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MISSION:
Together, building a safer community through prevention, preparedness and response.
VISION: Make it Safe Create Excellence Pioneer Partnerships Value Relationships
GUIDING VIRTUES: “Courage, Commitment, Caring”
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Red, White & Blue Fire Protection District Breckenridge, Colorado
Standards of Cover and Community Risk Assessment
Lori A. Miller, Fire Chief Neil Rosenberger, Accreditation Manager Ryan Roberts, Standards of Cover Manager
1st Edition October 2011
3 TABLE OF CONTENTS
1. Introduction page 12 a. Responsibilities b. Legal Basis for Existence c. Red, White and Blue History d. Major Milestones e. Funding Sources and Restrictions f. Area Description g. Topography h. Transportation i. Climate j. Population k. County Population Base l. Demographics m. Development within the Service Area n. Deployment Capabilities o. Automatic/Mutual Aid Agreements p. Fire Station Locations q. Community Expectations
2. Standard of Response Coverage page 33 a. Existing Method to State Standard of Response Coverage
3. Risk Analysis page 34 a. Factors Unique to Red, White and Blue Fire b. Fire Management Zones d. Injury and Death Loss Statistics e. Fire Loss Statistics f. Demand and Probability i. Total Calls ii. Fire iii. EMS iv. Hazmat v. Other Calls for Service vi. Temporal Analysis g. Occupancy Risk i. Special Risk and High Risk Building Descriptions h. Natural Risk i. Hazard Summary ii. Avalanche iii. Dam Failure i. Drought ii. Flood iii. Lightning iv. Mountain Pine Beetle Infestation v. Severe Winter Weather vi. Wildfire
4 vii. Windstorm i. Risk Analysis Summary
4. Distribution of Resources page 82 a. Benchmarks for Intervention
5. Concentration of Resources page 84
6. Response Reliability page 85 a. 1st Due Reliability b. Automatic Moves c. Queuing Factor
7. Response Time Objectives page 89 a. Time and On-Scene Performance Expectations b. Response Time Standards i. Time Temperature Curve Statement ii. Cardiac Arrest Survival Data c. Response Time Performance i. Call Processing Performance ii. Turnout Time Performance iii. Travel Time Performance iv. Total Response Time v. Effective Response Force d. Response Time Matrix (Baselines and Benchmarks) 8. On-Scene Operations, Critical Tasks and Effective Response Force page 104 a. Structure Fires b. Non-Structure Fires c. Wildland Fires d. Emergency Medical Incidents e. Technical Rescue Incidents f. Hazardous Material Incidents g. Service Calls and Other Calls 9. References page 112
5 Definitions of Terms
Squading A term used to define staffing between 1986 and 1989. The program utilized a ‘volunteer’ sign up program that assured there were members available to respond from home/work for daytime response.
SC Alert A text and email messaging system that notifies emergency responders, public, schools, etc. on closures to roads, emergency incidents, and other community notifications.
In Extremis A patient requiring immediate medical treatment to prevent death
IGA Intergovernmental agreement
Accreditation A process by which an association or agency evaluates and recognizes a program of study or an institution as meeting certain predetermined standards or qualifications. It applies only to institutions or agencies and their programs of study or their services. Accreditation ensures a basic level of quality in the services received from an agency.
ACR Acronym for Accredited Agency Annual Compliance Report, required by FPSE, CFAI for accredited agencies.
ALS Acronym for Advanced Life Support. Advanced field medical procedures performed by EMT-I and EMT-P firefighter/paramedics.
Apparatus The term apparatus is used to signify the difference between vehicles and other fire equipment.
BC Acronym for Battalion Chief. First chief officer level and commander of the district’s fire battalion. The Battalion Chief is trained to be the primary Incident Commander.
BLS Acronym for Basic Life Support. Basic field medical procedures performed by EMT-B firefighters.
BOD Fire District Board of Directors. The elected officials of the fire district. The primary overseers and fiduciaries.
CAFR Comprehensive Annual Financial Report.
6 Captain Also known as a company officer. An individual that is responsible for directing a fire company, usually an engine or tower crew.
Chief Officer An officer of Battalion Chief, Deputy Chief, Division Chief or Fire Chief rank.
CFAI Acronym for the Commission on Fire Accreditation International.
CPSE Acronym for the Center for Public Safety Excellence.
CRM Acronym for Community Risk Management Division, which is charged with fire prevention activities, public education and information, fire code inspections, fire and life safety building plans reviews, and fire investigations. Customer(s) The person or group who establishes the requirement of a process and receives or uses the outputs of that process; or the person or entity directly served by the department or agency.
D/O Acronym for “Driver/Operator”. The position which is responsible for the driving and operation of fire apparatus.
Deputy Fire Chief The next level of responsibility and authority in the organization, subordinate to the Fire Chief. The Deputy Fire Chiefs report directly to the Fire Chief, and each oversees one of the two branches of the organization.
Deputy Fire Marshal The second in charge fire code official for the organization.
Efficiency A performance indication where inputs are measured per unit of output (or vice versa).
EMS Acronym for Emergency Medical Services, headed by a Division Chief.
EMT Acronym for Emergency Medical Technician. In Colorado EMT’s are licensed by the State Department of Health. BLS providers are titled EMTs, ALS providers are titled EMT-Is (Intermediates) and EMT-Ps (Paramedics).
Engine Sometimes called a “Pumper” and is the primary vehicle for fire, and EMS service delivery. Vehicle carries at least 500 gallons of water, a 1500 gpm pump, a variety of hoses for water delivery, safety equipment and tools. An engine company is generally the smallest increment of service allocated to a fire station. Engine companies also carry ALS equipment and often are staffed with ALS personnel.
7 Environment Circumstances and conditions that interact with and affect an organization. These can include economic, political, cultural, and physical conditions inside the boundaries of the organization.
Firefighter The persons who deliver essential emergency and non-emergency services at the primary level.
Fire Chief The Executive Officer of the organization. Appointed by the Fire District Board of Directors and reports directly to them.
Fire Marshal The chief fire code official for the organization. At RWBFPD the Fire Marshal also holds the title of Deputy Chief of Administration.
Fractal Data Used in data analysis of irregular patterns in response criteria.
Guiding Virtues A statement of philosophy which an organization has chosen to adopt in order to assist leading or directing it.
HCTC Acronym for High Country Training Center.
IAFF Acronym for the International Association of Fire Fighters. The largest fire service labor organization in the world.
IAFC Acronym for the International Association of Fire Chiefs, sometimes called the I Chiefs.
Input A performance indication where the values of identified resources are used to produce an output.
IT Acronym for Information Technology, headed by an IT Manager.
Medic Unit The fire-based definition of an ALS ambulance. Staffed by two firefighters, including at least one firefighter paramedic.
Mission An enduring statement of purpose; the organization’s reason for existence. It describes what the organization does, for whom it does it, and how it does it.
Mutual Aid Agreements through which fire departments assist neighboring departments during a major incident by either standing by to respond to subsequent alarms or by assisting at the actual incident.
NIMS National Incident Management System. The command structure by which an emergency incident is managed. Previously referred to as the “Incident Command System” (ICS).
NFPA Acronym for the National Fire Protection Association.
8 Organizational Chart A matrix which visually depicts the hierarchy of an organization.
Organizational Goals Objectives established as a result of the strategic planning process, toward which the organization is striving to achieve.
Outcome A performance indication where qualitative consequences are associated with a program/service; i.e., the ultimate benefit to the customer.
Output A performance indication where a quality or number of units produced is identified.
Performance Measure A specific measureable result for each goal and/or program that indicates achievement.
PIO Acronym for Public Information Officer.
Planning Cycle A defined period of time, in the case of the RWBFPD, they are broken down into years 1-4 and year 5.
Reserve Apparatus Fire apparatus kept in reserve and pressed into service when front- line apparatus is unavailable; may also be staffed as additional resources during major incidents.
RWBFPD Acronym for the Red, White & Blue Fire Protection District.
SAM Acronym for the Fire & Emergency Service Self-Assessment Manual, 8th Edition, published by CPSE/CFAI.
Saves Life and property conservation because of response.
SFA Acronym for Summit Fire Authority, an organization created by an intergovernmental agreement to oversee jointly operated functions; particularly the HCTC.
SOG Acronym for Standard Operating Guideline(s).
SOP Acronym for Standard Operation Procedure(s).
Service Quality A performance indication that identifies the degree to which customers are satisfied with a program, or how accurately or timely a service is provided.
Stakeholder Any person, group, or organization that can place a claim on, or influence the organization’s resources or outputs, is affected by those outputs, or has an interest in or expectation of the organization. At RWBFPD stakeholders are broken down into two groups; internal and external.
9 Standards of Coverage Defines the number of units and methodology of how those units are deployed to a variety of emergencies.
Strategic Goal A broad target that defines how the agency will carry out its mission over a specific period of time. An aim; the final result of action. Something to accomplish in assisting the agency to move forward. Strategic Initiatives A group of broad targets that defines what the agency will do to carry out its mission.
Strategy A description of how a strategic objective will be achieved. A possibility. A plan or methodology for achieving a goal.
SCCC Acronym for Summit County Communications Center.
SCAS Acronym for Summit County Ambulance Service.
S.W.O.T. Analysis Acronym for strengths, weaknesses, opportunities and threats (challenges) analysis. Performed during the strategic planning process.
Tender Engine A specialized engine which is also the primary vehicle for fire, and EMS delivery. In addition to the same equipment that an engine carries; Tender Engines carry up to 2,000 gallons of water, a high performance water dumping system and a “bladder” or “port-a- pond”, for use in areas where water distribution systems do not exist or are a significant distance away from buildings.
Tower Specialized aerial platform fire apparatus with a full complement of ground and roof ladders, heavy duty generator, and forcible entry tool system. Tower crews, in addition to firefighting skills are responsible for rescue, including specialized rescue, forcible entry, ventilation, salvage and overhaul, master stream water use, among other functions.
Turnout Time Also referred to as “Reflex Time”. This is the time from fire department notification by dispatch to the first emergency response unit going en route.
Type 6 Engine A Wildland Fire 4x4 apparatus which carries a limited water supply, a foam and water delivery system and several types of hoses and tools. Usually constructed on a 1 ton pickup truck chassis, it is maneuverable and a workhorse in the Wildland Urban Interface (WUI).
Vision An idealized view of a desirable and potentially achievable future state – where or what an organization would like to be in the future.
10 Wildland Fire Synonymous with “Natural Cover Fires”. Fire that occurs in natural growth such as grass, brush, or trees.
WUI Acronym for Wildland Urban Interface. The area where natural vegetation fuels (forests and grasslands) and human-made fuels (structures) meet.
11 Section 1 Introduction
Responsibilities The Red, White & Blue Fire Protection District is responsible for providing fire suppression, emergency medical services (EMS), hazardous materials response, motor vehicle accidents, wildland firefighting, and various calls for assistance within the district boundaries. The property value was assessed at $898,721,250 for FY 2011. Based on the mill levy rate of 8.5, the district has a 2011 budget of $7,341,072. Red, White and Blue’s Community Risk Management Division conducts over 1500 fire prevention inspections annually on the commercial structures within its jurisdiction, both new and existing occupancies. The operations and fire prevention staff conducts over 400 hours of public education and public relations events in the schools and in the community at-large.
Legal Basis for Existence In October of 1975, a service plan was developed and submitted to the Board of County Commissioners for the development of the Red, White & Blue Fire Protection District. This service plan laid out the district boundaries, department objectives, existing equipment to be purchased from the Town of Breckenridge, personnel requirements, communications requirements, funding and financial analysis that included costs of new equipment and facilities, bond issue information, and cost to the individual homeowner. Under this service plan, the formation of a special taxing district would be formed (October 1975 Service Plan).
In a regular Board of County Commissioners (BOCC) meeting on November 17, 1975; 23 members of the proposed service area were in attendance. The BOCC moved for the approval of the Red, White & Blue Fire Protection District Service Plan conditional upon five members of the Steering Committee signing the Service Plan and changing the assessed valuation on Page 9 to reflect 30% instead of 25% (Meeting Minutes November 17, 1975). In BOCC Resolution 75- 79, the service plan for the Red, White & Blue Fire Protection District was approved in conjunction with Colorado Revised Statues 1973, 32-1-201 (Resolution 75-79). Supporting the formation of the Fire District was the Town of Breckenridge and the Town of Blue River (Appendix of Resolution).
On February 10, 1976 an election was held for the organization of the Red, White & Blue Fire Protection District and election of Directors. The outcome of the election was 114 citizens “for” the organization of the Red, White & Blue Fire Protection District and 11 “against”. The first Directors were Alton Brown, John Farr, William Cooper, Bernard McMenamy, and Terry Perkins. The Red, White & Blue Fire Protection District was legally established on February 10, 1976 (Legal Establishment 1976).
In May of 1980, the Red, White & Blue Fire Protection District made an amendment to the existing service plan to develop and maintain a high level of fire inspections and code compliance to reduce the exposure to fire loss. Another change to the original service plan was to maintain and improve the training program for all fire service personnel, integrating such efforts with other fire services in the County. The last update to occur in the 1980 service plan amendment was the maintenance of a fire rescue squad to work in close cooperation with the
12 Summit County Ambulance Service to provide emergency services in life threatening circumstances, on a first responder basis. (1980 Service Plan Amendment)
Today, the district continues to operate under a board of directors that is elected by the citizens of the fire district. The board is comprised of five (5) members who are elected at large by the community, with members serving four (4) year terms alternating election years of three one year and two on opposing years. The following individuals represent the current elected officials of the Red, White & Blue Fire Protection District:
Randy Griffin, President Arch Gothard, Vice-President Teresa Perkins, Secretary/Treasurer Gary Gallagher, Director Jim Keating, Director
Red, White & Blue History Although our name is patriotic, Red, White and Blue originates from three different fire companies that were organized in 1882 to protect the mining district of Breckenridge after three large fires almost destroyed the town. The three companies were the Red: The Pioneer Hook and Ladder Company, White: The Independent Hose Company, and Blue: The Blue River Hose Company. Collectively, they were called the Red, White and Blue Volunteer Fire Department.
In 1947, the fire department’s name was the Breckenridge Volunteer Fire Department until 1976 when a special taxing district was officially formed renaming the department to the Red, White and Blue Fire Protection District, as it is called today. We cover approximately 140 square miles of Summit County, Colorado, including the towns of Breckenridge and Blue River, the Breckenridge Ski Resort, and unincorporated sections of Summit County. Our district boundaries are Hoosier Pass to the South, Frisco town limits to the North, the Continental Divide to the East, and the Ten Mile range to the West.
Major Milestones June 10, 1880 forest fires were threatening the town of Breckenridge from both the north and south. With no organized fire department, the citizens of Breckenridge stood side-by-side fighting the fire trying to protect their town. Fortunately, for the Town of Breckenridge, a storm moved in on June 13th to help assist the citizens put out the forest fires. The need for a Fire Department not only came from forest fires but also, as the town was booming; false front buildings were constructed out of logs and wood with wooden boardwalks all along Main Street. Muslin and paper insulation were commonly used on interior walls. Wood burning stoves were used to heat these buildings and had the potential to become firetraps for its occupants.
On June 11, 1880, George Harris passed around a book to the towns’ people that stated “The undersigned consent that our names may be used for a call of citizens to form a Fire Department in the Town of Breckenridge”. This book was known as a “Call” and was the beginning of the City of Breckenridge Fire Department. The majority of the property owners and town’s people signed this “Call”.
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A meeting was held at the Denver House on June 13, 1880. The meeting was called to order by George Harris and had the largest turnout in town’s history. At this meeting five men were appointed to a committee to form a fire department. Within this committee, Donald Fletcher became the first Chief of the Fire Department. George Bets was appointed Assistant Chief. HW Augustine, Thomas Reynolds and Charles Findings were also appointed to the committee. The meeting was then quickly adjourned to resume fire fighting as a fire from Gibson Hill was threatening the town. The meeting reconvened at 8 pm. Judge Sidney Meyers and the Mayor of Breckenridge formed a temporary Fire Department with the goal of having a permanent Fire Department within ten days. Once formed, the department was known as “The City of Breckenridge Fire Department” and was funded by tax dollars. A complete Hook and Ladder was ordered from the Caswell Manufacturing Company in Chicago. Bylaws and a constitution were written and named the new ladder cart “Pioneer Hook and Ladder Company #1.
On July 3, 1880, a motion was passed during a meeting that black hats, blue shirts and leather belts with nickel plated letters be the official uniform of the Pioneer Hook and Ladder Company. “Prompt to Aid” became The Pioneer Hook and Ladder Company’s motto at this same meeting.
During a regular meeting of the Fire Department on August 9, 1880, a motion was made and approved to erect a Fireman’s Hall to house the ladder cart. It was completed on December 6th on what is now 100 North French Street. The County donated the lot and Judge Silverthorne loaned the money for the construction. The Hall was two stories tall and 26 feet wide by 60 feet long. The first story was to accommodate the fire apparatus and the second story was used as city hall and public entertainments. It was known as “Firemen’s Hall”. In 1881, the fire department ordered a bell from the Buckeye Bell Foundry in Ohio. The bell was placed in a belfry above Firemen’s Hall. The Methodist Church also used the bell for Sunday church services. The firefighters petitioned against the church using the bell but were unsuccessful until the building was moved in 1887.
Two of the first structure fires Pioneer Hook and Ladder responded to were at the Methodist Church on November 12, 1880 and at The Silverthorne Hotel on November 16, 1880. Both fires were extinguished with little damage to the structures.
In 1882, the firefighters determined that hose and a hose cart were needed. Mr. Bessler went to Denver to meet with the chairmen of the fire committee of the Denver Council to ask for the hose cart. The request was granted and the City of Breckenridge Fire Department had their first hose cart. Soon after, another hose cart was purchased and housed in the Firemen’s Hall.
14 In December 1887, a meeting at the Firemen’s Hall determined the hall was looking run down and in need of repair. It was decided the Hall should be moved to Main Street before the repairs would be made. The move started on December 14, 1887 and the Hall was in its new location of what is now 100 North Main Street by January 17, 1888. Once moved, the Hall was completely renovated and became the second largest meeting room in Breckenridge. The Hall became very popular for all types of social gatherings.
An annual report from 1890 stated that the Breckenridge City Fire Department responded to 11 fires with a total dollar loss of $1200. The department had 37 active members.
By 1934 it was determined the fire bell was not loud enough to alert all the firefighters across the town. The Women’s Club of Breckenridge held several bake sales to purchase a fire siren for the fire department. The siren was used for six weeks before it was determined unsatisfactory. The Women’s Club then purchased a second siren that was put to use on January 4th 1935.
In 1947, the fire department changed its name from the Breckenridge City Fire Department to the Breckenridge Volunteer Fire Department (BVFD).
The first piece of motorized fire equipment was a 1947 Willy’s Jeep which is still exists within the organization.
November 25, 1952, the Breckenridge Volunteer Fire Department purchased 1200 feet of rope for the department ski tow.
May 31, 1955, the BVFD purchased a resuscitator for $493.50. November 28, 1955, a fire phone was installed in town hall.
September 7, 1956, an oxygen tank was purchased to be used with the resuscitator.
1976 brought forth the development of the Fire Protection District under the direction of Chief Virgil Davis. Chief Davis focused the response on the entire district and created the fire protection district to allow for taxation based on property valuation. The name of the organization was created using the colors of the Pioneer Hook and Ladder (Red), the
15 Independent Hose Company (White), and Blue River Hose Company (Blue). In February 1976, the Red, White & Blue Fire District was legally established.
1986 - The fire district was a combination department where the career staff handled the routine emergencies during the day and volunteers responded from home at the request of the on-duty officer both during the day and at night.
Winter 1986, the shifting program was started where four-person crews of volunteers would stay and respond from Station 6 (Main Street Station) from 6:30 p.m. to 7:00 a.m. During the months of April through November, a “squading” program was enacted to ensure volunteers were able to respond to the station, and then respond to the incident. This was handled through a sign-up process.
1989 brought the year-round shifting program. Both career and volunteer personnel were used in order to assure at least 4 people responding to all incidents. Additional volunteers could be requested to assist on incidents as necessary.
1997 allowed for a remodel of Fire Station #7 (Blue River – south station) to house student/resident firefighters. These firefighters were given room and board and college tuition for a Fire Science AAS degree in return for shifting with the department. Resident firefighters were required to work one day shift and two night shifts, per week from Station #7. Two resident firefighters would be on call each night and would respond in conjunction with the crew out of Station #6. This brought total staffing to six, with additional volunteers being requested on major incidents.
The first training center was established in 1999. The High Country Training Center (HCTC) was opened through a joint venture between Lake Dillon Fire Protection District, Red, White & Blue Fire Protection District, Snake River Fire Protection District, and Copper Mountain Consolidated Metropolitan District. HCTC has a ‘Class B’ burn building and is located at the highest elevation of any gas fired burn building in the world.
