in Section 21.
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Map 3.2, Highways
As shown in Map 3.3, ACFR covers 10.5 miles of rivers, creeks and canals which further dissect the district. The two largest rivers in the Denver-Metro Area run through ACFR, including the South Platte River, which creates the easternmost border of the district, and Clear Creek, which runs east/west through the district. There are 87 static bodies of water throughout ACFR, covering about two-thirds of a square mile. Hidden Lake (70 acres), Cat Lake (64 acres) and Jim Baker Reservoirs (58 acres) make up the bulk of the open water within the district, with numerous other ponds, pits and small bodies of water scattered throughout. Map 3.3, Rivers and Lakes
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As shown in Map 3.4, multiple main line and rail spurs run through ACFR, providing service to the industrial areas of the district and beyond. In total, there are approximately 68 miles of track running through the district, operated by three railroad companies: Union Pacific (UP), Burlington Northern and Santa Fe (BNSF). Each of the railroad companies are Class 1-line freight haul railroad companies, hauling over $378.8 million through Colorado annually, and Denver Rock Island, a Class III short line/local railroad. Utah Junction being one of the major rail transfer facilities in Colorado, located on the border between ACFR and Denver, millions of dollars pass through ACFR on the rail system weekly. Map 3.4, Railroads
Colorado Department of Transportation (CDOT) predicts population growth and increased supply demand will continue to congest the highway systems; and with rail transport being so economical, rail service in Colorado is expected to increase in the coming years. However, there are plans to potentially move some rail service out of the metro area.5 Besides the cargo rails, two commuter rail lines have recently been installed parallel with existing rail beds. The Northwest/B Line runs northwest into the city of Westminster, but currently has no stops within ACFR. The Gold/G Line travels west into the cities of Arvada and Wheat Ridge, with multiple stops along the way, but has not opened yet due to ongoing road grade crossings safety issues at Tennyson and Lowell Blvd. A third commuter line, the North Metro/N Line, is under construction and will cut across the northeast corner of the district as it travels to and from the city of Thornton. Multiple train stops will exist in or adjacent to ACFR.
5https://www.codot.gov/projects/PassengerFreightRailPlan/StatePassengerRailPlan-Tasks/SPRP- FinalPlanMaster, page 5-11
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Economic Profile: More than 2,500 businesses provide over 31,500 jobs within ACFR. As reflected in Table 3.2, service- related industries account for the highest number of employers and jobs; retail, construction and manufacturing also present high numbers. While the wholesale industry accounts for only 14% of the jobs within the district, it produces 50% of the sales. At $5.9 billion in sales, it is as much as all other industries combined.6 The Denver Merchandise Mart has been one of the regionally-important business centers within ACFR. It is home of dozens of wholesale businesses and hosts numerous large event and trade shows throughout the year. However, plans are in the works for the entire site to be redeveloped into high density housing and retail, which will transform the area and the business outlook in the years to come. Other industries located within ACFR are critical at the local, state or federal levels, including the Cherokee Power Plant, Century Link, Metro Waste Water Treatment Plant and Lockheed Martin. Table 3.2, Businesses, Employees, Sales Type Businesses % Employees % Sales % Agricultural 44 2% 330 1% $28,977,000 0% Construction 376 15% 4,790 15% $869,509,000 7% Manufacturing 199 8% 4,491 14% $2,214,524,000 19% Transportation 91 4% 2,605 8% $357,819,000 3% Communications 23 1% 255 1% $127,960,000 1% Utilities 18 1% 519 2% $114,485,000 1% Wholesale 261 10% 4,372 14% $5,854,253,000 50% Retail 546 21% 5,617 18% $1,463,438,000 12% Finance 108 4% 480 2% $71,475,000 1% Services 732 29% 6,518 21% $637,794,000 5% Government 25 1% 1,534 5% $- 0% Other 118 5% 23 0% $- 0% Total 2,541 100% 31,534 100% $11,740,234,000 100%
Climate: The climate in the region (Table 3.3) varies greatly from season to season, with an average low temperature in the winter of about 16° Fahrenheit, to an average daily high of about 90° in the summer. On a daily basis, the temperatures swing on average 30° to 40° Fahrenheit between night and day. Weather and temperature can be even more extreme, with weather changing hourly and severe storms with little notice. It is possible to see sun, rain, sleet and snow within minutes much of the year. Weather related events/hazards are examined later in Section 19.
6 Standard Industrial Classifications (SIC), 2017
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Table 3.3, Temperatures
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SECTION 4 – COMMUNITY RISK ASSESSMENT
A comprehensive assessment of the district was performed by first conducting a “Call Analysis,” whereby every call ACFR has responded to in the past three years was assessed for risk. Next, a comprehensive “Target Hazard Analysis” was conducted by analyzing virtually every building in the district and assessing the overall risk they present based on size, type, use, occupancy, etc. The results of both of these processes are outlined below. Call Analysis: ACFR assessed the relative risk of different types of calls by first evaluating the frequency of emergency calls, estimating the consequences to the community for those calls, then evaluating the impact to the organization for those calls. Each of these components were given a score and then, utilizing “Heron’s Formula”, a risk score was given for each call type.7 By analyzing past calls, it is possible to identify trends. This allows for the prediction of how many, where and when calls may occur in the future and how best to prepare for, and possibly prevent emergencies before they occur. This ongoing process also creates the opportunity to conduct measurements of success and improvement as they relate to specific needs for service. This section provides an overview of the analysis process and summarizes the risks community-wide. However, more specific details about specific call risk is explored later in this document. Frequency: The frequency of calls was determined by examining the number of calls that occurred by incident types from 2016 thru 2018. Incident types are standardized classifications of calls established by the National Fire Incident Reporting System (NFIRS) (Appendix 3, NFIRS Incident Code Guide), which is used by ACFR and thousands of other fire departments nation-wide. A “Frequency” score was given to each NFIRS call type based on how often it occurs each year as seen in Table 4.1. Table 4.1, Frequency Scores
The NFIRS codes are separated into major classifications, and Chart 4.1 displays the percentage of calls that ACFR responded to over the past 3 years. At over 64%, Emergency Medical Services (EMS) is obviously the most frequent type of call that occurs within ACFR. Details within each of the classifications are further examines in the sections that follow.
7 푆푐표푟푒 = + + Risk Probability = P, Consequence = C, Impact = I
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Chart 4.1, Major Call Classification CALL CLASSIFICATIONS Water Rescue 0.1% Tech Rescue Out of District Hazmat 7.3% 2.9% 1.9% Blanks, Unknown Fires 0.3% 3.1% Alarms 20.0%
EMS 64.3%
Consequences: The consequence of each type of call was established by taking into consideration the potential magnitude of each type of emergency. The initial assessment was accomplished by surveying all ACFR operational employees, who were asked to rate calls based on their experience and perception of the risks associated with each type of call, “high,” “medium”, or “low,” taking into consideration the potential impacts to individuals, the community and the risks posed to life, property and the economy. Team leaders and other subject matter experts (SME) were also consulted, and adjustments to the survey scoring was made after considering their input. Rather than rate each of the 191 NFIRS call types individually, similar call types were grouped and rated together. Table 4.2, Call Type Survey, outlines the results of the survey, which had 100% participation, and also lists the number of calls that occurred each year, and the percentage of calls each group accounts for. Following the survey, some minor adjustments were made to call type groups to correct obvious errors.
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Table 4.2, Call Type Survey8 Consequence CRA Category 2016 2017 2018 Score Building Fire 25 40 37 2.92 Swift Water Rescue 4 1 2.81 Confirmed bio-hazard, Explosive device 1 2.79 Trench, Bldg Collapse, Tech Rescue 2 1 1 2.71 Water & Ice Rescue 5 2 8 2.71 Over-pressurization, explosion, no fire 3 1 2.63 MVA 899 991 1021 2.58 Rail or Aircraft 1 2.58 Hazmat leak or spill 6 2 5 2.47 Structure other than building or chimney 6 4 6 2.43 Flammable Gas Leak 27 69 67 2.32 Flammable Liquid Spill 20 36 86 2.15 Vehicle Fire 28 35 33 2.14 EMS 4170 4423 4241 2.08 Flood, lightening, severe weather 1 13 2.08 Carbon Monoxide 10 29 34 2.01 Electrical Problems, arcing, lines down, etc. 48 31 81 1.98 Hazardous condition, electrical problem 13 1 4 1.9 Biological or hazmat investigation, Bomb Scare 13 2 9 1.74 Grass Fire 59 55 65 1.64 Cooking/trash fire, confined to container 7 24 32 1.59 Landfill fire, compactor fire 1 1.59 Sprinkler activation, water flow 16 8 12 1.56 Citizen complaint 7 5 5 1.49 Animal Problem or Rescue 3 1 1 1.47 Police Assist, standby, move-up 155 239 309 1.47 Water leak/evac, smoke removal 45 21 11 1.35 Steam or Smoke Scare 24 75 76 1.31 Lock-in, Ring removal, Person in Distress, Search for person on land, extrication from elevator, etc. 56 49 49 1.25 Unauthorized burning, mailbox, outside fires, other fires 99 102 98 1.24 False Alarms 380 401 397 1.19 Good intent, wrong location, nothing found 495 605 798 1.15
The final consequence scoring translated to catastrophic = 4 points, high = 3 points, moderate = 2 points and low = 1 point. The survey only asked for three ratings: high, medium and low, however, employees were only rating NFIRS codes that had actually occurred in the previous three years, and since none of them were deemed catastrophic, the scoring translated perfectly. During final tabulation of scores, any call type that would be catastrophic if it ever did occur was given the score of a 4. The major call classification is further explored in individual following sections, as are some other pertinent consequences, i.e. dollar loss on structure fires and injury and illness details in EMS. These first two steps in the risk assessment process, frequency and consequence, allow ACFR to assess each call type and easily display the results in a matrix as shown in Chart 4.2, below. This matrix is displayed at the end of each major call classification section that follows and indicates the relative risks for those call types. 8 NFIRS Incident Type Report, 2015-2017
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Assessing the frequency and severity of incidents assists ACFR in predicting when the community will need assistance and may allow for better preparation and prevention of some emergencies before they occur. It is unlikely that any incident types occur in the extreme, such as high or very high frequency and high or catastrophic consequences. These situations tend to be corrected over time through code enforcement, design improvements and educations efforts.
Chart 4.2, Risk Matrix
Impact: Impact measures the effect that a call might have on ACFR. For example, how many resources does it take to mitigate that call and does it affect the organization’s ability to respond to the next call? By examining the impact calls have on the organization, the value of resources becomes more evident. As an example, if two types of calls each occur the same number of times per year, and they both have similar consequences to the community, but one of them can be mitigated with three people and one fire engine, while the other takes six people and two fire engines, they are obviously not of the same overall risk. Therefore, a third leg of the overall risk assessment was conducted by assigning a score to each call type depending upon the number of resources that would normally be expected to handle the call. This three-pronged assessment is very useful in helping ACFR recognize the risk associated with each type of call, and in deciding how best to prioritize efforts and resources. The greater the risks of a certain type of call, the greater the need to understand, train for and prevent it. Appendix 4, NFIRS and Call Risk, lists each NFIRS code and the associated frequency, consequence, impact and risk scores. Additionally, each of the major call classifications are more closely examined in the following sections of this document, as are the risk scores. Historic Service Demands: Examining past emergency calls helps to identify where, when and why emergency calls may occur in the future, which assists ACFR in making decisions regarding resource deployment and during other planning processes, such as strategic planning.
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Since 2012, ACFR’s calls have increased every year by at least 4.2%, except in 2015, when they increased by 0.5%. In 2017, calls increased 9.6%. If the calls continue to increase at the current rate of about 5.2% average per year, ACFR will respond to over 9,500 calls by the year 2022. The increase in calls has greatly outpaced the increase in population, which has only averaged about 1.3% per year since 2012.
Chart 4.3, Annual Emergency Calls CALLS PER YEAR
10000 8425 9000 8080 8000 7300 6926 6959 6641 7000 6223 6000 5000 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Using information from the Environmental Systems Research Institute (ESRI) population estimates for 2012-2022, as outline in Chart 4.4 below, the amount of calls ran per resident has increased from 0.10 in 2012 to almost 0.13 in 2018, a 30% increase. At this rate, calls per resident are expected to climb to 0.14 calls per each resident in 2022, which ESRI estimated at a population of 68,500 is 9,500 calls. Chart 4.4, Calls per Person CALLS PER PERSON 0.15 0.14 0.13 0.12 0.11 0.1 0.09 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
To further understand why calls have increased in recent years, ACFR examined calls for service over the past three years (2016-2018). As indicated in Chart 4.5, total annual calls for service increased significantly, going from 7300 calls in 2016 to 8425 calls in 2018, a 15% increase. The chart also shows calls within ACFR has decreased, calls outside the district increased, and calls with an unknown location sharply increased in 2017. However, some of these statistics are misleading, and there are at least five contributing factors that explain these changes:
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Chart 4.5, Annual Calls TOTAL CALLS PER YEAR
9000 8080 8425 8000 7300 7000 6000 5000 4000 3000 2000 1000 0 2016 2017 2018 Unknown 23 1318 1182 Out of District 210 388 647 In District 7067 6374 6596
1. New Computer Aided Dispatch system (CAD) and Records Management Software (RMS): Calls within ACFR have actually increased each year, however, the implementation of a new CAD and RMS in 2017 temporarily resulted more calls being misidentified as “Unknown” location. The system configuration and operational errors continue to be improved upon, as reflected in the decrease of “unknown” calls in 2018. 2. Large regional population influx which equates to increased travel to or through ACFR: While the entire population of Adams County grew 14% between 2010 and 2017, the Denver Metropolitan Area, which includes portions of Adams, Arapahoe, Boulder, Broomfield, Denver, Douglas and Jefferson Counties, had a combined growth of over 16%, or almost 500,000 people.
3. Closest Unit/AVL dispatching: Closest Unit Dispatching/AVL went into effect in 2017. This resulted in ACFR responding to calls in other jurisdictions more frequently. However, these numbers do not account for the reciprocal response from outside agencies into ACFR, which theoretically balances out the workload; however, further evaluation is needed.
4. Increased automatic aid: ACFR, Westminster and Arvada have increased efforts to work together, and while not yet fully automated, calls between these agencies and the other surrounding jurisdictions have increased at least partially due to increased automatic aid. Chart 4.6 shows the types of calls ran both inside ACFR and out. Alarms and EMS accounted for the largest increase in calls outside the District, but ACFR has responded to more calls each year for virtually all types of calls.
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Chart 4.6, Calls Within ACFR and Outside ACFR
5000 IN DISTRICT vs. OUT OF DISTRICT CALLS 4500 4000 3500 3000 2500 2000 1500 1000 500 0 2016 2017 2018 2016 2017 2018 2016 2017 2018 2016 2017 2018 2016 2017 2018 2016 2017 2018 Alarms EMS Fires Hazmat Tech Rescue Water Rescue Out of District 84 182 383 87 154 174 31 34 46 2 12 23 6 6 19 0 0 0 In District 1462 1168 1324 4697 4682 4545 227 240 243 136 152 238 533 120 136 10 3 7
5. Demographic changes: The Hispanic population within ACFR increased 10% from 2013 to 2016, the most of any group. According to the U.S. Census Bureau, minority and Hispanic households tend to have as much as 50% more people living under the same roof, which may help explain why ACFR’s total population grew 4%, but the housing only increased 2%.9 As indicated in Chart 4.7, the neighborhoods of Shaw Heights, Sherrelwood, Twin Lakes and Welby saw the largest influx of minority and Hispanic households. Chart 4.7, Neighborhood Population Change Neighborhood Population Change, White, Minority, Hispanic
70000 60000 50000 40000 30000 20000 10000 0 2013 2016 2013 2016 2013 2016 2013 2016 2013 2016 2013 2016 2013 2016 2013 2016 Arvada Berkley North Washington Shaw Heights Sherrelwood Twin Lakes Welby Total
White All Minority Groups Total Population Hispanic
Location: Calls by Planning Area, Table 4.8, further breaks down the information and shows what calls occurred within each of the major Planning Areas of ACFR: Station Planning Areas 11, 12a, 12b, 13, 14, Highways, and calls that occurred outside the District.
9 http://factfinder.census.gov
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Table 4.8, Calls by Planning Area (2016-2018) 11 12a 12b 13 14 Highway Unknown Out of Totals Planning Area District Call Type 16.4% 18.7% 15.8% 24.1% 18.9% 23.7% 23.7% 54.5% 21.8% Alarm 1,020 978 185 779 843 380 360 649 5,194 75.2% 71.3% 69.1% 64.8% 71.0% 48.8% 48.8% 31.8% 65.7% EMS 4,463 3,441 793 2,051 2,958 917 612 415 15,650 2.9% 4.0% 1.9% 4.5% 4.0% 3.0% 3.0% 7.8% 4.0% Fire 176 189 23 145 174 48 75 111 941 2.4% 2.8% 3.5% 3.3% 2.6% 2.8% 2.8% 3.4% 2.6% Hazmat 139 129 38 107 105 50 18 37 623 2.3% 2.8% 1.2% 3.0% 3.1% 21.5% 21.5% 2.4% 4.5% Tech Rescue 125 149 16 122 128 412 96 31 1,079 0.1% 0.2% 0.0% 0.1% 0.1% 0.0% 0.0% 0.0% 0.1% Water 4 9 0 3 4 1 0 0 21 0.8% 0.1% 8.5% 0.2% 0.3% 0.2% 0.2% 0.2% 1.2% Blank or N/A 24 2 83 0 4 3 174 7 297 20.6 25.0% 4.8% 13.5% 17.7% 7.6% 5.6% 5.3% Totals % 100.0% 5,951 4,897 1,138 3,207 4,216 1,811 1,335 1,250 23,805
The specific hazards that exist within each Station Planning Area are more closely examined further down in this document, as are the main classifications of calls. ACFR’s highways are very extensive and complex, therefore the Highway System is also treated as its own planning area and Section 21, below, further examines the types of calls that occur there. Target Hazard Analysis: The call risk assessment discussed earlier is an evaluation of past service demands within the district. The following target hazard assessment is a comprehensive evaluation of the hazards that currently exist within the community. Virtually each of the over 20,000 properties that exist within ACFR were evaluated, identifying the potential risk that each property poses. ESRI’s “Target Hazard Analysis” tool was the basis for this assessment.10 However, not all the required data was available; and, because additional parameters were desired to be included in the assessment, ESRI’s methodology was customized to meet ACFR’s needs. The following assessment was accomplished by examining the size, type, value, and location of buildings, the fire protections systems, activities and people within the buildings, hazardous materials and other special risks associated with each property (Appendix 5, Hazard Scoring). Each land parcel was then given a hazard score based on its relative risk, as displayed in Map 4.1, Target Hazard Analysis. A total of 134 properties were ranked as high or very high; each of which is listed as a “Target Hazard” within the Station Planning areas below.
10 http://solutions.arcgis.com/local-goevernment/help/target-hazard-analysis/
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Map 4.1, Target Hazard Analysis
Data collected from Aeronautical Reconnaissance Coverage Geographic Information System (ARCGIS) data, county land parcel records, fire inspection records, etc., provided much of the objective information used in the Target Hazard Analysis. However, because some hazards cannot necessarily be seen from a satellite or gathered from a computer, input was sought from those that know specific areas and hazards, such as firefighters, officers and specialists within ACFR. These SMEs were used to supplement the hard data with information that is only available through experiences or direct evaluation. Fire department access, water supply, construction or content concerns, etc. issues that could either increase the likelihood of an emergency occurring at a particular location, increase its severity or negatively affect mitigation are the types of information that was provided by the SME to supplement the hazard calculations. The Records Management Systems, databases and other sources have limitations and contain some inaccurate, incomplete or missing information, so the accuracy of certain individual hazards scores have some diminished reliability. An example would be a building with a fire suppression system that is not reflected in the records. Additionally, some anecdotal assumptions were made in certain instances while calculating the hazard scores. For instance, the exact location of certain calls is not always immediately obvious; however, by conducting random audits and assessing the types of calls, the location can be determined with some certainty, at least for the purposes of generalizing risk. Other educated assumptions and generalizations were also made in order to tally hazard scores. For instance, it was assumed that 2.5 people lived in each household, even though it varies widely from home to home. The Target Hazard Analysis identified the properties like the Denver Merchandise Mart, a 9-story hotel, various multi-family apartment complexes, etc. were anticipated, while others, like the Denver Newspaper Agency, were more of a surprise. Regardless, the process provided a best effort
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to prioritize planning and prevention efforts. With few exceptions, the assessment played out consistently with the types of properties listed in Appendix 6 NFPA 173011: • Critical Infrastructure – Utilities, water supply and treatment, etc. • High-Hazard Occupancies – High-rise buildings, hospitals, schools, nursing homes, explosive plants, refineries, public assembly structures and other high life hazard or large fire potential occupancies. • Medium-Hazard Occupancies – Apartments, offices, mercantile and industrial occupancies that may require extensive use of fire fighting forces. • Low-Hazard Occupancies – One, two or three-family dwellings and scattered small business and industrial occupancies. CIKR Charts: ACFR also identified “Critical Infrastructure and Key Resources” (CIKR) by charting locations that pose a high risk and/or are of vital importance to the community, as displayed in Map 4.2, CIKR. CIKR is an umbrella term referring to important plants, national monuments and government facilities, telecommunications and transportation systems, chemical facilities and much more (DHS)12. The full CIKR list is attached as Appendix 7. Map 4.2, Critical Infrastructure and Key Resources
Map 4.3 examines how many total calls have occurred per square mile in each of the 74 Emergency Service Zones (ESZ). When contrasted with the CIKR Map, it is obvious that the highest concentration of calls occurred within the highest concentration of high-risk facilities, specifically apartment buildings, motels/hotels and other high-occupancy locations. 11 NFPA 1730, 2016edition 12 http://www.dhs.gov/blog/2009/11/19/cikr
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Map 4.3, Total Calls per Sq. Mile, within each ESZ
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SECTION 5 – COMMUNITY EXPECTATIONS
ACFR solicited feedback from the community (Table 5.1) about their perceptions and expectations of their fire department. This was initially done in March and April of 2018 by posting a survey to “Nextdoor”, a social media platform, which has approximately 4,500 ACFR community members. Additional feedback was sought through direct contact questionnaires at community meetings, events, and other interactions with the ACFR public. A total of 63 people took the survey, although they did not necessarily answer every question. Appendix 8 lists the entire survey, but results of the community feedback are as summarized below: Table 5.1, Community Feedback # Response 1 58% of respondents feel their child receives adequate fire safety education at school 2 65% of respondents feel like their family is prepared for an emergency at home. 3 48% of respondents believe firefighters should be able to arrive within six minutes after 9-1-1 is called. • 14% within 10 minutes • 17% said within eight minutes • 16% within four minutes • 5% within 2 minutes. 4 Respondents ranked the services provided by ACFR, from most important to least important as: 1. Firefighting 2. EMS 3. Hazardous Materials 4. Disaster Planning 5. Water/technical rescue 6. Fire Investigations 7. Building Inspections/Code Enforcement 8. Public Education 5 On a scale from “1” (lowest) to “5” (highest), 71% of respondents rated the quality of the fire department as a “4” or higher. 6 33% of respondents said they knew someone who recently had to call ACFR 7 81% of respondents stated they would support a tax increase if additional stations, apparatus or personnel are needed 8 41 respondents submitted additional comments 9 17% of respondents asked to be contacted for further comment, although not that many left contact information
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SECTION 6 – DESCRIPTION OF PREVENTION AND PLANNING SERVICES
Overview/description of each service or program: A. Fire Prevention: ACFR’s Prevention Bureau consists of five employees who are responsible for new construction plan reviews and inspections, and all annual business inspections, making sure that the International Fire Code is being followed and that the community, citizens and properties are safe. In 2017, 349 construction permits were issued by ACFR, including tenant finish and new construction. This is a sharp increase from past years, when 25-100 permits would have been considered normal. This trend continued into 2018, and is expected to sustain for the next few years. Each construction project consists of plan reviews and up to six separate inspections during the construction process. Periodic building inspections require one of ACFR’s Code Certified Fire Inspectors to walk through each of the 2800 businesses to identify hazards and safety violations, and assist the business owners to be compliant with the latest fire codes. The prevention bureau also oversees fire investigations, public education groups, and the special events standby personnel.
B. Fire Investigations: ACFR investigates all fires that occur within the district. The first arriving officer investigates any fire which can be easily explained, or does not consist of a high value loss. Fires requiring a more in-depth analysis, and those with high value loss or otherwise significant, are investigated by ACFR’s Fire Investigations Unit, which is comprised of three Shift Investigators. ACFR Fire Investigators and those from neighboring jurisdictions work closely together and assist each other as needed, especially with Adams County Sheriff’s Office Arson Detectives, the Colorado Bureau of Investigation Agents, the Federal Bureau of Alcohol, Tobacco and Firearms, and the Colorado Division of Fire Prevention and Control. In 2017 there were 180 fires, 152 of which were investigated by the fire investigators with one arrest and arson conviction.
C. Public Education: ACFR would rather prevent an incident than respond to one. Therefore, public education is key in helping to prevent fires and other emergencies. Prior to 2018, ACFR did public education through a committee made up of mostly line personnel. Most efforts were during October Fire Prevention Month. In 2017, the committee completed nine puppets shows and 10 skit performances in 19 of the 24 schools in our district. Beginning in 2018, ACFR expanded Public Education with the hiring of a Community Outreach Specialist. Education efforts have expanded with the addition of a weekly “Tip of the Week” that is shared with the public via the Headquarters marquee, ACFR website, a press release to the media and via social media platforms. The topics have also expanded into medical, driving and special rescue topics and into non-school functions. In the first six months of 2018, presentations have increased to 33 at 13 schools and 20 non-school events. Some of those notable non-school events included a free smoke alarm installation at a local mobile home community, a Stop the Bleed event, a children’s Safety Day at a local mall, a county event at a local park, and EMS Week Open House and a couple of private business safety days, to name a few. In just six months, ACFR has reached a viewership of 3.3 million people with its education and prevention messages on Denver TV and radio stations, estimated at $335,974 of air time. Social media engagements are also up considerably. Lastly, the updated website
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has had 18,643 new unique visitors, with 40,550 page views. The Safety Tip page of the website is consistently in the Top 10 most-viewed pages on our website. The ACFR Prevention Bureau also conducts free of charge fire extinguisher trainings for the businesses within our district. This training is required in order for some businesses to maintain their certifications.
D. Youth Fire-setters Intervention: The goal of ACFR is to evaluate and educate young fire setters before anything serious occurs; from experimentation with matches, to intentionally starting fires, it is important to identify, evaluate, and properly refer juvenile fire-setters and their families as early as possible. This can only occur if ACFR becomes aware of the offenders, and in recent years, ACFR has had very little interaction with youth offenders. ACFR has several firefighters who are trained as Youth Fire-setter Intervention Specialists (YFIS), but without cooperation from the schools, parents and court systems, there has been little opportunity for YFIS to make contact with young offenders. However, ACFR’s YFIS program was reconstituted in 2018. Existing YFIS were reeducated, the program oversight was brought into the Fire Prevention Bureau, and fulltime public education/PR/YFIS personnel were tasked with reconnecting with Adams Count’s legal system, school districts, residential communities, religious groups, etc., thereby increasing offender referrals, having more consistent and measurable interactions, and fewer fire-setting juveniles.
E. Pre-Incident Planning: A pre-incident plan is a systematic process of gathering and recording information about a specific property, business or location, and the hazards, processes, and people that are typically present. These detailed plans are designed to assist the fire department should a fire or other emergency occur at that location, and are intended to help mitigate emergencies. By understanding in advance the construction, occupancy and layout of a building, the decision-making process of fire officers becomes streamlined and more efficient. Pre-incident plans are updated periodically; which helps ensure that any changes are noted, and the plans are up-to-date and accurate. Pre-incident planning should be a joint venture between the fire department and the property owner; a Fire officer may be the expert in fire safety and firefighting, but the property owners are experts on their building. Reasons for Pre-incident planning are: • Identify hazards • Identify problem areas requiring built-in-systems to reduce life and property losses • Identify Fire Department limitations • Create access to right information at the right time • Increase the speed of decision making • Reduce guesswork based on lack of/or poor information ACFR’s goal is to regularly pre-plan each business property; some at a very basic level, and others very detailed, depending upon the size, type and occupancy of the building. During the process of conducting annual business inspections, ACFR’s inspectors are updating all building data, including fire protection systems, construction type, chemical inventories, etc.; the building blocks of any good pre-plan. More in-depth pre-plans are conducted by each station company. Results of this CRA/SOC will assist in how preplans are prioritized in the future.
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F. Training: The ACFR Training Division’s philosophy reflects the mission and direction of the district. The Training Division provides servant leadership to deliver standards based training and educational materials to our employees to keep them proficient in all disciplines. The Training Division also maintains a records management system to track all certifications, validate training requirements, along with providing online training and evaluation tools to measure the impact of all the trainings offered. ACFR owns and maintains a live fire structure, numerous props, a training engine, and multiple classrooms to deliver trainings. ACFR participates in the Colorado “Voluntary Certification Program for Fire Fighters” and all line personnel are required to maintain certifications for their positions within the organization.
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SECTION 7 – EMERGENCY SERVICES
Following is an overview / description of the Emergency Services Provided: A. Dispatch and Routing: ACFR is dispatched by the Adams County Communications Center (ADCOM), a multi-agency dispatch center which includes three other fire departments and four police agencies. ACFR uses closest unit dispatch that includes automatic aid and mutual partners. B. Resource Deployment: ACFR uses differential response plans, meaning different types and numbers of resources responds, depending on what type of emergency has been reported. Automatic vehicle location (AVL) is used to dispatch the closest appropriate apparatus to emergency calls, regardless of jurisdiction. North Metro, South Adams County, Federal Heights Fire Department each participate with ACFR in AVL/closest unit response. Additional processes and technology is being implemented to allow for AVL/closest unit dispatching with Westminster, Thornton and Arvada. C. Mutual-Aid and Automatic-Aid: Currently ACFR has automatic aid agreements with Arvada Fire Department, Federal Heights Fire Department, North Metro Fire District, South Adams County Fire District, and Thornton Fire Department. State-wide mutual aid agreements with additional departments within the State of Colorado. D. Minimum Staffing: Each fire engine is staffed with a minimum of three firefighters, including one officer, one engineer and one firefighter. Each medic unit is staffed with two firefighters, at least one of which must be a paramedic. In all, each 24-hours shift is covered with at least 24 firefighters, staffing 1 battalion chief, 5 engine/truck companies, and 4 medic units. E. Emergency Callback: Overtime is used to maintain minimum staffing levels. During emergency circumstances, all personnel are subject to being called in to duty. ACFR uses CrewSense Staffing program to request, approve and track overtime. F. Multiple Alarms: ACFR and its mutual aid partners can typically handle three structure fire alarms. Additionally, the Denver-Metro area fire departments have a strike team/task force system in place, which can deploy additional support beyond what is available through mutual aid. ACFR had one structure fire in 2017 that resulted in a 2nd alarm, and numerous other fires where additional individual resources were requested to respond. G. Office of Emergency Management (OEM): ACFR works closely with the Adams County Office of Emergency Management (OEM) in planning, response and recovery from disasters in Adams County. H. Emergency Response: ACFR is an all-hazards emergency services organization providing response to virtually all types of emergencies. Each of the following main call categories are further examined in dedicated sections that follow: • Fire Suppression - Low Risk - Medium Risk - High Risk • Wildfire/Vegetation Fires • Emergency Medical Services (EMS)
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• Hazardous Materials Response (Hazmat) • Water/Ice Rescue • Technical Rescue (Tech Rescue) • Alarms • Weather Emergencies • Domestic Preparedness • Highway Response
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SECTION 8 – RESPONSE ANALYSIS AND PERFORMANCE MONITORING METHODOLOGY
The major call classifications of Fire Suppression, EMS, Hazardous Materials, Water Rescue, Tech Rescue, and Alarms are closely examined in following sections. Additionally, there are sections dedicated to Wildland Fires, Severe Weather, Domestic Preparedness and Highway calls. Some Sections are further broken down into a risk level; low, medium or high. This Section 8 describes the methodology that is documented in those Sections, including: • Services Provided • Risk Assessment • Historical Analysis • Major Performance Objectives • Benchmark Measurements • Baseline Performance • Critical Task Analysis/Effective Response Force. Risk Assessment: Risk was evaluated for each call type in a variety of ways, including the frequency of calls, consequences to the community, and impact on the fire department. Historical Analysis: Summarizes past services demands and attempts to identify trends and project future needs. Major Performance Goals and Objectives: An overview of what ACFR hopes to accomplish, mandates that must be met, or other guiding information that help ACFR prioritize a service. Response Performance: Response data was compared from year to year to find changes or trends in performance. However, on March 7, 2017, ACFR made major midyear changes to its dispatch system, report writing programs and operations, which completely changed how ACFR is dispatched, responds and documents emergency calls, making “apples to apples” performance comparisons very difficult. Table 8.1 shows the recommended benchmark times as listed by NFPA13, although these are currently mostly unrealistic in ACFR’s system, but are used as a reference for performance. Table 8.1, NFPA Time Component Fire in a High- Call Type Fire rise EMS Other Alarm Handling 0:01:04 0:01:04 0:01:30 0:01:30 Turnout 0:01:20 0:01:20 0:01:00 0:01:20 Travel Time 1st 0:04:00 0:04:00 0:04:00 0:04:00 Travel Time ERF 0:08:00 0:10:10 0:08:00 0:08:00 1st Arrival 0:06:24 0:06:24 0:06:30 0:06:50 ERF 0:10:24 0:12:34 0:10:30 0:10:50
13 NFPA 1710, 2016
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There are five time components that are measured: 1. Call Handling Time 2. Turnout Time 3. Travel Time 4. Arrival of 1st Unit 5. Arrival of the Effective Response Force (ERF) (arrival of all units). • Benchmark Target Times: Benchmark target times are the goals set by ACFR to measure and compare how fast units respond to emergencies. The Benchmark times were established by ACFR by first examining past “Baseline Performance” and deciding what are realistic goals. • Baseline Performance: Baseline performance is the documented actual response times. The following explains what is measured and how the data is validated for use: • Incident Count: The total number of incidents/responses prior to any quality controls on the data. • Validated Data: Only validated data is used to calculate the Call Handling Time, Turnout Time, and Travel Time. Data is validated per the following criteria: 1. Missing data or those with negative values or other obvious errors are corrected or removed. 2. Non-emergency responses are removed. Only emergency response is included. 3. Outlier data is removed. Outlier data are those times which are outside the norm and indicate some special circumstance, coding problem, equipment failure or other error may have existed which can skew the data. Outliers can distort the “true picture” and lead to incorrect or misleading conclusions. Since the intent of the process is to measure ACFR’s normal ability to respond to emergencies, data that is not within the lower and upper time limits are removed. Table 8.2, Outlier Time Limits Travel Time 1st Call Handling Turnout Arrival lower Limit 0:00:05 0:00:05 0:00:05 Upper Limit 0:08:00 0:08:00 0:20:00 4. Validated calls are then used to calculate performance based on the percentage of instances when calls are less than certain time. • Compliant Data: Validated data is measured to determine how often the benchmark target time components were met. The goal is to meet the benchmark target 90% of the time. If that is not happening, are there changes that can be made to improve performance, or is the benchmark unrealistic? 1. Call handling Time: The time interval that starts when the phone is answered at the dispatch center until the call is created in CAD by a dispatcher and the initial fire or EMS unit is notified/dispatched. 2. Turnout Time: The time interval between the activation of station alerting devices to when first responders put on their PPE, board the apparatus and are enroute to the call. 3. Travel Time: The time interval that begins when the apparatus leaves the station until it arrives at the incident or is canceled. 4. 1st Unit Total Response Time: The combined time of Call Handling, Turnout and Travel time for the 1st arriving unit. The benchmark target for total response time varies depending on
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the type of call. 1st Unit Total Response Time assists ACFR in evaluating the distribution of resources; are there enough stations, fire engines, ambulance and people to respond quickly to emergencies? 5. Total Response Time ERF: The combined time for Call Handling, Turnout and Travel time for all responding units. This metric measures the total time elapsed from the initial call into the dispatch center until the last unit arrives on scene from the 1st alarm assignments. The benchmark target time for ERF varies depending upon the type of calls, its locations, and the number of resources that are initially dispatched to the call. While the 1st unit measurement, above, measures distribution of resources, ERF measures concentration of resources. Some emergencies require more than one or two apparatus to mitigate. ERF measures ACFR’s ability to get all the needed resources to a scene. Critical Task Analysis and Effective Response Force (CTA/ERF): Each emergency is unique, however, there are predictable tasks that generally must be performed, depending on the size, location and nature of each incident. ACFR has analyzed these critical tasks and dispatches different resources to different types of calls based on these critical tasks. Some tasks are required on every emergency incident, including Incident Commander (IC) and incident safety, but, depending upon the size and nature of the incident, those tasks may be handled by one person. Additionally, on more dangerous incidents there are other mandatory assignments, including back-up teams, Rapid Intervention Crews, etc. As an example, in accordance with NFPA 1500, ACFR follows the “two-in/two-out” rule, which means that firefighters may only enter into a structure fire, or other hazardous environment, in teams of two or more, they must be in direct contact with each other, and during the initial stages of the incident, there must also be two or more firefighters who remain outside as the “out-crew”. The out-crew must be on scene wearing full protective gear including SCBA, and their primary responsibility is to account for and be prepared for rapid deployment to rescue lost or trapped firefighters. As the incident escalates and more teams enter the danger zone, a rapid intervention crew (RIC) must be assigned. Appendix 9, SOP 201, Incident Command System, and Appendix 10, SOP 211, Out-Team/RIC further outline the requirements. The different types of calls, Fire Suppression, EMS, Hazardous Materials, Water Rescue, Tech Rescue, and Alarms are examined in the following sections, including the Critical Task Analysis (CTA) and Effective Response Force (ERF) for each type of call. The CTA/ERF establish the type and number of resources that are dispatched to the different calls, any of which may be altered at any time by responding personnel. A request for a “2nd Alarm”, and each additional alarm thereafter, would result in an equal amount of resources as the initial response. Individual resources or special resources can also be requested to supplement the initial response, or resources may be cancelled or slowed down, depending upon additional information that is received. Finally, there may be “additional Support Functions” listed at the bottom of the CTA/ERF. These are tasks/assignments that may be part of an initial alarms, or specifically requested resources that may also respond to an emergency, but are not considered part of the ERF, even though they may be notified along with the 1st alarm assignment. One example is a 2nd battalion chief on structure fires is toned, but is not considered “critical”. Return to Table of Contents
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SECTION 9 – OVERALL FIRE RISK ASSESSMENT
There are 68 NFIRS codes classified as “fires”. However, they are evaluated as low, medium or high risk, depending upon what is burning and the location. The level of risk was determined by evaluating the frequency of each type of call, the risk associated with those calls (per risk survey), the amount of resources typically needed to mitigate each type of call, and other ways, as described below. Each fire risk level, low, medium and high, has a dedicated section. Fire Suppression Goals and Objectives: ACFR’s overarching fire suppression goal is to mitigate all fires as soon as possible. In order to accomplish this, ACFR is willing to risk a little to save a little, and risk a lot to save a lot. In other words, if property is already lost, there is no reason to risk life and limb. However, if there is something of value which can still be salvaged or saved, especially a life, ACFR and its firefighters will go to great lengths and take calculated risks to save that which can be saved. According to NFPA, an early, aggressive, and offensive attack on a working fire, where feasible, is usually the most effective strategy to reduce loss of lives and property damage. However, fire spreads rapidly, and as displayed in Chart 9.1, Fire Propagation Curve, minutes do matter, and there is a point when nothing within a room or area is salvageable. Chart 9.1, Fire Propagation Curve Risk Assessment: Structure fires are generally considered medium or high risk due to the amount of resources required to mitigate and because of the heat, toxins and other hazards along with unnknown conditions that exist, but, if left unchecked, even the smallest of fire, under ideal conditions, can turn into a conflagration. The fire risk displayed in Map 9.1 was obtained during the “Target Hazard Analysis” process outlined previously, taking into account only the building information: size, type, height, fire protection, etc. It essentially shows the potential fire risk.
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Map 9.1, Fire Hazard Analysis
In comparison, Map 9.2 shows where actual fire calls have occurred in the past, shown in the form of a heat map, which indicates the most concentrated areas of the fire calls, laid over the CIKR map as a reference. Map 9.2, Fire Call Concentration (Non-Highway Calls)
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Historical Data: As displayed in Chart 9.2, low risk fires occur frequently throughout ACFR. Medium risk fires, which are mainly those that occur in single-family, duplex or triplex homes, happen most often in the residential Planning areas of 11, 12 and 14. High risk fires, which are fires in commercial buildings and multi-family structures (apartments, condos, hotels, etc.), occur where those type properties are most common, Planning Areas 11, 13 and 14. Chart 9.2, All Fires, 2016 – 2018 ALL FIRES
160 140 120 100 80 60 40 20 0 Planning Planning Planning Planning Planning Highway Unknown Outside Area 11 Area 12a Area 12b Area 13 Area 14 Location District Low Risk Fires 130 153 18 116 132 40 24 42 Medium Risk Fires 24 23 4 7 17 21 42 69 High Risk Fires 19 10 0 16 16 0 1 0
As displayed in Table 9.1, two individual civilian fire deaths occurred from 2016-2018; one in Planning Area 12a and another in Planning Area 14. Three additional civilian fire deaths occurred in 2014 (1) and 2015 (2), each within Planning Area 14. All five of these civilian fire deaths occurred in residences; two mobile homes, two houses, and a camper that was parked behind a business and being used by an indigent person as a full-time shelter. Two of the fires were caused by unattended cooking, one by an elderly special needs person and the other an elderly party who couldn’t escape from a hoarder home. A third fire death was caused by the elderly party smoking while on oxygen. The fourth death, a 54-year-old, was caused by an electrical fire while the victim slept, and the fifth was an electrical fire in a camper. Only one of these homes is known to have had a functioning smoke detector(s). Table 9.1, Structure Fire Loss (2016 – 2018) Total Civilian Structure Total Total Total % Loss Per Fire Fires Value Losses Saved Saved Fire Deaths Station 11 52 $6,674,059 $918,180 $5,755,879 86% $17,657 0 Station 12a 35 $3,278,001 $687,803 $2,590,198 79% $19,652 1 Station 12b 5 $575,000 $3,100 $571,900 99% $620 0 Station 13 16 $1,774,972 $64,250 $1,710,722 96% $4,016 0 Station 14 33 $9,208,937 $3,507,950 $5,700,987 62% $106,302 1 Total 141 $21,510,969 $5,181,283 $16,329,686 76% $36,747 2
Although not reflected in Table 9.1, commercial fires have historically been very costly. There were eight fires that occurred in 2014 in Station 13 Planning Area that caused about $1,300,000 in damages. Fortunately, the fire damages in that area have decreased in recent years, but only time will tell if that is an anomaly or if increased code enforcement, fire prevention efforts and staffing Page 43 of 138
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have made such significant difference. Regardless, some consequences of fires are difficult to quantify. For instance, a large metal recycling plant fire occurred in 2018 which did not necessarily cause a large amount of private property damage because it occurred in heaps of crushed cars waiting to be shred, but it did overwhelm ACFR, lasted for over a day, used 1.7 million gallons of water and turned into a large regional event.
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SECTION 10 – LOW RISK FIRES
Low risk fires include vehicle fires, brush fires, dumpster fires, etc., as seen in Table 10.1, NFIRS Codes for Low Risk Fires. Fires that occur on the highway are also evaluated in the “Highway” Section 21. Risk Assessment: Individually, most of the low risk fires for low frequency and low consequence, however, as a group they happen regularly and are high frequency and low risk. Risk can vary greatly depending on what is burning and its location. For instance, vehicle fires are generally considered low to medium risk, but in comparison to some other miscellaneous type fires, are treated with greater care due to the heat, toxins and other hazards that potentially exist, and a vehicle fire in or near a building is a much higher risk than a vehicle fire in an open parking lot. Table 10.1, Low Risk Fires
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Chart 10.1, Low Risk Matrix Risk Assessment Matrix
Very High Highly likely to occur daily
High X Likely to occur many times each year
Medium May only occur a few
Frequency times a year
Low Seldom ever occurs. May be years between events.
Low Medium High Catastrophe
Consequence
Historical Analysis: As displayed in Chart 10.2, the type of low risk fires varies depending upon location. Unauthorized burning, namely fire pits, camp fires and burning of trash, are included as Trash and Other fires, and occur most frequently in Planning Areas of 11 and 12a. Vegetation fires occur most in open/vacant areas, along the greenbelts and railroad tracks throughout ACFR. Vehicle fires vary each year, but many occur within Station 13 Planning Area. The commercial areas of Station 13, which are somewhat vacated at night and on the weekends, have been periodic dumping grounds for stolen and burned vehicles. With hundreds of thousands of cars traveling on the highways daily, it’s no wonder why car fires occur there frequently as well. Chart 10.2, Low Risk Fires (2016 – 2018) LOW RISK FIRES
100 80 60 40 20 0 11 12a 12b 13 14 Highway Unknown Outside District EQUIPMENT 3 3 1 2 0 0 0 1 RUPTURE 0 0 0 0 0 0 1 0 TRASH 90 91 15 60 78 2 7 7 VEGETATION 26 46 1 33 41 25 12 30 VEHICLE 11 13 1 23 15 9 4 4
Benchmark Statement and Performance Goals: ACFR’s goal is to mitigate low risk fires before the fire spreads to other properties, and to prevent them from becoming medium or high risk fires. This can best be accomplished by responding quickly and operating efficiently. ACFR has established the following response objectives (non-highway calls):
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1. For 90 percent of the low risk fires, the total response time for the arrival of the first-due unit, staffed with at least 2 firefighters, shall be 9 minutes and 34 seconds. The first-due firefighters shall be capable of: • Establishing command • Sizing up and addressing the situation • Locating the fire • Donning PPE • Preparing for fire attack • Mustering tools, • Rescuing known victims 2. For 90 percent of low risk fires, the total response time for the arrival of the effective response force (ERF), staffed with 5 firefighters shall be 11 minutes and 34 seconds. The ERF shall be capable of: • Providing adequate water • Advancing an attack line • Completing forcible entry • Other tasks assigned. These operations shall be done in accordance with District standard operating procedures while providing for the safety of responders and the general public. Table 10.2 lists the number of actual calls and the 90th percentile time measurements as compared to the benchmarks over the past three years. Table 10.2, Low Risk Fire Benchmark Target Measurements Low Risk Fires (493) 90th Percentile - Baseline Performance ACFR Benchmark 2016-2018 2018 2017 2016 Time Components Targets Pick-up to Dispatch 0:03:13 0:03:23 0:03:26 0:01:18 0:01:04 Call Handling time Count 383 169 144 70 Dispatch to 0:02:49 0:02:50 0:02:45 0:03:00 0:02:30 Turnout Time Enroute Count 477 165 163 149 1st Arrival 0:07:37 0:06:55 0:08:01 0:07:30 0:06:00 (Distribution) Count 474 165 157 152 Travel Time ERF 0:08:39 0:07:12 0:08:12 0:09:01 0:08:00 (Concentration) Count 182 58 51 73 1st Arrival 0:11:20 0:10:53 0:12:33 0:09:57 0:09:34 (Distribution) Total Response Count 377 168 141 68 Time ERF 0:13:35 0:11:53 0:14:29 0:14:30 0:11:34 (Concentration) Count 132 60 43 29
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Baseline Statement and Actual Performance: Table 10.3 shows ACFR’s actual response baseline performance each of the last three years (non-highway calls). ACFR may rely on automatic aid from neighboring fire departments to provide its ERF. ACFR’s actual baseline service level performance is as follows: the benchmarks target times for Alarm Handling were met about 37% of the time, Turnout Time -86%, Travel Time for 1st Arrival – 77%, Travel time for ERF - 87%, 1st Arrival Total Response time - 77%, and ERF Total Response Time – 82%. Table 10.3, Low Risk Fire Baseline Performance Travel Total Call Turnout Time 1st Travel Time 1st Total Low Risk Fires 2016-2018 Handling Time Arrival Time ERF Arrival Time ERF Validated Times 383 477 474 182 377 132 Benchmark Compliant 142 410 365 158 290 108 Benchmark Met 37% 86% 77% 87% 77% 82% Benchmark Targets 0:01:04 0:02:30 0:06:00 0:08:00 0:09:34 0:11:34 90th Percentile 0:03:13 0:02:49 0:07:37 0:08:39 0:11:20 0:13:35
Critical Task Analysis/Effective Response Force: Table 10.4, Low Risk Fire CTA/ERF Low Risk - Fire Suppression Assigned Task Assignments Apparatus Standard Crew Size Personnel Officer assumes command: size-up, radio 1 report, incident safety, 360, develop IAP Engineer positions and operates apparatus: 1 Engine 1 of 1 3 pump water, assist with allied equipment Officer and/or Firefighters extend hose line 1 and begin fire attack Muster tools, PPE, assist with water supply, 2 Medic 1 of 1 2 fire attack, access, size-up, etc. Total Effective Critical Task Analysis Staffing 5 5 Response Force Additional Support Functions Request by IC according to incident type, 2/cross 2 Brush location and other information staffed NOTE - This is the initial response for calls similar to: Vehicle, dumpster, brush, etc.
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SECTION 11 – MEDIUM RISK FIRES
Medium Risk Fires include those in single family homes, duplexes or triplexes, outbuildings, other specialized fires, and some types of ruptures and over-pressurizations; NFIRS Codes as seen in Table 11.1, Medium Risk Fires. High Risk Fires (Discussed in Section 12) are those that occur in apartment buildings, or commercial and industrial properties, and explosions. Also, some vehicle fires that occur on the highways have a relative risk as medium, but those are evaluated in the Highway Section below. Risk Assessment: Medium risk fires are generally structure fires that occur in single family homes. Since NFIRS does not have separate codes that indicates the type of property fires occur in, codes 111, 112, 113 and 114 can be either medium or high, depending upon the location, and the total number of calls indicated in Table 11.1 includes both. Table 11.1, Medium Risk Fires
Medium risk fires are high frequency and high consequence as seen in Chart 11.1, Medium Risk Fire Matrix. Chart 11.1, Medium Risk Fire Matrix Risk Assessment Matrix
Very High Highly likely to occur daily
High X Likely to occur many times each year
Medium May only occur a few
Frequency times a year
Low Seldom ever occurs. May be years between events.