2001- Fire Station #4 (Tiger Road - North Station) was constructed. The station was built to house eight additional student/resident firefighters. This building replaced an aging ‘garage’ station that was previously located approximately ½ mile south of Tiger Road. Along with the completion of this station, the district provided 24/7 coverage from Station #6 and Station #4, with additional coverage at Station #7 from 1830-0700 hours. The staffing at Station #4 and #6 was made up of 2 paid staff and 2 student/residents. Volunteers supplemented the staff during the day as necessary and continued to provide “night shifting” from Station #6. 2002 - A Fire Protection Engineer was hired to serve as an Inspector and Plans Review professional for the organization. With this addition came the increased awareness of fire prevention by the operations and administrative staff. The Driver/Operator position became a ‘promotable’ position and additional staff was added. The first full-time truck company responding with four personnel was added with the purchase of the 100’ Aerial Metz Truck. Additionally in 2002, Red, White & Blue took over management of the High Country Training Center (HCTC) and began an overhaul on the training programs. This overhaul allowed for joint training classes to be hosted by the training center staff and allow all firefighters in the county to receive the same, high level trainings. HCTC was staffed with four Red, White & Blue Fire employees.
16 2003 - There was increased staffing and response to the citizens of Blue River. Fire Station #7 was staffed 24/7 by an engine company with a crew of three. All remaining resident firefighters living at Station 7 were relocated to Station 4, where the resident program began to phase out and the district began moving towards being a fully career department. Chief John Moles retired as the Fire Chief with over 25 years of service. Assistant Chief Gary Green was promoted to Fire Chief.
2004 brought the addition of the first Battalion Captains to serve as Incident Command and management of daily operations. These positions became Battalion Chiefs shortly after.
2005 began the push for Advanced Life Support personnel to respond to 100% of incidents. This was initiated by hiring ‘Senior Paramedics’ who came from other organizations with EMS experience and could serve as field training instructors as existing employees went through Paramedic School.
2006 continued finished the transformation of the department from volunteer to career with the final volunteers retiring and the final residents being hired as full time employees. The resident program was utilized for approximately 10 years with many of the residents now working as employees of the district.
2007 brought continued change to the EMS program with the purchase of 2 ambulances to be utilized as Squads. One squad was staffed at Station #6 and used to respond on all EMS incidents. The second squad was staffed as staffing levels allowed.
2008 brought a change in the Fire Marshal position. In the past, the Fire Chief served as the Fire Marshal, now and into the future the Fire Protection Engineer will serve in this capacity.
2009 continued the transformation of the fire district with hiring 4 firefighters through a SAFER grant. The district also received a grant through the Assistance to Firefighters Grant Program to assist with the purchase of SCBA’s to better protect the firefighters.
2010 started with a re-organization with the promotion of a Deputy Chief of Administration and two Administrative Battalion Chiefs. A 100’ Pierce Aerial Platform was received in October.
2011 began with a promotion of the EMS Captain to an EMS Division Chief. In 2011, one Captain received the Fire Officer (FO) designation from the Center for Professional Credentialing. Gary Green resigned as the Fire Chief, with Lori Miller being appointed as Fire Chief by the Board of Directors. Lori is the first female fire chief or a career organization in Colorado.
17 Funding Sources and Restrictions Colorado Revised Statutes Title 32 Special District Provisions, and Title 29 Government – Local, Budget and Services (specially 29-1-113(1), “Filing of budget”, along with Red, White & Blue Fire Protection District’s Fiscal Procedures Manual (FPM; referencing the Colorado Department of Local Affairs, Division of Local Government FPM), provide direction to the District and its Divisions, regarding budgeting requirements as well as a timetable for budget submittal and completion. The Fire Chief reviews the respective budgets and may revise them as he deems necessary while preparing the overall budget for presentation to Red, White & Blue Fire Protection District Board of Directors.
Annual property tax revenue represents the major source of revenue for the Red, White and Blue Fire Protection District’s (District) general fund budget. The drastic increase between 2009 and 2010 in property tax revenues was due to a 21% increase in assessed valuation of property values. The 2011 revenues are based upon budgeted figures, with changes anticipated based upon plan review fees, EMS revenue, specific ownership tax, interest earnings, and other revenues. (2011 Budget) The district operates at an 8.5% mill rate, with the ability to utilize a 9.0% mill rate approved by voters in 2006.
18 Area Description The district boundaries of the Red, White & Blue Fire Protection District are located within the Upper Blue Valley of Summit County, Colorado. As with most special districts in Colorado, the boundaries were formed utilizing multiple towns/cities and unincorporated county areas. The district is located between the ten mile mountain range and the Continental Divide and incorporates the Town of Blue River, Town of Breckenridge, and unincorporated Summit County.
The Town of Breckenridge boasts the Breckenridge Ski Resort, one of the world renowned ski destinations. The entire district is home to numerous prestigious residential structures, ranging in size from 500 square feet to 10,000 square feet.
The tax-base is controlled primarily by the high-end residential property, both single family, condominium, and resort properties. Helping support the high end properties is the Breckenridge Ski resort and destinations created by the tourism industry.
Topography Red, White & Blue Fire Protection District is located in the heart of the Rocky Mountains. The majority of the community is based in the north/south valley between two mountain ranges at altitudes of 9,200 to 10,000 feet; surrounded by peaks as tall as 14,000 feet. The Blue River runs through the middle of the valley, beginning at the south end of the district and running through the middle of the valley before emptying into Dillon Reservoir, located in the adjoining jurisdiction of Lake Dillon Fire Rescue.
Transportation Highway/roadway transportation is primarily dictated by the topography. There is one road (State Highway 9) into and out of the district at both the North and South boundaries. This is the only State maintained road within the jurisdiction. The roads maintained in the Breckenridge town limits are all paved, but are required to follow topographic areas and are not in laid out in a grid system. Roads maintained by Summit County are a combination of paved and gravel, also not in a grid system. Based on the layout of the transportation corridor, traffic back-ups are present during times of increased population and at the beginning and end of many ski days. There are very few hazardous materials transported through the community as we do not fall on a major highway or delivery route. The primary commodities transported into and through the community include gasoline and diesel fuel.
There are no rail lines, airports, or waterways (transportation) located within the Red, White & Blue Fire Protection District.
Climate The Red, White & Blue Fire Protection District response area is a high-alpine environment that experiences an average of 300 inches of snowfall annually. This snowfall is also followed up by over 300 days of sunshine. During the winter months, the average daytime temperature is 28 degree with a nighttime average of 15. The summer months boast an average temperature of 70 degrees during the day and a nighttime average of 50. The summer months present an afternoon rain shower on nearly a daily basis to cool off the intense afternoon sun. The entire year presents low relative humidity which adds to the great climate. (Breckenridge Resort Chamber, 2009)
19 The Red, White & Blue Fire District is landlocked by the Rocky Mountains and therefore does not have a threat of tornado’s and hurricanes. However, major snow storms are a common occurrence between November and April forcing major delays and closures of area highways. The vast amount of snow can often delay response to certain areas of the district. There have also been some years of drought, during winter and summer, which have led to an increased wildland fire danger in the forest surrounding the community.
Population The population served by the Red, White and Blue Fire Protection District has increased by 2,500 (permanent residents) and 9,000 (seasonal residents) between 2000 and 2007. The seasonal population refers to the second homeowners and short term rental guests that reside in the community for one night or more. In 2010, the estimates show 9,634 permanent residents living within the fire district (Summit County Planning Department). Summit County does not have a high enough population to have estimated population trends on the census bureau’s website.
There is an influx to the population during the seasonal periods, November through March and June through August. This population increase is as a result of the Breckenridge Ski Resort and the vast outdoor activities that the Rocky Mountains have to offer. The community has bed space for approximately 33,000 visitors to be housed in second homes, resort buildings, or hotels. This affects the daily population by increasing the population by seven times and increasing the volume of calls for assistance significantly. On any given day within the ski season there are 10,000 to 12,000 day skier visits adding to the total population in the community. The total population during peak tourism times is over 50,000. (2000-2007 Population)
There are no elderly care facilities or nursing care facilities within the service area of the Red, White & Blue Fire Protection District.
*Information courtesy of the Town of Breckenridge and Summit County Government
20 The current population of the Red, White & Blue Fire Protection District is richly diverse. Over the past decade, the community has begun a transition from a younger population to a retirement community. In some areas, the homes are being scraped or remodeled into larger estate properties, growing past 6,000 square feet.
The service area is considered Rural, Suburban, and Wilderness in nature when compared to the description presented in the eight edition of the Fire and Emergency Services Self Assessment Manual (FESSAM) published by the Commission on Fire Accreditation International (CFAI). The entire district would be classified only as rural if only permanent populations were utilized, however the district has broken out pockets of suburban based upon condominium and resort ownership that increase the overnight population base. Special events scheduled throughout the year are noted and staffed accordingly with additional assets and resources.
There are several key commercial or commercial/residential areas defined within the community. Most notable are of these are Main Street, Beaver Run Resort, Grand Timber Lodge, One Ski Hill Place, Main Street Station, and The Village at Breckenridge. These occupancies have been identified as target hazards through hazard analysis based upon occupancy loads, construction characteristics, fire protection features, and occupancy size.
County Population Base The county population estimates from the US Census Bureau show that the population has only increased by approximately 4,000 citizens between 2000 and 2009. This increase shows only the permanent population base, but does not include part-time residents.
Geographic Census area Population Estimates 2000
July 1, July 1, July 1, July 1, July 1, July 1, July 1, July 1, July 1, July 1, April 1,
2009 2008 2007 2006 2005 2004 2003 2002 2001 2000 2000
Summit County 27,239 26,724 26,234 25,745 25,287 25,177 25,313 24,966 24,715 23,701 23,548 *Accessed from US Census Bureau
Demographics Census 2000 Demographic Profile Highlights: General Characteristics - show more >> Number Percent U.S. Total population 7,449 Male 4,410 59.2 49.1% Female 3,039 40.8 50.9% Median age (years) 30.5 (X) 35.3 Under 5 years 346 4.6 6.8% 18 years and over 6,314 84.8 74.3% 65 years and over 189 2.5 12.4%
One race 7,346 98.6 97.6% White 7,117 95.5 75.1%
21 Black or African American 17 0.2 12.3% American Indian and Alaska Native 29 0.4 0.9% Asian 50 0.7 3.6% Native Hawaiian and Other Pacific 1 0.0 0.1% Islander Some other race 132 1.8 5.5% Two or more races 103 1.4 2.4%
Hispanic or Latino (of any race) 351 4.7 12.5%
Household population 7,334 98.5 97.2% Group quarters population 115 1.5 2.8%
Average household size 2.45 (X) 2.59 Average family size 2.82 (X) 3.14
Total housing units 8,267 Occupied housing units 2,998 36.3 91.0% Owner-occupied housing units 1,735 57.9 66.2% Renter-occupied housing units 1,263 42.1 33.8% Vacant housing units 5,269 63.7 9.0%
Social Characteristics - show more >> Number Percent U.S. Population 25 years and over 5,094 High school graduate or higher 4,942 97.0 80.4% Bachelor's degree or higher 2,789 54.8 24.4% Civilian veterans (civilian population 18 443 7.0 12.7% years and over) Disability status (population 5 years and 604 8.6 19.3% over) Foreign born 732 9.8 11.1% Male, Now married, except separated 1,281 32.9 56.7% (population 15 years and over) Female, Now married, except separated 1,331 50.8 52.1% (population 15 years and over) Speak a language other than English at 604 8.5 17.9% home (population 5 years and over)
Economic Characteristics - show more Number Percent U.S. >> In labor force (population 16 years and 5,544 86.1 63.9% over) Mean travel time to work in minutes 15.3 (X) 25.5 (workers 16 years and older) Median household income in 1999 54,343 (X) 41,994 (dollars) Median family income in 1999 (dollars) 71,552 (X) 50,046 Per capita income in 1999 (dollars) 30,173 (X) 21,587 Families below poverty level 45 3.2 9.2% Individuals below poverty level 613 8.4 12.4%
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Housing Characteristics - show more Number Percent U.S. >> Single-family owner-occupied homes 1,030 Median value (dollars) 379,800 (X) 119,600 Median of selected monthly owner costs (X) (X) With a mortgage (dollars) 1,555 (X) 1,088 Not mortgaged (dollars) 363 (X) 295
*Accessed from US Census Bureau
**This information will be updated when the 2010 Census data is available for zip code 80424
23 Development within the Service Area The community is currently developing the area with full build out expected by sometime during the years 2020 to 2030 (Upper Blue Master Plan). The majority of this development is occurring around the Peak 7 and Peak 8 base areas and the Shock Hill subdivision surrounding the BreckConnect Gondola. In 2011, there is one major resort complex beginning construction in the Peak 7 base area. The photos below show an overview of the size of structures being built. We predict that this area will require an increase in fire and EMS requests for service. The fire district is monitoring the current requests for service and our response demographics in this area and will be using methods to predict when and if this growth will justify the addition of an additional fire station, with construction to begin as early as 2012.
In many of the residential neighborhood areas of the district, there are multiple single family homes being built. Many of these homes are 4,000+ sq. ft. and require sprinkler and/or fire alarm systems in the initial construction. The number of homes under construction has declined over the past few years, with the likelihood of the economic crisis that has been faced in 2009 and 2010.
There are plans within the community to continue to develop the Wellington Neighborhood, a local’s only community with deed restrictions in place, designed to provide affordable housing to the employees within the County. The Town of Breckenridge is currently working on a similar housing area off of Valley Brook, a townhome complex to serve as attainable housing for the local workforce.
24 Deployment Capabilities Red, White & Blue Fire will respond to any emergency requested from the public. To effectively mitigate these situations, comprehensive running orders procedures have been established (RWB SOP-501). These running orders can be altered at any time by the first arriving company officer or at a battalion chief’s discretion.
Fire response requires the use of the pre-determined automatic-aid with Lake Dillon Fire-Rescue to assure that Red, White and Blue meets the minimum effective response force as defined by the organization. A deployment to a structure fire, full effective response force of 16 (minimum) fire service personnel to (single family, multi-family, and commercial occupancies) includes 3 engines, 1 aerial platform, 1 squad, 1 ambulance (SCAS), and a Battalion Chief. In the event of a fire in a rural portion of the district, a tender assignment can be requested by the first due Company Officer or Battalion Chief for four (4) tenders to supply water. The tenders are provided by Red, White & Blue and Lake Dillon. Each district owns/operates two (2) water tenders that are cross staffed by crews at the respective stations. The water tenders are also utilized as reserve engines as they are classified as pumper/tenders by ISO classifications. The district has an ISO Class 4/9, depending on if a pressurized water supply is available.
Medical response requires a minimum of either a single engine or ALS medic. In the event of a medical incident which can include cardiac, trauma, unconscious/unknown, stroke; the first arriving company officer, paramedic, or battalion chief has the ability to increase the response by adding a second apparatus or specialized equipment. Summit County Ambulance Service (SCAS) provides most ALS transports to a designated medical facility. Auto accidents are incorporated within the medical response category, with a minimum response of one engine/truck and one ALS squad. As of April 13, 2009; Red, White and Blue Fire can transport patients found to be “in extremis,” or when the SCAS supervisor requests assistance for transporting to a designated medical facility. (Ambulance Transport IGA)
Hazardous Materials response requires the use of a three (3) tier system. The minimum response to any Haz-Mat incident is a single engine or truck staffed with a minimum of all Haz-Mat Operation certified personnel. Other incidents that are much more complex require the activation of a county-wide Hazardous Materials Response Team, with Haz-Mat Technician Response, made up of members of the three fire districts and county sheriffs department. Red, White and Blue staffs at least one Hazardous Materials Technician 24/7 on shift. The three tiers are: 1) Red, White & Blue can effectively mitigate the hazardous materials event, 2) On-duty Hazardous Materials Technicians from Red, White and Blue, Lake Dillon Fire Rescue, and Copper Mountain Fire can effectively mitigate the hazardous materials event, or 3) Off-duty Hazardous Materials Technicians and mutual aid will be required to mitigate the hazardous materials event. In the event of any hazardous materials event on state highways, Colorado State Patrol dispatches their hazardous materials team consisting of at least one technician to assist in mitigation.
Wildland fire situations require the use of cross-staffed type six wildland units to respond to incidents, as well as coordinating type one engines for structural triage/protection. A confirmed wildland fire in an urban interface area utilizes the same response as a structure fire, with the crews responding on either a type 1 or type 6 apparatus. The U.S Forest Service is notified and responds when the fire is on federal land
25 Red, White & Blue responds to technical rescue events at an awareness level. This awareness levels allows for a rapid response and assessment of the emergency while or before calling for support of other jurisdictions such as Summit County Search and Rescue or mutual aid. Red, White & Blue provides basic training through the High Country Training Center for confined space, trench rescue, and high angle rescue; but does not host a technical rescue team that is specially trained in these events. In the event of an incident that requires specialized equipment, training, or experience, mutual aid will be activated from the Colorado State Emergency Resource Mobilization Plan, or West Metro Fire. These events include confined space, trench collapse, high angle, dive/swift water or back country (mountain) rescue events. These events require a coordinated response from Red, White and Blue, Lake Dillon Fire Rescue, Summit County Dive Rescue, and Summit County Search and Rescue.
Automatic/Mutual Aid Agreements Red, White & Blue Fire participates in automatic aid agreements with Lake Dillon Fire Protection District. This agreement relates specifically to structure fire response for both agencies as well as an automatic aid response for all incidents between Swan Mountain Road and Summit Medical Center. (SOP 502)
Mutual aid agreements are in place with Copper Mountain Consolidated Metropolitan District, Lake Dillon Fire Protection District, and Northwest Fire Protection District.
2008 2009 2010 Aid Aid Aid Aid Aid Aid Given Received Given Received Given Received Copper Mountain Fire 5 1 0 0 0 0 Lake Dillon Fire 68 31 33 25 55 32 Northwest Fire 0 1 1 0 0 0 Lower Blue 0 0 0 0 1 0 Other 0 0 0 0 0 1 Aid Given and Received 2008-2010
26 Fire Station Location Red, White and Blue Fire Protection District operates three (3) strategically placed fire stations to serve the citizens of the Upper Blue Valley. Each station is staffed with resources to effectively provide the needed services to their respective response areas as well as the entire district and the surrounding communities.
27 Fire Station #4 is located at 13549 State Highway 9, Breckenridge, CO.
Tower 4- minimum crew of 3. Wildland 4- cross-staffed with crew from Tower 4. Tender 4- reserve engine/tender cross-staffed with crew from Tower 4 Squad 4- (ALS Ambulance) staffed during peak seasons with crew of 2, or during times of full staffing.
The response zone for Fire Station 4 is: North to RWB District Boundary South to Hwy 9 at Coyne Valley Rd . Including Continental Court and Dennison Placer West Side of Hwy 9: . Coyne Valley Rd including Peak 7 area up to intersection of Ski Hill Rd and Discovery Road East Side of Hwy 9: . Fairview Blvd and Silver Shekel subdivision . Highland’s subdivision south to Preston Way including all of Preston Way
Data for Station Calls 2008-2010
28 Fire Station #6 is located at 316 N. Main St., Breckenridge, CO.
Engine 6- minimum crew of 3. Battalion 6- minimum crew of 1. Tender 6- reserve engine/tender cross-staffed with crew from Engine 6 Squad 6- (ALS Ambulance) minimum crew of 2.
The response zone for Fire Station #6 is: North: Hwy 9 to Coyne Valley Rd West side of Hwy 9: o Ski Hill Rd up to and including Discovery Road o All accessible roads up to Coyne Valley Rd East Side of Hwy 9: o Highlands subdivision North to Preston Way South: Hwy 9 to Wagon Road
Data for Station Calls 2008-2010
29 Fire Station #7 is located at 0121 Whispering Pines Circle, Town of Blue River.
Engine 7- minimum crew of 3. Wildland 7- cross-staffed with crew from Engine 7.
The response zone for fire station #7 is: North: Wagon Road- including all of Spruce Valley Ranch South: Top of Hoosier Pass
Data for Station Calls 2008-2010
30 Community Expectations
During the early fall of 2010 RWBFPD Staff, led by Gary Green, Battalion Chief Neil Rosenberger, Battalion Chief Kim Scott, Captain Ryan Roberts, and Firefighter/Paramedic Jeff Nordeen, hosted eight community members together, during two separate occasions, as a community focus group.
Listed below are the expectations that members of the community presented during the focus group meetings.