Low Medium High Catastrophe
Consequence
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Historical Analysis: As displayed in Chart 11.2, medium risk fires occur most frequently in Planning Areas 11, 12a, and 14. Also, medium risk fires at an unknown location increased in 2017 due to changes in CAD and RMS, but has since improved as the systems are better utilized. Chart 11.2, Medium Risk Fires MEDIUM RISK FIRES
30 25 20 15 10 5 0 Planning Planning Planning Planning Planning Unknown Outside Area 11 Area 12a Area 12b Area 13 Area 14 District 2016 9 3 3 1 5 0 21 2017 11 11 0 2 6 25 20 2018 4 9 1 3 5 17 28
Benchmark Statement and Performance Goals: ACFR’s goal is to extinguish medium risk fires as soon as possible in order to minimize property damage, reduce the risk of injury, and prevent death. This can best be accomplished by responding quickly, operating efficiently, and when possible, aggressively attacking the fire. ACFR has established the following response objectives (non- highway calls): 1. For 90 percent of the medium risk fires, the total response time for the arrival of the first- due unit, staffed with at least 2 firefighters, shall be 9 minutes and 34 seconds. The first due firefighters shall be capable of: • Establishing command • Sizing up and assessing the situation • Locating the fire • Donning PPE • Preparing for fire attack • Mustering tools • Rescuing known victims 2. For 90 percent of medium risk fires, the total response time for the arrival of the effective response force (ERF), staffed with 15 firefighters shall be 11 minutes and 34 seconds. The ERF shall be capable of: • Establishing command • Providing an uninterrupted water supply • Advancing an attack line and a backup line for the fie control • Completing forcible entry
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• Searching and rescuing at-risk victims • Ventilating the structure • Controlling utilities • Performing salvage and overhaul • Other tasks assigned. These operations shall be done in accordance with District standard operating procedures while providing for the safety of responders and the general public. Table 11.2, Medium Risk Fire Benchmark Target Measurements Medium Risk Fires (74) 90th Percentile - Baseline Performance ACFR Benchmark 2016-2018 2018 2017 2016 Time Component Targets Pick-up to 0:02:12 0:02:24 0:02:12 0:00:28 0:01:04 Call Handling time Dispatch Count 55 21 26 8 Dispatch to 0:02:36 0:02:56 0:02:24 0:02:19 0:02:30 Turnout Time Enroute Count 72 20 30 22 1st Arrival 0:06:33 0:05:47 0:06:40 0:06:37 0:06:00 (Distribution) Count 70 20 29 21 Travel Time ERF 0:09:59 0:10:16 0:09:18 0:08:25 0:08:00 (Concentration) Count 37 16 16 5 1st Arrival 0:10:04 0:10:00 0:09:42 0:08:52 0:09:34 (Distribution) Total Response Count 54 20 26 8 Time ERF 0:14:57 0:15:10 0:13:43 NA 0:11:34 (Concentration) Count 32 17 14 1
Baseline Statement and Actual Performance: Table 11.3 shows ACFR’s actual response baseline performance (non-highway calls). ACFR may rely on automatic aid from neighboring fire departments to provide its ERF. ACFR’s actual baseline service level performance is as follows: the benchmarks target times for Alarm Handling were met about 34% of the time, Turnout Time – 89%, Travel Time for 1st Arrival – 87%, Travel time for ERF – 60%, 1st Arrival Total Response time – 83%, and ERF Total Response Time – 50%. Table 11.3, Medium Risk Fire Baseline Performance Travel Total Call Turnout Time 1st Travel Time 1st Total Medium Risk Fires 2016-2018 Handling Time Arrival Time ERF Arrival Time ERF Validated 55 72 70 37 54 32 Benchmark compliant 19 64 61 22 45 16 Benchmark Met 34% 89% 87% 60% 83% 50% Benchmark Targets 0:01:04 0:02:30 0:06:00 0:08:00 0:09:34 0:11:34 90th Percentile 0:02:12 0:02:36 0:06:33 0:09:59 0:10:04 0:14:57
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Critical Task Analysis/Effective Response Force: Table 11.4, Medium Risk Fire CTA/ERF Medium Risk - Fire Suppression Assigned Standard Task Assignments Apparatus Personnel Crew Size Officer assumes command: size-up, radio report, 1 incident safety, 360, develop IAP Engineer positions and operates apparatus: pump 1 Engine 1 of 3 3 water, assist with allied equipment Firefighter extends hose line and prepares for fire 1 attack, rescue or as assigned by IC Muster hand tools, PPE Fan, join with Eng 1/3 for fire 2 Medic 1 of 1 2 attack, rescue, or as assigned by IC Establish water supply, 2nd attack line or 3 Engine 2 of 3 3 reassignment per IC Rapid Intervention Team 3 Engine 3 of 3 3 Vent, search or as assigned by IC 3 Truck 1 of 1 3 Incident Command 1 BC 1 of 1 1 Total Effective Critical Task Analysis Staffing 15 15 Response Force Additional Support Functions Additional Tasks (Per mutual-aid Policies) 3 4th Engine 3 Rehab/Treatment (Per mutual-aid policies) 2 2nd Medic 2 Auto-aid agency, deputy IC, sitstat (Per mutual-aid 1 2nd BC 1 policies) Incident Safety Officer (Additional safety margin) 1 Training 1 Support functions, fire investigations 1 Fire Prevention 1 NOTE - This is the initial response for calls similar to: 1st alarm assignment for single family, duplex, triplex fire
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SECTION 12 – HIGH RISK FIRES
Risk Assessment: High risk fires include structure fires that occur in multi-family housing (apartments, motels, hotels, etc.), commercial buildings, and explosions - as seen in Table 12.1. Since NFIRS does not have separate codes that indicates the type of property the fires occur in, codes 111, 112, 113, and 114 can be either medium or high, depending upon the location, as the total number of calls indicated in Table 12.1 below include both. Table 12.1, High Risk Fires
Explosions and ruptures of any type are infrequent, as displayed in Table 12.1. There are, however, numerous facilities that present high potential and, depending upon the size and type of incident, could be significant. Dust explosions, as an example, are an ongoing concern at the Cargill grain elevator and at the numerous wood manufacturing facilities within ACFR. Explosions do not necessarily need to involve flammable/combustible or explosive agents to cause significant damage. For instance, a rupture to one of the thousands of feet of pipe at the Xcel Energy Cherokee Plant carrying high pressure team at up to 1500 psi could cause significant damage and injury. Very few munitions magazines exist within ACFR; however, multiple fireworks warehouses and seasonal firework stands pose a threat, as do other miscellaneous and home-made events. High risk fires are medium frequency and high consequence as seen in Chart 12.1.
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Chart 12.1, Medium Risk Fire Matrix Risk Assessment Matrix
Very High Highly likely to occur daily
High Likely to occur many times each year
Medium X May only occur a few Frequency times a year
Low Seldom ever occurs. May be years between events.
Low Medium High Catastrophe
Consequence
Historical Analysis: As displayed in Chart 12.2, high risk fires occur most frequently in Planning Area 13 where the commercial buildings exist, and also occur regularly in Planning Areas 11 and 14, where most of the apartment complexes are located. The number of high risk fires varies from year to year, and it appears the incident numbers increased for 2017, however, this may at least partially be attributed to changes in record keeping; time will tell. Chart 12.2, High Risk Fires HIGH RISK FIRES
10 5
Axis Title 0 Planning Area Planning Area Planning Area Planning Area Planning Area 11 12a 12b 13 14 2016 5 2 0 3 3 2017 5 1 0 8 6 2018 9 7 0 5 7
Benchmark Statement and Performance Goals: ACFR’s goal is to extinguish high risk fires as soon as possible in order to minimize property damage, reduce the risk of injury, and prevent death. This can best be accomplished by responding quickly, operating efficiently, and when possible, aggressively attacking the fire. ACFR has established the following response objectives (non- highway calls): 1. For 90 percent of the high-risk fires, the total response time for the arrival of the first-due unit, staffed with at least two firefighters, shall be 9 minutes and 34 seconds. The first due firefighters shall be capable of: • Establishing command • Sizing up and assessing the situation • Locating the fire • Donning PPE
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• Preparing for fire attack • Mustering tools • Rescuing known victims 2. For 90 percent of high risk fires, the total response time for the arrival of the effective response force (ERF), staffed with 18 firefighters shall be 11 minutes and 34 seconds. The ERF shall be capable of: • Establishing command • Providing an uninterrupted water supply • Advancing an attack line and a backup line for fire control • Completing forcible entry • Searching and rescuing at-risk victims, • Ventilating the structure • Controlling utilities • Performing salvage and overhaul • Other tasks assigned These operations shall be done in accordance with District standard operating procedures while providing for the safety of responders and the general public. The ERF fire high and special risk fires shall also be capable of placing elevated streams into serviced from aerial ladders. These operations shall be done in accordance with District standard operating procedures while providing for safety of responders and the general public. Table 12.2 lists the number of actual calls, the 90th percentile time measurements as comparted to the benchmarks over the past three years. Table 12.2, High Risk Fire Benchmark Target Measurements High Risk (61) 90th Percentile - Baseline Performance ACFR Benchmark 2016-2018 2018 2017 2016 Time Components Objectives Pick-up to 0:02:38 0:02:27 0:03:13 0:00:48 0:01:30 Call Handling time Dispatch Count 47 26 16 5 Dispatch to 0:03:10 0:04:41 0:02:29 0:03:08 0:02:30 Turnout Time Enroute Count 57 25 19 13 1st Arrival 0:06:37 0:05:14 0:06:53 0:07:05 0:06:00 (Distribution) Count 57 25 19 13 Travel Time ERF 0:10:00 0:09:08 0:10:31 0:09:31 0:08:00 (Concentration) Count 29 14 11 4 1st Arrival 0:10:49 0:09:56 0:11:23 0:08:46 0:09:34 (Distribution) Count 45 25 15 5 Total Response Time ERF 0:17:25 0:16:13 0:18:28 0:15:05 0:11:34 (Concentration) Count 25 14 9 2
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Baseline Statement and Actual Performance: Table 12.3 shows ACFR’s actual response baseline performance (non-highway calls). ACFR may rely on automatic aid from neighboring fire departments to provide its ERF. ACFR’s actual baseline service level performance is as follows: the benchmarks target times for Call Handling were met about 36% of the time, Turnout Time – 74%, Travel Time for 1st Arrival – 87%, Travel time for ERF – 50%, 1st Arrival Total Response Time – 81%, and ERF Total Response Time – 34%. Table 12.3, High Risk Fire Baseline Performance Travel Total Call Turnout Time 1st Travel Time 1st Total High Risk Fires 2016-2018 Handling Time Arrival Time ERF Arrival Time ERF Validated Calls 47 57 57 29 45 25 Benchmark Compliant 17 42 50 15 36 9 Benchmark Met 36% 74% 87% 50% 81% 34% Benchmark Targets 0:01:04 0:02:30 0:06:00 0:08:00 0:09:34 0:11:34 90th Percentile 0:02:38 0:03:10 0:06:37 0:10:00 0:10:49 0:17:25
Critical Task Analysis/Effective Response Force: Table 12.4, High Risk Fire CTA/ERF High Risk - Fire Suppression Assigned Standard Task Assignments Apparatus Personnel Crew Size Officer assumes command: size-up, radio report, 1 incident safety, 360, develop IAP Engineer positions and operates apparatus: pump 1 Engine 1 of 4 3 water, assist with allied equipment Firefighter extends hose line and prepares for fire 1 attack, rescue or as assigned by IC Muster hand tools, PPE Fan, join with Eng 1/4 for fire 2 Medic 1 of 2 2 attack, rescue, or as assigned by IC Establish water supply, reassignment per IC 3 Engine 2 of 4 3 Rapid Intervention Team 3 Engine 3 of 4 3 Assigned by IC 3 Engine 4 of 4 3 Aerial device, vent, search or as assigned by IC 3 Truck 1 of 2 3 Incident Command 1 BC 1 of 2 1 Total Effective Critical Task Analysis Staffing 18 18 Response Force Additional Support Functions Rehab/Treatment (Per mutual-aid policies) 2 2nd Medic 2 Auto-aid agency, deputy IC, sitstat (Per mutual-aid 1 2nd BC 1 policies) Incident Safety Officer (Additional safety margin) 1 Training 1 Support functions, fire investigations 1 Fire Prevention 1 NOTE - This is the initial response for calls similar to: 1st alarm assignment for multi-family, motel/hotel, commercial, industrial, special hazard, etc.
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SECTION 13 – WILDFIRE/VEGETATION FIRE ASSESSMENT
Wildfires and the wildland-urban interface (WUI) are of major concern in Colorado. According to the Colorado State Forestry Service (CSFS), WUI is any area where man-made improvements are built close to, or within, natural terrain and flammable vegetation, and where high potential for wildland fire exists.14 Per CSFS, the wildfire risk within ACFR is basically non-existent, as displayed in Map 7.115. The full wildfire report is attached as Appendix 11, ACFR Wildfire Risk Report. See also Appendix 12, Adams County AOP. However, relatively small areas consisting primarily of prairie grass and other lightweight fuels on undeveloped property do exist, and, because ACFR regularly responds to vegetation fires that potentially threaten life, property, water supplies, transportation and commerce, wildfire hazards were further assessed as outlined in Table 13.1, below. Water supply, or lack thereof, type of fuel, terrain, location in relation to property, and weather were considered in the evaluation. Map 13.1, Wildfire Risk (Based on ACFR’s general area as outlined, not exact boundaries)
14 http://csfs.colostate.edu/wildfire-mitigation/cowrap 15 http://www.coloradowildfirerisk.com
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The National Wildfire Coordinating Group (NWCG) provides in-depth explanations of the factors for topography and fuel type in its publications. For the sake of brevity, fuel type can be best explained as light, medium and heavy vegetation as well as the ability of the fuel to lose its moisture and readily burn. Easily ignitable fuels exist in open spaces, vacant lots, and parks as well as along the banks of bodies of water within ACFR. Routine Interface Risk: ACFR regularly responds on small grass fires at local parks, open spaces as well as railroad and highway right of ways. High Risk Interface: Areas such as the KL Radio Antenna Property (>54 acres) and the Clear Creek or Platte River Riparian areas pose high-risk interface due to grass fires that can spread rapidly and involve surrounding buildings. Table 13.1, Wildland Risk # NAME LOCATION SIZE (ACRES) FUEL TYPE HAZARD LEVEL COMMENTS/NWCG HAZARD MATRIX Tall prarie grass, Risk 1, Hazard 1, Slope 1, Aspect 2, Value 0 Shrub dominated 1 Clear Creek River Bottomlands E/W 50+ wetland/riparian MEDIUM 2 Platte River Basin 50+ Mid-prarie grass LOW Risk 1, Hazard 1, Slope 1, Aspect 1, Value 0 Tall prarie grass Risk 1, Hazard 1, Aspect 4, Value 5, Fuel load, water available via port. Pump, proximity to 3 Jim Baker Reservoir 5994 Tennyson St. 35.65 HIGH dwellings Prarie Grass Risk 1, Hazard 1, Aspect 4, Value 5 - Site access, 4 Sherrelwood Park- 8100 Pecos st. 14.12 HIGH fuel load, proximity to dwellings Prarie Grass Risk 1, Hazard 2, Aspect 4, Value 5 - Site access, 5 Sandhofer Open Space 78th/Downing 9.6 HIGH proximity to dwellings Tall prarie grass Risk 1, Hazard 1, Aspect 2, Value 0 - Site access, 6 Lowell Ponds State Wildlife Area 5600 Lowell 29.28 LOW water available via port. Pump Tall prarie grass Risk 1, Hazard 1, Aspect 3, Value 4 - Site access, 7 Open Space (Hamilton Sundstrand) 70th/Zuni 37 MEDIUM distance to water supply 8 Heller Open Space 5400 Washington 25 Mid-prarie grass MEDIUM Risk 1, Hazard 1, Aspect 4, Value 3 Prarie Grass Risk 1, Hazard 1, Aspect 4, Site access, distance 9 Undeveloped Land 8290 Steele st. 6.35 LOW to water supply 10 BNRR right of way LOW Risk 1, Hazard 1, Aspect 2, Value 0 11 UPRR right of way LOW Risk 1, Hazard 1, Aspect 2, Value 0 Risk 1, Hazard 1, Aspect 2, Value 0 - Traffic 12 Interstate 25 Right of way LOW visibility hazard, distance to water supply Risk 1, Hazard 1, Aspect 2, Value 0 - Traffic 13 Interstate 76 right of way LOW visibility hazard, distance to water supply Risk 1, Hazard 1, Aspect 2, Value 0 - Traffic 14 Interstate 270 right of way LOW visibility hazard, distance to water supply Risk 1, Hazard 1, Aspect 2, Value 0 - Traffic 15 US HWY 36 right of way LOW visibility hazard, distance to water supply Mid-prarie grass/ Risk 2, Hazard 2, Aspect 3, Value 1 - proximity to 16 Hyland Hills park @ water tower 7976 Elmwood Lane 5.9 short prarie grass MEDIUM dwellings Mid-prarie grass Risk 2, Hazard 2, Aspect 3, Value 2 - proximity to 17 Adjacent property to water tower 7966 Elmwood Lane 3.25 MEDIUM dwellings 18 KLZ Radio Antenna Property 8170 York st. 48.95 Prarie Grass MEDIUM Risk 2, Slope 1, Aspect 2, Value 0 19 Rotello Park 1824 Coronado Pkwy. 40.95 short prarie grass LOW Risk 1, Slope 1, Aspect 3, Value 0 20 CDOT property 2581 w. 60th ave. 23.57 short prarie grass LOW Risk 1,Hazard 1, Aspect 4, Value 0
ACFR is capable of responding to wildfires with NWCG Type I & VI firefighting apparatus. Additionally, ACFR and its neighboring nine fire agencies provide reciprocal help through mutual and automatic aid agreements. ACFR also serves as a statewide resource through Cooperator Agreements with the State of Colorado. Outside fires caused three civilian injuries between 2015 and 2017, with one being life threatening. All these occurred within Station 13 Planning Area. Historical Analysis: As shown in Chart 13.1, vegetation fires vary from year to year, depending upon weather, temperatures and other factors.
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Chart 13.1, Vegetation Fires VEGETATION FIRES
15 10 5 0 Planning Planning Planning Planning Planning Highway Unknown Outside Area 11 Area 12a Area 12b Area 13 Area 14 District 2016 9 16 1 18 17 61 2017 10 14 0 11 17 7 9 10 2018 8 21 0 10 13 8 3 13
Historical data shown does not necessarily clearly depict how, why and where vegetation fires occur, but, there are definite patterns that indicate fires near homeless camps have increased over the past few years, particularly near Sandhofer Reservoir and along Clear Creek and the North Platte River, where known homeless camps exist. Additionally, fires of all types increase sharply around the Fourth of July each year, largely due to the hot and dry conditions, but there is also a significant connection to the use of fireworks. Chart 13.2, Average Number of Wildland/Vegetation Fires per Month VEGETATION FIRES
30
20
10
0
2016 2017 2018
NOTE: Response Performance, Critical Task Analysis/Effective Response Force and Recommendations for Improvement are included in Low Risk Fires (Section 10).
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SECTION 14 – EMERGENCY MEDICAL SERVICES
ACFR provides primary 9-1-1 EMS response within the district. ACFR is committed to a minimum standard of initial Basic Life Support (BLS) response with Advanced Life Support (ALS) transport services. All response personnel maintain a minimum certification level of EMT Basic. EMS services are delivered by four primary response engines (equipped with paramedic supplies to facilitate staffing certification levels, and four ALS medic transport units each staffed with a minimum of one Firefighter/EMT and one Firefighter/Paramedic. EMS NFIRS Codes are included in Table 14.1 below. Non-injury Motor Vehicle Accidents (MVA), NFIRS 324, is examined in Rescue (Section 17). EMS that occurs on the highway is examined in Section 21 as well. Table 14.1, EMS Call Risk
Risk Assessment: Information obtained during “Target Hazard Analysis” process outlined above was utilized to further evaluate the life safety risks within ACFR. The location and numbers of people, their mobility, height above ground level, etc. were taken into account and the results are displayed in Map 14.1. This map shows the potential life safety risks within ACFR’s jurisdiction: however, these risks are transient depending on the time of day, day of week, special events, etc. and are only generalizations. Map 14.1, Life Safety Hazard Analysis
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In comparison, Map 14.2 shows where actual EMS calls have occurred in the past. Shown in the form of a heat map, this indicates the most concentrated areas of EMS calls, and is laid over the CIKR map for reference. Map 14.2, EMS Call Concentration
EMS calls are very high frequency and generally considered medium risk; however, the environment, number of patients and other factors can greatly increase the risk. Mass casualty is further explored in Section 20, Domestic Preparedness. Chart 14.1, EMS Risk Matrix Risk Assessment Matrix
Very High X Highly likely to occur daily
High Likely to occur many times each year
Medium May only occur a few
Frequency times a year
Low Seldom ever occurs. May be years between events.
Low Medium High Catastrophe
Consequence
Historical Analysis: Records have not accurately reflected resources that respond into ACFR from outside agencies, partially because data was not readily shared back and forth between the
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disparate dispatch and reporting systems of the various agencies. Improvements in that regard continue, and ACFR began more closely tracking that type of data in March of 2017, when closest unit dispatching/AVL was implemented. Since then, data sharing and interoperability amongst the surrounding agencies has improved, although some inaccuracies still remain. As an example, as shown in Table 14.2, below, it is known that, at least anecdotally, Thornton Fire responds to more calls within ACFR than is reflected, but their data is not currently being pushed across to ACFR’s records systems. Chart 14.2 displays the number of EMS calls that have occurred annually within each of the Planning Areas. The most obvious changes coincide with planning area realignments in 2017, and the implementation of closet unit dispatching (Appendix 13, Planning Area Progression). The Midtown development also continues to add people and properties to Planning Areas 11 and 12a, which subsequently increases the number of emergency calls to those stations. Chart 14.2, EMS Calls per Planning Area 2016-2018 EMS CALLS
1600 1400 1200 1000 800 600 400 200 0 Planning Planning Planning Planning Planning Highways area 11 area 12a area 12b area 13 area 14 2016 1558 988 260 549 951 222 2017 1543 1188 247 649 1022 427 2018 1562 1150 199 663 937 418
Table 14.2 shows the which medic units responded to EMS and MVA calls within each of the planning areas of the District over the past three years.