Expectations of the RWBFPD by members of the External Focus Group were: Quick response to all emergencies in the community Qualified, well-equipped, and highly skilled, well-trained personnel Adequate staffing for the tasks at hand 24/7 All-hazards response capabilities Accountability to the community and to each other Good value for the tax funding established Professionalism Take opportunities to improve efficiencies where they make sense to do so Be out there in the community every day with our communications
The focus group also made recommendations as to what they would like to see out of their fire department. Listed below are those recommendations. Increasing communications with the community on all fronts. Pursue county ambulance licensing for the district owned and operated Medic Units. Mitigate traffic control on scenes where traditional EMS/Fire responses would not be routinely necessary. Assist with the community bon fire planning and facilitation during the week of High School Homecoming. Designate the RWBFPD Stations as community shelters during major emergencies. Look for opportunities to merge, consolidate and or share resources with neighboring fire agencies, Lake Dillon Fire-Rescue (LDFR) and Copper Mountain Fire-Rescue (CMFR), as long as the following criteria are met: o The level of service is improved through increased efficiencies in areas such as joint purchasing, shared administrative functions, shared responsibilities and consolidation of services where it is deemed appropriate. o There is an overall decrease in expenditures and a subsequent mil levy decrease. o The following concerns would need to be met: . Where would the decentralized administration be located? . How will the diverse needs be met throughout the affected Summit County Communities?
31 RWBFPD should consider no longer performing anything but the most basic salvage and overhaul or board up functions at emergency scenes. These can and should be performed by private companies at the request of the affected party’s insurance carrier. RWBFPD should evaluate the cost/benefit of training and response of their fire personnel as Hazardous Materials Response Technicians. RWBFPD should encourage their district board members to represent the district and community by participating in additional community-wide organizations, including town council and county commissioner meetings, as well as serving on committees and focus groups, as they are developed. RWBFPD should assist groups (homeowners associations, neighborhood groups, etc.), in applying for and working their way through Wildfire Mitigation (WUI) grant processes, making mitigation as convenient as recycling has become throughout the community.
In evaluating the internal and external stakeholder feedback, the district has utilized the feedback to develop the 2011-2016 Strategic Plan.
32 Section 2 Standard of Response Coverage
Existing Methods to State Standards of Coverage The Red, White and Blue Fire Protection District (RWBFPD) began using a Standards of Response Coverage document in 2011 and will be updating it annually. RWBFPD has operated under the mission statement, Standard Operating Procedures/Guidelines, RWBPFD Charter, Colorado State Statutes, Insurance Services Organization (ISO) requirements, and the annual budgets. The RWBFPD also uses National Fire Protection Association (NFPA) and Occupational Safety and Health Agency (OSHA) standards as a reference. A combination of this information is used to make safety and staffing decisions, equipment distribution, and response time baselines and benchmarks.
The RWBFPD has been using a Strategic Plan, Standards of Coverage Document, Goals and Objectives, and Community Risk Assessment beginning in 2011.
33 Section 3 Risk Analysis
Risk is defined by Merriam-Webster as a “the possibility of loss or injury” Red, White & Blue evaluated the community using demand and probability of historical events, the risks presented by occupancies, and natural (uncontrollable) risks. These risks lead to policy implementation and decision making that must occur in order to best prepare for the safe and efficient operations to protect life and property. An evaluation has been completed on the hazards faced within the district, both natural and man-made, based upon the demand and frequency historically.
Factors Unique to Red, White & Blue Fire Protection District There are several factors that are unique to the Red, White & Blue Fire Protection District that impacts the way the department responds to emergencies. These factors must be identified and prepared for in advance of emergencies.
There have been three Fire Management Zones (FMZ) established to analyze risk and for data collection/analysis. These zones correspond with each fire station’s ‘first due’ response areas. The three Fire Management Zones have varying occupancy types. Fire Station #4’s response zone includes a diverse mixture of occupancy types ranging from single family residential, schools, multi-family residential, light industrial, and waste water treatment facilities. Fire Station #6’s response zone is compromised of primarily single family residential, multi-family residential, and commercial/mercantile. Fire Station #7’s response zone is primarily single family residential with 2 commercial multi-family residential properties (Blue River Condo’s and Skier’s Edge) and one small water treatment facility.
The Breckenridge Ski Area boasts over 2,300 acres of skiable terrain during the winter months bringing thousands of visitors on a daily basis. While the terrain is protected for EMS response by the Breckenridge Ski Patrol, there are numerous properties that are accessed by lifts, snow cats, and snowmobiles; with no fire apparatus during the winter months.
34 Fire Management Zones Red, White & Blue Fire Protection District uses 1st due response districts as the Fire Management Zone (FMZ). The 1st due response areas are clearly defined by geographical boundaries and roadways. The areas are described in detail in the Red, White & Blue SOP# 501 (2011).
The zones are as follows: Station 4: North to RWB District Boundary South to Hwy 9 at Coyne Valley Rd . Including Continental Court and Dennison Placer West Side of Hwy 9: . Coyne Valley Rd including Peak 7 area up to intersection of Ski Hill Rd and Discovery Road East Side of Hwy 9: . Fairview Blvd and Silver Shekel subdivision . Highland’s subdivision south to Preston Way including all of Preston Way
Station 6: North: Hwy 9 to Coyne Valley Rd West side of Hwy 9: . Ski Hill Rd up to and including Discovery Road . All accessible roads up to Coyne Valley Rd East Side of Hwy 9: . Highlands subdivision North to Preston Way South: Hwy 9 to Wagon Road
Station 7: North: Wagon Road- including all of Spruce Valley Ranch South: Top of Hoosier Pass
35 Fire Management Zones:
36 Injury and Death Loss Statistics Red, White & Blue has been fortunate and had 0 civilian fire deaths for the years 2008 through 2010. During the same time frame, there have only been 3 injuries related to a fire/explosion event, 2 of which Red, White & Blue was not notified about until they had been treated in the emergency room. There have been no significant firefighter injuries on fire scenes in the years of 2008-2010, while there have been a few documented cases of minor injuries such as frost bite or slips and falls. Listed below are the firefighter injuries statistics on and off emergency incidents.
Injury Occurrences 2008 2009 2010 During Emergency Incidents 3 1 4 During Daily Activities 3 4 4 Chemical Exposures 0 4 4 Cancer (Presumptive) 1 1 1 FF Injuries 2008-2010
The State of Colorado has a presumptive cancer bill (HB07-1008) covering firefighters who contract cancer of the brain, skin, digestive system, hematological system, or genitourinary system resulting from employment as a firefighter. Since this legislation was enacted, Red, White & Blue has had three cases: brain cancer, skin cancer, and prostate cancer. While all three cases have been treated, only the member with brain cancer is no longer active within the organization.
Fortunately, there has only been one line-of-duty death in the history of Red, White and Blue. The death was a result of a heart attack in March 2004.
37 Fire Loss Statistics-Structure Fires Red, White & Blue has annually averaged $891,516 of loss from fire between 2008 and 2010. According to the NFPA Fire Loss in the U.S.-2009, the average 2009 fire experience for a community of similar size as Red, White and Blue is 118 total fires, 46 structure fires, .28 civilian deaths, 2.12 civilian injuries, and $1,376,200 in fire loss. Red, White and Blue remain below the national average from 2008 through 2010.
38 Demand and Probability The number of calls for service that the Red, White and Blue Fire Protection District have responded to from 2006 through 2010 has remained relatively unchanged with the exception of 2008. This correlation is likely related to an increased tourism season before the downturn in the economy.
Probability is defined as the relative frequency with which an event occurs or is likely to occur. To determine the probability of an event happening, several factors have to be considered. The number of each specific call for service in the prior years along with changes in call trends and growth changes need to be considered. First, the number of calls in previous years must be established. The calls must be divided into the nature of calls and in the case of fire and EMS they need to be divided into specific types for each category. This process was completed by looking at all calls for service from 208 through 2010. Fire Manager by High Plains Systems was used in conjunction with NFIRS 5 Alive. The data was separated into total calls, fire calls, EMS calls, Haz-Mat calls, and other calls for service. Call frequency only includes incidents that occurred within the Red, White & Blue Fire Protection District, with a subsection of automatic and mutual aid assignment.
Call Frequency 2006 2007 2008 2009 2010 Yearly Total 1326 1407 1549 1417 1393 Station 4 Primary Response Area 227 254 222 198 203 Station 6 Primary Response Area 977 945 1067 1034 988 Station 7 Primary Response Area 110 156 187 151 146 Mutual/Auto Aid Given 12 52 73 34 56 Daily Average 3.63 3.85 4.24 3.88 3.82
Annual Responses 2006-2010
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Demand and Probability-Fires Fire calls make up a small percentage of the annual call volume yet can create a challenge to the organization. There are several types and severities of fires that can be classified as serious to routine. Structure fires with smoke and flames showing are the most serious. The current RMS system breaks the fires into multiple categories, but makes it difficult to differentiate between major/minor fires. The daily average of fire calls has remained virtually unchanged throughout the past five years, with a decrease in 2009.
2008 2009 2010 Structure Fires 17 3 10 Vehicle Fires 5 2 2 Brush Fires 5 4 10 Dumpster Fires 3 4 3 Other Fires 8 11 15 Total Fires 38 24 40 Daily Average 0.10 0.07 0.11
40 Demand and Probability-EMS In 2010, EMS calls accounted for 49% of all calls for service. EMS calls have remained virtually unchanged in the previous 3 years. A single company or Squad (Medic Unit) responds to a majority of all EMS calls. Some higher acuity calls such as cardiac arrest require additional personnel to effectively mitigate.
2008 2009 2010 EMS Calls 704 686 655 Daily Average 1.93 1.88 1.79
An analysis of EMS calls by type and frequency helps identify the EMS risks more specifically. The following chart breaks down the call by type from 2008 through 2010.
2008 2009 2010 Trauma 168 116 86 Unconscious/Fainting/Syncope 53 43 38 Difficulty Breathing 30 30 27 Alcohol Intoxication/Drug Overdose 25 26 16 Bleeding, minor 17 24 7 Seizures/Convulsions 22 22 23 Nausea 19 21 15 Altered Level of Consciousness 17 16 10 No Problem/No Injury 12 15 12 Chest Pain 23 17 18 Pain, Severe 10 10 7 Abdominal Pain 13 7 11 Abnormal Vital Signs 4 5 0 Dead 2 5 1 Dehydration 6 6 5 Diabetic Problem 4 4 6 Non-Traumatic Headache 11 5 2 Multi Systems Trauma 2 4 0 Poisoning 2 3 0 Abdominal Pain with other symptoms 7 3 3 Back Pain 6 2 5 Burns-Minor and Major 3 2 2 Cardiac Arrest (CPR in Progress) 3 2 8 Cardiac Symptoms-other 6 7 5 Sick Person 3 3 5 Alcohol Intoxication-Severe 4 2 3
41 Allergic Reaction 3 5 2 Choking or Airway Obstruction 1 1 0 Diarrhea 2 2 3 Eye Injury 3 1 3 Neurological Distress 1 2 5 Bites/Stings 3 2 2 Epistaxis 1 0 1 Electrocution 1 0 0 Cold Exposure/Hypothermia 1 1 0 Amputation 0 0 0 Drowning/Near Drowning 0 0 0 Psychiatric/Behavioral 4 2 3 Pregnancy/OBGYN 1 0 0 Hemorrhage 1 0 1 Penetrating Injury 0 2 0 Haz-Mat Exposure 0 0 1 Monitor or Maintain Airway 0 0 1 Respiratory Arrest 0 1 1 Vomiting 5 3 3 Other 54 49 80
Demand and Probability-Haz-Mat Hazardous materials incidents range from small spills/leaks to large environmental incidents. Carbon Monoxide incidents are included in haz-mat responses. Many of the Haz-Mat incidents are handled by a single engine/truck company while a few require a specially trained Haz-Mat team. There has been a steady decrease in demand for Haz-Mat responses in the past 3 years, with a sudden decrease in 2009. This decrease is likely related to the decreased amount of construction within the community and the hazardous materials responses associated with this economic change.
2008 2009 2010 Haz-Mat Calls 146 88 102 Daily Average 0.40 0.24 0.28
Demand and Probability-Other Calls for Service Other calls for service include false alarms of all types, hazardous conditions, downed power lines, elevator rescues, and any other public assistance calls. Most of the false alarms are caused by burnt food at the large resort buildings. There are also bystanders who call 9-1-1 with good intentions and the reports turn out to be false alarms.
42 2008 2009 2010 False Alarms 345 346 304 Service Calls 103 76 78 Good Intent Calls 141 158 152 Other Calls 2 3 6 Overpressure/Explosion 2 2 0 Daily Average 1.62 1.60 1.48 Call Frequency 2008-2010
43 Demand and Probability- Calls by Month The line graph showing the calls per month shows the seasonal changes within the district. This analysis shows a drastic change in call volume during the changing seasons. During the ski season, late November through mid April, the call volume increases in conjunction with the population increases. July also spikes with call volumes as a result of many summer activities and festivities. The ever changing call demand continually changes the demand and probability for calls of service, but meeting the ever changing demands of the community is always a priority.
44 Demand and Probability- Calls by Day of Week Another factor to evaluate is the calls per day of week to see any trends. The days with highest call volume correlate with the days that see the most skier visits at the Breckenridge Ski Resort. Friday and Saturday are the busiest days of the week, with the other five days leveling out as a result of less population in the area.
45 Demand and Probability-Total Calls The next factor to investigate is what time of the day or night calls are occurring to see if there are any trends. This was done using the data collected and charting it on radar graphs. From the graphs below we can see that the majority of calls for service from 2008 through 2010 occurred between the hours of 11:00 a.m. and 20:00 p.m. There is then an increase in service demand 00:00 and 01:00.
Call Demand and Probability Total Response 2008-2010
46 Demand and Probability- Fire Calls The next factor to investigate is what time of the day or night calls fires are occurring and look for any trends. To effectively evaluate this data, the fires have been looked at in individually over five years and the total data for five years. The individual yearly data shows that most fires occur between 09:00am and 15:00pm, with an additional increase in fires between 18:00pm and 20:00pm. The total fire calls temporal analysis matches this analysis with the number of fires over five years increased between 09:00 and 20:00 with the highest demand at 14:00pm.
An evaluation of the day of week that fires occurred showed that Monday’s and Thursday’s had the least amount of fires with an average of 3 per year while Friday had the highest amount of fires with an average of just over 7 per year.
Sunday Monday Tuesday Wednesday Thursday Friday Saturday 2008 3 4 5 7 4 7 8 2009 8 1 2 5 1 7 0 2010 5 5 7 2 7 9 5 Total 16 10 14 14 12 23 13 Average 5.33 3.33 4.67 4.67 4.00 7.67 4.33 Call Demand and Probability Fires 2008-2010
47 Demand and Probability- EMS Calls The EMS data is divided into total EMS calls by time of day, day of week, month, and a grand total by time of day. The temporal analysis below for 2008 through 2010 revealed an increase in calls from midnight to 1:00 am on the weekends. This would correlate with the increased activity at the local night clubs and bars. There is also an increase on Friday’s from the hours of 19:00 to 21:00; correlating with the increased number of people arriving at the resort destinations.
The EMS calls per year for 2008-2010 shows consistency for the hours of the day by year, with 2010 having a slight decrease during the hours of 19:00 to 01:00.
48 EMS Calls by day of week were fairly consist in 2008 and 2009, with a change increase in call volume on Saturday’s during the years of 2008 and 2010. There was also an increase of calls on Thursday’s in 2010.
Call Demand and Probability EMS 2008-2010
49 Demand and Probability- 3 Year Average The temporal analysis for the five year average of all incidents shows that the majority of calls relate directly to the business hours of occupancies, increased population for skier visits, and times when people are most active. Call volume drops off dramatically when people are typically sleeping and less active.
Call Demand and Probability- 3 Year Average 2008-2010
Conclusion- Demand and Probability An overall evaluation of the demand and probability shows the Red, White & Blue’s call demand is increased incrementally between 07:00 am and 02:00 am. The staffing levels must match the service demand; both on days of the week, months of increased demand and time of increased demand. The probability of calls occurring within the district increases when people are generally awake and moving throughout the community.
50 Occupancy Risk Assessment
The occupancy risk analysis was completed using a risk analysis worksheet that was created using the categories, classifications, and point system from High Plains Information Management System. The worksheet focused on 18 categories to determine fire and life safety risk of the 194 occupancies analyzed. The factors are explained below.
1) Occupancy Identification: This category defined the address, fire management zone, inspecting Captain, and occupancy name.
2) Water Supply: This category defined if there was a pressurized water supply system available to be used by pumping apparatus.
3) Construction Features: This category focused on the 5 construction types that are commonly used in the fire service. If an occupancy was built using multiple construction types, the type that was of higher point value was used.
4) Property Use: This category described the primary and most severe property use of the occupancy.
5) Floors-Above Grade: This category focused on the floors above grade, looking primarily if ladder access is available using either ground ladders or an aerial device.
6) Height: This category focuses on the height from the lowest point of vehicle access and evaluates the ability to use an aerial device.
7) Below Grade Floors: This category focuses on whether there are/are not floors below grade that could pose a hazard to firefighters and increase the risk of conducting a rescue.
8) Square Footage: This category determines the square footage of the occupancy which can also lead to calculating fire flow calculations and increases the fire spread potential/life safety hazards.
9) Maximum Building Occupancy: This category evaluates the occupancy when the building is fully occupied to determine life safety and the difficulty of effectively managing large quantities of people during an emergency.
51 10) Sprinkler System: This category evaluates whether the occupancy is fully sprinklered, partially sprinklered, and contains no fire suppression system to assist in evacuation and fire control activities.
11) Fire Alarm System: This category evaluates the fire detection system and the ability to initiate the fire department and occupants in the event of a fire.
12) Hazard of Contents: This category evaluates the hazard of the contents as it relates to fire spread or ignition.
13) Hazardous Materials: This category evaluates the hazardous materials storage to determine if an emergency can be effectively handled with first arriving apparatus, the organization, or if a multi-agency response would be required.
14) Occupants: This category evaluates whether the people can ambulate from the structure under their own power or if they rely on the assistance of others.
15) Access: This category evaluates the ability to operate fire equipment around the structure in the event of an emergency, especially aerial apparatus.
16) Electrical Hazards: This category evaluates whether there are any unusual electrical hazards present that could present risk to responders and the public.
Using the above categories allows for the overall risk to be determined by adding the values of each category together. The risk profile score is then given to the individual structure.
Total Value Description 0-24 Low 25 - 40 Moderate 41 - 55 High >55 Special Risk
Shown on the following page is an example of the risk analysis worksheet and an example of one of the structures that was presented in the risk analysis.
52 Red, White & Blue Fire Protection District
Risk Analysis Worksheet
1) Occupancy Identification
a) Building Address: 112 Overlook Drive
b) Fire Management Zone: Station 6
c) Inspecting Captain: Roberts
d) Occupancy Name: The Lodge and Spa at Breckenridge
2) Water Supply:
Water Supply Value Hydrants are NOT available 10 Hydrants are available 0
3) Construction Features:
Type Value Description Type I 0 Fire Resistive Type II 1 Non-combustible Type III 2 Ordinary Type IV 3 Heavy Timber Type V 4 Wood Frame
4) Property Use: Based on the worst case scenario
Property Use Value Assembly 6 Educational 4 Healthcare, Detention or Correction 8 Residential 6 Business or Mercantile 4 Industrial, Utility or Defense 10 Manufacturing or Processing 10 Storage 2
5) Floors: Above Grade
Floors Value 1-2 floors above grade 0 3-6 floors above grade 2 More than 6 floors above grade 3 6) Height: From lowest point of vehicle access 53
Height Value 1-30 feet 0 31-72 2 More than 72 feet 3
7) Below grade floors:
Below Grade Value There are NO floors below grade 0 There is at least one floor below grade 3
8) Square Footage
Type Value 1-7,500 square feet 0 7,501-15,000 square feet 2 15,001-25,000 square feet 3 25,001-40,000 square feet 4 More than 40,000 square feet 5
9) Maximum building occupancy: Based on fully occupied.
Type Value 0-10 occupants 1 11-50 occupants 2 51-100 occupants 3 101-300 occupants 4 301-2,000 occupants 5 2,000-10,000 occupants 7 More than 10,001 occupants 10
10) Sprinkler System:
System Value Fully Sprinklered 0 Partially Sprinklered 5 Non-sprinklered 10
11) Fire Alarm System:
Alarms Value A monitored fire alarm system is installed 0 A local fire alarm system is installed 3 No fire alarm system is installed 5
12) Hazard of Contents 54
Hazard Value Low 0 Ordinary 5 High 10
13) Hazardous Materials
Hazardous Materials Value No hazardous materials are present 0 A haz-mat incident could be handled by 5 first arriving units A haz-mat incident could be handled by 10 our agency A haz-mat incident would require a multi- 20 agency response
14) Occupants:
Occupant Mobility Value ALL occupants are ambulatory 0 Some or all occupants are not ambulatory 5
15) Access:
Building Access Value Building is accessible to apparatus on all 0 sides Access is blocked on some sides 5 Building is not accessible to apparatus 10
16) Electrical Hazards
Electrical Hazards Value No unusual electrical hazards exist 0 Occupancy has a battery room, open buss 3 bars, or similar hazard
Risk Profile:
Total Value Description 12 - 24 Low 25 - 40 Moderate 41 - 55 High >55 Special Risk
55
Building Name RISK CATEGORY
Use
F.D.