Table 14.2, Medic Unit Response to EMS and MVA Calls per Planning Area 2016 2017 2018 Planning Area 11 1543 % of Calls 1606 % of Calls 1656 % of Calls Med-11 1124 73% 1089 68% 1132 68% Med-12 257 17% 224 14% 188 11% Med-13 50 3% 44 3% 58 4% Med-14 112 7% 101 6% 128 8% All Auto/Mutual-Aid* 148 9% 150 9% Federal Heights 136 8% 130 8% North Metro 4 0% 4 0% South Adams County 0 0% 0 0% Thornton 1 0% 2 0% Westminster 7 0% 14 1% Planning Area 12a 992 % of Calls 1222 % of Calls 1213 % of Calls Med-11 30 3% 83 7% 70 6% Med-12 766 77% 958 78% 973 80% Med-13 189 19% 107 9% 66 5% Med-14 7 1% 13 1% 7 1% All Auto/Mutual-Aid 61 5% 97 8% Federal Heights 12 1% 22 2%
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North Metro 0 0% 0 0% South Adams County 1 0% 0 0% Thornton 0 0% 0 0% Westminster 48 4% 75 6% Planning Area 12b 230 % of Calls 257 % of Calls 214 % of Calls Med-11 75 22 9 4% Med-12 147 40 11 5% Med-13 3 2 0 0% Med-14 5 3 0% 0 All Auto/Mutual-Aid 190 16% 193 90% Federal Heights 132 146 68% North Metro 4 1 0% South Adams County 1 0 0% Thornton 0 2 1% Westminster 53 44 21% Planning Area 13 558 % of Calls 682 % of Calls 697 % of Calls Med-11 54 10% 176 26% 201 29% Med-12 16 3% 37 5% 49 7% Med-13 446 80% 393 58% 375 54% Med-14 42 8% 67 10% 64 9% All Auto/Mutual-Aid 9 1% 8 1% Federal Heights 4 1% 4 1% North Metro 0 0% 2 0% South Adams County 2 0% 2 0% Thornton 1 0% 0 0% Westminster 2 0% 0 0% Planning Area 14 938 % of Calls 1049 % of Calls 967 % of Calls Med-11 68 7% 104 10% 107 11% Med-12 13 1% 4 0% 4 0% Med-13 82 9% 78 7% 63 7% Med-14 775 83% 829 79% 739 76% All Auto/Mutual-Aid 34 3% 54 6% Federal Heights 21 2% 23 2% North Metro 7 1% 6 1% South Adams County 1 0% 2 0% Thornton 5 0% 23 2% Westminster 0 0% 0 0% Highways ** 371 % of Calls 331 % of Calls 335 % of Calls Med-11 76 8% 55 5% 51 5% Med-12 119 13% 69 7% 77 8% Med-13 108 12% 105 10% 116 12% Med-14 68 7% 91 9% 78 8% All Auto/Mutual-Aid 11 1% 13 1% Federal Heights 3 0% 4 0% North Metro 1 0% 2 0% South Adams County 2 0% 1 0% Thornton 2 0% 1 0% Westminster 3 0% 5 1% % of Total % of Total % of Total
TOTAL EMS CALLS 4632 EMS Calls 5284 EMS Calls 5231 EMS Calls Med-11 1427 31% 1529 29% 1570 30% Med-12 1318 28% 1332 25% 1302 25% Med-13 878 19% 729 14% 678 13% Med-14 1009 22% 1104 21% 1017 19% All Auto/Mutual-Aid 590 11% 664 13%
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Federal Heights 366 7% 376 7% North Metro 144 3% 160 3% South Adams County 10 0% 6 0% Thornton 10 0% 26 0% Westminster 60 1% 96 2% *Automatic/Mutual Aid units were not tracked prior to 2017 **2016 Highways include unknown locations
In 2018, approximately 90% of the EMS calls within the Station 12b Planning Area were handled by a medic unit from another agency, primarily Federal Heights. This is by design and, as previously mentioned, is a result of the 2017 closure of Station 15, located in the Shaw Heights neighborhood, and the implementation of closest unit dispatching; the intent of which is to have the closest/fastest unit respond to calls. Response times are further discussed in the paragraphs that follow. Table 14.3 shows the data regarding all EMS calls and transports between 2016 and 2018, including calls within and outside ACFR. EMS calls increased 9.8% from 2016 to 2017, but decreased 2.2% in 2018. The number of patients actually transported to the hospital by ACFR has dropped over the last three years. The implementation of closest unit dispatching accounted for at least some of this change, as more patients were subsequently transported to the hospital by agencies other than ACFR. Improved record keeping also contributed to the statistical changes in 2017. Although fewer patients were billed and the net charges went down, the amount collected for EMS billing actually increased, 17.3% in 2017 and 5% in 2018. This improved collection ratio is partially attributed to improved documentation in the field and changes to the billing process. Table 14.3, EMS Transport and Billing Increase/ Increase/ 2016 Decrease 2017 Decrease 2018 Total Calls 7300 10.7% 8080 4.3% 8425 EMS Calls 5210 9.8% 5722 -2.2% 5597 Total Patient Transports 3938 -5.0% 3742 -0.5% 3723 North Suburban 1882 13.8% 2142 10.9% 2376 St. Anthony North* 29 -75.9% 7 185.7% 20 Neighborhood Health** 1294 -40.4% 771 -32.4% 521 Lutheran 535 22.2% 654 1.7% 665 Denver Health 173 -13.3% 150 -16.7% 125 Miscellaneous 25 -28.0% 18 -11.1% 16 Total EMS Charges Billed $4,511,281 -2.4% $4,405,184 -0.2% $4,398,320 Contractual Allowances (Medicare and Medicaid limits) $2,348,303 1.8% $2,389,418 -2.2% $2,335,757 Net EMS Charges Billed $2,216,297 -9.0% $2,015,766 2.3% $2,062,563 Collections $984,705 17.3% $1,154,839 5.0% $1,212,293 Gross Collection Rate*** 22% 26% 28% Net Collection Rate**** 44% 57% 59% * St. Anthony's North moved from 84th and Zuni to 144th and Huron on March 3, 2015 ** St. Anthony's location became freestanding ER called Neighborhood Health *** Collections/Total EMS Charges Billed **** Collections/Net EMS Charges Billed
Incident Frequency by Dispatch Complaint: The primary cause for 911 EMS response is general sick cases, followed closely by patients involved in a motor vehicle accident. As indicated in Chart 14.3,
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other high frequency incidents include falls, respiratory difficulties and cardiac problems. All of these medical emergencies are a reflection of an aging and special needs community. Chart 14.3, EMS Reasons for Dispatch
EMS REASONS FOR DISPATCH
2000 1800 1563 1500 1170 1066 853 778 1000 722 694 699 454 482 375 424 305 290 283 500 264 200 211 115 119 94 39 39 26 76 85 87 40 89 76 0 NUMBER OF EMS CALLS MVA FALLS D.O.A OTHER BURNS SEIZURE ASSAULT CHOKING SICK CASE BLEEDING AUTO PED BACK PAIN HEADACHE CHEST PAIN STAB / GSW ANIMAL BITE STROKE / CVA ALCOHOL ISSUE CARDIAC ARREST ABDOMINAL PAIN EXTREMITY INJURY DIABETIC PROBLEM TRAUMATIC INJURY ALLERGIC REACTION UNKNOWN PROBLEM BREATHING PROBLEM PSYCHIATRIC PROBLEM HEAT / COLD EXPOSURE ALTERED MENTAL STATUS INGESTION / POISONING /OD PREGNANCY/ CHILD DELIVERY
Transport Destination: ACFR’s ALS medic units transport to the closest most appropriate facility, as outlined in SOP 505 (Appendix 14). This policy provides the best care to the patient and minimizes the unit out of service times which facilitates better service to the district as a whole. No hospitals are located within ACFR; but, prior to moving in 2015, St. Anthony’s North (SAN) hospital was located just across the street from Station 11’s Planning Area and was the closest and most used facility. When SAN moved 9.6 miles farther north, the remaining campus transitioned to a freestanding emergency room (Neighborhood Health) and patients were transported more often to other hospitals that are farther away. Since 2015, transports to SAN/Neighborhood Health have decreased by 719 calls per year and transports to North Suburban and Lutheran increased by 723. North Suburban is 2.8 miles further away than SAN was, and Lutheran is about 10 miles more. This equates as much as 7,300 more miles traveled per year, which cost the patients more money and greatly increases the amount of time medic units are out of district and unavailable for the next call. The actual amount of time the medic units are out of district and out of service have not been previously tracked, but longer transport distances obviously equate to more out of service time. Medic unit paramedics utilize Denver Metro Protocols (Appendix 15) and district SOPs to determine the need for specialty resource centers (Trauma Center, Burn Center, Pediatrics, etc.). Benchmark Statement and Performance Goals: ACFR’s goal is to reduce injury, illness and death. This can best be accomplished by responding quickly and providing appropriate treatment and transport to patients. ACFR has established the following response objectives (non-highway calls): 1. For 90 percent of all EMS responses incidents, the total response time for the arrival of the first unit with a minimum of BLS training and equipment, staffed with 2 firefighters, shall be 9 minutes and 30 seconds. The first arriving unit shall be capable of: • Establishing incident command • Initiating patient contact and conducting an assessment
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• Performing cardio-pulmonary resuscitation (CPR) • Utilized AED • Provide basic life support Procedures and treatments follow the Denver Metro Protocols established by the Denver Metro EMS Physicians, and ACFR utilizes medical direction through Denver Health Medical Center. 2. For 90 percent of all EMS response incidents, the total response time for the arrival of the effective response force (ERF), staffed with 5 firefighters, shall be 11 minutes and 30 seconds. The ERF shall be capable of: • Establishing incident command • Initiating patient contact and completing patient assessments • Performing CPR • Utilizing AED • Providing intravenous (IV) access-medication administration • Providing advanced life support • Transporting the patient as needed. Procedures and Treatments follow the Denver Metro Protocols established by the Denver Metro EMS Physicians, and ACFR utilizes medical direction through Denver Health Medical Center. Table 14.4 lists the number of actual calls, the 90th percentile time measurements as compared to the benchmarks over the past three years. Table 14.4, EMS Benchmark Target Measurements EMS (13,200) 90th Percentile - Baseline Performance ACFR Benchmark 2016-2018 2018 2017 2016 Time Components Objectives Pick-up to Call Handling 0:02:19 0:02:18 0:02:37 0:01:02 0:01:30 Dispatch time Count 10,468 4,443 4,114 1,911 Dispatch to 0:02:28 0:02:44 0:02:30 0:01:53 0:02:00 Turnout Time Enroute Count 12,958 4,380 4,443 4,137 1st Arrival 0:06:41 0:05:51 0:06:30 0:07:29 0:06:00 (Distribution) Count 12,872 4,346 4,392 4,133 Travel Time ERF 0:08:06 0:07:14 0:07:45 0:08:50 0:08:00 (Concentration) Count 11,301 3,876 3,807 3,466 1st Arrival 0:09:44 0:09:36 0:09:58 0:09:22 0:09:30 (Distribution) Total Response Count 10,332 4,388 4,012 1,930 Time ERF 0:11:29 0:11:19 0:11:35 0:11:13 0:11:30 (Concentration) Count 9,070 3,929 3,482 1,558
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Baseline Statement and Actual Performance: Table 14.5 shows ACFR’s actual response baseline performance (non-highway calls). ACFR may rely on automatic aid from neighboring fire departments to provide its ERF. ACFR’s actual baseline service level performance is as follows: The benchmarks target times for Call Handling were met about 72% of the time, Turnout Time – 79%, Travel Time for 1st Arrival – 84%, Travel Time for ERF – 89%, 1st Arrival Total Response Time – 88%, and ERF Total Response Time – 90%. Table 14.5 shows the actual response baseline performance for 2016, 2017 and 2018. Table 14.5, EMS Baseline Performance Call Turnout Travel Time Travel Time Total Time Total EMS 2016-2018 Handling Time 1st Arrival ERF 1st Arrival Time ERF Validated Calls 10,468 12,958 12,872 11,301 10,332 9,070 Benchmark Compliant 7,537 10,237 10,812 10,058 9,092 8,163 Benchmark Met 72% 79% 84% 89% 88% 90% Benchmark Targets 0:01:30 0:02:00 0:06:00 0:08:00 0:09:30 0:11:30 90th Percentile 0:02:19 0:02:28 0:06:41 0:08:06 0:09:44 0:11:29
Table 14.6 outlines the success rates of CPR when ACFR conducted CPR on a patient.
Table 14.6, CPR Outcomes Discharged from Total Trauma Med Field % of Field TX to % ROSC % of Hospital % of TX CPR* CPR CPR Pronounce Pronounce Hosp. Trans ** ROSC (Saved)*** Saved 2016 62 11 51 20 32% 42 68% 9 21% 5 12% 2017 54 7 47 22 41% 32 59% 13 41% 7 22% 2018 40 7 33 12 30% 28 70% 14 50% 4 14% * Total CPR data represents all attempted resuscitations (adult, Pediatric, Trauma, Medical) ** Return of Spontaneous Circulation *** 1 Trauma save in each of 2016 and 2017
Critical Task Analysis/Effective Response Force: Table 14.7, EMS CTA/ERF EMS Minimum Standard Critical Task Apparatus Personnel Crew Size Arrive/position, initial radio report, establish Engine/Truck 1 3 3 command of 1 Patient care and transport 2 Medic 1 of 1 2 Total Effective Critical Task Analysis Staffing 5 5 Response Force NOTE - This is the initial response for EMS calls. Additional resources may be requested for special circumstances, i.e., bariatric patients, multiple patients, entrapment, etc.
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SECTION 15 – HAZARDOUS MATERIALS AND CONDITIONS ASSESSMENT
ACFR is responsible for primary response to hazardous materials incident within the district. However, as part of the Adams/Jeffco Hazardous Materials Team, additional resources are available from neighboring agencies as needed. Additionally, the Colorado State Patrol has jurisdiction on the roadways, although their resources have been scaled back in recent years. There is the potential for hazardous materials incidents throughout the district due to the significant amount of highway miles, rail lines, and mixture of old and new industries. Accidental facility releases, terrorist incidents, transportation incidents and those incidents that are considered routine, such as carbon monoxide leaks, fuel spills and natural gas leaks, are amongst the incidents that can occur. Hazardous Conditions NFIRS codes are as shown in Table15.1, Hazardous Conditions Call Risk. Table 15.1, Hazardous Conditions Call Risk
Risk Assessment: Hazardous conditions assessment is mainly an assessment of hazardous materials hazards risk, but also includes other types of hazardous conditions such as electrical hazards. There are 51 facilities that submit Tier II annual reports under the federal Superfund Amendment and Reauthorization Act (SARA) Title III. These 51 facilities are indicted on Map 15.1, as Hazardous Materials Sites and are included in the CIKR Map and charts previously discussed. Unsurprisingly, a large majority of the Tier II sites are located in the commercial/industrial areas of Station 13.
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Map 15.1, Hazardous Material Sites
Routine Hazardous Materials Risk (Low and Medium): The district primarily responds to natural gas leaks, vehicle fuel spills, carbon monoxide alarms and a significant number of illicit drug labs. The legalization of marijuana in Colorado has led to numerous fires and explosions related to hash oil extraction. Anhydrous ammonia storage, propane distribution and storage as well as fleet fueling facilities are among Tier II facilities. There are four highways that run through the district that are designated as hazardous materials routes, as shown in Map 15.2. Highways I-25, I-76. I-270 and US-36 cross the district, and the majority of hazardous materials that run through the Denver area move along these routes. The most recent highway commodity studies found were conducted in 2009 (Appendix 16). These studies summarize the type and amount of hazardous materials that are transported on the highway system. Class 3 materials, Flammable/Combustible liquids, account for about 79% of the hazardous commodities that are transported along the highway system. Large quantities of hazardous materials are also transported along the rail system. A rail commodity study was conducted in 2017; however, it is intended for internal use only, and thus will not be published by ACFR. High Hazardous Materials Risk: The district has two large chemical transfer facilities. Both Nexeo Solutions and Industrial Chemical Corporation are chemical transfer facilities that have multiple chemical storage tanks on site and constant rail and cargo tank traffic on a daily basis. The Xcel Energy Cherokee Power Plant is the largest power generating station in the Denver area and has converted to a full natural gas plant with partially exposed gas lines. There is a terrorism risk for each of these facilities as well as the transportation routes through ACFR.
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Map 15.2, Designated Hazmat Routes
Map 15.3 shows the locations in Adams County where methane gas exists within the soil. Nine of the ten listed sites are within ACFR, at the bottom left corner of the map. Most, if not all, of these locations were previous landfill sites, some of which have since been built upon. Numerous methane fires have occurred over the years. Homes and businesses in the area have methane detection; new construction requires mitigation systems. Long periods of moisture exacerbate the problem by forcing the gas out of the ground. Map 15.3, Flammable Gas
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Other Hazardous Conditions: “Other” hazards consist of electrical type calls and miscellaneous other hazards, such as bomb removal, which ACFR does not conduct, only stands by in the area while the bomb squad conducts; aircraft standby, which without an airport in district is an unlikely occurrence; attempts to burn and other illegal actions. Electrical wiring problems and downed power lines are the most frequent type hazard calls. They are both considered medium frequency and medium risk. Chart 15.1, Hazardous Conditions Risk Matrix Risk Assessment Matrix
Very High Highly likely to occur daily
High X Likely to occur many times each year
Medium May only occur a few
Frequency times a year
Low Seldom ever occurs. May be years between events.
Low Medium High Catastrophe
Consequence
Historical Analysis: Hazardous material calls are spread pretty evenly across the district. Gasoline spills, other flammable liquid spills and gas leaks are the most frequent type of Hazmat call. Chart 15.2, Hazmat Calls per Planning Area HAZMAT BY PLANNING AREA
80 70 60 50 40 30 20 10 0 Planning Area Planning Area Planning Area Planning Area Planning Area Highway 11 12a 12b 13 14 2016 26 40 9 33 20 8 2017 42 38 17 33 26 12 2018 72 53 13 41 59 31
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Gas Leaks have significantly increased in recent years, and this is attributed to an increase in construction and digging operations.
Chart 15.3, Hazmat Calls HAZARDOUS CONDITIONS
70
60
50
40
30
20
10
0 … … … … … Power line down Refrigeration leak Overheated motor Chemical spill or leak Toxic condition, other Explosive, Bomb Removal Breakdown of light ballast Carbon monoxide incident Hazardous condition, other Radioactive condition, other Gas leak (natural gas or LPG) Biological hazard, confirmed or Heat from short circuit (wiring), … Chemical hazard (no spill or leak) Combustible/flammable gas/liquid HazMat release investigation w/no Oil or other combustible liquid spill Radiation leak, radioactive material Arcing, shorted electrical equipment Biological hazard investigation, none Electrical wiring/equipment problem, Gasoline or other flammable liquid spill
2016 2017 2018
Benchmark Statement and Performance Goals: ACFR’s goals are to protect against injury, illness and death, and reduce damage to property and environment. This can best be accomplished by responding quickly, and identifying, isolating, and mitigating hazardous conditions, which may require additional resources. ACFR has established the following response objectives (non-highway calls): 1. For 90 percent of all hazardous materials response incidents, the total response time for the arrival of the first-due unit, staffed with at least 2 firefighters, shall be 10 minutes. The first-due unit shall be capable of: • Establishing command • Sizing up and assessing the situation to determine the presence of a potential hazardous condition • Estimating the potential harm • Intervening when appropriate • Determining the need for additional resources • Establishing hot, warm and cold zones • Conducting gross decontamination as needed.
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The ERF should also be able to provide the equipment, technical expertise, knowledge, skills, and abilities to mitigate low risk hazardous materials incident in accordance with District standard operating procedures and while providing for the safety of responders and the general public. 2. For 90 percent of Low risk hazardous materials response incidents, the total response time for the arrival of the effective response force (ERF), staffed with 5 firefighters, not including the full hazardous materials team shall be 12 minutes. The ERF shall be capable of: • Scene safety • Establishing command • Sizing up and assessing the situation to determine the presence of a potential hazardous condition • Estimating potential harm • Intervening when appropriate • Determining the need for additional resources • Establishing hot, warm and cold zones • Conducting decontamination as needed. The ERF should also be able to provide the equipment, technical expertise, knowledge, skills, and abilities to mitigate a low risk hazardous materials incident in accordance with District standard operating procedures and while providing for the safety of responders and the general public. 3. For 90 percent of Medium/High risk hazardous materials response incidents, the total response time for the arrival of the effective response force (ERF), staffed with 9 firefighters, not including the full hazardous materials team shall be 12 minutes. The ERF shall be capable of: • Scene safety • Establishing command • Sizing up and assessing the situation to determine the presence of a potential hazardous condition • Estimating potential harm • Intervening when appropriate • Determining the need for additional resources • Establishing hot, warm and cold zones • Conducting decontamination as needed. The ERF should also be able to provide the equipment, technical expertise, knowledge, skills, and abilities to mitigate a low risk hazardous materials incident in accordance with District standard operating procedures and while providing for the safety of responders and the general public. Table 15.2 lists the number of actual hazmat calls for all risk levels and the 90th percentile time measurements as compared to the benchmarks over the past three years.
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Table 15.2, Hazmat Benchmark Target Measurements Hazmat (468) 90th Percentile - Baseline Performance ACFR Benchmark 2016-2018 2018 2017 2016 Time Components Objectives Pick-up to 0:03:29 0:03:33 0:03:46 0:00:46 0:01:30 Call Handling time Dispatch Count 400 210 132 58 Dispatch to 0:02:40 0:03:00 0:02:17 0:02:09 0:02:30 Turnout Time Enroute Count 447 205 134 108 1st Arrival 0:08:19 0:07:02 0:08:26 0:09:10 0:06:00 (Distribution) Count 449 205 134 110 Travel Time ERF 0:11:22 0:08:14 0:13:11 0:08:38 0:08:00 (Concentration) Count 12 5 5 2 1st Arrival 0:12:26 0:12:24 0:13:16 0:10:25 0:10:00 (Distribution) Total Response Count 397 210 129 58 Time ERF 0:17:24 0:12:34 0:17:23 0:24:14 0:12:00 (Concentration) Count 12 5 5 2
Baseline Statement and Actual Performance: Table 15.3 shows ACFR’s actual response baseline performance (non-highway calls). ACFR may rely on automatic aid from neighboring fire departments to provide its ERF. ACFR’s actual baseline service level performance is as follows: The benchmarks target times for Call Handling were met about 50% of the time, Turnout Time – 87%, Travel Time for 1st Arrival – 69%, Travel Time for ERF – 63%, 1st Arrival Total Response Time – 76%, and ERF Total Response Time – 50%. Table 14.5 shows the actual response baseline performance for 2016, 2017 and 2018. Table 15.3, Hazmat Baseline Performance Travel Call Turnout Time 1st Travel Time Total Time Total Time Hazmat 2016-2018 Handling Time Arrival ERF 1st Arrival ERF Validated Calls 400 447 449 12 397 12 Benchmark Compliant 200 389 310 8 302 6 Benchmark Met 50% 87% 69% 63% 76% 50% Benchmark Targets 0:01:30 0:02:30 0:06:00 0:08:00 0:10:00 0:12:00 90th Percentile 0:03:29 0:02:40 0:08:19 0:11:22 0:12:26 0:17:24
Table 15.5 shows ACFR’s actual response baseline performance for medium/high risk hazardous materials incidents during 2015, 2016 and 2017. ACFR may rely on automatic aid from neighboring fire departments to provide its ERF. ACFR’s actual baseline service level performance is as follows: The benchmarks target times for Call Handling were met about 0% of the time, Turnout Time – 71%, Travel Time for 1st Arrival – 50%, Travel Time for ERF – 50%, 1st Arrival Total Response Time – 0%, and ERF total Response Time – 50%.
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Critical Task Analysis/Effective Response Force: Table 15.4, Low Risk Hazmat CTA/ERF Low Risk - Hazmat Assigned Standard Task Assignments Apparatus Personnel Crew Size Officer assumes command: size-up, radio report, 1 incident safety, develop IAP, notifications & resources Engineer positions apparatus, stages equipment 1 Engine 1 of 1 3 Firefighter assists officer with scene evaluation, 1 isolation and mitigation Assists with mitigation, isolation 2 Medic 1 of 1 2 Total Effective Critical Task Analysis Staffing 5 5 Response Force NOTE - This is an initial response and could require additional ACFR units as well as outside agencies: Fuel leak, small spills, CO leaks, etc. Medium and High Risk - Hazmat Assigned Standard Task Assignments Apparatus Personnel Crew Size Officer assumes command: size-up, radio report, incident safety, develop IAP, notifications and 1 resources Engine 1 of 2 3 Engineer positions apparatus, stages equipment 1 Firefighter assists officer with scene evaluation, 1 isolation and mitigation Medical, rehab, vitals 2 Medic 1 of 1 2 Engine/Truck 2 of Safety, entry, backup, comms, decon, etc. 3 3 2 Take command, scene safety 1 BC 1 of 1 1 Total Effective Critical Task Analysis Staffing 9 9 Response Force Additional Support Functions as Determined by IC Auto-aid agency, deputy IC, sitstat 1 2nd BC 1 Incident Safety Officer 1 Training 1 Support Functions, fire investigations 1 Fire Prevention 1 Assist IC in determining hazards, needed level of 1 Team Leader 1 response, Hazmat operations Operations Section 1 Safety 1 Entry Team 2 Adams/Jeffco Backup Team 2 12 Hamat Team Decon 2 Liaison 1 Other tasks as assigned: research, resources, etc. 3 NOTE - This is the initial response for medium and high-risk Hazmat and could require additional ACFR units as well as outside agencies, i.e., Haz-mat team, CSP or other outside capabilities. High Risk includes activation of County EOC, who potentially could request additional state and federal resources.
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SECTION 16 – WATER RESCUE ASSESSMENT
ACFR currently provides Water and Ice Rescue capabilities for both moving and standing water within our District and as mutual/automatic aid to surrounding Districts. Within the District boundaries, there is approximately 10 linear miles of moving water and 46 standing bodies of water. Water rescue NFIRS Codes can be seen in Table 16.1. A. Moving Water: ACFR has a Swiftwater Rescue Team comprised of 15 members (5 per shift). The members have personal gear so they can be positioned at any Station in the District and still be ready to respond. All members are certified to at least Swiftwater Rescue Technician level one, with multiple members at a level two. The Team has two full team trainings per year to practice the necessary skills. For response, the Team has all of the proper equipment including: ropes and rope gear, throw bags, boogie boards, and a rapid deployment watercraft (banana boat) B. Standing Water: No certification is required for rescue in standing water on the surface. The personal PPE that the Water Rescue Team carries is sufficient for a surface rescue. ACFR utilizes a Zodiac boat with an outboard motor that can be deployed for surface rescue. ACFR utilizes the services of Westminster Dive Team for any submerged victims. Also, regionally there is a Denver Dive Team and a West Metro Dive Team. C. Ice Rescue: ACFR considers Ice Rescue as a firefighter skill. Each first due Engine/Truck carries a mustang ice rescue suit with awls, fins and lanyard. All personnel practice ice rescues. Considering the size and geography of ACFR, there are a significant amount of water rescue hazards. The confluence of the two major moving waterways in the metro area, the South Platte River and Clear Creek River, is within the district, as well as about 60 static bodies of water, including at least two that allow recreational activities. Risk Assessment: the swift water hazard is greatest during the spring months due to mountain runoff and spring storms. The rapid water flow tends to bring out more recreational water use on the moving water than other times of the year. There is a year-round hazard on the static bodies of water from approved or non-approved recreational use in the warmer months to ice rescue calls in the cold weather months. Table 16.1, Water Rescue Call Risk
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ACFR considers the South Platte and Clear Creek to be high hazards due to seasonal swift water, easy public access and heavy public use during seasonal high water. Adams County GIS lists approximately 87 Static bodies of water, covering over two thirds of a square mile in total; however, about 26 of those do not actually hold water. ACFR’s field evaluations show there are about 61 locations that typically hold water. Each location was assessed and, as indicated in Map 16.1, ranked with high, medium or low risk depending upon multiple factors, including public accessibility, typical use and emergency access. Flood hazards are further discussed in Section 19. Map 16.1, Water Hazards
Table 16.2 is a list of all 87 static bodies of water, not including rivers, streams or ditches. Of those, 37 were listed as high risk. A majority of those are within Station 12 Planning Area.
**Remainder of Page Intentionally Left Blank**
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Table 16.2, Water Hazard List
Public ID Access # Name Type Location ? Notes HAZARD Reason for Hazard Class 1 Hidden Lake Primary Lake North of 66th and 68th Ave between Sheridan and Lowell YES HIGH High civilian use 2 Jim Baker Reservoir Primary ReservoirSouthwest corner of 62nd Ave and Lowell YES HIGH High civilian use 3 Walter Long ReserviorPrimary Reservoir62nd and Lowell YES Aloha Beach HIGH High civilian use 4 Cat Lake Primary Reservoir69th Pl between I-76 and I-270 YES MEDIUM Accessible but civilians not allowed 5 Lake Sangraco Secondary Lake East side of Lowell at 62nd Ave YES Aloha Beach HIGH High civilian use 6 Copeland Lake Secondary Lake Between Washington and I-25, and between 62nd Ave and 58th YES Completely fenced, can deploy boat by hand, no civilian access LOW Limited civilian access 7 Dewey Lake Secondary Lake 58th and Broadway YES Was a lake, but filled in. Now a small retention pond LOW Limited Access 8 Gordon Lake Secondary Lake Southeast corner of 64th and Pecos St YES HIGH High civilian use 9 Pond Small Pit 5820 Lowell Blvd YES Spano's Greenhouse pond MEDIUM Limited civilian access 10 Lowell Ponds Small Pit South of 56th Way, between Tennyson and Lowell, north of creeYES Lots of people, high risk, boat is deployable HIGH High civilian use 11 Lowell Ponds Small Pit South of 56th Way, between Tennyson and Lowell, north of creeYES Lots of people, high risk, boat is deployable HIGH High civilian use 12 Lowell Ponds Small Pit South of 56th Way, between Tennyson and Lowell, north of creeYES Lots of people, high risk, boat is deployable HIGH High civilian use 13 79th and Raritan Water Body North of Elmwood Lane between Raritan and Vallejo YES DRY LOW Usually Dry 14 Ready Mix ponds Small Pit East of Sheridan and South of W 58th Ave YES No access to civilians, Boat deployed by hand LOW Limited civilian access 15 Ready Mix ponds Small Pit East of Sheridan and South of W 58th Ave YES No access to civilians, Boat deployed by hand LOW Limited civilian access 16 Clear Creek Valley ParSmall Pit South of 58th Pl and East of Tennyson YES 3 South lakes being dried up, 2 North have civilian access and a boat ramp HIGH High civilian use 17 Clear Creek Valley ParSmall Pit South of 58th Pl and East of Tennyson YES 3 South lakes being dried up, 2 North have civilian access and a boat ramp HIGH High civilian use 18 Clear Creek Valley ParSmall Pit South of 58th Pl and East of Tennyson YES 3 South lakes being dried up, 2 North have civilian access and a boat ramp HIGH High civilian use 19 Clear Creek Valley ParSmall Pit South of 58th Pl and East of Tennyson YES 3 South lakes being dried up, 2 North have civilian access and a boat ramp HIGH High civilian use 20 Clear Creek Valley ParSmall Pit South of 58th Pl and East of Tennyson YES 3 South lakes being dried up, 2 North have civilian access and a boat ramp HIGH High civilian use 21 Clear Creek Valley ParSmall Pit South of 58th Pl and East of Tennyson YES 3 South lakes being dried up, 2 North have civilian access and a boat ramp HIGH High civilian use 22 Lowell Ponds Small Pit South of 56th Way, between Tennyson and Lowell, north of creeYES Lots of people, high risk, boat is deployable HIGH High civilian use 23 Private Pond Water Body 6300 Lowell NO Private, northwest of Aloha Beach LOW Private pond 24 Aloha Beach North LakWater Body South of 63rd Ave, west of Federal YES Aloha Beach HIGH High civilian use 25 Pond Water Body North of 60th Ave, between Federal and Pecos, near clear CreakYES No access to civilians, Boat deployed by hand LOW Limited civilian access 26 Thornton Water Water Body South of 75th Ave and East of Lafeyette YES Thronton Water Dept., fenced off MEDIUM Accessible but civilians not allowed 27 Thornton Water Water Body South of 75th Ave and East of Washington YES Thronton Water Dept., fenced off MEDIUM Accessible but civilians not allowed 28 Private Pond Water Body 1975 E. 75th Ave. YES Private but we do have access HIGH High civilian use 29 Private Pond Water Body 1811 E 75th Ave. YES Private but we do have access HIGH High civilian use 30 Private Pond Water Body 7411 Race St. YES Private but we do have access HIGH High civilian use 31 Pond Water Body South of 78th ave, south of North Washington Water Building YES On property owned by the shooting range, deploy boat by hand LOW Accessible but property owner does not allow us 32 Pond Water Body Southeast corner of 224 and York YES Brannon sand and gravel has access, the pond by the creek civilians can geHIGH Very Accessible 33 Pond Water Body Southeast corner of 224 and York YES Brannon sand and gravel has access, the pond by the creek civilians can geHIGH Very Accessible 34 Twin Lakes (North) Water Body South of 70th Ave at the park west of Broadway YES HIGH High civilian use 35 Twin Lakes (South) Water Body South of 70th Ave at the park west of Broadway YES HIGH High civilian use 36 Berkeley Hills Park Water Body 54th and rosemary Lane YES Public park, full access HIGH High civilian use 37 Pond Water Body Lake at the Castle YES HIGH Very Accessible 38 Pond Water Body Southeast corner of 224 and York YES Brannon sand and gravel has access, the pond by the creek civilians can geHIGH Very Accessible 39 Pond Water Body South of Clear Creek, west of Washington YES Limited Access area MEDIUM Accessible but civilians not allowed 40 Pond Water Body South of Clear Creek, west of Washington YES Limited Access area MEDIUM Accessible but civilians not allowed 41 Pond Water Body South of Clear Creek, west of Washington YES Limited Access area MEDIUM Accessible but civilians not allowed 42 Pond Water Body South of Clear Creek, west of Washington YES Limited Access area MEDIUM Accessible but civilians not allowed 43 Pond Water Body South of Clear Creek, under I-25 NO Highway retention pond, shallow, minimal access, possible vehicles LOW Inaccessible 44 Xcel Pond Water Body Southeast corner of 64th and Franklin NO Cherokee Plant, Razor wire fence around the body of water LOW Inaccessible 45 Pond Water Body Southeast corner of 224 and York YES Brannon sand and gravel has access, the pond by the creek civilians can geHIGH Very Accessible 46 Pond Water Body I-270 and I-76 Cloverleaf NO Shallow, retention area LOW Inaccessible 47 Lafeyette Park Water Body Hwy 224 and Gilpin YES Public park, full access HIGH Very Accessible 48 Pond Water Body Hwy 224 and the Platte River Trail YES Marsh, shallow LOW Fenced, but accessible 49 Clear Creek Valley ParSmall Pit South of 58th Pl and East of Tennyson YES 3 South lakes being dried up, 2 North have civilian access and a boat ramp HIGH High civilian use 50 Pond Water Body 8321 Steele YES Retention Pond LOW Limited Access 51 Pond Water Body 8720 Welby Rd. NO Small private pond LOW Limited Access 52 Pond Water Body 6198 Franklin NO Shallow sludge ponds, Cherokee Plant LOW Inaccessible 53 Pond Water Body 6198 Franklin NO Shallow sludge ponds, Cherokee Plant LOW Inaccessible 54 Pond Water Body 6198 Franklin NO Shallow sludge ponds, Cherokee Plant LOW Inaccessible 55 Pond Water Body 6198 Franklin NO Shallow sludge ponds, Cherokee Plant LOW Inaccessible 56 Pond Water Body 6198 Franklin NO Shallow sludge ponds, Cherokee Plant LOW Inaccessible 57 Pond Water Body 6450 York NO Pond behind Metro Waste Offices MEDIUM Limited civilian access 58 Pond Water Body Behind 6711 Washington, Paul's Custom Canvas NO Retention pond from I-25 LOW Limited Access 59 DOW Water Body 6060 Broadway NO Small retention pond, marsh LOW Limited Access 60 Pond Water Body Clear Creek Bottomlands, east of 66th and Mariposa YES HIGH Accessible along the greenbelt 61 Pond Water Body 2300 W. 60th Ave. NO Normally dry, small retention area, marsh LOW Normally dry, small retention, marsh 62 Pond Water Body North of 58th and Clay YES Normally dry, small retention area, marsh LOW Normally dry, small retention, marsh 63 Clear Creek Valley ParWater Body Clear Creek Valley Park YES 3 South lakes being dried up, 2 North have civilian access and a boat ramp HIGH High civilian use 64 Industrial Chem RetenWater Body 4631 W. 58th Ave. YES Small retention pond LOW Limited Access 65 Pond Water Body 501 E. 80th Ave. YES Small private irrigation pond MEDIUM Private pond, no fence 66 Kopper's Retention Water Body Koppers retention pond NO LOW Very Limited Access 67 Lowell Ponds Small Pit South of 56th Way, between Tennyson and Lowell, south of creeYES Lots of people, high risk, boat is deployable HIGH High civilian use 68 Lowell Ponds Small Pit South of 56th Way, between Tennyson and Lowell, south of creeYES Lots of people, high risk, boat is deployable HIGH High civilian use 69 Pond Water Body US-36 at I25 cloverleaf YES Highway retention pond, shallow, minimal access, possible vehicles LOW Inaccessible 70 Pond Water Body US-36 at I25 cloverleaf YES Highway retention pond, shallow, minimal access, possoble vehicles LOW Inaccessible 71 Pond Water Body 2000 W. 64th, near Clear Creek YES Small retention pond at back of lot LOW Limited civilian access 72 Pond Water Body 200 W. 60th Place NO Rocky Mtn Prestress Sludge pond LOW Limited Access 73 Pond Water Body 6198 Franklin NO Shallow sludge ponds, Cherokee Plant LOW Inaccessible 75 Pond Water Body 5880 Lipan NO Retention ponds MEDIUM Limited Access 76 Pond Water Body 5671 Tejon St. YES Retention ponds MEDIUM Limited civilian access 77 Pond Water Body 5671 Tejon St. YES Retention ponds MEDIUM Limited civilian access 78 Pond Water Body 5671 Tejon St. YES Retention ponds MEDIUM Limited civilian access 79 Pond Water Body 200 W. 60th Place NO Rocky Mtn Prestress Sludge pond LOW Inaccessible 80 Kalcevic Reservoir Water Body North Pecos and Orchard Drive YES MEDIUM Limited civilian access 81 Franklin Reservoir Water Body North of Greenwood between Broadway and Granada NO Usually Dry, only fills after a storm LOW Usually Dry 82 78th Wetlands Water Body 78th and Washington YES wetlands, marsh, small pond HIGH Very accessible 83 Sandhofer Reservoir Water Body North of 78th Pl, West of Downing St YES DRY LOW Usually Dry 84 Rotello Park Lake Water Body West side of Rotello Park YES HIGH High civilian use 85 Springbrook RetentionWater Body 1700 E. 78th Ave YES Concrete retention MEDIUM Fenced but close to apartment complex 86 Little Dry Creek Lake Secondary Lake South of 64th Ave, East of Beach St YES HIGH High civilian use 87 Karen's Pond Small Pit SW of Pecos and I-76 YES Small pond, marsh LOW More of a marsh 88 CDOT Pond Water Body East of Broadway, North of 66th Ave NO Difficult access, cars coming off I-76 could go in the water MEDIUM Cars coming off I-76 89 Retention Water Body 6330 Washington YES Concrete retention LOW Limited Access
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Chart 16.1, Water Rescue Risk Matrix
Risk Assessment Matrix
Very High Highly likely to occur daily
High Likely to occur many times each year
Medium X May only occur a few Frequency times a year
Low Seldom ever occurs. May be years between events.
Low Medium High Catastrophe
Consequence
Historical Analysis: ACFR historically responds to between five and 10 water related search/rescue each year, as indicated in Chart 16.2. Since 2016, ACFR has responded to approximately 21 water/ice related calls which have resulted in the rescue of one dog and three people. The other calls resulted in nothing found or party self-extricated. Chart 16.2, Water and Ice Calls, Medium and High Risk
WATER AND ICE RESCUE
10 4 1 1 5 5 1 5 2 1 2 0 2016 2017 2018
Search for person in water Water and ice-related rescue, other Swimming/recreational water areas rescue
ice rescue Swift water Surf rescue
Watercraft rescue Flood assessment
Benchmark Statement and Performance Goals: ACFR’s goal is to safely locate, access the situation, request additional resources, and when appropriated, immediately rescuing the victim. However, on high risk rescues in particular, not necessarily attempting an immediate rescue, but rather maintaining scene safety and organizing rescue operations as qualified resources respond may be the best option. ACFR has established the following response objectives:
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1. For 90 percent of all water rescue incidents, the total response time for the arrival of the first-due unit, staffed with 2 firefighters shall be 10 minutes. The first-due unit shall be capable of: • Locating the incident • Establishing command • Sizing up and assessing the situation • Determining the need for additional resources • Safely reaching for victims from the shore, including throwing ropes and treating patients 2. For 90 percent of all water rescue incidents, the total response time for the arrival of the effective response force (ERF), not including dive teams, shall be 12 firefighters within 12 minutes. The ERF shall be capable of: • Establishing shore operations, including scene safety and rigging • Entering water and rescuing victims • Treating patients. The ERF shall provide sufficient equipment, technical expertise, knowledge, skills, and abilities to mitigate surface rescues and prepare for and assist dive teams with subsurface operations, in accordance with District standard operating procedures and while providing for the safety of responders and the general public. Table 16.3 lists the number of actual water rescue calls and the 90th percentile time measurements as compared to the benchmarks over the past three years. Table 16.3, Water/Ice Rescue Benchmark Target Measurements Water/Ice Rescue (19) 90th Percentile - Baseline Performance ACFR Benchmark 2016-2018 2018 2017 2016 Time Components Objectives Pick-up to 0:02:45 0:02:12 0:02:30 0:03:04 0:01:30 Call Handling time Dispatch Count 15 7 3 5 Dispatch to 0:03:01 0:02:44 0:02:07 0:03:11 0:02:30 Turnout Time Enroute Count 18 7 3 8 1st Arrival 0:06:02 0:05:52 0:05:49 0:06:24 0:06:00 (Distribution) Count 19 7 3 9 Travel Time ERF 0:08:53 0:08:53 NA NA 0:08:00 (Concentration) Count 1 1 0 0 1st Arrival 0:09:55 0:09:32 0:09:58 0:08:32 0:10:00 (Distribution) Total Response Count 15 7 3 5 Time ERF 0:11:57 0:11:57 NA NA 0:12:00 (Concentration) Count 1 1 0 0
Baseline Statement and Actual Performance: Table 16.3 shows ACFR’s actual response baseline for water rescue incidents during 2016, 2017 and 2018. ACFR may rely on automatic aid from
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neighboring fire departments to provide its ERF. ACFR’s actual baseline service level of performance is as follows: The benchmarks target times for Call handling were met about 67% of the time, Turnout Time – 75%, Travel Time for 1st Arrival – 100%, Travel time for ERF 100%, 1st Arrival Total Response Time – 67%, and ERF Total Response Time – 100%. Table 16.4 lists the number of actual calls, the 90th percentile time measurements as compared to the benchmarks over the past three years. Table 16.4, Water/Ice Baseline Performance Travel Water/Ice Rescue Call Turnout Time 1st Travel Time Total Time Total Time 2016-2018 Handling Time Arrival ERF 1st Arrival ERF Validated Calls 15 18 19 1 15 1 Benchmark Compliant 10 14 17 0 14 1 Benchmark Met 65% 80% 89% 0% 90% 100% Benchmark Targets 0:01:30 0:02:30 0:06:00 0:08:00 0:10:00 0:12:00 90th Percentile 0:02:45 0:03:01 0:06:02 0:08:53 0:09:55 0:11:57 Mean 0:01:31 0:01:46 0:04:29 0:08:53 0:07:47 0:11:57 StDev 0:00:57 0:00:52 0:01:34 NA 0:01:35 NA
Critical Task Analysis/Effective Response Force: Table 16.5, Water/Ice Rescue CTA/ERF Water/Ice Rescue Assigned Standard Task Assignments Apparatus Personnel Crew Size Officer assumes command: locates incident, size-up, 1 radio report, incident safety, develop IAP Engine 1 of 2 3 Contact witnesses, gather information, "reach, throw, 2 go". Patient care and transport 2 Medic 1 of 1 2 Safety 1 Engine/Truck 2 Rigging 1 3 of 2 Shore 1 Rescue swimmers 3 Rescue 1 of 1 3 Take command, scene safety 1 BC 1 of 1 1 Total Effective Critical Task Analysis Staffing 12 Response 12 Force NOTE: This is an initial response and could require additional ACFR units as well as outside agencies for dive rescue or technical rescue teams
Return to Table of Contents
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SECTION 17 – RESCUE ASSESSMENT
Many different rescue hazards exist within ACFR, all requiring some form of specialized training, skills and equipment, including auto-extrication, high and low angle rope, confined space, structural collapse, trench and heavy rescue. ACFR firefighters and technical rescue team members are trained and equipped to respond and initiate operations for all of the above specialties. However, additional resources are available through the North Area Technical Rescue Team (NATRT), which is a regional rescue team comprised of 10 neighboring fire departments, including ACFR. Appendix 17 shows the NATRT response capabilities and locations of resources. NFIRS codes are shown below in Table 17.1. Codes 322 and 323 are also included in the EMS Section 14, but since they involve motor vehicle accidents they are also included in this section). Risk Assessment: Other than motor vehicle accidents (MVA), rescue calls are generally low frequency, but vary greatly in the risks they pose, as displayed in Table 17.1. Highly technical incidents such as trench rescue, high angle and confined space, are high risk. MVA are high frequency and low or medium risk events. Table 17.1, Rescue Call Risk
Table 17.2 lists the locations, facility names and types of technical rescue hazards that exist within ACFR, and Map 12.1 plots those locations.
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Table 17.2, Technical Rescue Hazards
Rope Rescue Confined Space Trench Structual Collapse/ Search and Rescue/ Heavy Breaching Auto Extrication Rail Car High Medium Low
Color District Name Address Tech Hazard Hazard 11 Thornton Water Tower 7966 Elmwood Rope Rescue/ Confined space Medium 11 Joes Amoco 7590 Pecos st Structual Collapse/ Search and Rescue/ Heavy Breaching and Lifting Medium 11 Lockehead Inforamtion Tech Co. 1401 Del Norte st Structual Collapse/ Search and Rescue/ Heavy Breaching and Lifting Low 11 Huron Plaza 720 w 84th ave Structual Collapse/ Search and Rescue/ Heavy Breaching and Lifting Low 11 Pima Institue 7475 Dakin st Structual Collapse/ Search and Rescue/ Heavy Breaching and Lifting High 11 Wood Bridge Apartments 7340 Dakin st Structual Collapse/ Search and Rescue/ Heavy Breaching and Lifting High 11 Western Hills Elementary 7700 Delta st Structual Collapse/ Search and Rescue/ Heavy Breaching and Lifting High 11 Sherrelwood Elementary 8095 Kalamath st Structual Collapse/ Search and Rescue/ Heavy Breaching and Lifting High 11 Childrens Outreach Project 7401 Broadway Structual Collapse/ Search and Rescue/ Heavy Breaching and Lifting High 11 Valley vista Apartments 7500 Broadway Structual Collapse/ Search and Rescue/ Heavy Breaching and Lifting High 11 Westword College 7350 Broadway Structual Collapse/ Search and Rescue/ Heavy Breaching and Lifting High 11 Unser Karting and Events 7300 Broadway Structual Collapse/ Search and Rescue/ Heavy Breaching and Lifting Medium 11 American Indian College 8333 Greenwood blvd Structual Collapse/ Search and Rescue/ Heavy Breaching and Lifting High 11 Adams County Government Building 7401 Broadway Structual Collapse/ Search and Rescue/ Heavy Breaching and Lifting High 11 John Dewey Junior High School 7480 Broadway Structual Collapse/ Search and Rescue/ Heavy Breaching and Lifting Medium 11 Office Building 7010 Broadway 7010 Broadway Rope Rescue/ Structual Collapse/ Search and Rescue/ Heavy Breaching and Lifting High
12 Gordon Asphalt Plant 6395 Pecos st Rope Rescue/ Structual Collapse/ Search and Rescue/ Heavy Breaching and Lifting Low 12 Coors 5400 Pecos st Rope Rescue/ Structual Collapse/ Search and Rescue/ Heavy Breaching and Lifting Low 12 Qwest/ At&T 5325 Zuni st Rope Rescue/ Structual Collapse/ Search and Rescue/ Heavy Breaching and Lifting Medium 12 Cell Tower 5300 Zuni st Rope Rescue/ Structual Collapse/ Search and Rescue/ Heavy Breaching and Lifting Medium 12 Radio Tower Station 12 3365 w 65th ave Rope Rescue Low 12 Cargill Silo 1451 Cargill dr Rope Rescue/ Confined Space Low 12 RTD Rail Cars Throughout district Structual Collapse/ Search and Rescue/ Heavy Breaching and Lifting High 12 Rocky Mountain Pre stress 5801 Pecos st Structual Collapse/ Search and Rescue/ Heavy Breaching and Lifting Medium 12 Berkley Village 5300 Sheridan Structual Collapse/ Search and Rescue/ Heavy Breaching and Lifting Medium
13 Coors 5400 Pecos st Structual Collapse/ Search and Rescue/ Heavy Breaching and Lifting Low 13 Southern Pacific RR 585 w 53 pl Structual Collapse/ Search and Rescue/ Heavy Breaching and Lifting High 13 RTD Commuter Rail 5100 fox st Structual Collapse/ Search and Rescue/ Heavy Breaching and Lifting High 13 Koppers 465 w 56th ave Structual Collapse/ Search and Rescue/ Heavy Breaching and Lifting Low 13 BNSF 585 w 53 pl Structual Collapse/ Search and Rescue/ Heavy Breaching and Lifting Medium 13 Boise Cascade 1545 e 66th ave Structual Collapse/ Search and Rescue/ Heavy Breaching and Lifting Low 13 Vistar 6721 York st Structual Collapse/ Search and Rescue/ Heavy Breaching and Lifting Low 13 Kellogg Lumber 6777 Downing Structual Collapse/ Search and Rescue/ Heavy Breaching and Lifting Low 13 Metro Waste Water 5395 Franklin st Confined Space/ Rope Medium 13 6260 Metal Sales 6260 Metal Sales Structual Collapse/ Search and Rescue/ Heavy Breaching and Lifting High 13 Xcel Engergy 6198 Franklin st ALL Hazards High 13 Merchandise Mart 451 e 58th ave Rope/ Structual Collapse/ Search and Rescue/ Heavy Breaching and Lifting High 13 Comfort Inn 401 e 58th ave Rope/ Structual Collapse/ Search and Rescue/ Heavy Breaching and Lifting High 13 Grizzly Rose 5450 n Valley Hwy Structual Collapse/ Search and Rescue/ Heavy Breaching and Lifting High 13 Furniture Row 5740 Broadway Structual Collapse/ Search and Rescue/ Heavy Breaching and Lifting Low 13 Mattress Firm 5333 Bannock st Structual Collapse/ Search and Rescue/ Heavy Breaching and Lifting Low 13 Owens Corning 5270 Fox st Structual Collapse/ Search and Rescue/ Heavy Breaching and Lifting Low 13 The Show Room 5445 Bannock st Rope/ Structual Collapse/ Search and Rescue/ Heavy Breaching and Lifting Low 13 Rocky Mountain Pre stress 301 w 60th st Rope/ Structual Collapse/ Search and Rescue/ Heavy Breaching and Lifting Medium 13 62 nd Business Park 62nd Structual Collapse/ Search and Rescue/ Heavy Breaching and Lifting Medium
14 Monterrey Elementary 2201 McElwain blvd Structual Collapse/ Search and Rescue/Heavy Breaching and Lifting High 14 Coronado Elementary 8300 Downing Dr Structual Collapse/ Search and Rescue/Heavy Breaching and Lifting High 14 Mc Elwain Elementary 1020 Dawson Dr Structual Collapse/ Search and Rescue/Heavy Breaching and Lifting High 14 Welby Montessori leader High School 1200 E 78th ave Structual Collapse/ Search and Rescue/Heavy Breaching and Lifting High 14 Nueva Vista Apartments 1769 Coronado Pkwy Structual Collapse/ Search and Rescue/Heavy Breaching and Lifting High 14 Welby Garden Apartments 1929-2427 e 83rd ave Structual Collapse/ Search and Rescue/Heavy Breaching and Lifting High 14 Encon Colorado Concrete 3148 e 86th ave Structual Collapse/ Search and Rescue/Heavy Breaching and Lifting High 14 Napa Auto 2101 e highway 224 Structual Collapse/ Search and Rescue/Heavy Breaching and Lifting Low 14 Majestic Metals 7770 Washington Structual Collapse/ Search and Rescue/Heavy Breaching and Lifting Low
15 Shaw Heights Middle School 8780 Circle Dr Structual Collapse/ Search and Rescue/ Heavy Breaching and Lifting High 15 Flynn Elementary 8731 Lowelle Blvd Structual Collapse/ Search and Rescue/ Heavy Breaching and Lifting High 15 Belleview College Crown Point Dr Rope Rescue/ Confined Space/ Structual Collapse/ Search and Rescue/ Heavy Breaching and Lifting Medium 15 Conoco 8815 Federal Blvd Structual Collapse/ Search and Rescue/ Heavy Breaching and Lifting Low 15 Partner In Health Family Medicine 3520 w 92nd ave Structual Collapse/ Search and Rescue/ Heavy Breaching and Lifting Low
13, 14, 11 Highway 270 Street or Highway Auto Extrication Medium 13, 12, 14 Highway I76 Street or Highway Auto Extrication Medium 13, 14, 11 Highway I25 Street or Highway Auto Extrication Medium 13, 11, 15, 12Highway 36 Street or Highway Auto Extrication Medium
13, 12, 14, 11BNSF Rail Car Rail tracks Heavy Lifting/ Auto Extication High 13, 12, 11 RTD Commuter Train Rail tracks Heavy Lifting/ Auto Extication High
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Map 17.1, Technical Rescue Hazard Locations
Chart 17.1, Technical Rescue Risk Matrix Risk Assessment Matrix
Very High Highly likely to occur daily
High Likely to occur many times each year
Medium May only occur a few
Frequency times a year
Low X Seldom ever occurs. May be years between events.
Low Medium High Catastrophe
Consequence
Historical Analysis: Injuries caused by MVA are also examined in the EMS Section 14, however, because some MVA require patient access or vehicle extrication, they are also examined in this section. Motor vehicle related calls occur frequently, and other technical rescue infrequently, so they are examined somewhat separately.