Risk Risk
Water
above
Floors Floors
Const. Height Profile
Supply Ground
Square
Access
System System
opulation
Footage Hazards
Building
Property
Features
Sprinkler
Contents Materials
Electrical
Hazard of
P
Fire AlarmFire
Mobility of
Hazardous
Occupants
Below Grade
BEAVER RUN RESORT-Conference 0 0 6 2 2 0 5 5 0 0 5 0 0 0 0 25 MODERATE
VILLAGE AT BRECKENRIDGE 0 0 6 3 3 3 5 5 5 0 5 5 0 10 0 50 HIGH
10 MILE SUITES AND THE ATRIUM 0 4 6 2 2 0 5 3 0 0 5 0 0 5 0 32 MODERATE
MAIN STREET STATION BLDG A 0 4 6 2 2 3 5 4 0 0 5 0 0 5 0 36 MODERATE
MAIN STREET STATION BLDG B 0 4 6 2 2 3 5 4 0 0 5 5 0 5 0 41 HIGH
MAIN STREET STATION BLDG C 0 4 6 2 2 3 5 4 0 0 5 0 0 5 0 36 MODERATE
MAIN STREET STATION BLDG D-HYATT 0 4 6 2 2 3 5 4 0 0 5 5 0 5 0 41 HIGH
THE LODGE AND SPA AT BRECKENRIDGE 0 4 6 0 0 3 4 4 0 0 5 5 0 5 0 36 MODERATE
BLAZING SADDLES CENTER 0 4 6 2 2 0 5 3 0 0 5 0 0 5 0 32 MODERATE
DER STIER MARK 0 4 6 2 2 3 5 3 5 0 5 5 0 5 0 45 HIGH
LINCOLN WEST MALL 0 2 4 0 0 3 2 3 0 0 5 0 0 0 0 19 LOW
BEAVER RUN BLDG 1 0 0 6 2 2 0 5 4 10 3 5 5 0 5 0 47 HIGH
BEAVER RUN BLDG 2 0 0 6 3 3 3 5 5 0 0 5 5 0 5 0 40 MODERATE
BEAVER RUN BLDG 3 0 0 6 3 3 3 5 5 0 0 5 5 0 5 0 40 MODERATE
BEAVER RUN RESORT BLDG 4 0 0 6 3 3 3 5 5 0 0 5 5 0 5 0 40 MODERATE
FOUR SEASONS PLAZA 0 2 4 0 0 0 4 3 0 0 5 0 0 5 0 23 LOW
MARRIOT COMPLEX 0 1 6 2 2 3 5 4 0 0 5 5 0 10 0 43 HIGH
GREAT DIVIDE LODGE 0 0 6 3 3 3 5 5 0 0 5 5 0 5 0 40 MODERATE
SUMMIT COUNTY JUSTICE CENTER 0 0 8 0 0 3 5 3 0 0 5 0 5 5 0 34 MODERATE
BANK OF THE WEST 0 2 6 2 2 3 3 2 0 0 5 0 0 0 0 25 MODERATE
56
Use
F.D.
Risk Risk
Water
above Grade
Below
Floors Floors
Const. Height Profile
Supply
Building Name Square RISK CATEGORY
Access
System System
Ground
Footage Hazards
Building
Property
Features
Sprinkler
Contents Materials
Electrical
Hazard of
Population
Fire AlarmFire
Mobility of
Hazardous
Occupants
BRECKENRIDGE MOUNTAIN LODGE 0 4 6 2 2 0 4 3 5 0 5 0 0 5 0 36 MODERATE
BRECKENRIDGE MECHANICAL BUILDING 0 4 4 0 0 0 0 1 10 5 0 5 0 0 0 29 MODERATE
SNOW ALLEY CONDO ASSOC 0 4 6 0 0 3 0 1 0 0 0 0 0 0 0 14 LOW
STERLING BLDG 0 4 4 0 0 3 2 2 5 5 5 0 0 5 0 35 MODERATE
THE BRECK INN 0 4 6 0 0 0 2 3 0 0 5 0 0 5 0 25 MODERATE
BRECKENRIDGE SANITATION 10 1 10 0 2 3 4 1 10 5 10 20 0 5 0 81 SPECIAL
STILES BLDG 0 2 4 0 0 0 3 2 0 0 0 0 0 5 0 16 LOW
RIVERWALK PLAZA 0 4 6 0 2 0 3 4 5 0 0 0 0 5 0 29 MODERATE
SKI COUNTRY RESORTS 0 4 4 0 0 0 0 1 10 5 5 5 0 5 0 39 MODERATE
AGENCY BUILDING 0 4 4 0 2 3 0 2 10 5 5 0 0 5 0 40 MODERATE
THE WHALE TAIL 0 4 4 0 0 0 0 2 0 0 5 0 0 5 0 20 LOW
KENOSHA STEAKHOUSE 0 4 4 0 0 0 0 2 0 0 5 0 0 5 0 20 LOW
BRECKENRIDGE BREWERY 0 2 4 0 0 0 0 3 0 0 5 0 0 0 0 14 LOW
COTTONWOOD COURT 0 4 4 0 0 0 0 2 10 5 5 0 0 5 0 35 MODERATE
PEAK 9 RESTAURANT 0 4 6 0 0 0 2 3 5 0 5 0 0 10 0 35 MODERATE
1ST BRECKENRIDGE GROUP BLDG A 0 1 6 0 0 0 0 1 10 5 5 0 0 0 0 28 MODERATE
ROUNDS BUILDING 0 4 4 0 0 0 0 2 0 0 5 0 0 5 0 20 LOW
LA CIMA MALL 0 2 4 2 2 0 3 3 0 0 5 0 0 5 0 26 MODERATE
PIZZA PARLOR 0 4 4 0 2 0 2 2 0 0 5 0 0 0 0 19 LOW
FOOD KINGDOM/POST OFFICE 0 2 4 0 2 3 5 3 5 5 5 0 0 0 0 34 MODERATE
BRECKENRIDGE WAREHOUSE MINI STORAGE 0 1 2 0 0 0 0 1 10 5 0 0 0 0 0 19 LOW 57
Use Building Name F.D. RISK CATEGORY
Risk Risk
Water
above
Floors Floors
Const. Height Profile
Supply
Square
Access
System System
low Grade
Ground
Footage Hazards
Building
Property
Features
Sprinkler
Contents Materials
Electrical
Hazard of
Population
Fire AlarmFire
Mobility of
Hazardous
Occupants
Be
OLD COURTHOUSE 0 2 4 2 2 0 3 2 5 0 5 0 0 0 0 25 MODERATE
THIRTY BRECKENRIDGE BLDG B 0 2 4 0 0 0 2 1 10 5 5 0 0 0 0 29 MODERATE
BROWN HOTEL RESTAURANT 0 4 6 0 0 0 0 2 10 5 5 0 0 0 0 32 MODERATE
OVER TOP WOODWORKS 0 4 10 0 0 0 0 1 10 5 10 0 0 5 0 45 HIGH
BRECKENRIDGE WAREHOUSE COMPANY (7 UNITS) 0 2 10 0 0 0 2 2 10 5 10 20 0 5 0 66 SPECIAL
COLUMBINE SQUARE 0 4 4 0 0 0 2 2 10 3 5 0 0 5 0 35 MODERATE
SALT CREEK RESTAURANT 0 4 4 0 0 0 0 3 0 0 5 0 0 5 0 21 LOW
EMBERS 0 4 4 0 0 0 0 2 0 0 5 0 0 5 0 20 LOW
FATTY S RESTNT 0 4 4 0 0 0 0 2 0 0 5 0 0 5 0 20 LOW
STEAK RIB INC-RESTNT 0 4 4 0 0 0 0 2 10 3 5 0 0 5 0 33 MODERATE
PARKWAY SHOPPING CENTER (CITY MARKET COMPLEX) 0 1 4 0 0 0 5 4 0 0 5 0 0 0 0 19 LOW
BRECKENRIDGE GOLF CLUB REST 0 4 4 0 0 0 0 2 0 0 0 0 0 5 0 15 LOW
J AND J MOTOR SPORTS 10 4 4 0 0 0 0 1 10 5 5 5 0 5 0 49 HIGH
GEORGIAN SQUARE 0 2 6 2 2 3 2 3 5 0 5 0 0 5 0 35 MODERATE
INFINITE INVESTMENTS BUILDING 0 4 4 0 0 0 0 2 10 5 5 0 0 5 0 35 MODERATE
CHIPALA BUILDING (ULLERS) 0 4 4 0 0 3 0 2 0 0 5 0 0 5 0 23 LOW
COX 0 1 10 0 0 0 0 2 10 5 5 0 0 5 0 38 MODERATE
THE BRIAR ROSE 0 4 4 0 0 0 0 2 10 5 5 0 0 5 0 35 MODERATE
MAIN ST BISTRO 0 4 4 0 0 0 0 2 0 0 5 0 0 5 0 20 LOW
SOUTH RIDGE SEAFOOD GRILL 0 4 4 0 0 0 0 2 0 0 5 0 0 5 0 20 LOW
BUBBA S BONES BBQ 0 4 4 0 0 0 0 2 10 5 5 0 0 5 0 35 MODERATE 58
Building Name sk RISK CATEGORY
Use
F.D.
Ri
Water
above
Floors Floors
Const. Height Profile
Supply
Square
Access
System System
Ground
Footage Hazards
Building
Property
Features
Sprinkler
Contents Materials
Electrical
Hazard of
Population
Fire AlarmFire
Mobility of
Hazardous
Occupants
Below Grade
TRIANGLE ELECTRIC 10 1 4 0 0 0 0 1 0 0 5 0 0 0 0 21 LOW
ST BERNARD INN 0 4 4 0 0 0 0 2 0 0 5 0 0 5 0 20 LOW
FARMER'S KORNER VET CLINIC 0 4 4 0 0 3 0 1 10 5 5 0 0 5 0 47 HIGH
BRECKENRIDGE SKI SHOP 0 4 4 0 0 0 0 2 10 5 5 5 0 5 0 40 MODERATE
STAN MILLER-REPAIR BLDG 0 1 4 0 0 0 0 1 10 5 10 10 0 0 0 41 HIGH
GOLD DREDGE INC 0 4 4 0 0 0 0 2 0 0 5 0 0 10 0 25 MODERATE
BRECKENRIDGE ELEMENTARY 0 2 4 0 0 0 5 4 5 0 5 0 0 5 0 30 MODERATE
UPPER BLUE ELEMENTARY 0 2 4 0 0 0 4 4 5 0 5 0 0 5 0 29 MODERATE
CARRAIGE HOUSE LEARNING CENTER 0 2 4 0 0 0 0 2 10 0 5 0 0 5 0 28 MODERATE
TIMBERLINE LEARNING CENTER 0 4 4 0 0 0 2 2 0 0 0 0 5 0 0 17 LOW
LITTLE RED PRE-SCHOOL 0 4 4 0 0 0 0 2 10 0 5 0 0 5 0 30 MODERATE
SUMMIT COUNTY HIGH SCHOOL 0 2 4 0 2 0 5 5 0 0 5 10 0 0 0 33 MODERATE
CRYSTAL PEAKS LODGE 0 1 6 2 2 0 5 4 0 0 5 5 0 5 0 35 MODERATE
ONE SKI HILL PLACE 0 1 6 3 3 0 5 5 0 0 5 5 0 5 0 38 MODERATE
GRAND LODGE ON PEAK 7 0 1 6 3 3 0 5 4 0 0 5 5 0 5 0 37 MODERATE
SKIERS EDGE CONDO'S 10 4 6 2 2 0 3 3 10 0 5 5 0 5 0 55 HIGH
AGAPE OUTPOST CHURCH 10 4 6 0 0 3 2 5 0 0 5 0 0 5 0 40 HIGH
ALLAIRE TIMBERS BED AND BREAKFAST 0 4 6 0 0 3 0 2 0 0 5 0 0 5 0 25 MODERATE
AMERIGAS 10 4 10 0 0 0 0 1 10 5 10 20 0 0 0 70 SPECIAL
ANTLERS LODGE 0 4 6 2 2 0 3 2 0 0 5 0 0 5 0 29 MODERATE
59
.
Building Name RISK CATEGORY
Use
F.D.
Risk
Water
Profile
above
Floors Floors
Const Height
Supply
Square
Access
System System
Ground
Footage Hazards
Building
Property
Features
Sprinkler
Contents Materials
Electrical
Hazard of
Population
Fire AlarmFire
Mobility of
Hazardous
Occupants
Below Grade
BALDY MTN TOWNHOMES 0 4 6 2 2 0 3 2 10 0 5 0 0 5 0 39 MODERATE
BASE 9 CONDOS 0 4 6 2 2 0 4 2 10 5 5 0 0 5 0 45 HIGH
BERGENHOFF 0 4 6 0 0 0 4 4 0 0 5 0 0 5 0 28 MODERATE
BIC BUILDING 0 4 4 0 0 3 0 1 10 0 5 0 0 5 0 32 MODERATE
BLUE RIVER CONDO'S (ALL BUIILDINGS) 0 4 6 2 2 0 2 2 10 5 5 0 0 5 0 43 HIGH
BLY BUILDING (DRUG STORE) 0 4 4 0 0 3 2 2 0 0 5 0 0 5 0 25 MODERATE
BRECK PROFESSIONAL BUILDING (U.S. BANK BLDG) 0 2 4 0 0 0 3 2 10 0 5 0 0 5 0 31 MODERATE
BRECK SKI RESORT ULLER BUILDING (TICKET OFFICE) 0 4 4 2 2 0 2 2 0 0 5 0 0 5 0 26 MODERATE
SKI AREA MAINTENANCE 0 1 10 0 0 0 3 3 0 0 10 20 0 0 0 47 HIGH
SKI AREA ADMINISTRATION 0 2 4 0 2 0 2 2 10 5 5 0 0 5 0 37 MODERATE
BUNCHMAN RETAIL BUILDING 0 0 4 0 0 0 2 3 0 0 5 0 0 5 0 19 LOW
BUNCHMAN TAYLOR RETAIL BUILDING 0 1 4 0 0 0 3 3 10 5 5 0 0 5 0 36 MODERATE
CHIMNEY RIDGE CONDO'S 0 4 6 0 0 3 0 2 0 0 0 0 0 5 0 20 LOW
CIMMARON CONDOMINIUMS 0 4 6 2 2 0 5 3 0 0 0 0 0 5 0 27 MODERATE
OLD COLORADO MOUNTAIN COLLEGE 0 2 4 2 2 3 4 3 5 0 5 0 0 5 0 35 MODERATE
COLUMBINE CONDO'S 0 2 4 2 2 3 5 2 5 0 0 0 0 5 0 30 MODERATE
CONOCO 0 4 6 0 0 0 0 1 10 5 5 10 0 5 0 46 HIGH
EAGLES NEST LODGE 0 4 6 2 2 0 0 2 0 0 0 0 0 5 0 21 LOW
FARMERS CORNER GAS 10 4 4 0 0 0 0 1 10 5 5 10 0 0 0 49 HIGH
FATHER DYER CHURCH 0 4 6 0 0 3 3 3 10 5 0 0 0 0 0 34 MODERATE
60
ds
Use Building Name F.D. RISK CATEGORY
Risk Risk
Water
above
Floors Floors
Const. Height Profile
Supply
Square
Access
System System
Ground
Footage Hazar
Building
Property
Features
Sprinkler
Contents Materials
Electrical
Hazard of
Population
Fire AlarmFire
Mobility of
Hazardous
Occupants
Below Grade
GOLD PAN BAR 0 4 6 0 0 0 0 2 0 0 0 0 0 5 0 17 LOW
GOLD POINT CONDOS (ALL BUILDINGS) 0 4 6 2 2 0 2 2 10 0 0 0 0 5 0 33 MODERATE
GRANDVIEW DRIVE CONDO’S 0 4 6 2 2 3 4 2 10 0 5 0 0 5 0 43 HIGH
HEARTHSTONE RESTAURANT 0 4 4 0 0 3 0 3 0 0 5 0 0 5 0 24 LOW
HIGHLANDS GREEN LODGE 0 4 6 2 2 3 5 4 0 0 5 0 0 0 0 31 MODERATE
INNER CIRCLE CONDO'S 0 4 6 2 2 3 3 2 10 5 5 0 0 5 0 47 HIGH
LIFT CONDO'S 0 2 6 2 2 0 5 3 10 5 0 0 0 0 0 35 MODERATE
LONGBRANCH CONDO'S 0 4 6 2 2 3 4 3 5 0 5 5 0 5 0 44 HIGH
MAIN STREET MALL 0 4 4 0 0 0 2 2 0 0 5 0 0 5 0 22 LOW
MAIN RIDGE BUILDING 0 2 4 0 0 0 0 2 5 0 5 0 0 5 0 23 LOW
MARK 9 CONDO'S 0 4 6 2 2 0 0 1 10 5 0 0 0 5 0 35 MODERATE
MOTHER LODE CONDO'S 0 2 6 2 2 3 2 2 10 5 0 0 0 5 0 39 MODERATE
MOUNTAINWOOD CONDO'S 0 4 6 2 2 3 5 3 5 5 5 0 0 5 0 45 HIGH
PINE RIDGE CONDO'S 0 2 6 2 2 3 2 2 10 5 5 0 0 5 0 44 HIGH
POWDERHORN 0 2 6 2 2 0 4 2 5 0 0 0 0 10 0 33 MODERATE
PRUDENTIAL COURT 0 4 4 3 2 3 2 2 0 0 5 0 0 5 0 30 MODERATE
RELIANCE PLACE 0 2 4 0 0 3 0 2 0 0 5 0 0 5 0 21 LOW
RENTAL SERVICE CORP 0 4 10 0 0 0 0 1 10 5 10 20 0 5 0 65 SPECIAL
RIVER MOUNTAIN LODGE 0 4 6 2 2 3 5 4 0 0 5 0 0 5 0 36 MODERATE
RIVER PLAZA (SUBWAY, BISTRO, DAYLIGHT) 0 4 4 0 0 0 0 3 0 0 5 0 0 0 0 16 LOW
61
ht
Use Building Name F.D. RISK CATEGORY
Risk
Water
Profile
above
Floors Floors
Const. Heig
Supply
Square
Access
System System
Ground
Footage Hazards
Building
Property
Features
Sprinkler
Contents Materials
Electrical
Hazard of
Population
Fire AlarmFire
Mobility of
Hazardous
Occupants
Below Grade
RIVERWALK PLAZA 0 2 4 0 0 0 0 0 10 5 5 0 0 5 0 31 MODERATE
SAWMILL CREEK CONDO'S 0 4 6 3 3 0 5 3 10 0 0 0 0 5 0 39 MODERATE
SEVEN ELEVEN GAS 0 4 4 0 0 0 0 1 0 0 10 10 0 5 0 34 MODERATE
SKI AND RAQUET CLUB 0 4 6 2 2 0 4 2 10 5 0 0 0 0 0 35 MODERATE
SKI SIDE CONDO'S 0 4 6 2 2 3 4 3 10 0 0 0 0 5 0 39 MODERATE
SKI WATCH COND0'S 0 4 6 2 2 0 5 3 5 0 5 5 0 5 0 42 HIGH
SKI HILL CONDO'S 0 4 6 2 2 0 3 2 10 0 0 0 0 0 0 29 MODERATE
SLIFER, SMITH & FRAMPTON 0 4 4 0 0 0 2 2 5 5 5 0 0 5 0 32 MODERATE
SNOWDROP CONDO'S 0 4 6 2 2 3 3 2 10 5 0 0 0 5 0 42 HIGH
SUMMIT RIDGE CENTER 0 4 6 2 2 3 4 3 0 0 10 10 0 0 0 44 HIGH
SUNDOWNER 1 AND 2 0 4 6 2 2 0 2 2 10 0 0 0 0 5 0 33 MODERATE
SUNRISE RIDGE 0 4 6 2 2 0 3 2 0 5 0 0 0 5 0 29 MODERATE
TANNENBAUM I 0 4 6 2 2 0 3 2 10 5 0 0 0 5 0 39 MODERATE
TIGER RUN RV POOL BUILDING 0 4 6 0 0 0 0 2 10 5 5 10 0 5 0 47 HIGH
TOWN OF BRECK VEHICLE STORAGE 0 0 2 0 0 0 0 1 10 5 5 5 0 5 0 33 MODERATE
STEPHEN C WEST ICE ARENA 0 1 6 0 2 0 5 4 0 0 0 0 0 5 0 23 LOW
TOWN OF BRECK MAINTENANCE OFFICES 0 1 4 0 0 0 2 2 5 0 5 10 0 5 0 34 MODERATE
TOWN OF BRECK POLICE STATION 0 3 8 0 0 0 2 1 0 0 0 0 0 0 0 14 LOW
RIVERWALK CENTER 0 4 6 0 0 3 5 5 0 0 5 0 0 5 0 33 MODERATE
TRAILS END CONDO'S 0 1 6 3 3 3 5 4 5 0 0 0 0 5 0 35 MODERATE
62
Footage
Building Name RISK CATEGORY
Use
F.D.
Risk Risk
Water
above
Floors Floors
Const. Height Profile
Supply
Access
System System
Ground
Hazards
Building
Property
Features
Sprinkler Contents Materials
Electrical
Hazard of
Population
Fire AlarmFire
Mobility of
Hazardous
Occupants
Below Grade
Square TOWN SQUARE MALL 0 2 4 0 0 0 3 3 0 0 5 0 0 5 0 22 LOW
TYRA CONDO'S (ALL BUILDINGS) 0 4 6 2 2 0 3 2 5 0 0 0 0 5 0 29 MODERATE
WEDGEWOOD LODGE 0 4 6 2 2 3 3 3 5 0 0 0 0 5 0 33 MODERATE
WOODS MANOR 0 4 6 2 2 3 3 2 5 0 0 0 0 5 0 32 MODERATE
63
Special Risk and High Risk Building Descriptions
1. Village at Breckenridge (Risk Value- 50) This structure is a large hotel/motel structure with commercial business on the plaza level. Not only does the structure house a large number of people, but the buildings have very little access for fire apparatus as there is a large plaza that will not support the weight of fire apparatus, a pond on the back side, a ski run/lift on another side, and a river on the east side. Based on the poor access, size of the complex, and partial sprinkler system, this building is considered a HIGH RISK to the Red, White & Blue Fire Protection District.
2. Main Street Station Building B (Risk Value- 41) This structure is a large hotel/motel structure with commercial business on the plaza level. Not only does the structure serve many residential occupants, there is no access from the plaza level based on weight ratings. The construction of the residential portion of the complex is light weight wood. There are also hazardous materials stored within this structure for pool chemicals. Based on the poor access, size of the complex, building construction, and hazardous materials, this building is considered a HIGH RISK to the Red, White & Blue Fire Protection District.
3. Main Street Station Building D (Risk Value- 41) This structure is a large hotel/motel structure. Not only does the structure serve many residential occupants, there is no access from the plaza south side of the structure. The construction of the residential portion of the complex is light weight wood. There are also hazardous materials stored within this structure for pool chemicals. Based on the poor access, size of the complex, building construction, and hazardous materials, this building is considered a HIGH RISK to the Red, White & Blue Fire Protection District.
4. Der Stier Mark (Risk Value- 45) This structure is a residential/commercial occupancy that hosts a ski rental/tuning shop, restaurant, and multiple residential units. The building is a light weight wood frame structure that has partial area sprinklers and poor access on 3 sides for fire apparatus. Based on the poor access, size of the complex, and building construction this building is considered a HIGH RISK to the Red, White & Blue Fire Protection District.
5. Beaver Run Building 1 (Risk Value- 47) This structure is a residential structure of 7 stories that has limited access on 3 sides, no sprinkler system, high occupancy, and overall large size. The building is a type I structure. Based on the poor access, size of the complex, occupancy, and lack of a sprinkler system this building is considered a HIGH RISK to the Red, White & Blue Fire Protection District.
6. Marriot Complex (Risk Value- 43) This structure is a residential structure that has no access to numerous buildings based on the location. The building is sprinklered and has a monitored fire alarm system. Based on the poor access and size of the complex this building is considered a HIGH RISK to the Red, White & Blue Fire Protection District.
64
7. Breckenridge Sanitation (Risk Value- 81) This facility is considered a SPECIAL RISK to the Red, White & Blue Fire Protection District due to the large quantities of hazardous materials, lack of a sprinkler and fire alarm system, and fire department access. The structure is in the process of a major renovation/addition that will improve the water supply, fire alarm, and sprinkler system. In the event of an emergency at this facility, Dillon Reservoir could be at risk of a hazardous materials incident due to the close proximity to the Blue River and the reservoir. In the event of a major incident, this occupancy could cripple the local community by destroying or severely impacting a portion of the infrastructure.
8. Over Top Woodworks (Risk Value- 45) This facility is a commercial occupancy used to construct log furniture and other wood products. The building is not sprinklered, does not have a fire alarm system, and boasts large amounts of saw dust and lumber. Based on the lack of fire protection features, and the hazard of contents, this building is considered a HIGH RISK to the Red, White & Blue Fire Protection District.
9. Breckenridge Warehouse Company (Risk Value- 66) This facility is a commercial structure that boasts automotive repair, automotive painting, and other occupancies that boast large amounts of hazardous materials. The building does not have a fire alarm system or sprinkler system and has limited access to 3 sides for fire apparatus. Based on the lack of fire protection features, and the hazard of contents, this building is considered a SPECIAL RISK to the Red, White & Blue Fire Protection District.
10. J and J Motorsports (Risk Value- 49) This facility is a commercial structure that boasts a motorcycle repair and sales facility. The structure does not have a fire alarm system or sprinkler system. The water supply in the area is available at a distance of 2,000+ in the Summit High School Facility. Based on the lack of fire protection features, and difficult water supply this building is considered a HIGH RISK to the Red, White & Blue Fire Protection District.
11. Farmers Corner Vet Clinic (Risk Value- 47) This facility is a commercial structure that boasts a vet clinic. The structure does not have a fire alarm system or sprinkler system. The water supply in the area is available at a distance of 3,000+ in the Summit High School Facility. Based on the lack of fire protection features, and difficult water supply this building is considered a HIGH RISK to the Red, White & Blue Fire Protection District.
12. Stan Miller Repair Building (Risk Value- 41) This facility is a commercial structure that boasts a heavy equipment truck repair. The structure does not have a fire alarm system or sprinkler system and holds large quantities of hazardous materials. Based on the lack of fire protection features and hazardous materials this building is considered a HIGH RISK to the Red, White & Blue Fire Protection District.
13. Skiers Edge Condo’s (Risk Value- 55) This structure is a multi-family residential structure located on State Highway 9 in Blue River. The building is a light weight wood frame structure that has no sprinklers and poor access on 2 sides for fire apparatus. There is no water supply available. Based on the poor access, size of the complex, lack of water
65
supply, and building construction this building is considered a HIGH RISK to the Red, White & Blue Fire Protection District.
14. Agape Outpost Church (Risk Value- 40) This structure is a large church structure located along the Blue River North of Tiger Road. The structure does not have a water supply. Based on the lack of a water supply and building size the building is considered a HIGH RISK to the Red, White & Blue Fire Protection District.
15. Amerigas (Risk Value- 70) This structure is a propane facility that houses a large quantity of propane and propane tanks. The area does not have a positive water supply immediately on site. Based on the lack of water supply and hazardous materials this building is considered a SPECIAL RISK to the Red, White & Blue Fire Protection District.
16. Base 9 Condo’s (Risk Value- 45) This structure is a multi-family residential structure located in Warriors Mark. The building is a light weight wood frame structure that has no sprinklers or fire alarm and poor access on 2 sides for fire apparatus. There is no water supply available. Based on the poor access, size of the complex, and building construction this building is considered a HIGH RISK to the Red, White & Blue Fire Protection District.
17. Blue River Condo’s (Risk Value- 43) This structure is a multi-family residential structure located in Blue River. The building is a light weight wood frame structure that no sprinklers or fire alarm and poor access on 2 sides for fire apparatus. There is a limited water supply available. Based on the poor access, size of the complex, the limited water supply, and building construction this building is considered a HIGH RISK to the Red, White & Blue Fire Protection District.
18. Ski Area Maintenance (Risk Value- 47) This facility is a commercial structure that boasts a heavy equipment truck and snow cat repair. The structure does not have a fire alarm system or sprinkler system and holds large quantities of hazardous materials. Based on the lack of fire protection features and hazardous materials this building is considered a HIGH RISK to the Red, White & Blue Fire Protection District.
19. Conoco (Risk Value- 46) This facility is a commercial gas station that has residential occupants living above the retail area. The structure does not have a sprinkler or fire alarm system and has large quantities of stored hazardous materials. The awning of the gas pump area serves as a close exposure to the retail space. There is also no access to the west side of the property. Based on the lack of fire protection features and hazardous materials this building is considered a HIGH RISK to the Red, White & Blue Fire Protection District.
20. Famer’s Corner Gas (Risk Value- 46) This facility is a commercial gas station that has residential occupants living above the retail area. The structure does not have a sprinkler or fire alarm system and has large quantities of stored hazardous materials. The awning of the gas pump area serves as a close exposure to the retail space. There is no water supply available within 3,000+ feet. Based on the lack of fire protection features, lack of water supply, and hazardous materials this building is considered a HIGH RISK to the Red, White & Blue Fire Protection District. 66
21. Grandview Drive Condo’s (Risk Value- 43) This structure is a multi-family residential structure located in Warriors Mark. The building is a light weight wood frame structure that has no sprinklers and poor access on 2 sides for fire apparatus. Based on the poor access, size of the complex, and building construction this building is considered a HIGH RISK to the Red, White & Blue Fire Protection District.
22. Inner Circle Condo’s (Risk Value- 47) This structure is a multi-family residential structure located in Warriors Mark. The building is a light weight wood frame structure that has no sprinklers, no fire alarm and poor access on 2 sides for fire apparatus. Based on the poor access, size of the complex, and building construction this building is considered a HIGH RISK to the Red, White & Blue Fire Protection District.
23. Longbranch Condo’s (Risk Value- 44) This structure is a multi-family residential structure located in Warriors Mark. The building is a light weight wood frame structure that has partial sprinklers and poor access on 2 sides for fire apparatus. The structure also has a large open atrium that has no access to fire apparatus. Based on the poor access, size of the complex, and building construction this building is considered a HIGH RISK to the Red, White & Blue Fire Protection District.
24. Mountain Wood Condo’s (Risk Value- 45) This structure is a multi-family residential structure located in Warriors Mark. The building is a light weight wood frame structure that has partial sprinklers, no fire alarm and poor access on 2 sides for fire apparatus. Based on the poor access, size of the complex, and building construction this building is considered a HIGH RISK to the Red, White & Blue Fire Protection District.
25. Pine Ridge Condo’s (Risk Value- 44) This structure is a multi-family residential structure located on Four O’Clock Road. The building is a light weight wood frame structure that no has no sprinklers, no fire alarm and poor access on 2 sides for fire apparatus. Based on the poor access, size of the complex, and building construction this building is considered a HIGH RISK to the Red, White & Blue Fire Protection District.
26. Rental Service Corporation (Risk Value- 70) This structure is a rental facility to performs maintenance on equipment, stores hazardous materials, and houses propane filling. The structure does not have a fire alarm or sprinkler system. Based on the lack hazardous materials, fire protection features, and construction type this building is considered a SPECIAL RISK to the Red, White & Blue Fire Protection District.
27. Ski Watch Condo’s (Risk Value- 42) This structure is a multi-family residential structure located on Peak 8. The building is a light weight wood frame structure that partial area sprinklers and poor access on 3 sides for fire apparatus. There is a water supply available. Based on the poor access, size of the complex, and building construction this building is considered a HIGH RISK to the Red, White & Blue Fire Protection District.
28. Snow Drop Condo’s (Risk Value- 42) This structure is a multi-family residential structure. The building is a light weight wood frame structure that no sprinklers or fire alarm and poor access on 2 sides for fire apparatus. Based on the poor access, size of the
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complex, and building construction this building is considered a HIGH RISK to the Red, White & Blue Fire Protection District.
29. Summit Ridge Center (Risk Value- 45) This structure is a commercial occupancy that hosts a ski rental/tuning shop, laundry/housekeeping facility, vet clinic and other units. The building is a light weight wood frame structure that has no sprinklers. Based on the size of the complex and building construction this building is considered a HIGH RISK to the Red, White & Blue Fire Protection District.
30. Tiger Run RV Pool Building (Risk Value- 47) This structure is a commercial occupancy that hosts a pool and pool chemical storage. The building is a light weight wood frame structure that has no sprinklers or fire alarm system. Based on the size of the building, hazardous materials storage, and building construction this building is considered a HIGH RISK to the Red, White & Blue Fire Protection District.
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Natural Risks
Red, White & Blue identified the natural hazards that affect the district and summarized their geographic extent, probability of future occurrence, potential magnitude or severity, and overall hazard rating. The fire district can use the events in future planning as well as preparation for successfully mitigating the emergency as it arises.
The definitions geographic extent, probability, magnitude, and hazard rating must be clearly defined and understood in order to evaluate each hazard type. Geographic Location-This section describes the geographic extent or location of the hazard in the planning area and assesses the affected areas as isolated, small, medium, or large. Large—More than 50 percent of the planning area affected Medium—25-50 percent of the planning area affected Small—10-25 percent of the planning area affected Isolated—Less than 10 percent of the planning area affected
Probability of Future Occurrence-The frequency of past events is used to gauge the likelihood of future occurrences. Based on historical data, the Probability of Future Occurrence is categorized as follows: Highly Likely—Near 100 percent chance of occurrence next year or happens every year Likely—10-100 percent chance of occurrence in next year or has a recurrence interval of 10 years or less Occasional—1-10 percent chance of occurrence in the next year or has a recurrence interval of 11 to 100 years Unlikely—Less than 1 percent chance of occurrence in next 100 years or has a recurrence interval of greater than every 100 years
Magnitude/Severity- the extent of a hazard event in terms of deaths, injuries, property damage, and interruption of essential facilities and services. Magnitude and severity is classified in the following manner: Catastrophic—Multiple deaths; property destroyed and severely damaged; and/or interruption of essential facilities and service for more than 72 hours Critical—Isolated deaths and/or multiple injuries and illnesses; major or long-term property damage that threatens structural stability; and/or interruption of essential facilities and services for 24-72 hour Limited—Minor injuries and illnesses; minimal property damage that does not threaten structural stability; and/or interruption of essential facilities and services for less than 24 hours Negligible—No or few injuries or illnesses; minor quality of life loss; little or no property damage; and/or brief interruption of essential facilities and services
Hazard Summary There are many natural hazards that can impact the citizens and guests of the community. The risks range in type, extent, probability, magnitude, and overall hazard rating. These hazards are
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the primary risks for the fire district and do not represent hazards that will never be faced in a mountain community such as a hurricane, volcano, etc.
Red, White & Blue—Hazard Geographic Probability* Magnitude* Hazard Summary Hazard Type Extent* Rating Avalanche Isolated Likely Limited Low Dam Failure Small Unlikely Critical Low Drought Large Likely Critical Moderate Earthquake Large Occasional Limited Low Flood Small Likely Limited Moderate Lightning Large Likely Critical Moderate Mountain Pine Beetle Infestation Large Highly Likely Critical High Severe Winter Weather Large Highly Likely Limited Low Wildfire Large Highly Likely Catastrophic High Windstorm Large Likely Limited Low
Avalanche Avalanche hazards occur predominantly in the mountainous regions of Colorado above 8,000 feet. The vast majority of avalanches occur during and shortly after winter storms. Avalanches occur when loading of new snow increases stress at a rate faster than strength develops, and the slope fails. Critical stresses develop more quickly on steeper slopes and where deposition of wind-transported snow is common. While most avalanches are caused simply by the weight of accumulated snow, other triggers can be a human (e.g., skier, snowshoe, and snowmobiler), animal, or a sonic boom.
The combination of steep slopes, abundant snow, weather, snowpack, and an impetus to cause movement create an avalanching episode. According to the Colorado Avalanche Information Center (CAIC), about 90 percent of all avalanches start on slopes of 30-45 degrees; about 98 percent of all avalanches occur on slopes of 25–50 degrees. Avalanches release most often on slopes above timberline that face away from prevailing winds (leeward slopes collect snow blowing from the windward sides of ridges). Avalanches can run, however, on small slopes well below timberline, such as gullies, road cuts, and small openings in the trees. Very dense trees can anchor the snow to steep slopes and prevent avalanches from starting; however, avalanches can release and travel through a moderately dense forest. An average-sized avalanche travels around 80 miles mph; the typical range of impact pressure from an avalanche is from 0.5 to 5.0 tons per foot.
Historically in Colorado, avalanches have occurred during the winter and spring months between November and April. The avalanche danger increases with major snowstorms and periods of thaw. About 2,300 avalanches are reported to the CAIC in an average winter. More than 80 percent of these fall during or just after large snowstorms. The most avalanche-prone months are, in order, February, March, and January. Avalanches caused by thaw occur most often in April.
The most severe avalanche terrain in Summit County is on federally owned lands. Unincorporated Summit County is the jurisdiction with the most avalanche risk. However, highway closures due to an event can affect all participating jurisdictions.
There have been several notable avalanche burials and deaths within the Red, White & Blue Fire District, with the most notable being on Quandary Peak and Peak 7.
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February 18, 1987—The Peak 7 avalanche near the Breckenridge Ski Area ripped across the entire face of the peak and left debris piled up to 20 feet deep across 23 acres. Despite the warnings, eight backcountry skiers were caught in the slide, which resulted in one of the largest search and rescue missions ever in Colorado. Four of the skiers were killed. November 11, 2002—Two climbers were caught and one was seriously injured when swept down the south side of Quandary Peak. March 24, 2005—Two climbers were caught in an avalanche on the south side of Quandary Peak, about 6.5 miles south southwest of Breckenridge. One man survived with only minor injuries; the other was buried and killed.
Avalanche deployments require a technical rescue effort which is commonly lead by Summit County Search and Rescue. A confirmed burial will have the following agencies involved (at a minimum)to provide immediate field assistance: Summit County Search and Rescue, Flight for Life, Breckenridge Ski Resort, Red, White & Blue Fire, Summit County Ambulance, and Summit County Sheriffs Office.
Dam Failure Dams are manmade structures built for a variety of uses, including flood protection, power, agriculture, water supply, and recreation. Dams typically are constructed of earth, rock, concrete, or mine tailings. Two factors that influence the potential severity of a full or partial dam failure are the amount of water impounded and the density, type, and value of development and infrastructure located downstream.
Dam failures can result from any one or a combination of the following causes: Prolonged periods of rainfall and flooding, which result in overtopping (overtopping is the primary cause of earthen dam failure) Earthquake Inadequate spillway capacity resulting in excess overtopping flows Internal erosion caused by embankment or foundation leakage or piping or rodent activity Improper design Improper maintenance Negligent operation Failure of upstream dams on the same waterway
There are three dams within the fire district. All three dams are man made and present a hazard to the citizens if a breach occurred. To date, there have been no significant problems associated with any of these three.
Name River Near City Maximum Storage Hazard Class (cubic feet) Goose Pasture Tarn Blue River Breckenridge 2,075 High Sawmill Sawmill Gulch Breckenridge 29 Significant Upper Blue Lake Monte Cristo Creek Breckenridge 2,635 High
Drought Drought is a condition of climatic dryness that is severe enough to reduce soil moisture and water below the minimum necessary for sustaining plant, animal, and human life systems. Lack of annual precipitation and poor water conservation practices can result in drought conditions.
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Drought is a gradual phenomenon. Although droughts are sometimes characterized as emergencies, they differ from typical emergency events. Most natural disasters, such as floods or forest fires, occur relatively rapidly and afford little time for preparing for disaster response. Droughts occur slowly, over a multi-year period, and it is often not obvious or easy to quantify when a drought begins and ends.
Due to Colorado’s semi-arid conditions, drought is a natural but unpredictable occurrence in the state. Single season droughts over some portion of the state are quite common. The onset of drought in western Colorado mountain counties is usually signaled by a lack of significant winter snowfall. Hot and dry conditions that persist from spring into summer and fall can aggravate drought conditions, making the effects of drought more pronounced as water demands increase during the growing season and summer months.
Drought is a complex issue involving many factors—it occurs when a normal amount of moisture is not available to satisfy an area’s usual water-consuming activities. Drought can often be defined regionally based on its effects: Meteorological drought is usually defined by a period of below average water supply. Agricultural drought occurs when there is an inadequate water supply to meet the needs of crops and other agricultural operations such as livestock. Hydrological drought is defined as deficiencies in surface and subsurface water supplies. It is generally measured as stream flow, snowpack, and as lake, reservoir, and groundwater levels. Socioeconomic drought occurs when a drought impacts health, well-being, and quality of life or when a drought starts to have an adverse economic impact on a region.