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Auto-extrication events have not been accurately tracked in the past other than in report narratives, which are difficult to query, and therefore only minimal historical call data exists. ALL highway calls are also examined separately in Section 21. Chart 17.2 makes it appear that highway calls decreased in 2017 and unknown locations increased, but this actually an effect implementing the new CAD and RMS system in 2017. Highway locations improved in 2018, and additional changes are slated for 2019. Chart 17.2, MVA per Year MOTOR VEHICLE ACCIDENTS
450 400 350 300 250 200 150 100 50 0 11 12a 12b 13 14 Highway Unknown Out of Distict 2016 114 170 18 120 88 409 13 2017 149 119 7 91 90 292 162 59 2018 118 107 9 118 106 378 67 80
In addition to 900 plus MVA calls each year, ACFR responds to over 40 technical rescue calls, ranging from situations like people trapped in an elevator (low risk) to trench rescue (high risk). A severe wind storm is the cause for the increase of medium risk tech rescue calls in 2018. Chart 17.3, Technical Rescue Calls (not MVA) NON-MVA RESCUE
60 50 40 30 20 10 0 2016 2017 2018
Low Risk Medium Risk High Risk
Tech Rescue Major Events: Rescue data within ACFR RMS is inadequate, but NATRT summarizes the following major incidents not within ACFR:
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Table 17.3, NATRT Technical Rescue – Major Events
Benchmark Statement and Performance Goals: ACFR’s goal is to safely locate, access, remove and treat trapped victims. This can best be accomplished by arriving on scene quickly to assess the situation, request additional resources, and when appropriate, immediately rescuing victims. However, on high risk rescues in particular, rather than immediately attempting a rescue, it may be best to maintain scene safety, prevent further victims, and set up rescue operations while qualified resources respond. ACFR has established the following response objectives (non-highway calls): 1. For 90 percent of all tech rescue incidents, the total response time for the arrival of the first-due unit, staffed with 2 firefighters shall be 10 minutes. The first-due unit shall be capable of: • Locating the incident • Contacting witnesses • Establishing command, sizing up and assessing the situation • Determining the need for additional resources • Safely extricating victims and treating patients 2. For 90 percent of medium risk rescue incidents, the total response time for the arrival of the effective response force (ERF), shall be 8 firefighters within 12 minutes. The ERF shall be capable of: • Establishing rescue operations, including scene safety and rigging • Rescuing victims and treating patients The ERF shall provide sufficient equipment, technical expertise, knowledge, skills, and abilities to rescue or extricate victims in accordance with the District standard operating procedures and while providing for the safety of responders and the general public. 3. For 90 percent of all high-risk rescue incidents, the total response time for the arrival of the effective response force (ERF), not including NATRT, shall be 12 firefighters within 12 minutes. The ERF shall be capable of: • Establishing rescue operations, including scene safety and rigging • Forcing entry • Rescuing victims and treating patients The ERF shall provide sufficient equipment, technical expertise, knowledge, skills, and abilities to begin rescue operations and prepare for and assist technical rescue in accordance
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with District standard operating procedures and while providing for the safety of responders and the general public. Tables 17.4 (Low Risk Tech Rescue) and 17.5 (Medium Risk Tech Rescue) list the number of actual rescue calls and the 90th percentile time measurements as compared to the benchmarks over the past three years. There have been no high-risk tech rescue calls to measure. Table 17.4, Low Risk Tech Rescue Benchmark Target Measurements Low Risk Tech Rescue 90th Percentile - Baseline Performance ACFR Benchmark 2016-2018 2018 2017 2016 Time Components Objectives Pick-up to 0:02:20 0:00:00 0:02:27 0:00:37 0:01:30 Call Handling time Dispatch Count 4 0 3 1 Dispatch to 0:02:40 0:00:00 0:03:39 0:01:37 0:02:30 Turnout Time Enroute Count 6 0 1 5 1st Arrival 0:07:50 0:00:00 0:09:21 0:06:12 0:06:00 (Distribution) Count 6 0 1 5 Travel Time ERF 0:00:00 0:00:00 0:00:00 0:00:00 0:08:00 (Concentration) Count 0 0 0 0 1st Arrival 0:13:08 0:00:00 0:14:32 0:07:14 0:10:00 (Distribution) Count 3 0 1 2 Total Response Time ERF 0:00:00 0:00:00 0:00:00 0:00:00 0:12:00 (Concentration) Count 0 0 0 0
Table 17.5, Medium Risk Tech Rescue Benchmark Target Measurements Medium Risk Tech Rescue 90th Percentile - Baseline Performance ACFR Benchmark 2016-2018 2018 2017 2016 Time Components Objectives Pick-up to 0:02:20 0:02:37 0:02:58 0:01:10 0:01:30 Call Handling time Dispatch Count 239 89 52 98 Dispatch to 0:02:16 0:02:46 0:02:06 0:01:49 0:02:30 Turnout Time Enroute Count 371 81 70 220 1st Arrival 0:07:21 0:07:09 0:07:07 0:07:42 0:06:00 (Distribution) Count 374 81 70 223 Travel Time ERF 0:07:59 0:06:44 0:07:10 0:08:22 0:08:00 (Concentration) Count 275 54 55 165 1st Arrival 0:09:55 0:12:02 0:09:18 0:09:29 0:10:00 (Distribution) Count 236 86 53 97 Total Response Time ERF 0:10:40 0:10:58 0:09:36 0:10:10 0:12:00 (Concentration) Count 165 55 41 69
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Baseline Statement and Actual Performance: Table 17.5 shows ACFR’s actual response baseline performance for all technical rescue incidents during 2016, 2017 and 2018 (non-highway calls). ACFR may rely on automatic aid from neighboring fire departments to provide its ERF. ACFR’s actual baseline service level performance is as follows: the target times for Call Handling were met about 70%, Turnout Time – 94%, Travel Time for 1st Arrival – 77%, Travel Time for ERF – 90%, 1st Arrival Total Response Time – 87%, and ERF Total Response Time – 92%. Table 17.5, Tech Rescue Baseline Performance Travel Total Call Turnout Time 1st Travel Time 1st Total Tech Rescue 2016-2018 Handling Time Arrival Time ERF Arrival Time ERF Validated Calls 282 427 428 281 278 168 Benchmark compliant 197 401 330 253 242 155 Benchmark Met 70% 94% 77% 90% 87% 92% Benchmark Targets 0:01:30 0:02:30 0:06:00 0:08:00 0:10:00 0:12:00 90th Percentile 0:02:26 0:02:14 0:07:48 0:07:59 0:10:56 0:10:57 Mean 0:01:15 0:01:24 0:04:35 0:05:01 0:07:00 0:07:40 StDev 0:01:10 0:00:47 0:02:20 0:02:32 0:03:02 0:03:43
Critical Task Analysis/Effective Response Force: Table 17.6, Tech Rescue CTA/ERF Low Risk - Tech Rescue Assigned Standard Task Assignments Apparatus Personnel Crew Size Officer assumes command: locates incident, size-up, 1 radio report, incident safety, develop IAP Engine 1 of 1 3 Open, unlock, rescue 2 Total Effective Critical Task Analysis Staffing 3 3 Response Force NOTE - This is the initial response for calls similar to: Person in elevator, lockout, etc. Medium Risk - Tech Rescue Assigned Standard Task Assignments Apparatus Personnel Crew Size Officer assumes command: locates incident, size-up, 1 radio report, incident safety, develop IAP Engine 1 of 2 3 Disentangle, extricate, rescue 2 Patient care and transport 2 Medic 1 of 1 2 Engine/Rescue 2 Assist as assigned 3 3 of 2 Total Effective Critical Task Analysis Staffing 8 8 Response Force Additional Support Functions Take command, scene safety 1 2nd BC 1 NOTE - This is the initial response for calls similar to: Auto extrication, machinery extrication, low angle rescue
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High Risk - Tech Rescue Assigned Standard Task Assignments Apparatus Personnel Crew Size Officer assumes command: size-up, radio report, 1 incident safety, develop IAP, notifications and resources Engineer positions apparatus, stages equipment 1 Engine 1 of 2 3 Firefighter assists officer with scene evaluation, isolation 1 and mitigation Patient care and transport 2 Medic 1 of 1 2 Assist rescue operations 3 Eng/Truck 2 of 2 3 Rescue operations 3 Rescue 1 of 1 3 Take command, scene safety 1 BC 1 of 1 1 Total Effective Critical Task Analysis Staffing 12 12 Response Force Additional Support Functions as Determined by the IC Auto-aid agency, deputy IC, sitstat 1 2nd BC 1 Incident Safety Officer 1 Training 1 Support Functions, fire investigations 1 Fire Prevention 1 Assist IC in determining hazards, needed level of 1 Team Leader 1 response Operations Section 1 Safety 1 Entry Team 2 Backup Team 2 NATRT 12 Comms 2 Liaison 1 Other tasks as assigned: research, resources, etc. 3 NOTE - This is the initial response for calls similar to: High angle, trench, collapse, confined space, commuter rail, etc.
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SECTION 18 – ALARMS
Section 18 assesses a variety of alarm types, including most of the public service calls (NFIRS 500 series), other types of situations that may have been initially reported as one type of incident but found to be another, i.e., BBQ smoke or stream mistaken as a fires or wrong location (NFIRS 600 series), carbon monoxide, fire or smoke alarms, and extinguishing system activations (NFIRS 700 series), and NFIRS 900, citizen complaints. As displayed in Table 18.1 below, NFIRS code 611, “Dispatched and cancelled en route” is the most frequent type of call within this category; often caused by things like burnt popcorn, or other unintentionally caused smoke alarms. The second most frequent NFIRS code is 622, “No incident found upon arrival,” which frequently are calls reported on the road or highways that are never found, but also reports of smoke or odors and the source is never discovered. Table 18.1, Alarm Risk
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Risk Assessment: The various NFIRS “Alarm” codes occur regularly, and when considered as a group are of very high frequency and low consequence, although the risks vary, as do the responses, depending on what is initially reported, particularly when something is mistaken as a structure fire. ACFR has determined that, when NFIRS Alarms are actually caused by a fire, they are generally accompanied by 9-1-1 reports of smoke or fire; those that are not are generally false alarms. Therefore, ACFR responds to most electric alarms with one fire engine unless other details arise that would necessitate an upgraded response. Sprinkler or extinguishing system activations, however, generally indicate that there is something that has caused water (or other extinguishing agent) to flow from the system, either fire, heat, damage or some type of failure. Since water in and of itself can cause damage, system activation nor water flow alarms require two fire engines to respond. Chart 18.1, Alarm Risk Matrix Risk Assessment Matrix
Very High X Highly likely to occur daily
High Likely to occur many times each year
Medium May only occur a few
Frequency times a year
Low Seldom ever occurs. May be years between events.
Low Medium High Catastrophe
Consequence
Historical Analysis: Chart 18.2, Alarm Calls per Year ALARMS
1500 1000 500 0 2016 2017 2018 Medium Risk 16 8 10 Low Risk 1446 1160 1314
Benchmark Statement and Performance Goals: ACFR’s goal is to safely respond and investigate the cause of alarms, attempt to identify and mitigate the cause, and request additional resources as needed. ACFR has established the following response objectives:
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1. For 90 percent of all alarms, the total response time for arrival of the first-due, staffed with 3 firefighters, shall be 10 minutes. The first-due unit shall be capable of: • Establishing command • Sizing up the situation to determine the presence of a potential hazard • Determine the need for additional resources • Mitigation of cause • Cause alarms to be reset as needed. 2. For 90 percent of all medium risk alarms, the total response time for the arrival of the effective response force (ERF) staffed with 6 firefighters, shall be 12 minutes. The ERF shall be capable of: • Assisting the first-due unit • Establishing command • Sizing up and assessing the situation to determine the presence of potential hazards • Determine the need for additional resources • Mitigation of the cause • Cause the alarms to be reset as needed Table 18.2 lists the number of actual alarms and 90th percentile time measurements as compared to the benchmarks over the past three years. Table 18.2, Alarms Benchmark Target Measurements Alarms (2828) 90th Percentile - Baseline Performance ACFR 2016-2018 2018 2017 2016 Benchmark Time Components Targets Pick-up to Call Handling 0:02:52 0:02:58 0:03:10 0:01:05 0:01:30 Dispatch time Count 2260 1031 844 385 Dispatch to 0:02:39 0:03:02 0:02:33 0:01:59 0:02:30 Turnout Time Enroute Count 2667 952 869 846 1st Arrival 0:07:53 0:06:58 0:07:39 0:08:49 0:06:00 (Distribution) Count 2387 794 744 850 Travel Time ERF 0:08:05 0:07:13 0:08:25 0:08:14 0:08:00 (Concentration) Count 755 272 223 260 1st Arrival 0:11:24 0:11:25 0:11:57 0:10:39 0:10:00 (Distribution) Total Response Count 1869 806 675 388 Time ERF 0:12:50 0:12:23 0:13:14 0:11:35 0:12:00 (Concentration) Count 591 275 198 118
Baseline Statement and Actual Performance: Table 18.3 shows ACFR’s actual response baseline performance for all Alarms during 2016, 2017 and 2018. ACFR’s actual baseline service level performance is as follows: The benchmarks target times for Call Handling were met about 65% of
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the time, Turnout Time – 87%, Travel Time for 1st Arrival – 74%, Travel Time for ERF – 90%, 1st Arrival Total Response Time – 82%, and ERF Total Response Time – 87%. Table 18.3, Alarm Baseline Performance Travel Call Turnout Time 1st Travel Total Time Total Time Alarms 2016-2018 Handling Time Arrival Time ERF 1st Arrival ERF Validated Calls 2260 2667 2387 755 1869 591 Benchmark Compliant 1469 2320 1766 680 1533 514 Benchmark Met 65% 87% 74% 90% 82% 87% Benchmark Targets 0:01:30 0:02:30 0:06:00 0:08:00 0:10:00 0:12:00 90th Percentile 0:02:52 0:02:39 0:07:53 0:08:05 0:11:24 0:12:50
Critical Task Analysis/Effective Response Force:
Table 18.4, Alarm Calls CTA/ERF
Low Risk - General Alarms and Service Calls Minimum Standard Critical Task Apparatus Personnel Crew Size Arrive/position, initial radio Report, establish 3 Engine/Truck 1 of 1 3 command, investigate, determine cause Total Effective Critical Task Analysis Staffing 3 3 Response Force NOTE - This is the initial response for calls similar to: Fire alarm, lift assist, other service calls Medium Risk - General Alarms and Service Calls Minimum Standard Critical Task Apparatus Personnel Crew Size Arrive/position, initial radio Report, establish 3 Engine 1 of 2 3 command, investigate, determine cause Engine/Truck 2 of Standby FDC, assist 1st unit 3 3 2 Total Effective Critical Task Analysis Staffing 6 6 Response Force NOTE - This is the initial response for calls similar to: Water Flow Alarm
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SECTION 19 – SEVERE WEATHER RISKS
Severe weather events occur regularly in Colorado and Adams County. ACFR understands that snow, rain, wind and other weather can increase the numbers of emergency calls or their severity. When it snows, it is not uncommon for ACFR to run 20 or more auto accidents in a very short time frame. In heavy winds, a small grass fire can rapidly spread. Unfortunately, these types of weather patterns can be long lasting and widespread, which means they can also overwhelm surrounding jurisdictions and limit their ability to assist ACFR. Major Performance Goals and Objectives: ACFR’s goals during severe weather are to; avoid becoming victims, as it is not possible to assist others if resources are out of service; do as much good as rapidly as possible; and help assess the wider problem. In doing so, the benchmark/baseline performance measurements may become less important, and rather, helping as many people as possible, doing the most good with fewer resources, becomes much more of a reality. During severe weather, calls may need to be stacked, and prioritization of resources and responses handled outside the normal dispatch process. In other words, a call with a normal ERF of 5 may be handled with and ERF of 2 or 3, or response to a minor problem may be delayed while more severe calls are handled. Risk Assessment and Historical Analysis: Thunderstorms, flash flooding, lightening, hail, tornados, wind, blizzards and some other weather related hazards are amongst the few hazards that exist community-wide, making it difficult to predict the time and location when the next one will occur. Thunderstorms, Wind Storms:16 Thunderstorms are caused by rapid upward movement of warm moist air combining with cooled, downward drafts of condensed air, often times causing strong winds, heavy rains, thunder and lightning. Thunderstorms are also dangerous because they can spawn tornados, flash floods and damaging hail. Construction type, design, age and quality of materials greatly impacts a building’s susceptibility to wind and hail damage. Older homes, certain construction materials, mobile homes and poorly designed homes are very vulnerable to high winds and thunderstorms. Utility lines, communication towers and transportation networks can be impacted by high winds or flying debris acting as projectiles. Deaths may result from falling trees or other debris.
16 http://www.adcogov.org/thunderstorms
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All of Adams County is at risk for thunderstorm events, with 40 to 50 thunderstorms occurring annually. All thunderstorms are dangerous and bring the possibility of damaging high winds, hail, lightning, heavy rains, flash floods, down bursts and tornados. It is extremely difficult to determine future occurrences in a specific area with any accuracy. • Lightning: The potential damages from lighting strikes are loss of life, business interruption, fire and structural damage. A false sense of security often leads people to believe that they are safe from a lightning strike because it may not appear to be near their location. However, lightning can strike 10 miles away from a rain column, which puts people that are still in clear weather at risk. • Hail: Quarter-sized hail can cause significant damage to agricultural crops, livestock and property, such as automobiles, aircrafts and roofs. Although rare, large hailstones may even cause injury or death. Flooding: 17 Three types of flooding can occur in Adams County: dam failure, flash flooding and river flooding. The South Platte River Basin, which runs through western Adams County, periodically floods when snow runoff in the tributary streams combines with intense rainstorms. These types of intense rainstorms occur between May and August and are a major cause of flooding in the county. The most frequent flooding events are quite localized in nature, resulting from heavy rains over urbanized areas that are not able to appropriately handle storm water runoff. • Dams: There are 36 dams located within Adams County. While dam failures are unlikely, the conditions of private dams are unknown and not subject to building standards, which may lead to poor structural conditions and contribute to a dam failure. Dam failure floods are primarily a result of hydrologic or structural deficiencies and can also occur when the dam is over topped, as a result of large waves generated from landslides into a reservoir, or a sudden inflow of water from upstream dam failures. Dam failures typically occur with little warning and, depending on the size of the dam and the inundation area, the damage could be catastrophic. As displayed in Map 19.1, there are four dams located within or near ACFR that are considered high or medium risk of failure. The Kalcevic Dam in Sherrelwood Park, Copeland Lake near 60th and Washington, Niver Creek Diversion Dam – which is actually in the City of Thornton near 88th and Fox, but would impact ACFR if it failed – and Dewey Reservoir #1 near 58th and Broadway, which has actually been filled in and built upon, with only a small retention pond remaining. • Flash Flooding: Almost all recorded floods on the South Platte River have been generated near the river’s headwaters on the slopes of Monument Divide. Past floods have resulted from snowmelt and intensive rainstorms over the mountain and eastern streams. Most flash flooding is caused by slow-moving thunderstorms in a local area or by heavy rains associated with hurricanes and tropical storms. Although flash flooding occurs most often along mountain streams, it is also common in urbanized areas where much of the ground is covered by impervious surfaces. Urbanization and lack of storm water drainage often leads to flooding of roadways during storm events.
Adams County currently monitors these areas and has noted that they are proactive in clearing the areas and closing the roads. Flash floodwaters move at very high speeds and 17 http://www.adcogov.org/floods
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“walls” of water can reach heights of 10 to 20 feet. Flash floodwaters and the accompanying debris can uproot trees, roll boulders, and damage or destroy buildings, bridges and roads. Flash floods provide residents with little warning for evacuation and, if severe, can be deadly. • River Flooding: River flooding is generally a long-term event that may last for several days. The primary types of general flooding include riverine, coastal and urban flooding. Riverine flooding is a function of excessive precipitation levels and water runoff volumes within the watershed of a stream or river. Urban flooding occurs where a man-made development has obstructed the natural flow of water and decreased the ability of natural groundcover to absorb and retain surface water runoff. Sudden melting of snowpack can result in significant flooding. • Flooding Concerns: The Clear Creek and the South Platte Rivers are prone to occasional wide-spread flooding, as shown in Map 19.1, below. Flash flooding is also possible along any river, stream, drainage or street. River levels along the South Platte River are somewhat controlled by three metro-area dams; Chatfield, Cherry Creek and Bear Creek Reservoirs. The Clear Creek drainage, however, has minimal control points, and there are none in the metro area, with the exception of a few small low-head dams used for irrigation diversion.
Map 19.1, Flood Hazards
There is minimal development within the flood plains of ACFR. However, as indicated in Map 19.1, there are five areas ACFR has deemed “Flood Concern” due to inhabitant’s or facilities that are located within the flood plains. Tornados: 18 According to the Adams County Office of Emergency Management (OEM), a tornado is a violently rotating column of air extending from a thunderstorm to the ground. The width of a tornado is 18 http://www.adcogov.org/tornado
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generally, less than half of a mile; but, the length of the destruction path can be from a few hundred yards to dozens of miles. A tornado can also move at speeds of 30 to 125 mph, generating winds exceeding winds exceeding 300 mph. Tornados are classified using the Fujita Scale (Table 19.1), which assigns numeric scores from zero to five or higher based on the severity of observed damages. Tornadoes can cause significant damage to structures, trees, utilities and crops. They have the potential to injure and kill people. With advance warning, people can evacuate to safe-rooms, basements, inner-most rooms or other more structurally sound areas within the building. But warning systems are not fool-proof and should be considered secondary to personal preparedness and rational action to protect one’s own safety. Mobile home parks are extremely vulnerable; even if the mobile homes are anchored down, the structures provide little protection. Towers and overhead transmission lines are extremely vulnerable, which, when damaged, can further hinder emergency response and recover efforts. • Tornado Watch: Tornados are possible. Remain alert for approaching storms. Watch the sky and stay tuned to NOAA Weather Radio, commercial radio or television for information. • Tornado Warning: A tornado has been sighted or indicated by weather radar. Take shelter immediately.
• Tornado Historical/Frequency: Colorado ranks ninth in the nation for number of tornados,19 with 2,112 tornadoes having touched down in between 1950 and 2016.20 Most tornados in Colorado occur along the front range (east of the mountains) and eastern plains of the state. Since 1950, eight percent of recorded Colorado tornados have occurred in Adams County, making it one of the more prone counties in the state. Historically, ninety percent of tornados in Colorado occur from May through August, with June being the most active month. There are no recorded tornados in November, December or January. 19http://www.denverpost.com/2014/05/22/history-of-tornados-in-colorado-1950-2013-interactive-graphic/ 20 http://www.tornadohistoryproject.com/tornado/Colorado/map
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Map 19.2 shows the location and strength on the Fujita scale (F-0 through F-5), and travel path of the tornados that occurred in or near the Denver-Metropolitan area, including an F-1 that touched down in ACFR near 58th and Franklin on May 30, 1967, causing no injuries or damage, and an F-2 that touched down just outside ACFR, in the City of Thornton on June 3, 1981, causing 42 injuries. Map 19.2, Tornados, 1950 – 2016
Winter Storms/Blizzards:21 Winter storms in the area can be severe. Historically, at least three winter storms occur each year according to the National Climatic Data Center (NCDC). These can consist of long periods of sub- degree temperatures, extreme winds and snow causing whiteouts and snow drifts 2 to 3 feet or more. September through April is the primary season for significant snowfalls, with December/January producing colder and drier snow storms and March/April producing wet and heavy snowfall. On average, Adams County receives anywhere from 58 to 112 inches of snowfall annually. The primary impact of severe winter weather is on travelers using the interstate highways (I-25, I-76, I-270, and I-70), state highways (36, 85, 2, 79, and 7) and the airports. Since 1993, Adams County has experienced 57 winter weather events as recorded by NCDC. Many heavy winter storms have affected the metropolitan area, including in 1913, 1982, 1997, 2003 and 2006. Winter Storms occur in many forms and can vary significantly in size, strength, intensity, duration and impact. They can bring snow, sleet and freezing rain, or a mix of these wintry forms of precipitation. Most injuries during winter storms are caused by transportation accidents, residents
21 http://www.adcogov.org/winter-storms
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slipping on ice and hypothermia. When ice accumulates on roadways and walkways, the risk of losing traction becomes much greater. Snow accumulation at any level is also dangerous. Heavy snow loads have caused roofs to collapse and, when combined with freezing temperatures and early spring rains, such storms can bring down power lines. Secondary dangers from winter storms include carbon monoxide poisoning and house fires from improper use of alternative heating sources. Other issues caused by winter storms can be related to school closures, business closures, road closures, snow removal and maintaining critical services such as emergency services, food providers and banks. The primary concerns for winter storms is the ability to knock out heat, power and communications services, sometimes for days at a time. Freezing roads and overpasses, combined with poor visibility, increases motor vehicle accidents, decreases the ability for emergency vehicles to respond to emergencies and increases the risk once they do arrive on scene. It is not uncommon for ACFR to responds to 20 or more vehicle accidents on a snowy day. Weather and disaster assessments in and of themselves are not necessarily risky; however, if a large incident does occur, it is the unknown and widespread hazards along with the large and lengthy response that create increased risk. Those types of situations can become catastrophic and are further addressed in Section 20. Table 19.2, Weather and Naturally Caused Incidents
NOTE: NFIRS Code 813 (Wind Storms) were not accurately documented prior to 2018, as shown in Table 19.2 above. However, there had actually been multiple instances of severe wind and blizzards that caused high occurrences of emergency calls within ACFR, but those calls were recorded as individual call types, i.e. 322- MVA, 444 – Power lines down, 445 – Arcing, shorted electrical, etc., and not necessarily shown as being associated with high winds. While each individual weather- related event may be relatively insignificant, clusters of events can quickly backlog and overwhelm response capabilities as if they were one large event. A further example is of previous heavy snow loads which caused numerous roofs to collapse, which probably were not documented as NFIRS Code 800.