Drought affects the water supply of communities and water districts in the County, as well as the ski and recreation industries that drive the County’s economy. Precipitation is greatest in Breckenridge, where the month with the most average precipitation is July.
Station Average Month with Most Highest Highest Annual Annual Precipitation/Average Monthly Precipitation Precipitation Precipitation Precipitation 2 Breckenridge 19.52 July/2.39 6.73/Aug. 1963 29.96/1995
History is known to repeat itself. Since the 1890’s through 2002 there were multiple droughts that affect the conditions, particularly regarding wildfires.
Years Worst Years Major State Impact Areas 1890–1894 1890 and 1894 Severe drought east of mountains 1898–1904 1902–1904 Very severe drought over southwestern Colorado 1930–1940 1931–1934, 1939 Widespread, severe, and long lasting drought in Colorado 1950–1956 1950, 1954–1956 Statewide, worse than the 1930s in the Front Range 1974–1978 1976-1977 Statewide, driest winter in recorded history for Colorado’s high country and Western Slope 1980–1981 Winter 1980–1981 Mountains and Western Slope; stimulated writing of the Colorado Drought Response Plan and the formation of the Water Availability Task Force. 2000-2003 2001–2002 Significant multi-year statewide drought, with many areas experiencing most severe conditions in Colorado in
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instrumented history. Estimated losses of $1.1 billion to Colorado’s agricultural, tourism, and recreation industries.
The following droughts were significant to the weather in Summit County and the Red, White & Blue Fire Protection District: 2006—The U.S. Agriculture Secretary designated Summit among 59 counties in Colorado as disaster area due to the ongoing drought, high winds, insect pests, and a late freeze (Summit received its designation as a contiguous county). 2002—This year was the driest year on record for the Denver region and much of the state. For the first time in state history, the Colorado governor asked the federal government to declare all of Colorado a drought disaster area. With an average temperature of 52 degrees, 2001 was the warmest year since 1986. The drought started in late 1999 and was compounded by scarce snowfall in 2001. Total precipitation for 2002 was 7.48 inches; the average is 15.81 inches (National Weather Service, Denver Office). In Summit County, the drought depleted reservoirs and the resulting exposed soils along the shorelines caused problems with dust and air pollution. 2000—Strong La Niña conditions created below average precipitation and above average temperatures for most months in 2000. Statewide, snowpack started out well below average but recovered to near average in March. However, an early snowmelt resulted in low stream flows, and by June, drought conditions began to affect most of the state. By fall, weather patterns returned to near normal with average precipitation and below average temperatures. 1989—In March 1989, the State Drought Water Availability Task Force met to access drought conditions within Colorado. Warm dry conditions during April of 1989 reduced snowpack to 50 percent of average. 1980–1981—This drought, beginning in the fall of 1980 and lasting until the summer of 1981, had costly impacts to the ski industry. 1976–1977—This drought was characterized as a winter event, limited in duration. It was the driest winter in recorded history for much of Colorado’s high country and western slope, severely impacting the ski industry. Colorado agriculture producers and municipalities received over $110 million in federal drought disaster aid.
U.S. Drought Monitor for Colorado, July 23, 2002 (left) vs. April 29, 2008 (right)
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State drought conditions (percent None D0-D4 D1-D4 D2-D4 D3-D4 D4 area) Week 02/19/08 59.37 40.64 3.79 0.00 0.00 0.00 06/11/02 0.00 100.00 100.00 100.00 68.13 9.26
Drought impacts in Summit County can be wide-reaching: economic, environmental, and societal. The most significant impacts associated with drought are those related to water intensive activities such as wildfire protection, commerce, tourism, recreation, municipal usage, and wildlife preservation. Drought during the winter season impacts the ski industry and economy of Summit County. Drought in the summer increases problems with dust and erosion and can cause deterioration in water quality. Drought conditions can also cause soil to compact and not absorb water well, potentially making an area more susceptible to flooding. It also increases the wildfire hazard. Drought impacts increase with the length of a drought, as carry- over supplies in reservoirs are depleted and water levels in groundwater basins decline.
Earthquake An earthquake is caused by a sudden slip on a fault. Stresses in the earth’s outer layer push the sides of the fault together. Stress builds up and the rocks slip suddenly, releasing energy in waves that travel through the earth’s crust and cause the shaking that is felt during an earthquake.
Earthquakes can cause structural damage, injury, and loss of life, as well as damage to infrastructure networks, such as water, power, communication, and transportation lines. Other damage-causing effects of earthquakes include surface rupture, fissuring, settlement, and permanent horizontal and vertical shifting of the ground. Secondary impacts can include landslides, liquefaction, fires, and dam failure.
The amount of energy released during an earthquake is usually expressed as a Richter magnitude and is measured directly from the earthquake as recorded on seismographs. Another measure of earthquake severity is intensity. Intensity is an expression of the amount of shaking, typically the greatest cause of losses to structures during earthquakes, at any given location on the surface as felt by humans and defined in the Modified Mercalli Intensity Scale.
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Previous earthquakes in Summit County include: September 12, 1990—A magnitude 3.0 earthquake with an epicenter in Vail caused intensity V shaking in Vail, Frisco, and Minturn and intensity III shaking in Silverthorne. August 4, 1964—A magnitude 4.0 earthquake had an epicenter in Dillon.
While these earthquakes did not directly affect the Red, White & Blue Fire Protection District, the activity shows that there are faults in the area and earthquakes can occur.
Flood River flooding is defined as when a watercourse exceeds its “bank-full” capacity and is usually the most common type of flood event. River flooding generally occurs as a result of prolonged rainfall, or rainfall that is combined with soils already saturated from previous rain events. It also occurs as a result from snowmelt, in which case the extent of flooding depends on the depth of winter snowpack and spring weather patterns.
The area adjacent to a river channel is its floodplain. In its common usage, “floodplain” most often refers to that area that is inundated by the 100-year flood, the flood that has a 1 percent chance in any given year of being equaled or exceeded. Other types of floods include general rain floods, thunderstorm generated flash floods, alluvial fan floods, dam failure floods (see Section 3.2.1), and local drainage floods. The 100-year flood is the national standard to which communities regulate their floodplains through the National Flood Insurance Program.
The potential for flooding can change and increase through various land use changes and changes to land surface. A change in environment can create localized flooding problems inside and outside of natural floodplains by altering or confining watersheds or natural drainage channels. These changes are commonly created by human activities. These changes can also be created by other events such as wildfires. Wildfires create hydrophobic soils, a hardening or “glazing” of the earth’s surface that prevents rainfall from being absorbed into the ground, thereby increasing runoff, erosion, and downstream sedimentation of channels.
According to the Summit County Flood Insurance Study dated August 9, 2001, major stream flooding on Summit County streams is caused by snowmelt, which increases as temperatures rise. Snowmelt runoff generally reaches its peak in June and recedes to a normal flow by mid- July or August. Spring rains do not appreciably increase stream flows, but rainfall does tend to increase runoffs following the early summer peak runoffs. It is these rains, in July and August, that have the greatest potential for causing major flooding in the County. These events typically include localized flooding and debris-flow activity.
Ice jam flooding also occurs in Summit County. This flooding generally occurs when warm weather and rain break up frozen rivers or any time there is a rapid cycle of freezing and thawing. The broken ice floats down rivers until it is blocked by an obstruction such as a bridge or a shallow area. An ice dam forms, blocking the channel and causing flooding upstream (FEMA, 2005).
There are locations that flood regularly when ice jams occur or during years of excess run-off. These areas are along the Blue River, Sawmill Gulch, Illinois Gulch, and Lehman Gulch occurs primarily in mid-June and is largely due to snowmelt. County Road 3 is subject to flooding,
75 which threatens access to Peak 7 in Breckenridge. Past flooding in Breckenridge has been mitigated through culvert replacement and changes to the Blue River channel. The channel improvements were made to contain a 100-year flood.
The Goose Pasture Tarn serves as a flood protection measure for the Upper Blue River. The reservoir is important in reducing the peak discharge of Blue River due to rainfall, but is only marginally effective for runoff due to snowmelt.
Previous Floods that can be noted in the Breckenridge area are: Spring 1996—Flooding occurred on the Blue River in Breckenridge, Blue River, and Southern Summit County. The damage forced the evacuation of numerous sub-divisions, in Blue River, washed out numerous roads, required in-mate assistance for sand bagging efforts in Tordal Estates. The Flooding was extensive. July 23, 1965—Rainfall runoff from a high-intensity storm centered over a small tributary above Breckenridge caused flooding along the Blue River. Damage was not very extensive. July 17, 1965—The largest recorded discharge on the Blue River, 1,250 cubic feet per second, resulted from snowmelt and a high-intensity storm centered over a tributary above Breckenridge. It had a return period of 50 years. Flooding in Breckenridge was caused by backwater from blocked culverts and bridges
Lightning Lightning is an electrical discharge between positive and negative regions of a thunderstorm. Intracloud lightning is the most common type of discharge. This occurs between oppositely charged centers within the same cloud. Usually it takes place inside the cloud and looks from the outside of the cloud like a diffuse brightening that flickers. However, the flash may exit the boundary of the cloud, and a bright channel can be visible for many miles.
Although not as common, cloud-to-ground lightning is the most damaging and dangerous form of lightning. Most flashes originate near the lower-negative charge center and deliver negative charge to earth. However, a large minority of flashes carry positive charge to earth. These positive flashes often occur during the dissipating stage of a thunderstorm’s life. Positive flashes are also more common as a percentage of total ground strikes during the winter months. This type of lightning is particularly dangerous for several reasons. It frequently strikes away from the rain core, either ahead or behind the thunderstorm. It can strike as far as 5 or 10 miles from the storm in areas that most people do not consider to be a threat. Positive lightning also has a longer duration, so fires are more easily ignited. And, when positive lightning strikes, it usually carries a high peak electrical current, potentially resulting in greater damage.
According to the National Lightning Safety Institute, lightning causes more than 26,000 fires in the United States each year. The institute estimates property damage, increased operating costs, production delays, and lost revenue from lightning and secondary effects to be in excess of $6 billion per year. Impacts can be direct or indirect. People or objects can be directly struck, or damage can occur indirectly when the current passes through or near it.
While lightning is a regular occurrence in Summit County, damaging lightning is not. According to the National Climatic Data Center Storm Event Database, there were three notable lightning events in Summit County between 1993 and August 2007:
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August 1, 2004—Lightning killed a woman as she was hiking in French Gulch near Breckenridge. Four other people hiking with the woman were knocked down but suffered only minor injuries. June 8, 1997—Two search and rescue volunteers were injured while rescuing a skier atop Peak 10 at Breckenridge Ski Area. Lightning struck the first man as he was towing the injured skier by snowmobile and toboggan. The bolt struck the snowmobile, then the rescuer, causing the rescuer permanent disability in eyesight. The other rescuer was injured 1/4 mile away. Apparently the ground current created by the lightning travelled up his ski pole. He suffered temporary dizziness as a result of the strike.
Mountain Pine Beetle Infestation Mountain pine beetle is native to western North America. The insect develops in and affects primarily pines, such as ponderosa, lodgepole, Scotch, and limber pines, and less commonly bristlecone and piñon pines. Beetle epidemics are a natural part of forest ecosystems, but certain factors, such as age of forests, drought, crowding, poor growing conditions, and warm temperatures, can fuel epidemics. While the stressed trees are targeted first, as beetle populations increase, they attack most of the large trees in an outbreak area.
During an epidemic, enough beetles can emerge from an infested tree to kill at least two, and possibly more, trees the following year. The direction and spread rate of an infestation is impossible to predict. However, attacked trees usually are adjacent to or near previously killed trees. Once the beetle infests a tree, nothing practical can be done to save it, so prevention is critical. Prevention includes forest management (e.g., creating diversity in age and structure) and treating infested trees to kill developing beetles before they emerge as adults. Discolored foliage is generally the first sign of beetle-caused mortality. Needles on infested trees begin changing color several months to one year after attack, going from green to yellowish green, then sorrel and red to rusty brown.
Summit County is in the midst of a statewide mountain pine beetle infestation. Tree mortality from this infestation is unprecedented in Colorado’s recorded history. Colorado lost 500,000 acres of lodgepole pines in 2007 alone and approximately 1.5 million acres since the infestation began in 1996. At current rates of spread and intensification, it is likely that the beetle will kill the majority of Colorado’s mature lodgepole pine forests by 2013. However, younger lodgepole pines will survive and seedlings will regenerate naturally.
Severe Winter Weather Winter weather includes snow, ice, blizzard conditions, and extreme cold. Heavy snow can immobilize a region, stranding commuters, stopping the flow of supplies, and disrupting emergency and medical services. Accumulations of snow can collapse roofs and knock down trees and power lines. The cost of snow removal, damage repair, and business losses can have a tremendous impact on cities and towns.
Heavy accumulations of ice can bring down trees, electrical wires, telephone poles and lines, and communication towers. Communications and power can be disrupted for days until damage can be repaired. Even small accumulations of ice may cause extreme hazards to motorists and pedestrians.
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Some winter storms are accompanied by strong winds, creating blizzard conditions with blinding wind-driven snow, severe drifting, and dangerous wind chills. Strong winds with these intense storms and cold fronts can knock down trees, utility poles, and power lines. Blowing snow can reduce visibilities to only a few feet in areas where there are no trees or buildings. Serious vehicle accidents can result with injuries and deaths.
Extreme cold often accompanies a winter storm or is left in its wake. Prolonged exposure to the cold can cause frostbite or hypothermia and can become life-threatening. Infants and the elderly are most susceptible. Pipes may freeze and burst in homes or buildings that are poorly insulated or without heat. Extreme cold is most likely to occur in the winter months of December, January, and February.
In 2001, the National Weather Service implemented an updated Wind Chill Temperature index. This index was developed to describe the relative discomfort/danger resulting from the combination of wind and temperature. Wind chill is based on the rate of heat loss from exposed skin caused by wind and cold. As the wind increases, it draws heat from the body, driving down skin temperature and eventually the internal body temperature. The National Weather Service will issue a Wind Chill Warning for Summit County when wind and temperature combine to produce wind chill values of -35°F.
The coldest months on average in Summit County are January and February and record minimum temperatures have fallen below -46°F. The average minimum temperatures are approximately 8°F in Breckenridge.
2 Station Average Snowiest Highest Highest Highest Average Winter Minimum # Days Annual Month/ Daily Monthly Seasonal Snow Average Temp. <32°F/ Snowfall Average Snowfall Snowfall Snowfall Depth Minimum Year Snowfall Temp. Breckenridge 164.0 Mar./24. 20.9 94.10 269.3 6.0 7.5°F -26°F n/a 8 12/24/19 Dec. 1983-84 1/2/1978 83 1983
Previous major snow events include: December 30, 2007—More than 2,100 travelers required sheltering when high winds and blowing snow forced the closure of I-70 in both directions. Driving conditions were treacherous and the danger of avalanches was high. Needs exceeded capacity, so the County coordinated with churches to accommodate the overflow. It was the County’s largest shelter mobilization to date. The fact that the storm hit on a Sunday over a holiday weekend, and came with little warning contributed to the problems. Cellular phones jammed communication networks, which affected emergency communications capabilities.
Wildfire Fire conditions arise from a combination of hot weather, an accumulation of vegetation, and low moisture content in air and fuel. These conditions, especially when combined with high winds and years of drought, increase the potential for wildfire to occur. The wildfire risk is predominantly associated with wildland-urban interface areas, areas where development is
78 interspersed or adjacent to landscapes that are prone to wildfire. Wildfire in the wildland-urban interface can result in major losses of property and structures. Generally, there are three major factors that sustain wildfires and predict a given area’s potential to burn. These factors are fuel, topography, and weather. Fuel—Fuel is the material that feeds a fire and is a key factor in wildfire behavior. Fuel is generally classified by type and by volume. Fuel sources are diverse and include everything from dead tree needles and leaves, twigs, and branches to dead standing trees, live trees, brush, and cured grasses. Also to be considered as a fuel source are manmade structures, such as homes and associated combustibles. The type of prevalent fuel directly influences the behavior of wildfire. Light fuels such as grasses burn quickly and serve as a catalyst for fire spread. In addition, “ladder fuels” can spread a ground fire up through brush and into trees, leading to a devastating crown fire that burns in the upper canopy and cannot be controlled. The volume of available fuel is described in terms of fuel loading. Topography—An area’s terrain and land slopes affect its susceptibility to wildfire spread. Both fire intensity and rate of spread increase as slope increases due to the tendency of heat from a fire to rise via convection. The arrangement of vegetation throughout a hillside can also contribute to increased fire activity on slopes. Weather—Weather components such as temperature, relative humidity, wind, and lightning also affect the potential for wildfire. High temperatures and low relative humidity dry out the fuels that feed the wildfire creating a situation where fuel will more readily ignite and burn more intensely. Wind is the most treacherous weather factor. The greater the wind, the faster a fire will spread and the more intense it will be. In addition to wind speed, wind shifts can occur suddenly due to temperature changes or the interaction of wind with topographical features such as slopes or steep hillsides. Lightning also ignites wildfires, which often occur in terrain that is difficult for firefighters to reach. Drought conditions contribute to concerns about wildfire vulnerability. During periods of drought, the threat of wildfire increases.
Wildfires are of significant concern throughout Colorado. According to the Colorado State Forest Service, vegetation fires occur on an annual basis; most are controlled and contained early with limited damage. For those ignitions that are not readily contained and become wildfires, damage can be extensive. There are many causes of wildfire, from naturally caused lightning fires to human-caused fires linked to activities such as smoking, campfires, equipment use, and arson.
According to the State of Colorado Natural Hazards Mitigation Plan, a century of aggressive fire suppression combined with cycles of drought and changing land management practices has left many of Colorado’s forests unnaturally dense and ready to burn. Further, the threat of wildfire and potential losses are constantly increasing as human development and population increases and the wildland-urban interface expands.
The Red White and Blue Fire Protection District has the most to lose, with 51.9 percent of its acreage in a medium to extreme wildfire threat zone. Overall, the County has 167,162 acres (42.2 percent of its acreage) in medium to extreme wildfire threat zones.
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Wildfire Threat in Red, White, and Blue Fire Protection District
Previous occurrences of large wildland fires in the fire district include: September 19-20, 2005—The Ophir Mountain Fire (Red, White, and Blue Fire Protection District) burned approximately 16 acres. Nearby Summit High School and about 50 homes were evacuated. Up to five homes were in immediate danger of being destroyed. Likely human-caused, the fire spread quickly through beetle-killed lodgepole pine trees, mostly in the White River National Forest near Farmer’s Korner. The fire burned on land that has been designated in the County’s Community Wildfire Protection Plan as high priority because of heavy fuel loads, ground litter, and its proximity to development. The plan was still under development at the time of the fire. Southbound U.S. Highway 9 was closed at the Nordic Center in Frisco.
Windstorm High winds occur year round in Summit County. In the spring and summer, high winds often accompany severe thunderstorms. These winds are typically straight-line winds, which are generally any thunderstorm wind that is not associated with rotation (i.e., is not a tornado). It is
80 these winds, which can exceed 100 miles per hour (mph) that represent the most common type of severe weather and are responsible for most wind damage related to thunderstorms. In the mountains of Colorado, strong winds are also common throughout the winter months and can exceed 50 to 100 mph in exposed locations. Specifically, these winter winds can force the closure of highways (blowing snow) and induce avalanches
Risk Analysis Summary The primary risk that the Red, White & Blue Fire Protection District faces is that of EMS calls. In 2010, there were 655 EMS call or 49% of the total calls for service. These calls are considered low risk/high frequency events. Of the 655 incidents, Red, White & Blue provided Advanced Life Support on 82 or 13% of all EMS calls. The majority of EMS calls occur between 09:00 and 02:00. These times are consistent for many days of the week with the weekend night having an increased request during the late night hours when occupancies are closing or alcohol has been served for some time before.
The risk analysis is an ongoing process that will require all commercial occupancies have a risk analysis conducted and recorded in the High Plains Information Management System.
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Section 4 Distribution of Resources
Resource distribution is directly linked to speed at which the first resource arrives. The standards of cover has been derived from and influenced by two specific concepts, distribution of emergency resources and the concentration of the resources throughout the district. Distribution is measured by the amount of the jurisdiction covered by first-due units. Red, White & Blue Fire Protection District operates three strategically placed fire stations to serve the citizens of the Upper Blue Valley. These locations are in locations that allow for arrival of the initial unit within the stated call response goal. Fire Station #6 and #7 have been at their current locations for 30+ years while Fire Station #4 was relocated approximately ½ mile north of the previous location in 2001. In 2013, an additional Fire Station, #5, is anticipated to be completed in the Peak 7 base area to serve the resort community and Peak 7/8 residents and guests. It is currently unknown what the staffing level will include or what apparatus that will respond from that station.
The fire stations, equipment and manpower located at each station are listed below. Red, White & Blue operates on a three shift rotation with each shift working 48 hours on duty followed by 96 hours off duty. The minimum staffing is 12 per shift.
On- Station 4 Station 6 Station 7 Duty Medic 4 Tower 4 Battalion 6 Engine 6 Medic 6 Engine 7 **12 0 3 1 3 2 3 13 0 4 1 3 2 3 14 2 3 1 3 2 3 15 2 4 1 3 2 3 **12 is the absolute minimum staffing per RWB SOG #102
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Section 5 Concentration of Resources
Concentration is the spacing of resources (stations, apparatus, and personnel) that are arranged to allow an initial effective response force to arrive within the time frames outlined in the on-scene performance expectations and baseline/benchmark historical response data.
The concentration of Red, White & Blue Fire Protection District’s is a reflection of the service demand. All hazards response are delivered from the three fire stations, with Station 6 operating a transport capable medic unit. An additional medic unit is available at Station 4 and staffed during special events, or in full-staffing situations.
The focus of providing an initial effective response force is that it will most likely stop the escalation of the emergency, be it fire or increased illness in the case of a medical emergency. Concentration of service delivery is best measured by risk/category type where risk and call type require differing types of resources.
Service concentration can often impact the distribution of resources making evaluation on the service delivery nearly impossible. There is not an easy answer or perfect solution to the complex decision of placement of resources and staffing. The Fire Chief and senior staff continually evaluates staffing levels based upon historical data, what is known, what is anticipated, and what is possible.
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Section 6 Response Reliability
1st Due Response Reliability Response reliability is defined as the probability that the required amount of staffing and apparatus will be available when a fire or emergency call is received. This reliability would require that every piece of fire department apparatus were available in the desired location or 1st due district every time an emergency was received, the response reliability would be 100%. If a call is received in a particular 1st due district but that engine/truck is unavailable to response due to another call, training, or maintenance, the next closest company would be required to respond from their district or possibly the Station #6 district.
An evaluation was done of all times that Engines/Truck companies responded into another Fire Management Zone instead of their normal first due company. This information was analyzed from 1/1/2008 through 12/31/2010 using High Plains Information Management System (Fire Manager). These responses were reviewed using responding apparatus and station district categories. The calls were divided into two categories: calls handled by first due-in engine/truck company and call handled by second due-in company. We did not evaluate calls handled by a third due-in company based on the geographic area, number of stations, and how responses are handled during move-ups.
The evaluation revealed that the Red, White & Blue Fire Protection District has a response reliability of 93.3% of the time by the first due-in engine/truck company A 2nd due company responded in place of the 1st due in company 123 times increasing the overall response reliability to 99.8%. A company further out than the 2nd due-in company responded to 2 incidents during 2010.
2010 Response Reliability First Fire Due 1st 1st Due-In 2nd 2nd Due-In Other Management Total Due Response Due Response Response Zone Incident Responses Reliability Responses Reliability Company 4 204 194 95.1% 9 99.5% 1 6 972 906 93.2% 66 100% 0 7 143 131 91.6% 11 99.3% 1 Totals 1319 1231 93.3% 86 99.8% 2
2009 Response Reliability First Fire Due 1st 1st Due-In 2nd 2nd Due-In Other Management Total Due Response Due Response Response Zone Incident Responses Reliability Responses Reliability Company 4 198 177 89.3% 16 97.5% 5 6 1034 949 91.7% 84 99.9% 1 7 151 123 81.4% 23 96.6% 5 Totals 1383 1249 90.3% 123 99.2% 11
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2008 Response Reliability First Fire Due 1st 1st Due-In 2nd 2nd Due-In Other Management Total Due Response Due Response Response Zone Incident Responses Reliability Responses Reliability Company 4 223 204 91.4% 16 98.5% 3 6 1066 997 93.5% 69 100% 0 7 186 169 90.7% 15 99.5% 2 Totals 1475 1370 92.50% 100 99.66% 5
Automatic Moves for Apparatus The Red, White & Blue Fire Protection District has a plan in place to keep response at a reliable level during all times. These automatic moves occur anytime a 1st alarm assignment is dispatched within Summit County, whether the incident is occurring within the Red, White & Blue response zone. These station moves begin immediately with apparatus repositioning to respective stations or ‘posts’ to assure adequate coverage. All Lake Dillon, Copper Mountain, and Red, White & Blue Stations are notified of the 1st alarm incident. Red 3 (Deputy Chief/Fire Marshal) is notified via phone or SC Alert of a fire incident. Red 1 and Red 2 (Fire Chief and Deputy Chief of Operations) are notified by phone or SC alert of a significant incident.
The automatic moves are outlined in Red, White & Blue Fire Protection District SOP# 502 (1/11/2010). INCIDENT ASSIGNED MOVE UP COUNTY COVERAGE STAND LOCATION BY 1ST 1 E1,E2,T4, E8, T11 to S#8 BATT 6 – T11,E7,E6 ALARM Amb E7 to S#6 T11 (S#8) Cover North E7 (S#6) Cover Breck South BATT 8 E6 to S#4 E6 (S#4) Cover Breck North, Frisco, and Copper Copper Call Back for Addl. Personnel 2nd 1 E6 BATT 6 - E7, T11 VAIL ALARM E7 (S#6) Cover Breck T11 (S#8) Cover LD and Copper Copper Call Back for Addl. Personnel 1ST 2 E2,E6,E8, T4, T11 to S#8 BATT 6 - T11,E7,E1 ALARM Amb, E7 to S#6 T11 (S#8) Cover North E7 (S#6) Cover South BATT 8 E1 (S#1) Cover Copper and I-70 to Frisco 2ND 2 E1, T11 E7 to S#4 BATT 6 - E7 VAIL ALARM E7 (S#4) Cover LD and Breck LD Call Back for Coverage Copper Call Back for Addl. Personnel 1ST 4 T4,E2,E6, T11 to S#8 BATT 8 – E7,T11,E1 ALARM M6, E8, Amb, E7 to S#6 T11 (S#8) Cover North Tiger Rd. E7 (S#4) Cover South & North BATT 6 E1 (S#1) Cover Copper and I-70 to Frisco 2ND 4 E1, E7 BATT 8 - E8 VAIL ALARM E8 (S#8) Cover LD and Breck RWB Call Back for Coverage Copper Call Back for Addl. Personnel 1ST 6 E2,T4,E7, E6, T11 to S#4 BATT 8 – E8,T11,E1 ALARM Suburban M6, Amb, E8 (S#8) Cover North South of T11 (S#4) Cover South Tiger Rd. BATT 6 E1 (S#1) Cover Copper and I-70 to Frisco 1st 7 E10, TE10, T11 to S#4 BATT 8 – T11, E2,E1 ALARM Rural T4, E7, E2 to S#8 T11 (S#4) – Covers South Blue E2 (S#8) – Covers North TE6/E6, M6, 85
River Amb, E1 (S#1) – Covers Copper and I-70 to Frisco BATT 6 2ND 6,7 E1, T11 BATT 8 - E8 VAIL ALARM E8 (S#8) Covers LD and Breck RWB Call Back for Coverage Copper Call Back for Addl. Personnel 1ST 8,11 E8,T11,E2, E7 to S#6 BATT 6 – E6, E7, E1 ALARM Suburban T4, Amb, E6 to S#8 E6 (S#8) Covers North E7 (S#6) Covers South BATT 8 E1 (S#1) Covers Copper and I-70 to Frisco 1ST 8 E8, E10, T11 to S#8 BATT 6 – T11, E7, E1 ALARM RURAL TE10, TE4, E7 to S#6 T11 (S#8) – Covers North Ptarmigan E7 (S#6) – Covers South North of TE6/E6, E1 (S#1) – Covers Copper and I-70 to Frisco Silverthor Amb, BATT8 ne 1st 11 E11, E8, E7 to S#6 BATT 6 – E7, E6, E1 ALARM RURAL TE10, E10, E6 to S#8 E7 (S#6) – Covers South Montezu E6 (S#8) – Covers North ma TE4, E1 (S#1) – Covers Copper and I-70 to Frisco Amb, BATT8 2ND 8, 11 E1, E6 E7 to S#4 BATT 6 – E7 VAIL ALARM E7 (S#4) Covers LD and Breck LD Call Back for Coverage Copper Call Back for Addl. Personnel 1ST 15 E8, E10, T11 to S#8 BATT 6 – T11, E7, E1 ALARM RURAL TE10, TE4, E7 to S#6 T11 (S#8) – Covers North E7 (S#6) – Covers South TE6, KFPD, E1 (S#1) – Covers Copper and I-70 to Frisco Amb, BATT 8
Queuing Factor This defined as the number of times that multiple calls for service occur within a specific area at the same time. This causes the affected districts to be without normal resources for a period of time. Other units are required to respond in place of the first due unit. Red, White & Blue can evaluate the number of calls that the 1st due apparatus did not respond to in their first due district, but this also includes responses when a unit is out of service for maintenance, training, etc. In the event of a 2nd alarm fire response, mutual aid can be requested from Eagle County, Park County, and Clear Creek County to assist with county coverage or on the incident scene.
The Battalion Chief can request that crews move to the ‘core’ of the district (station 6 response zone) during extended incidents or special events. Many situations allow the crews to move without the request of the Battalion Chief based on call severity, such as CPR, MVA requiring extrication, calls in rural area, etc. In the event of long duration incidents where coverage is below the required level, the Battalion Chief has the ability to call in overtime to staff stations and reserve apparatus. This call back can be handled by phone or using SC Alert.
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Section 7 Response Time Objectives
Time and On-Scene Performance Expectations Time and on-scene performance expectations are critical elements of ensuring an effective response to emergency calls. Emergency units must arrive on scene of an emergency with enough time to have a positive impact on the situation. Many of the calls for service are time sensitive. If the responders to these calls do not arrive in a predetermined, small window of time the outcome is most likely going to have a poor outcome. An example of this is a person in cardiac arrest. If a brain is deprived of oxygen for 4 to 6 minutes it begins to die. If emergency medical units do not arrive inside of this window of time the patient has a high likelihood of dying.
In order to ensure that responding units arrive in a timely manner standards are developed. The cascade of events below is the process used to help people understand how an incident evolves from beginning to arrival of the responding unit(s). Some specific terms are used to identify different intervals or periods of time.
Response Time Standards There are two standards that are used to help in determining response time standards. The time temperature curve for flashover and current cardiac arrest survival data are used.
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Time Temperature Curve Statement What the fire companies must do—simultaneously and quickly, if they are to save lives and limit property damage—is to arrive at the right time, with adequate resources to do the job. Matching the arrival of resources with a specific point of fire growth or number of patients found is one of the greatest challenges to fire managers. Regardless of the speed of growth or length of burn time, all fires go through the same stages of growth. Flashover is the point at or before which it is desirable to have fire companies arrive on scene. When flashover occurs, everything in the room instantaneously erupts into flame. This eruption into flame generates a tremendous amount of heat, smoke, and pressure, resulting in enough force to extend the fire beyond the room of origin through doors and windows or breaches in walls. The combustion process then speeds up because it has an even greater amount of heat to transfer to unburned objects through convection, radiation, direct flame contact, and conduction.
Flashover is a critical stage of fire growth for two reasons: • No living thing in the room of origin will survive (so the chances of saving lives drop dramatically) • A greater amount of resources (equipment and personnel) are required to handle and extinguish the fire.
A post flashover fire will burn hotter and move significantly faster, compounding the search and rescue problems in the remainder of the structure at the same time that more firefighters are needed for fire attack and extinguishment. Flashover normally occurs from four to ten minutes after free burning begins. See Diagram 2 below
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Cardiac Arrest Survival Data When looking at the high percentage of calls that the Red, White & Blue Fire Protection District (RWBFPD) responds to that are EMS related, it is important to look at cardiac arrest survival data. The RWBFPD has the capability to transports patients labeled ‘in extremis’ when a Summit County Ambulance is not available, but in general does not transport patients to the hospital. Squad 6 is staffed with a minimum on one ALS provider and responds to all possible ALS calls throughout the district. On days when staffing allows, the goal of the district is to staff each apparatus with an ALS provider. This allows for ALS capabilities to begin with the first arriving RWBFPD unit or Squad and continue through the transport process, by a private ambulance service, to the hospital. This is critical because cardiac arrest survival is greatly affected by early defibrillation (an ALS skill).
An ACS or Acute Coronary Syndrome call is a call that is for a stroke, chest pain, or cardiac arrest. Groups such as the American Heart Association or AHA study ACS calls extensively. In 2010, Red, White & Blue responded to 34 ACS events, 29 ACS events in 2009 and 37 ACS events in 2008.
The reason that these emergencies are looked at so closely is because they are truly life threatening or life changing events. The data provided by AHA shows that for every minute that passes without treatment the victim’s chances of survival from Ventricular Fibrillation (VF) cardiac arrest drop 7% to 10% and “few attempts succeed after 10 minutes have elapsed” (Heart and Stroke Facts, AHA). Survival rates, from VF cardiac arrest, can vary from 1-2% in cities like New York, to 50-74% in places like the Chicago O’Hare and Midway Airports and Las Vegas casinos (Cardiopulmonary Resuscitation Statistics, AHA). The reason for the difference in success rates is believed to be the availability of AEDs (Automated External Defibrillators) and the early response by trained professionals performing CPR. Several studies have also shown that brain damage can start within 4-6 minutes after the heart stops if treatment is not started. The key in all of the studies is to start CPR and perform defibrillation within 3-5 minutes of cardiac arrest. While the ability to start CPR and perform defibrillation is imperative, often times this is an unrealistic goal for emergency responders; particularly if looking at the pre-response elements.
The importance of early intervention is also important if the patient is suffering a stroke because the definitive treatment for a blood clot is to start fibrinolytic (“clot-buster”) therapy within 3 hours of onset of symptoms. The emergency rooms also use a 1-hour time frame from the arrival of a patient at the ER to starting treatment; this is called door-to-treatment time. Several studies have shown that the average time for calling 911 is 2 hours and thirty minutes from the onset of symptoms. With these time frames we are usually already working against the clock when trying to get a patient to definitive treatment. The clock is also working against responders in a mountain community as that definitive care facility is located in the Denver Metro Region and may require either air or ground transport methods. The fractals below show response to all cardiac events, including chest pain, CVA, and cardiac arrest incidents from the time the call is received to the first unit arriving on scene.
Fractile Response- ACS Emergencies (2010) Fractile Response Station <4:00 >4:00 but <6:00 >6:00 < 6:00 4 1 0 1 50% 6 4 15 12 61% 7 0 0 1 0% District Wide 5 15 14 59%
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Fractile Response- ACS Emergencies (2009)
Fractile Response Station <4:00 >4:00 but <6:00 >6:00 < 6:00 4 1 0 0 100% 6 2 14 7 69% 7 0 0 5 0% District Wide 3 14 12 59%
Fractile Response- ACS Emergencies (2008)
Fractile Response Station <4:00 >4:00 but <6:00 >6:00 < 6:00 4 0 2 4 33% 6 4 11 12 55% 7 1 1 2 50% District Wide 5 14 18 51%
Response Time Performance The Red, White & Blue Fire Protection District responds to an average of 1400 calls of service per year during 2008-2010. Of the 2010 calls for service, approximately 47% are non-emergent responses. Responding to incidents in a non-emergent fashion can increase response times, yet provide a safer community by limiting the dangers of emergency equipment response. Depicted below are the emergent and non-emergent responses per station for the previous three years, looking at how many time an apparatus ran emergent or non-emergent to calls in their respective district.
Station 4 6 7 Year Emergent Non-Emergent Emergent Non-Emergent Emergent Non-Emergent 2008 113 113 598 465 72 117 2009 109 93 609 416 73 84 2010 93 123 584 426 63 87
In order to effectively evaluate response time performance, baselines and benchmarks had to be established. These baselines and benchmarks were established for the following types of incidents: Fires, Hazardous Materials, Technical Rescue, and Emergency Medical Services. In many cases, these calls make up the majority of emergent responses and can have the most detrimental impact if a fire apparatus does not arrive on scene to intervene with the situation.
Listed below are the baselines used to evaluate current response. Response was evaluated by looking at: call processing times, turnout time, travel times, and total response time. Travel time and total response time are also measured by looking at the effective response force (ERF). By focusing on these three areas we can
90 determine areas of strengths or weaknesses that can lead to obtaining benchmark response times. Each Fire Management Zone was evaluated based on whether they were determined to be a ‘suburban’ or ‘Rural’ area.
Call Processing Performance Call Processing Time is a part of the Total Response Time measurement and is tracked within the computer aided dispatching (CAD) software. All time measurements are added to the CAD by human action are directed by the dispatchers at the time of event.
The district has established a call processing benchmark time of 90 seconds, for all emergent fire, EMS, haz- mat and technical rescue incidents. To assess current performance, a call processing baseline measurement was established at 90% performance.
The district’s baseline for call processing was met in the following manner: 2008 Call Processing Time 175 seconds @ 90% 2009 Call Processing Time 160 seconds @ 90% 2010 Call Processing Time 160 seconds @ 90% 2008-2010 Call Processing Time 165 seconds @ 90%
Call Processing- All Emergent Responses 2008 2009 2010 2008-2010 Call Processing (CAD) at 0015 Secs. 2.5% (17) 2.5% (18) 2.0% (13) 2.4% (48) Call Processing (CAD) at 0030 Secs. 6.0% (40) 8.3% (59) 9.0% (59) 7.8% (158) Call Processing (CAD) at 0045 Secs. 13.0% (87) 17.4% (123) 17.8% (117) 16.2% (327) Call Processing (CAD) at ** 1 Minute ** 22.6% (151) 28.8% (204) 27.3% (180) 26.4% (534) Call Processing (CAD) at 0075 Secs. 33.2% (222) 44.6% (316) 42.5% (280) 40.4% (817) Call Processing (CAD) at 0090 Secs. 47.2% (315) 57.2% (405) 56.4% (372) 53.9% (1,091) Call Processing (CAD) at 0105 Secs. 61.1% (408) 68.5% (485) 66.9% (441) 65.8% (1,332) Call Processing (CAD) at ** 2 Minutes ** 71.9% (480) 76.3% (540) 76.5% (504) 75.1% (1,520) Call Processing (CAD) at 0135 Secs. 78.4% (524) 82.8% (586) 82.2% (542) 81.4% (1,647) Call Processing (CAD) at 0150 Secs. 84.0% (561) 88.3% (625) 86.9% (573) 86.7% (1,754) Call Processing (CAD) at 0165 Secs. 87.4% (584) 91.2% (646) 90.9% (599) 90.0% (1,822) Call Processing (CAD) at ** 3 Minutes ** 90.1% (602) 93.1% (659) 93.2% (614) 92.2% (1,867) Call Processing (CAD) at 0195 Secs. 92.7% (619) 95.6% (677) 94.5% (623) 94.4% (1,910) Call Processing (CAD) at 0210 Secs. 94.8% (633) 96.5% (683) 96.2% (634) 95.9% (1,941) Call Processing (CAD) at 0225 Secs. 96.4% (644) 97.2% (688) 97.1% (640) 96.9% (1,962) Call Processing (CAD) at ** 4 Minutes ** 97.2% (649) 98.2% (695) 97.6% (643) 97.7% (1,977) Call Processing (CAD) at 0255 Secs. 97.8% (653) 98.6% (698) 98.3% (648) 98.2% (1,988) Call Processing (CAD) at 0270 Secs. 98.8% (660) 99.3% (703) 98.8% (651) 99.0% (2,003) Call Processing (CAD) at 0285 Secs. 99.7% (666) 99.9% (707) 99.4% (655) 99.7% (2,017) 100.0% 100.0% 100.0% Call Processing (CAD) at ** 5 Minutes ** (668) (708) (659) 100.0% (2,024)
Secs (Mins) to 90% 175 (2.91) 160 (2.66) 160 (2.66) 165 (2.75)
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The data collection in 2010 result findings of fractal evaluation astonishing. The call processing time was much worse than the anticipated 90 seconds for 90% of incidents. Red, White & Blue achieved the 90 seconds on approximately 50% of incidents throughout the district. The main deficiencies identified were the lack of staffing available in the Summit County Communications Center and the human factor for inputting information. One option to be considered is altering the policies of the dispatch center to notify the appropriate companies before gathering all the information such as past medical history, medications, etc. This information would then be provided to the responding companies after they are responding to the incident. For example, dispatch would tone the apparatus and say, “Station 6 respond to a sick case at 640 Village Road, Beaver Run.” After the units are responding, dispatch would update crews with additional information they have received. The fire district is also active in the installation of Pro-QA (priority dispatching) for EMS incidents, which is anticipated to be fully implemented during the 4th quarter of 2011.