Response Performance: Evaluated within other categories.
Critical Task Analysis/Effective Response Force: Varies by call type.
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Chart 19.2, Severe Weather Risk Matrix Risk Assessment Matrix
Very High Highly likely to occur daily
High Likely to occur many times each year
Medium May only occur a few
Frequency times a year
Low X Seldom ever occurs. May be years between events.
Low Medium High Catastrophe
Consequence
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SECTION 20 – DOMESTIC PREPAREDNESS
ACFR plans for large-scale emergencies that can have a significant impact on the community because they are widespread, long lasting, or both; incidents that may involve large numbers of people, affect critical infrastructure, and may be man-made or natural incidents. ACFR works with surrounding jurisdictions on domestic preparedness, and is continually preparing to respond to a variety of disasters, including mass casualty events, transportation disasters, terrorism, and other man-made or natural disasters. Mass Casualty: ACFR is responsible for primary mitigation of Mass Casualty Incidents (MCIs). A Mass Casualty Incident is defined as an event that taxes the system or requires more resources than are readily available. The district has developed and MCI SOP 540 (Appendix 18) to better define a response plan for three different levels. • Level 1 Incident (Low) (Agency level response): Requires more than 2 medic units but not more than 4. Utilization of triage tags optional. • Level 2 Incident (Medium) (Mutual-aid level response): Requires more than 4 medic units but not more than 10. Requires triage tags and tarps. Additional resources may be needed (transport bus, transport dispatcher, etc.) • Level 3 Incident (High) (Regional level response): Requires more than 10 medic units. May include multiple operational periods. Requires notification of Medical Director and county Emergency Operations Center (EOC). Between 2015 and 2017, approximately 13,800 EMS calls occurred, 355 of them required at least two medic units, three incidents that required 4 medic units, but none more than that. Transportation Systems: In addition to the risk of motor vehicle accidents on ACFR’s numerous interstates and traffic ways, recent years have seen the development of commuter trains traveling through the district. These multiple occupancy trains have necessitated additional education and training for response to high hazard electrical traffic incidents. Cooperative efforts with Denver Transit Operators (DTO) has led to the development of a multi- agency response plan for commuter train incidents (Appendix 19). Disaster drills have been conducted prior to each new spur opening and will be exercised on an annual basis. ACFR has participated in exercises at the Ward Road Station in Arvada and at the Zuni intersection with ACFR. Civil Unrest, Domestic Terrorism: ACFR recognizes the risk of civil unrest such as active shooter incidents. The district includes several educational facilities and mass gathering venues (Grizzly Rose, Merchandise Mart, etc.). ACFR has been an active participant in the North Area Active Shooter Incident Group and has adopted a regional response plan that coordinates an all hazard, multidisciplinary regional approach (Appendix 20, SOP 533). ACFR has participated in multiple active shooter exercises to include Northglenn High School, Operation Golden Ladder in Denver, Arapahoe House in Thornton and Lockheed Martin within our District. Exercises and training have been conducted at the district, local, and regional levels. These drills have included deployment of tactical PPE and extraction devices, utilizing a defined communications plan. Natural and Manmade Disasters: A disaster is considered any event that overwhelms the normal dispatch and response capabilities in a short amount of time, widespread events or those that last
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a long time and have a lasting impact on people, property and the environment. Floods, tornadoes, earthquakes, bombs, large hazardous materials incidents, etc. are the type of events that create disasters. In such cases, ACFR utilizes the Adams County Office of Emergency Management (OEM), which may activate differing levels of emergency management and disaster support and recovery, and are coordinated through Adams County OEM Center (EOC). Chart 20.1, Domestic Preparedness Risk Matrix
Risk Assessment Matrix
Very High Highly likely to occur daily
High Likely to occur many times each year
Medium May only occur a few
Frequency times a year
Low X Seldom ever occurs. May be years between events.
Low Medium High Catastrophe
Consequence
See the following documents for more information: • Appendix 21, Adams County Emergency Operations and Recovery Plan (EORP) • Appendix 22, EOC Annex, ESF-4
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SECTION 21 – HIGHWAY RESPONSES
Highway calls are unique from other call locations because the response times can be longer, the exact locations of the incidents are often unclear, and the danger and risks are unique due to moving traffic. Because of the increased risks, ACFR automatically dispatches an additional engine company to all highway calls to help block the scene and protect responders and victims from oncoming traffic. Therefore, all highway responses are tracked separately. Risk Assessment: As shown in Map 21.1, ACFR’s highway system is very complex and the risks change depending upon the time of day, weather conditions, and cargo of vehicles; hazardous materials, nuclear materials, bulk fuel, compressed gas and high occupancy vehicles traveling at high speeds, all increase the risks. Map 21.1, Highway System
ACFR covers 128 lane miles of limited access highways. Station 13 covers more of the highways than any other stations at 48 lane-miles (37%). Station 14 covers 38 lane-miles (29%), Station 11, 26 land-miles (20%) and Station 12, 17 lane-miles (13%). Historical Analysis: As indicated in Chart 21.1, individual highway incidents increased slightly in 2017, partially due to better and different record keeping, but also mutual resource sharing and closest unit dispatching on the highways. What is not reflected is the additional resources that responds into ACFR to assist with highway calls. About 670 calls occur on ACFR’s highways systems each year. That equates to five calls per each lane-mile of highway. About 73% of highway calls are MVA related; either EMS calls due to injury accidents (49%), or non-injury accidents (24%). Alarms (cancelled enroute, nothing found, etc.) accounted for about 21%.
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Chart 21.1, Highway Calls HIGHWAY CALLS
700 600 500 400 300 200 100 0 Alarm EMS Fire Hazmat Rescue Water Grand Total 2016 150 221 17 8 249 0 645 2017 136 395 20 12 123 0 686 2018 137 366 17 31 114 1 666
In addition to a medic unit, ACFR’s policy requires two fire apparatus to respond to highway calls, which in and of itself doubles the actual number of fire apparatus response to highway calls listed in Charts 21.1 and 21.2. Additionally, many highway calls have multiple patients, which further increases the actual resources used on the highways each year. Chart 21.2, Highway Responses by Station (2016-2018) HIGHWAY RESPONSES BY STATION
826 646 25% 20%
639 19% 1167 36%
Station 11 Station 12 Station 13 Station 14
As indicated in Table 21.1, highway calls occur most frequently when traffic is heaviest; morning and afternoon rush hour.
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Table 21.1, Highways, Time of Day, Day of Week Sunday Monday Tuesday Wednesday Thursday Friday Saturday Total 0:00 15 7 10 3 6 14 17 72 1:00 13 16 8 1 3 9 26 76 2:00 25 10 7 8 3 8 19 80 3:00 19 1 0 2 6 4 12 44 4:00 7 8 6 3 2 6 3 35 5:00 0 14 14 14 6 17 5 70 6:00 14 23 28 25 14 35 22 161 7:00 6 36 18 37 28 26 12 163 8:00 26 34 21 33 24 31 16 185 9:00 9 16 7 15 12 18 6 83 10:00 20 14 21 25 27 12 12 131 11:00 7 13 3 18 11 20 15 87 12:00 25 14 6 16 14 25 24 124 13:00 20 26 27 12 18 17 49 169 14:00 22 15 24 9 9 28 31 138 15:00 14 27 15 15 46 42 27 186 16:00 23 14 28 36 23 35 20 179 17:00 34 20 46 25 41 39 44 249 18:00 6 23 19 37 30 38 46 199 19:00 22 14 9 18 18 18 22 121 20:00 14 24 10 14 15 14 18 109 21:00 15 10 8 21 18 15 16 103 22:00 13 8 8 11 10 13 28 91 23:00 13 12 18 7 4 30 14 98 Total 382 399 361 405 388 514 504 2953
Map 21.2 shows the number of vehicles and small and large trucks that pass various gauging points along the highways systems. Hundreds of thousands of vehicles and tens of thousands of trucks drive along the highways of ACFR every day. Traffic is ever-increasing, and so are the service demands of the highway system.
Station 101018 AADT: 178,000 Single unit trucks: 6800 Combo Trucks: 9300 Station 101683 AADT: 149,000 Single unit trucks: 2400 Station 103384 Combo Trucks: 1500 AADT: 88,000 Single unit trucks: 5000 Combo Trucks: 6400
Station 00507 Station 103381 AADT: 103,000 AADT: 79,000 Single unit trucks: 4200 Single unit trucks: 3000 Combo Trucks: 7100 Combo Trucks: 4000
Station 101016 AADT: 227,000 Single unit trucks: 10,000 LEGEND Combo Trucks: 12,000 AADT: Annual avg. Daily Traffic Single Unit Truck: u haul box type truck Combo truck: semi / 18 wheeler
Map 21.2, Daily Traffic per Highway22 The Colorado Department of Transportation (CDOT) projects travel along Colorado’s highways to almost double from 2000 to 2035, along with the population. Unfortunately, the highway system
22 Colorado Department of Transportation (CDOT) Page 105 of 138
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is only projected to grow by 1% during this time, which means average rush hour travel along major corridors will increase from 17 minutes in 200 to 44 minutes by 2035.23 Benchmark Statement and Performance Goals: ACFR’s goal is to safely respond and mitigate incidents on the highways the same as all other calls, knowing there is the added danger of traffic, often on slick roads, and high speeds. ACFR has established the following response objectives: 1. For 90 percent of all highway calls, the total response time for the arrival of the first-due unit and ERF, staffed with 2 firefighters, shall be 10 minutes. The first-due unit shall be capable of: • Establishing command • Sizing up and assessing the situation to determine the presence of a potential hazards • Blocking traffic • Determining the need for additional resources • Initiating patient contact 2. For 90 percent of highway calls the total response time for arrival of the effective response force (ERF), staffed with 8 firefighters, shall be 12 minutes. The ERF shall be capable of: • Establishing command • Sizing up and assessing the situation • Blocking traffic • Mitigating hazards • Determining the need for additional resources • Extricating victims and patient care Table 21.2 lists the number of actual calls and the 90th percentile time measurements as compared to the benchmarks over the past three years. Table 21.2, Highway Benchmark Target Measurements Highway Calls (2,070) 90th Percentile - Baseline Performance ACFR Benchmark 2016-2018 2018 2017 2016 Time Components Objectives Call Handling Pick-up to Dispatch 0:03:40 0:03:39 0:04:08 0:01:12 0:01:30 time Count 1583 764 592 227 Dispatch to Enroute 0:02:48 0:02:56 0:02:43 0:02:21 0:02:30 Turnout Time Count 1908 724 626 557 1st Arrival 0:09:12 0:08:34 0:08:50 0:09:49 0:06:00 (Distribution) Travel Time Count 1771 631 574 566 ERF (Concentration) 0:11:44 0:12:00 0:11:11 0:10:07 0:08:00 Count 441 261 166 14 1st Arrival 0:13:39 0:13:24 0:14:16 0:12:09 0:10:00 (Distribution) Total Response Count 1377 645 504 228 Time ERF (Concentration) 0:17:27 0:17:16 0:18:02 0:27:44 0:12:00 Count 430 261 166 3
23 https://www.codot.gov/projects/PassengerFreightRailPlan/StatePassengerRailPlan-Tasks/SPRP- FinalPlanMaster , page 5-11
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Table 21.3 shows ACFR’s actual response baseline performance for highways calls. ACFR’s actual baseline service level performance is as follows: Call Handling were met about 45% of the time, Turnout Time – 86%, Travel Time for 1st Arrival – 55%, Travel time for ERF – 56%, 1st Arrival Total Response Time – 62%, and ERF Total Response Time – 46%. Table 21.3, Highway Baseline Performance Travel Call Turnout Time 1st Travel Total Time Total Time Highway Calls 2016-2018 Handling Time Arrival Time ERF 1st Arrival ERF Validated Calls 1583 1908 1771 441 1377 430 Benchmark Compliant 712 1641 974 247 854 198 Benchmark Met 45% 86% 55% 56% 62% 46% Benchmark Targets 0:01:30 0:02:30 0:06:00 0:08:00 0:10:00 0:12:00 90th Percentile 0:03:40 0:02:48 0:09:12 0:11:44 0:13:39 0:17:27
Critical Task Analysis/Effective Response Force: Table 21.4, Highway CTA/ERF Low Risk Highway Response Minimum Standard Critical Task Apparatus Personnel Crew Size Arrive/position, initial radio report, establish 3 Engine 1 of 2 3 command Block traffic 3 Engine 2 of 2 3 Patient care and transport 2 Medic 1 of 1 2 Total Effective Critical Task Analysis Staffing 8 8 Response Force NOTE: MVA, Medical Additional Support Functions Take command, scene safety 1 BC 1 of 1 1 NOTE - A BC is also dispatched to calls on the highway similar to rollover accident Medium and High Risk - Highway Response Minimum Standard Critical Task Apparatus Personnel Crew Size Arrive/position, Initial Radio Report, Establish 3 Engine 1 of 2 3 Command. Extinguish/extricate, etc. Block traffic 3 Engine 2 of 2 3 Patient care and transport 2 Medic 1 of 1 2 Take command, scene safety 1 BC 1 of 1 1 Total Effective Critical Task Analysis Staffing 9 9 Response Force NOTE - This is the initial response for calls similar to: Rollover accident, extrication
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SECTION 22 – PLANNING AREA COMPARISONS Data shows that, on average, each resident account for about .12 calls per year. However, that figure has steadily increased from .10 in 2012 to .13 in 2017, a 30% increase. Table 22.1, Planning Area Comparisons
Total People (Residents x Annual Fire .67 + Calls per Square Residents Employees Annual EMS and Other Annual Calls per Sq. Employees x Total Miles Residents per Sq. Mile Businesses Employees per Sq. Mile Calls Calls Total Calls Mile .33) People Planning Area 11 3.92 27,435 6,999 597 6,237 1,591 1,427 515 1,942 495 20,440 0.10 Planning Area 12a 4.81 15,721 3,268 495 4,473 930 1,176 571 1,747 363 12,009 0.15 Planning Area 12b 0.75 5,353 7,137 44 376 501 328 117 445 594 3,711 0.12 Planning Area 13 5.66 530 94 997 14,785 2,612 763 572 1,335 236 5,234 0.26 Planning Area 14 3.59 16,091 4,482 437 5,662 1,577 1,074 466 1,540 429 12,649 0.12 Total 18.73 65,130 3,477 2,570 31,533 1,684 4,768 2,242 7,010 374 54,043 0.13 NOTE: Each full-time person accounts for approximately .13 calls per year
The Station 11 Planning Area accounts for more calls than any other Planning Area, and as indicated in Table 22.2, has been the least reliable. This means other stations need to respond to calls within that area, because Station 11 is already committed to other emergency calls. Reliability for all stations generally decreased in 2017 due to the implementation of “closest unit/AVL” dispatching, with the intent of improving response times. Further ongoing analysis is needed to understand the impacts of having the quickest resources respond rather than predetermined ones, although disparate or nonexistent past data has limited ACFR’s ability to compare performance. However, recent systems and process changes should improve analysis of response performance going forward. The boundaries of planning areas may be further refined as more data is compiled in the future, however, station reliability has become less important than overall response times. Table 22.2, Station Responses Year Planning Area 11 Station 11 Responses Reliability 2016 2076 1370 66% 2017 2046 1330 65% 2018 2108 1543 73% Year Planning Area 12a Station 12 Responses Reliability 2016 1442 1104 77% 2017 1635 1316 80% 2018 1594 1376 86% Year Planning Area 12b Station 11, 12, 15 Responses Reliability 2016 359 350 97% 2017 316 181 57% 2018 346 53 15% Year Planning Area 13 Station 13 Responses Reliability 2016 875 709 81% 2017 980 579 59% 2018 1080 604 56% Year Planning Area 14 Station 14 responses Reliability 2016 1275 1014 80%
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2017 1397 1077 77% 2018 1467 987 67% Year Planning Area HWY ACFR Unit Responses Reliability 2016 #DIV/0! 2017 502 451 90% 2018 668 605 91% Year ACFR ACFR Unit Responses Reliability 2016 6027 6017 100% 2017 6876 6543 95% 2018 7263 6554 90%
Charts 22.1 and 22.2 display the calls per month for each Planning Area and the time of day those calls typically occur in the area. Chart 22.1, Average Calls per Month, 2015 – 2017 AVERAGE CALLS PER MONTH
200 Planning Area 11 150 Planning Area 12a 100 Planning Area 12b 50 Planning Area 13 0 Planning Area 14 Highways
Chart 22.2, Average Calls per Time of Day, 2015 – 2017 AVERAGE CALLS PER HOUR OF EACH DAY
0.35 0.30 Planning Area 11 0.25 Planning Area 12a 0.20 Planning Area 12b 0.15 Planning Area 13 0.10 Planning Area 14 0.05 0.00 Highways 0:00 1:00 2:00 3:00 4:00 5:00 6:00 7:00 8:00 9:00 10:00 11:00 12:00 13:00 14:00 15:00 16:00 17:00 18:00 19:00 20:00 21:00 22:00 23:00
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SECTION 23 – STATION 11 PLANNING AREA
Map 23.1, Station 11 Planning Area
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Station 11 – 7980 Elmwood Lane, Denver, CO 80221
Engine 11 2017 Pierce Velocity Pumper 500 gallon water tank, 1500 gpm pump, class A & B foam cells Medic 11 2016 Ford E-450 AEV ALS ambulance Brush 11 1999 F-450, American Eagle 460 gallin water tank, two 20 gallon class A foam tanks
Chart 23.1, Calls within Station 11 Planning Area PLANNING AREA 11
2500 2000 1500 1000 500 0 Alarm EMS Fire Hazmat Rescue Water Grand Total 2016 304 1347 54 26 62 4 1797 2017 352 1579 69 42 37 1 2080 2018 366 1569 57 72 26 0 2090
EMS accounts for about 75% of calls that occur within Station 11 Planning Area. Approximately 540 total calls per square mile occur in the Station 11 Planning Area (not including highway calls). The entire area is considered urban, with over 6000 residents per square mile. Calls within Station 11 Planning Area increased about 15% in 2017, although this is greatly due to realignment of station boundaries, closing of Station 15 and implementation of closest unit dispatching. As indicated in Table 23.1, most calls occur during the middle of the day and weekend nights.
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Table 23.1, Planning Area 11, Time of Day, Day of Week Sunday Monday Tuesday Wednesday Thursday Friday Saturday Total 0:00 41 32 23 27 16 25 29 193 1:00 40 15 15 19 16 26 29 160 2:00 32 12 14 15 17 20 23 133 3:00 18 15 20 15 6 10 22 106 4:00 18 18 15 12 16 15 20 114 5:00 17 17 11 23 17 14 19 118 6:00 24 27 19 12 20 19 15 136 7:00 18 27 20 26 23 27 17 158 8:00 24 29 30 21 31 28 21 184 9:00 29 41 28 21 35 36 28 218 10:00 46 43 41 41 39 36 40 286 11:00 35 29 39 49 32 41 42 267 12:00 45 53 47 35 49 39 43 311 13:00 43 26 40 40 48 39 43 279 14:00 35 48 36 41 47 42 40 289 15:00 38 39 45 36 51 47 36 292 16:00 47 50 42 42 43 41 44 309 17:00 44 60 45 51 47 50 48 345 18:00 49 46 48 39 48 57 37 324 19:00 39 42 34 33 35 36 48 267 20:00 56 30 46 34 47 42 48 303 21:00 41 50 40 33 42 49 39 294 22:00 44 26 26 27 27 43 41 234 23:00 31 30 25 30 29 31 31 207 Total 854 805 749 722 781 813 803 5527
Target Hazards: The Station 11 Planning Area is primarily residential with business centers mixed in along the major corridors. As such, a majority of the high and medium risk properties are apartment, condo and townhome buildings/complexes. Station 11 covers 42% of all the high/medium risk apartments within ACFR. Line safety and fire risks are the main reasons why the high/medium risk properties are listed in Table 23.2.
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Table 23.2, Planning Area 11 Target Hazards
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SECTION 24 – STATION 12 PLANNING AREAS
Map 24.1, Station 12a and 12b Planning Areas Station 12 – 3365 W. 65th Ave, Denver, CO 80221
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EMS accounts for about 65% of the calls that occur each year in Station 12a Planning Area, and 75% in 12b. Approximately 350 calls per square mile occur in the Station 12a Planning area, and 460 calls per square mile in 12b Planning Area (not including highway calls). Both areas are considered urban, with 12a having over 3200 residents per square mile and 12b over 7000. Chart 24.1, Calls within Station 12a Planning Area PLANNING AREA 12a
2000 1500 1000 500 0 Alarm EMS Fire Hazmat Rescue Water Grand Total 2016 385 1098 49 40 94 2 1668 2017 317 1133 65 41 137 245 1938 2018 292 1151 77 53 16 5 1594
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Table 24.1, Planning Area 12a, Time of Day, Day of Week Sunday Monday Tuesday Wednesday Thursday Friday Saturday Total 0:00 38 26 21 22 18 15 23 163 1:00 28 24 8 16 21 25 38 160 2:00 23 21 19 13 18 16 40 150 3:00 22 12 15 10 13 10 16 98 4:00 12 6 8 9 11 11 19 76 5:00 10 20 16 10 19 14 20 109 6:00 10 13 19 19 14 23 13 111 7:00 18 24 21 31 19 34 17 164 8:00 23 27 32 19 32 32 24 189 9:00 25 33 41 41 22 35 19 216 10:00 23 29 30 28 37 33 40 220 11:00 25 43 39 30 33 39 33 242 12:00 35 37 33 43 34 38 44 264 13:00 41 34 37 32 44 38 40 266 14:00 34 39 47 41 35 42 37 275 15:00 36 30 37 55 36 40 50 284 16:00 29 40 33 43 43 53 44 285 17:00 40 39 51 35 51 44 40 300 18:00 38 38 46 42 37 41 44 286 19:00 43 39 41 37 42 45 35 282 20:00 52 22 34 36 31 34 32 241 21:00 43 39 33 35 33 37 36 256 22:00 29 16 24 29 41 35 50 224 23:00 25 24 22 27 30 32 37 197 Total 702 675 707 703 714 766 791 5058
Calls within Station 12b Planning Area decreased significantly since 2016, although this is greatly due to the closing of Station 15, station boundary realignment and closest unit dispatching, which went into effect in 2017. Chart 24.2, Calls within Station 12b Planning Area PLANNING AREA 12b
500 400 300 200 100 0 Alarm EMS Fire Hazmat Rescue Water Grand Total 2016 95 347 14 9 11 0 476 2017 49 261 7 17 3 0 337 2018 46 199 3 13 2 0 263
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Table 24.2, Planning Area 12b, Time of Day, Day of Week Sunday Monday Tuesday Wednesday Thursday Friday Saturday Total 0:00 12 5 4 4 7 4 6 42 1:00 13 4 5 5 2 3 6 38 2:00 7 6 2 5 5 5 3 33 3:00 4 3 2 1 6 4 2 22 4:00 2 6 2 3 5 2 2 22 5:00 5 4 1 0 1 2 3 16 6:00 9 3 5 1 5 3 1 27 7:00 10 4 4 7 12 8 5 50 8:00 5 5 9 4 7 8 6 44 9:00 7 12 13 11 12 6 11 72 10:00 6 6 11 10 10 11 8 62 11:00 6 10 12 11 6 17 5 67 12:00 7 17 5 18 13 6 12 78 13:00 11 12 14 15 7 14 9 82 14:00 9 10 14 11 10 12 9 75 15:00 8 14 10 15 17 12 9 85 16:00 17 14 10 12 15 13 7 88 17:00 7 11 9 5 19 10 8 69 18:00 9 6 9 10 13 12 9 68 19:00 7 8 11 8 4 11 8 57 20:00 9 12 12 11 6 11 9 70 21:00 8 12 4 11 6 11 5 57 22:00 6 10 8 4 1 11 5 45 23:00 4 12 4 4 5 11 8 48 Total 188 206 180 186 194 207 156 1317
Target Hazards: The Station 12 Planning Areas are comprised of a mixture of residential of all types, including multiple trailer parks, motels apartment, condo and townhome complexes, and a variety of other property types including commercial, industrial and significant open space and lakes. Chemical Plants and a utility provider are of the most significant locations listed in Table 24.3.
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Table 24.3, Planning Areas 12 Target Hazards
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SECTION 25 – STATION 13 PLANNING AREA
Map 25.1, Statin 13 Planning Area
Station 13 – 5840 Washington St., Denver, CO 80216
The Station 13 Planning Area is mainly commercial and industrial. There are just over 500 residents, but the population soars to over 15,000 during the day. On any given day, another 10,000 people
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may attend trade shows at the four event venues of the Denver Merchandise Mart complex, making the total population of Station 13 response area at 20,000 to 30,000. This does not include the estimated hundreds of thousands that travel on the highway systems of I-25, I-270, I-76 and US 36. Station13 covers 38% of the 128-total highway land-miles within ACFR. Even though less than 100 people per square mile live in the area, Station 13 Planning Area is considered urban due to the daytime population and density of construction. Chart 25.2, Calls within Station 13 Planning Area PLANNING AREA 13
1500 1000 500 0 Alarm EMS Fire Hazmat Rescue Water Grand Total 2016 293 706 52 33 62 1 1147 2017 221 632 45 33 21 1 953 2018 269 684 46 41 39 1 1080
The call types within Statin 13 Planning Area are somewhat different than the other areas. Only 65% of the calls within Station 13 Planning Area are EMS, with 24% being Alarms. Approximately 191 calls per square mile occur in the Station 13 Planning Area (not including highway calls). Calls within Station 13 Planning Area decreased by 17% in 2017, mostly due to the implementation of closest unit dispatching. Table 25.1 Planning Area 13, Time of Day, Day of Week Sunday Monday Tuesday Wednesday Thursday Friday Saturday Total 0:00 19 9 10 5 12 12 19 86 1:00 12 9 6 8 6 11 15 67 2:00 22 11 10 19 9 15 17 103 3:00 7 8 9 5 6 11 11 57 4:00 13 7 8 4 6 10 7 55 5:00 8 10 4 12 8 10 11 63 6:00 11 11 11 10 9 13 9 74 7:00 5 24 30 26 25 22 17 149 8:00 6 21 20 26 13 18 19 123 9:00 8 29 25 22 21 28 15 148 10:00 18 26 27 25 32 18 19 165 11:00 16 33 27 26 41 33 17 193 12:00 15 28 27 30 37 30 22 189 13:00 24 20 30 29 35 24 28 190 14:00 20 33 19 37 32 34 25 200 15:00 17 18 31 26 36 41 14 183 16:00 22 22 12 35 24 39 17 171 17:00 15 19 31 31 30 26 19 171 18:00 15 22 28 29 28 23 17 162 19:00 14 17 11 12 23 18 17 112 20:00 18 14 15 14 22 19 17 119 21:00 16 13 15 15 11 18 26 114 22:00 16 13 10 9 15 21 23 107 23:00 15 11 9 9 10 20 20 94 Total 352 428 425 464 491 514 421 3095
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Target Hazards: A large majority of ACFR’s high and medium risk commercial properties (68%) and industrial complexes (81%) are located within Station 13 Planning Area. Additionally, some of the highest life safety hazards, including the Merchandise Mart complex, which includes a 9-story hotel, and a variety of other significant fires and hazardous materials risks are located within Station 13’s area. The Cherokee Power Plant, which supplies electricity to the entire region, may be the most high- profile and significant risk within ACFR due to its regional importance and potential for being a terrorism target with widespread impacts. Table 25.2, Planning Area 13 Target Hazards
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SECTION 26 – STATION 14 PLANNING AREA
Map 26.1, Station 14 Planning Area
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Station 14 – 8055 Washington St., Denver, CO 80229
Chart 26.1, Calls within Station 14 Planning Area PLANNING AREA 14
1600 1400 1200 1000 800 600 400 200 0 Alarm EMS Fire Hazmat Rescue Water Grand Total 2016 237 981 55 20 55 3 1351 2017 263 1051 59 26 19 0 1418 2018 346 937 58 59 50 1 1451
EMS accounts for about 65% of calls that occur within Station 14 Planning Area every year. Approximately 400 calls per square mile occur in the Station 14 Planning Area (not including highway calls). The entire area is considered urban, with almost 4500 residents per square mile.
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Table 26.1, Planning Area 14, Time of Day, Day of Week Sunday Monday Tuesday Wednesday Thursday Friday Saturday Total 0:00 18 11 8 12 17 16 12 94 1:00 24 10 13 11 19 16 18 111 2:00 28 16 15 14 8 11 16 108 3:00 14 6 8 8 14 11 18 79 4:00 9 13 6 14 14 16 16 88 5:00 15 17 6 7 8 11 9 73 6:00 9 11 13 17 18 12 12 92 7:00 13 20 23 27 18 18 15 134 8:00 19 25 34 19 24 15 24 160 9:00 15 35 33 32 26 23 20 184 10:00 28 33 28 24 25 28 31 197 11:00 35 25 29 22 22 34 15 182 12:00 36 24 43 33 31 31 28 226 13:00 30 29 33 32 33 28 32 217 14:00 24 30 33 32 39 32 38 228 15:00 33 42 37 41 31 39 38 261 16:00 20 28 37 30 22 32 27 196 17:00 44 30 40 38 32 29 30 243 18:00 42 22 33 28 29 35 35 224 19:00 34 29 31 31 28 29 33 215 20:00 48 28 32 32 38 31 39 248 21:00 36 37 41 33 21 25 30 223 22:00 34 24 20 28 20 27 26 179 23:00 27 25 23 24 19 32 29 179 Total 635 570 619 589 556 581 591 4141
Target Hazards: The Station 14 Planning Area consists primarily of residential neighborhoods with commercial, agricultural and industrial areas mixed in. A majority of the high/medium risk properties listed in Table 26.2 are apartment/condos where the life safety and fire risks are high. Table 26.2, Planning Area 14 Target Hazards
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SECTION 27 – WATER SUPPLY
ACFR received 38.68 out of a possible 40 points for Water Supply on the Insurance Standards Offices (ISO) rating (Appendix 23). Appendix 24 lists the highest ISO Needed Fire Flows (NFF) in the District. This equates to almost 97% for the District’s water supply systems. However, per ISO there are a few areas that are not within 1000’ of a fire hydrant, and those isolated areas receive a split score of 1X. Each of those areas was examined as indicated below on Map 25.1. The area marked “Xcel Power Plant” has its own private hydrant system. All other areas are either undeveloped or vacant areas where hydrants would be required, should any construction ever be conducted in the future. Map 27.1, Hydrant Coverage
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SECTION 28 – IMPLEMENTATION AND TRACKING OF EXPECTATIONS
ACFR believes that progress is best achieved through a systematic approach. The response time components outlined in Section 8 shall be used to compare past performance, project future needs, and set improvement goals. This is done by comparing baseline performance with benchmark goals, measuring the gap between the two, and then establishing a plan for improvement to close the gap. The following compliance model will be used to assist in implementing and tracking of expectations: A. Review performance measures and monitor established parameters: 1. Real-time 2. Periodic 3. Annual 4. Five years B. Update SOC annually with previous year’s data. C. Evaluate performance: 1. Per District* 2. Per Planning Area* 3. Per Station 4. Per Unit 5. Per Activity 6. Per Shift 7. Per Incident 8. Per Incident Type* 9. Per Special Team 10. Per Prevention Efforts D. Identify issues and opportunities and address what needs to be done to fill gaps. 1. Public Education 2. Equipment 3. Code Enforcement 4. Training 5. Response 6. Policies 7. Alternative methods 8. Develop and propose budgets and other program allocations. E. Revalidate compliance: 1. Review performance with district leadership and experts 2. Prioritize steps for improvement 3. Allocate resources to ensure compliance
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F. Communicate Expectations to Organization: 1. Explain expectations for compliance and performance of each service. 2. Train personnel to appropriate levels 3. Allow feedback 4. Modify methodologies to enhance performance 5. Publish expectations G. Review, update and repeat the process.
*Mandatory annual comparison of baseline/benchmark times
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SECTION 29 – OPPORTUNITIES AND RECOMMENDATIONS FOR IMPROVEMENT
ACFR has implemented a five-step improvement process to help maintain or improve upon its performance. As issues, deficiencies or gaps are identified, they are tracked and dealt with at an appropriate level, with the intent to improve as quickly as possible. These issues or gaps can be in a process, or a performance deficiency. Either way, they are handled in a similar manner: Step 1: Identify Deficiencies and Gaps in Process or Delivery Step 2: Causal Factors That Contribute to the Gaps Step 3: Remedial Actions Taken Thus Far and their results Step 4: Proposed Improvement Plans, Timelines, Costs, etc. Step 5: Are Remedies Within the Realm of Day-to-Day Operations and Span of Control, or Are They Long-term Proposals That Require Higher Support or Strategic Planning? Appendix 25 lists the recommendations for improvement that were identified during the CRA/SOC process. Additionally, each division within the organizations keeps a running log of issues, and those issues are discussed at appropriate meetings, and improvement plans and progress are documented. Actions are implemented right away when appropriate, and are otherwise forwarded as recommendations for consideration elsewhere, i.e., the budget process, Strategic Plans, etc. Each division is required to submit an Annual Performance Report to the Fire Chief that summarizes their action plans.
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Adams County Fire Rescue – CRA/SOC April 2019
SECTION 30 – GLOSSARY OF TERMS
This glossary was taken from the CPSE Fire and Emergency Self-Assessment Manual (FESSAM) 9th Edition. Some terms have been eliminated as they do not apply to this Community Risk Assessment document, while others have been added that were not initially included in CPSE’s list. However, overall credit is given to CPSE for the use of this data. Advanced Live Support (ALS) – Emergency medical treatment beyond basic life support that provided for advanced airway management including intubation, advanced cardiac monitoring, defibrillation, establishment and maintenance of intravenous access and drug therapy. Alarm – Signal or message from a person or device indicating the existence of an emergency or other situation that requires action by an emergency response agency. Alarm Answering – The time interval that begins when the alarm is received at the communication center and ends when the alarm is acknowledged at the communication center; Phone call answering time. Alarm Handling – (See Time Components, Call Handling) Alarm Processing – The time interval from when the alarm is acknowledged at the communication center until response information begins to be transmitted via voice or electronic means to emergency facilities (ERFs) and emergency response units (ERUs). Alarm Transfer Time – The time interval from the receipt of the emergency alarm at the PSAP until the alarm is first received at the communication center. Anecdotal – Information that is based on casual observations or indications rather than rigorous or scientific analysis. No hard data proof. Annual Compliance Report (ACR) – Report submitted to the Commission on Fire Accreditation international at least 45 days prior to anniversary date of accreditation; the agencies annual accreditation fee should accompany the ACR. Authority Having Jurisdiction (AHJ) – An organization, office or individual responsible for enforcing the requirements of a code or standards, or for approving equipment, materials, an installation or a procedure. Baseline – The measurement of actual performance in an organizational context, a usually initial set of critical observations or data used for comparison or a control. The activities that are currently in place to achieve the organization’s goals and objectives. Basic Life Support (BLS) – A specific level of pre-hospital medical care provided by trained responders, focused on rapidly evaluating a patient’s condition; maintaining a patient’s airway, breathing and circulation; controlling external bleeding; preventing shock; and preventing further injury or disability by immobilizing potential spinal or other bone fractures. Benchmark – a benchmark is defined as a standard from which something can be judged. Searching for the benchmark, or best practice, will help define superior performance of a procedure, service or process. Call Handling – (See Time Components) Category – the divisions used to separate subject areas within CFAI accreditation model as follows: Governance and Administration, Assessment and Planning, Goals and Objectives, Financial
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Resources Programs, Physical Resources, Human Resources, Training and Competencies, Essential Resources and External System Relationships. Center for Public Safety Excellence – the Center for Public Safety Excellence (CPSE) is a not-for- profit 501(c)(3) corporation. They are an international technical organization that works with the most progressive fire and emergency service agencies and most active fire professionals. Their mission is to lead the fire and emergency service to excellence through the continuous quality improvement process of accreditation, credentialing, and education. (http://cpse.org/whatiscpse/) Clear and Returning – When they clear the hospital from running a call, it puts them out of service until they are back in district and available. Commission of Fire Accreditation International (CFAI) – Allows fire and emergency service agencies to compare their performance to industry best practices in order to: determine community risk and safety needs and develop community – specific standards of cover; evaluate the performance of the department; establish a method for achieving continuous organizational improvement. https://cpse.org/accreditation/cfai-commissioners/ Concentration – Spacing of multiple resources arranged so that an initial “effective response force” can arrive on scene within the time frames outlined in the on-scene performance expectations. Critical Criteria – A measure or index (or set of measures or index) on which a judgement or decision may be based to evaluate performance or define a major area within each category. Criterion is singular. The plural is criteria. Deployment – The strategic assignment and placement of fire agency resources such as fire companies, fire stations and specific staffing levels for those companies. Distribution – Geographic location of all first-due resources for initial intervention. Generally measured from fixed response points, such as fire stations, and expressed as a measure of time. Dispatch Time – The portion of a fire department’s response time that begins when the dispatcher receives an alarm and ends when the dispatchers assigns the proper companies to respond to the emergency. Also refer to alarm handling time and alarm processing time. Effective Response Force (ERF) – The minimum amount of staffing and equipment that must reach a specific emergency zone location within a maximum prescribed total response time is capable of initial fire suppression, EMS and/or mitigation. The ERF is the result of the critical tasking analysis conducted as part of a community risk assessment. Fire Emergency Service Self-Assessment Manual (FESSAM) – Assisting fire and emergency service agencies throughout the world in achieving excellence through self-assessment and accreditation in order to provide continuous quality improvement and enhancement of service deliver to their communities. See more at: https://www.iafc.org/topics-and-tools/resources/resource/iafc- position-fire-emergency-selfassessment-process#sthash.zaulYb9m.dpuf Hazard – A condition that presents the potential for harm or damage to people, property or the environment. NFIRS Alarm – Includes fire alarm, water flow alarm, smoke alarm, CO alarm, alarms with malicious or mischievous intent, system malfunction alarms, sprinkler or extinguishing system activation alarms, unintentional alarms, etc. 700 series NFIRS codes; 700 through 751. Performance Indicators (PI) – the desired level of achievement toward a given objective and the ability to demonstrate doing a particular task as specified in the CFAI accreditation model.
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Adams County Fire Rescue – CRA/SOC April 2019
Response – A response to an incident, regardless of the number of units or personnel required to respond. Response Time – See Time Components, below. Risk – Any exposure or chance of injury or loss; items that exist within the environment (service area) that contains, posses, produces hazards; items specifically being sites, facilities, buildings, locations or assets that would pose an impacting threat to the areas requiring response for mitigation. Self-Assessment Manual (SAM) – Type of budgeting that requires measuring, benchmarking and analysis, all of which are encompassed within the self-assessment process. SAM has four performance indicators: descriptions, appraisal, plan and references. Standards of Cover (SOC) – Those written policies and procedures that establish the distribution and concentration of fixed and mobile resources of an organization. Standards of Operating Procedure (SOP) – A term used to describe written direction provided to personnel in a manual format. Similar to the General Operating Guideline, but may be more specific requiring specific actions. Strategic Plan (SP) – A long-rage planning document that defines the mission of the agency and broadly identifies how it will be accomplished, and that provides the framework for more detailed annual and operational plans. Time Components – • Call Handling Time – The time interval from receipt of the alarm at the primary Public Safety Answering Point (PSAP) until the beginning of the transmittal of the response information via voice or electronic means to emergency response units. • Turnout Time – The time interval that begins when the emergency response units are notified of the call, by either an audible alarm or visual annunciation or both, and ends when the unit begins traveling to the incident. • Travel Time – The time interval that begins when an emergency unit goes en route to the emergency incident and ends when the unit arrives at the scene. • 1st Arrival Response Time – The time interval that begins when the call is answered at the dispatch center and ends when the first emergency unit arrives on scene of the incident; the sum of the call handling, turnout and travel times of the first arriving unit. • Total ERF Response Time – the time interval that begins when the call is answered at the dispatch center and ends when the effective response force (ERF) arrives on scene; the sum of the call handling, turnout and travel times for the entire 1st alarm.
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ACRONYMS
ACFPD Adams County Fire Protection District ACFR Adams County Fire Rescue ACS American Community Survey AED Automated External Defibrillator ALS Advanced Life Support AOP Annual Operating Plan ARCGIS Aeronautical Reconnaissance Coverage Geographic Information System AVL Automatic Vehicle Location BLS Basic Life Support BNSF Burlington Northern – Sante Fe (Railroad) BOD Board of Directors BSPH Burns School on Poverty and Homelessness CAD Computer Aided Dispatch CBRN Chemical, Biological, Radiological and Nuclear CDOT Colorado Department of Transportation CFAI Commission n Fire Accreditation International CIKR Critical Infrastructure and Key Resources CPR Cardio Pulmonary Resuscitation CPSE Center for Public Safety Excellence CRA Community Risk Assessment CRS Colorado Revised Statutes CSFS Colorado State Forestry Service CTA Critical Task Analysis DHS Department of Homeland Security DTO Denver Transit Operators EMS Emergency Management System EMT Emergency Medical Technician EOC Emergency Operations Center EOP Emergency Operations Plan EORP Emergency Operations and Recovery Plan ERF Effective Response Force ESF Emergency Support Function ESRI Environmental Systems Research Institute ESZ Emergency Service Zone EVE Emergency Medical Evacuation EVOS FESSAM Fire Emergency Service Self-Assessment Manual GIS Geographic Information Services IC Incident Commander ICS Incident Command System ISO Insurance Services Office LEPC Local Emergency Planning Committee MCI Mass Casualty Incident MDHI Metro Denver’s Homeless Initiative
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MVA Motor Vehicle Accident NATRT North Area Technical Rescue Team NCDC National Climatic Data Center NFF Needed Fire Flows NFIRS National Fire Incident Reporting System NFPA National Fire Protection Agency NWCG National Wildfire Coordinating Group NWFD North Washington Fire District OEM Office of Emergency Management PI Performance Indicators PIT Point in Time PPC Public Protection Classification PPE Personal Protective Equipment PSAP Public Safety Answering Point RETAC Regional Emergency Trauma Advisory Council RIC Rapid Intervention Crew RMS Record Management Service RTD Regional Transportation District SAC South Adams County (Fire) SAM Self-Assessment Manual SAN St. Anthony’s North (Hospital) SARA Superfund Amendment & Reauthorization Act SCBA Self-Contained Breathing Apparatus SMART Student CPR and First Aid Training? SME Subject Matter Expert SOC Standards of Coverage SP Strategic Planning SUV Sports Utility Vehicle SWAC Southwest Adams County (Fire) TCCC Tactical Combat Casualty Care UASI Urban Area Security Initiative UP Union Pacific (Railroad) WUI Wildland Urban Interface YFIS Youth Fire-setter Intervention Specialist
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Adams County Fire Rescue – CRA/SOC April 2019
CHARTS, MAPS, TABLES Visual # Title Page # Chart 2.1 ACFR – 2018 Revenue 10 Map 2.1 ACFR District 11 Chart 3.1 Annual Population 13 Map 3.1 Estimated Population Growth 13 Chart 3.2 Age by Groups 14 Chart 3.3 Race / Hispanic (2017 Estimates ESRI) 15 Chart 3.4 English vs. Spanish Speaking Residents (2011-2015 ACS) 15 Chart 3.5 Homeless Disabling Conditions 17 Map 3.2 Highways 18 Map 3.3 Rivers & Lakes 18 Map 3.4 Railroads 19 Table 3.2 Businesses, Employee, Sales 20 Table 3.3 Temperatures 21 Table 4.1 Frequency Scores 22 Chart 4.1 Call Classifications 23 Table 4.2 Call Type Survey 24 Chart 4.2 Risk Matrix 25 Chart 4.3 Annual Emergency Calls 26 Chart 4.4 Calls per Person 26 Chart 4.5 Annual Calls 27 Chart 4.6 Calls within ACFR and Outside ACFR 28 Chart 4.7 Neighborhood Population Change 28 Table 4.8 Calls by Planning Area (2015-2017) 29 Map 4.1 Target Hazard Analysis 30 Map 4.2 Critical Infrastructure and Key Resources 31 Map 4.3 Total Calls per Sq. Mile, within each ESZ 32 Table 5.1 Community Feedback 33 Table 8.1 NFPA Time Component 39 Table 8.2 Outlier Time Limits 40 Chart 9.1 Fire Propagation Curve 42 Map 9.1 Fire Hazard Analysis 43 Map 9.2 Fire Call Concentration (Non-Highway Calls) 43 Chart 9.2 All Fires (2015-2017) 44 Table 9.1 Structure Fires Loss (2015-2017) 44 Table 10.1 Low Risk Fires 46 Chart 10.1 Low Risk Matrix 47 Chart 10.2 Low Risk Fires (2015-2017) 47 Table 10.2 Low Risk Fire Benchmark Target Measurements 48 Table 10.3 Low Risk Baseline Performance 49
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Table 10.4 Low Risk Fire CTA/ERF 49 Table 11.1 Medium Risk Fire 50 Chart 11.1 Medium Risk Fire Matrix 50 Chart 11.2 Medium Risk Fires 51 Table 11.2 Medium Risk Fire Benchmark Target Measurements 52 Table 11.3 Medium Risk Fire Baseline Performance 52 Table 11.4 Medium Risk Fire CTA/ERF 53 Table 12.1 High Risk Fires 54 Chart 12.1 High Risk Matrix 55 Chart 12.2 High Risk Fires 55 Table 12.2 High Risk Fire Benchmark Target Measurements 56 Table 12.3 High Risk Fire Baseline Performance 57 Table 12.4 High Risk Fire CTA/ERF 57 Wildfire Risk (Based on ACFR’s general area as outlined, not exact Map 13.1 58 boundaries) Table 13.1 Wildland Risk 59 Chart 13.1 Vegetation Fires 60 Chart 13.2 Average Number of Wildland/Vegetation Fires per Month 60 Table 14.1 EMS Call Risk 61 Map 14.1 Life Safety Hazard Analysis 61 Map 14.2 EMS Call Concentration 62 Chart 14.1 EMS Risk Matrix 62 Chart 14.2 EMS Calls per Planning Area (2016-2018) 63 Table 14.2 EMS Reliability 63 Table 14.3 EMS Transport and Billing 65 Chart 14.3 EMS Reasons for Dispatch 66 Table 14.4 EMS Benchmark Target Measurements 67 Table 14.5 EMS Baseline Performance 68 Table 14.6 CPR Outcomes 68 Table 14.7 EMS CTA/ERF 68 Table 15.1 Hazardous Conditions Call Risk 69 Map 15.1 Hazardous Material Sites 70 Map 15.2 Designated Hazmat Routes 71 Map 15.3 Flammable Gas 71 Chart 15.1 Hazardous Conditions Risk Matrix 72 Chart 15.2 Hazmat Calls per Planning Area 72 Chart 15.3 Hazmat Calls 73 Table 15.2 Hazmat Benchmark Target Measurements 75 Table 15.3 Hazmat Risk Baseline Performance 75 Table 15.4 Hazmat CTA/ERF 76 Table 16.1 Water Rescue Call Risk 77 Map 16.1 Water Hazards 78
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Table 16.2 Water Hazards List 79 Chart 16.1 Water Rescue Risk Matrix 80 Chart 16.2 Water and Ice Calls, Medium and High Risk 80 Table 16.3 Water/Ice Rescue Benchmark Target Measurements 81 Table 16.4 Water/Ice Baseline Performance 82 Table 16.5 Water/Ice Rescue CTA/ERF 82 Table 17.1 Rescue Calls Risk 83 Table 17.2 Technical Rescue Hazards 84 Map 17.1 Technical Rescue Hazard Locations 85 Chart 17.1 Technical Rescue Risk Matrix 85 Chart 17.2 MVA Per Year 86 Chart 17.3 Technical Rescue Calls (Not MVA) 86 Table 17.3 NATRT Technical Rescue Major Events 87 Table 17.4 Tech Rescue Benchmark Target Measurements 88 Table 17.5 Tech Rescue Baseline Performance 89 Table 17.6 Tech Rescue CTA/ERF 89 Table 18.1 Alarm Risk 90 Chart 18.1 Alarm Risk Matrix 91 Chart 18.2 Alarm Calls per Year 91 Table 18.2 Alarms Benchmark Target Measurements 92 Table 18.3 Alarm Baseline Performance 93 Table 18.4 Alarm Calls CTA/ERF 93 Chart 19.1 Thunderstorm Formation 94 Map 19.1 Flood Hazards 96 Table 19.1 Fujita Scale 97 Map 19.2 Tornados 1950-2016 98 Table 19.2 Weather and Natural Caused Incidents 99 Chart 19.2 Severe Weather Risk Matrix 100 Chart 20.1 Domestic Preparedness Risk Matrix 102 Map 21.1 Highway System 103 Chart 21.1 Highways Calls 104 Chart 21.2 Highway Call Distribution 104 Table 21.1 Highways Time of Day, Time of Week 105 Map 21.2 Daily Traffic per Highway 105 Table 21.2 Highway Benchmark Target Measurement 106 Table 21.3 Highway Baseline Performance 107 Table 21.4 Highway CTA/ERF 107 Table 22.1 Planning Areas Comparisons 108 Table 22.2 Station Reliability 108 Chart 22.1 Average Calls per Month 2015-2017 109 Chart 22.2 Average Calls per Time of Day 2015-2017 109 Map 23.1 Station 11 Planning Area 111
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Station 11 7980 Elmwood Ln. Denver, CO 80221 111 Chart 23.1 Calls within Station 11 Planning Area 111 Table 23.1 Planning Area 11 Time of Day, Day of Week 112 Table 23.2 Planning Area 11 Target Hazards 113 Map 24.1 Station 12a and 12b Planning Areas 114 Station 12 3365 W. 65th, Denver, CO 80221 115 Chart 24.1 Calls within Station 12a Planning Area 115 Table 24.1 Planning Area 12a Time of Day, Day of Week 116 Chart 24.2 Calls within Station 12b Planning Area 116 Table 24.2 Planning Area 12b Time of Day, Day of Week 117 Table 24.3 Planning Area 12 Target Hazards 118 Map 25.1 Station 13 Planning Area 119 Station 13 5845 Washington St. Denver, CO 80216 119 Chart 25.2 Calls within Station 13 Planning Area 120 Table 25.1 Planning Area 13 Time of Day, Day of Week 120 Table 25.2 Planning Area 13 Target Hazards 121 Map 26.1 Station 14 Planning Area 122 Station 14 8055 Washington St. Denver, CO 80229 123 Chart 26.1 Calls within Station 14 Planning Area 123 Table 26.1 Planning Area 14 Time of Day, Day of Week 124 Table 26.2 Planning Area 14 Target Hazards 124 Map 27.1 Hydrant Coverage 125
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Adams County Fire Rescue - CRA/SOC April 2019
h On the 27 day of March 2019, the Adams County Fire Protection District Board of Directors acknowledged the Community Risk Assessment/Standards of Cover .
...... £L ...... ACFR Board'Vice President Ken Ciancio
...... ·····························-···················· ii...... ACFR Board Treasurer Gene Brienza (. fi·lo<.J �
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