Turnout Time Performance Turnout time performance is a part of the total response time measurement and is tracked within CAD software. All time measurements are added to the CAD by human action are directed by the dispatchers at the time of event.
The district has established a turnout time benchmark time of 90 seconds, for all emergent fire, EMS, haz- mat and technical rescue incidents. To assess current performance, a turnout time baseline measurement was established at 90% performance.
The district’s baseline for turnout time was met in the following manner: 2008 Turnout Time 160 seconds @ 90% 2009 Turnout Time 150 seconds @ 90% 2010 Turnout Time 130 seconds @ 90% 2008-2010 Turnout Time 150 seconds @ 90%
Turnout- All Emergent Responses 2008 2009 2010 2008-2010 Turnout (CAD) at 0015 Secs. 10.8% (60) 9.5% (56) 12.3% (66) 10.7% (180) Turnout (CAD) at 0030 Secs. 19.3% (107) 18.6% (110) 24.0% (129) 20.5% (344) Turnout (CAD) at 0045 Secs. 29.8% (165) 31.3% (185) 37.9% (204) 32.7% (550) Turnout (CAD) at ** 1 Minute ** 43.5% (241) 43.7% (258) 53.2% (286) 46.4% (780) Turnout (CAD) at 0075 Secs. 55.1% (305) 54.1% (320) 65.8% (354) 57.8% (973) Turnout (CAD) at 0090 Secs. 63.9% (354) 65.8% (389) 76.8% (413) 68.3% (1,149) Turnout (CAD) at 0105 Secs. 71.3% (395) 72.8% (430) 83.1% (447) 75.2% (1,265) Turnout (CAD) at ** 2 Minutes ** 76.9% (426) 80.9% (478) 87.4% (470) 81.2% (1,366) Turnout (CAD) at 0135 Secs. 83.0% (460) 86.1% (509) 91.3% (491) 86.1% (1,449) Turnout (CAD) at 0150 Secs. 88.1% (488) 90.0% (532) 94.6% (509) 90.2% (1,517) Turnout (CAD) at 0165 Secs. 91.3% (506) 92.4% (546) 97.0% (522) 92.9% (1,562) Turnout (CAD) at ** 3 Minutes ** 94.6% (524) 95.3% (563) 98.3% (529) 95.4% (1,604)
Secs (Mins) to 90% 160 (2.66) 150 (2.5) 130 (2.16) 150 (2.5)
The turnout time, or ‘first unit dispatched to first unit responding,’ did not meet turnout time benchmark of the 90 seconds for 90% of incidents. Red, White & Blue achieved the 90 seconds on approximately 60% of incidents throughout the district. There are three deficiencies that have been identified. One deficiency if that 92 the organization did not have a stated baseline for turnout time before the accreditation process began (2009), nor did the department analyze turnout time performance. The second deficiency is that the mobile data computers (MDC) cannot be used as an effective tracking resource due to other apparatus not being able to see if the companies are responding and the low probability of them interfacing with CAD. The third deficiency is station size and layout. A detailed analysis was conducted to determine a realistic and safe turnout time performance for the district.
The current procedure is for the dispatcher to ‘hit the button’ when the companies call ‘enroute or responding,’ which can be delayed during high call volume, phone taking, etc. In many instances, they times are inaccurate and must be manually updated using tapes.
Travel Time Performance (1st unit) Travel time performance is a part of the total response time measurement and is tracked within CAD software. All time measurements are added to the CAD by human action are directed by the dispatchers at the time of event. The travel time baseline and benchmarks are for 1st due response to Fires, EMS, Haz-Mat, and Technical Rescue Incidents.
The district has established a travel time benchmark time of 5 minutes (suburban) and 9 minutes (rural). To assess current performance, a travel time baseline measurement was established at 90% performance.
The district’s baseline for travel time was met in the following manner: Rural Response Area o 2008 Travel Time 595 seconds @ 90% o 2009 Travel Time 610 seconds @ 90% o 2010 Travel Time 620 seconds @ 90% o 2008-2010 Travel Time 600 seconds @ 90%
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Rural Response Zones Travel Time- 1st Unit Arrival-All Emergent Responses 2008 2009 2010 2008-2010 Travel (CAD) at 0030 Secs. 1.2% (2) 1.6% (3) 2.2% (3) 1.6% (8) Travel (CAD) at ** 1 Minute ** 4.8% (8) 2.7% (5) 2.9% (4) 3.5% (17) Travel (CAD) at 0090 Secs. 7.1% (12) 5.5% (10) 4.3% (6) 5.7% (28) Travel (CAD) at ** 2 Minutes ** 10.1% (17) 8.8% (16) 9.4% (13) 9.4% (46) Travel (CAD) at 0150 Secs. 12.5% (21) 12.1% (22) 12.2% (17) 12.3% (60) Travel (CAD) at ** 3 Minutes ** 19.0% (32) 16.5% (30) 16.5% (23) 17.4% (85) Travel (CAD) at 0210 Secs. 22.6% (38) 22.5% (41) 20.9% (29) 22.1% (108) Travel (CAD) at ** 4 Minutes ** 26.8% (45) 29.1% (53) 26.6% (37) 27.6% (135) Travel (CAD) at 0270 Secs. 31.5% (53) 36.3% (66) 33.1% (46) 33.7% (165) Travel (CAD) at ** 5 Minutes ** 38.7% (65) 41.2% (75) 36.7% (51) 39.1% (191) Travel (CAD) at 0330 Secs. 47.6% (80) 46.2% (84) 44.6% (62) 46.2% (226) Travel (CAD) at ** 6 Minutes ** 56.0% (94) 56.0% (102) 48.2% (67) 53.8% (263) Travel (CAD) at 0390 Secs. 61.3% (103) 62.1% (113) 51.8% (72) 58.9% (288) Travel (CAD) at ** 7 Minutes ** 67.3% (113) 67.0% (122) 59.7% (83) 65.0% (318) Travel (CAD) at 0450 Secs. 74.4% (125) 69.2% (126) 66.2% (92) 70.1% (343) Travel (CAD) at ** 8 Minutes ** 76.8% (129) 74.7% (136) 72.7% (101) 74.8% (366) Travel (CAD) at 0510 Secs. 81.0% (136) 79.7% (145) 77.0% (107) 79.3% (388) Travel (CAD) at ** 9 Minutes ** 85.1% (143) 83.0% (151) 80.6% (112) 83.0% (406) Travel (CAD) at 0570 Secs. 86.9% (146) 85.7% (156) 83.5% (116) 85.5% (418) Travel (CAD) at ** 10 Minutes ** 92.3% (155) 88.5% (161) 87.8% (122) 89.6% (438) Travel (CAD) at 0630 Secs. 93.5% (157) 90.7% (165) 90.6% (126) 91.6% (448) Travel (CAD) at ** 11 Minutes ** 94.6% (159) 94.0% (171) 92.1% (128) 93.7% (458) Travel (CAD) at 0690 Secs. 94.6% (159) 94.5% (172) 93.5% (130) 94.3% (461) Travel (CAD) at ** 12 Minutes ** 95.2% (160) 96.2% (175) 94.2% (131) 95.3% (466) Travel (CAD) at 0750 Secs. 95.8% (161) 96.7% (176) 94.2% (131) 95.7% (468) Travel (CAD) at ** 13 Minutes ** 95.8% (161) 96.7% (176) 95.7% (133) 96.1% (470) Travel (CAD) at 0810 Secs. 97.6% (164) 98.4% (179) 95.7% (133) 97.3% (476) Travel (CAD) at ** 14 Minutes ** 97.6% (164) 98.9% (180) 96.4% (134) 97.8% (478)
Secs (Mins) to 90% 595 (9.91) 610 (10.16) 620 (10.33) 600 (10)
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Suburban Response Area o 2008 Travel Time 335 seconds @ 90% o 2009 Travel Time 310 seconds @ 90% o 2010 Travel Time 320 seconds @ 90% o 2008-2010 Travel Time 315 seconds @ 90%
Suburban Response Zones Travel Time- 1st Unit Arrival-All Emergent Responses 2008 2009 2010 2008-2010 Travel (CAD) at 0030 Secs. 1.3% (7) .9% (5) .6% (3) .9% (15) Travel (CAD) at ** 1 Minute ** 7.6% (40) 4.1% (22) 4.4% (23) 5.3% (85) Travel (CAD) at 0090 Secs. 14.1% (74) 12.8% (69) 9.7% (51) 12.2% (194) Travel (CAD) at ** 2 Minutes ** 26.1% (137) 22.7% (123) 20.8% (109) 23.2% (369) Travel (CAD) at 0150 Secs. 40.3% (211) 36.0% (195) 34.2% (179) 36.8% (585) Travel (CAD) at ** 3 Minutes ** 54.4% (285) 52.1% (282) 50.0% (262) 52.2% (829) Travel (CAD) at 0210 Secs. 66.4% (348) 64.7% (350) 62.0% (325) 64.4% (1,023) Travel (CAD) at ** 4 Minutes ** 75.2% (394) 75.0% (406) 71.2% (373) 73.8% (1,173) Travel (CAD) at 0270 Secs. 82.6% (433) 83.5% (452) 79.4% (416) 81.9% (1,301) Travel (CAD) at ** 5 Minutes ** 87.8% (460) 88.4% (478) 86.8% (455) 87.7% (1,393) Travel (CAD) at 0330 Secs. 89.5% (469) 92.6% (501) 91.0% (477) 91.1% (1,447) Travel (CAD) at ** 6 Minutes ** 92.7% (486) 95.7% (518) 92.7% (486) 93.8% (1,490) Travel (CAD) at 0390 Secs. 94.3% (494) 96.9% (524) 94.8% (497) 95.3% (1,515) Travel (CAD) at ** 7 Minutes ** 94.7% (496) 97.8% (529) 95.6% (501) 96.0% (1,526) Travel (CAD) at 0450 Secs. 95.8% (502) 98.2% (531) 97.1% (509) 97.0% (1,542) Travel (CAD) at ** 8 Minutes ** 96.0% (503) 98.7% (534) 98.1% (514) 97.6% (1,551) Travel (CAD) at 0495 Secs. 96.8% (507) 98.7% (534) 98.5% (516) 98.0% (1,557) Travel (CAD) at 0510 Secs. 97.3% (510) 98.7% (534) 98.7% (517) 98.2% (1,561) Travel (CAD) at 0525 Secs. 97.5% (511) 98.7% (534) 98.9% (518) 98.4% (1,563) Travel (CAD) at ** 9 Minutes ** 97.7% (512) 99.1% (536) 99.0% (519) 98.6% (1,567) Travel (CAD) at 0570 Secs. 98.1% (514) 99.1% (536) 99.2% (520) 98.8% (1,570) Travel (CAD) at ** 10 Minutes ** 98.1% (514) 99.3% (537) 99.4% (521) 98.9% (1,572) Travel (CAD) at 0630 Secs. 98.3% (515) 99.4% (538) 99.6% (522) 99.1% (1,575) Travel (CAD) at ** 11 Minutes ** 98.5% (516) 99.6% (539) 99.8% (523) 99.3% (1,578) Travel (CAD) at 0690 Secs. 98.7% (517) 99.6% (539) 99.8% (523) 99.4% (1,579) Travel (CAD) at ** 12 Minutes ** 99.0% (519) 99.6% (539) 99.8% (523) 99.5% (1,581)
Secs (Mins) to 90% 335 (5.58) 310 (5.16) 320 (5.33) 315 (5.25)
95
Total Response Time (1st unit arrival)
The total response time measurement and is tracked within CAD software. All time measurements are added to the CAD by human action are directed by the dispatchers at the time of event. All emergent responses were analyzed by rural/suburban response areas.
The district has established a total response time benchmark time of 8 minutes 00 seconds (Suburban) and 12 minutes 0 seconds (rural). To assess current performance, a total response time baseline measurement (1st unit arrival) was established at 90% performance.
The district’s baseline for total response time was met in the following manner:
Rural Response Area o 2008 Total Response Time 810 seconds @ 90% o 2009 Total Response Time 795 seconds @ 90% o 2010 Total Response Time 915 seconds @ 90% o 2008-2010 Total Response Time 810 seconds @ 90%
96
Total Response Time Rural Response Areas 2008 2009 2010 2008-2010 Call to 1st Arrival at ** 9 Minutes ** 52.5% (94) 54.4% (105) 54.1% (100) 53.8% (282) Call to 1st Arrival at 0555 Secs. 55.3% (99) 56.5% (109) 56.2% (104) 56.1% (294) Call to 1st Arrival at 0570 Secs. 56.4% (101) 58.0% (112) 58.9% (109) 58.0% (304) Call to 1st Arrival at 0585 Secs. 59.2% (106) 59.6% (115) 59.5% (110) 59.7% (313) Call to 1st Arrival at ** 10 Minutes ** 62.0% (111) 61.7% (119) 63.8% (118) 62.4% (327) Call to 1st Arrival at 0615 Secs. 65.4% (117) 63.2% (122) 65.9% (122) 64.7% (339) Call to 1st Arrival at 0630 Secs. 67.0% (120) 64.2% (124) 68.1% (126) 66.4% (348) Call to 1st Arrival at 0645 Secs. 69.8% (125) 65.8% (127) 70.3% (130) 68.5% (359) Call to 1st Arrival at ** 11 Minutes ** 73.7% (132) 67.9% (131) 73.0% (135) 71.4% (374) Call to 1st Arrival at 0675 Secs. 76.0% (136) 69.9% (135) 75.1% (139) 73.7% (386) Call to 1st Arrival at 0690 Secs. 78.2% (140) 73.1% (141) 77.8% (144) 76.1% (399) Call to 1st Arrival at 0705 Secs. 80.4% (144) 75.6% (146) 78.9% (146) 78.2% (410) Call to 1st Arrival at ** 12 Minutes ** 81.6% (146) 79.3% (153) 80.0% (148) 80.3% (421) Call to 1st Arrival at 0735 Secs. 84.4% (151) 81.3% (157) 81.1% (150) 82.4% (432) Call to 1st Arrival at 0750 Secs. 86.0% (154) 82.9% (160) 82.2% (152) 83.8% (439) Call to 1st Arrival at 0765 Secs. 87.7% (157) 83.9% (162) 83.8% (155) 85.3% (447) Call to 1st Arrival at ** 13 Minutes ** 88.8% (159) 87.0% (168) 85.4% (158) 87.4% (458) Call to 1st Arrival at 0795 Secs. 89.4% (160) 89.6% (173) 86.5% (160) 88.9% (466) Call to 1st Arrival at 0810 Secs. 90.5% (162) 90.2% (174) 87.0% (161) 89.7% (470) Call to 1st Arrival at 0825 Secs. 91.6% (164) 90.7% (175) 87.6% (162) 90.5% (474) Call to 1st Arrival at ** 14 Minutes ** 91.6% (164) 91.2% (176) 88.1% (163) 90.8% (476) Call to 1st Arrival at 0855 Secs. 92.7% (166) 92.7% (179) 88.6% (164) 92.0% (482) Call to 1st Arrival at 0870 Secs. 93.3% (167) 93.3% (180) 88.6% (164) 92.4% (484) Call to 1st Arrival at 0885 Secs. 93.3% (167) 93.8% (181) 88.6% (164) 92.6% (485) Call to 1st Arrival at ** 15 Minutes ** 93.3% (167) 95.3% (184) 89.2% (165) 93.3% (489) Call to 1st Arrival at 0915 Secs. 93.3% (167) 96.4% (186) 89.7% (166) 93.9% (492) Call to 1st Arrival at 0930 Secs. 93.3% (167) 96.4% (186) 90.3% (167) 94.1% (493) Call to 1st Arrival at 0945 Secs. 93.9% (168) 96.9% (187) 90.3% (167) 94.5% (495) Call to 1st Arrival at ** 16 Minutes ** 93.9% (168) 96.9% (187) 90.8% (168) 94.7% (496) Call to 1st Arrival at 0975 Secs. 93.9% (168) 96.9% (187) 92.4% (171) 95.0% (498) Call to 1st Arrival at 0990 Secs. 93.9% (168) 97.4% (188) 92.4% (171) 95.2% (499) Call to 1st Arrival at 1005 Secs. 94.4% (169) 97.4% (188) 92.4% (171) 95.4% (500) Call to 1st Arrival at ** 17 Minutes ** 95.0% (170) 97.4% (188) 93.0% (172) 95.8% (502)
Secs (Mins) to 90% 810 (13.5) 795 (13.25) 915 (15.25) 810 (13.5)
97
Suburban Response Area o 2008 Total Response Time 540 seconds @ 90% o 2009 Total Response Time 510 seconds @ 90% o 2010 Total Response Time 495 seconds @ 90% o 2008-2010 Total Response Time 515 Seconds @ 90% o Total Response Time Suburban Response Areas 2008 2009 2010 2008-2010 Call to 1st Arrival at ** 4 Minutes ** 18.2% (98) 17.2% (96) 22.0% (118) 19.1% (312) Call to 1st Arrival at 0255 Secs. 21.2% (114) 22.3% (124) 26.5% (142) 23.2% (380) Call to 1st Arrival at 0270 Secs. 25.8% (139) 27.3% (152) 30.6% (164) 27.8% (455) Call to 1st Arrival at 0285 Secs. 30.2% (163) 33.6% (187) 34.3% (184) 32.6% (534) Call to 1st Arrival at ** 5 Minutes ** 36.2% (195) 39.1% (218) 39.9% (214) 38.3% (627) Call to 1st Arrival at 0315 Secs. 40.6% (219) 45.6% (254) 45.5% (244) 43.8% (717) Call to 1st Arrival at 0330 Secs. 45.6% (246) 51.0% (284) 51.5% (276) 49.3% (806) Call to 1st Arrival at 0345 Secs. 52.1% (281) 55.1% (307) 57.6% (309) 54.8% (897) Call to 1st Arrival at ** 6 Minutes ** 57.7% (311) 58.5% (326) 63.1% (338) 59.6% (975) Call to 1st Arrival at 0375 Secs. 61.8% (333) 64.6% (360) 68.5% (367) 64.8% (1,060) Call to 1st Arrival at 0390 Secs. 65.3% (352) 68.8% (383) 73.3% (393) 68.9% (1,128) Call to 1st Arrival at 0405 Secs. 69.0% (372) 73.6% (410) 76.5% (410) 72.9% (1,192) Call to 1st Arrival at ** 7 Minutes ** 72.0% (388) 77.7% (433) 79.5% (426) 76.2% (1,247) Call to 1st Arrival at 0435 Secs. 74.8% (403) 80.4% (448) 80.8% (433) 78.5% (1,284) Call to 1st Arrival at 0450 Secs. 76.8% (414) 83.5% (465) 84.0% (450) 81.2% (1,329) Call to 1st Arrival at 0465 Secs. 79.8% (430) 85.1% (474) 86.0% (461) 83.4% (1,365) Call to 1st Arrival at ** 8 Minutes ** 82.2% (443) 88.0% (490) 87.9% (471) 85.8% (1,404) Call to 1st Arrival at 0495 Secs. 85.5% (461) 89.4% (498) 89.7% (481) 88.0% (1,440) Call to 1st Arrival at 0510 Secs. 87.6% (472) 90.8% (506) 90.3% (484) 89.4% (1,462) Call to 1st Arrival at 0525 Secs. 88.5% (477) 92.5% (515) 91.0% (488) 90.5% (1,480) Call to 1st Arrival at ** 9 Minutes ** 89.8% (484) 94.4% (526) 92.4% (495) 92.0% (1,505) Call to 1st Arrival at 0555 Secs. 90.2% (486) 95.0% (529) 93.1% (499) 92.5% (1,514) Call to 1st Arrival at 0570 Secs. 91.8% (495) 95.7% (533) 94.0% (504) 93.6% (1,532) Call to 1st Arrival at 0585 Secs. 92.6% (499) 96.8% (539) 95.7% (513) 94.8% (1,551) Call to 1st Arrival at ** 10 Minutes ** 93.5% (504) 97.7% (544) 96.3% (516) 95.6% (1,564) Call to 1st Arrival at 0615 Secs. 93.9% (506) 97.8% (545) 97.0% (520) 96.0% (1,571) Call to 1st Arrival at 0630 Secs. 94.1% (507) 98.2% (547) 97.2% (521) 96.3% (1,575) Call to 1st Arrival at 0645 Secs. 94.6% (510) 98.2% (547) 97.4% (522) 96.5% (1,579) Call to 1st Arrival at ** 11 Minutes ** 94.8% (511) 98.6% (549) 97.8% (524) 96.8% (1,584)
Secs (Mins) to 90% 540 (9) 510 (8.5) 495 (8.25) 515 (8.58)
98
Listed in the table below are the actual 90% performance times for EMS incidents. These times include only emergent responses for calls of service. Wilderness areas are not included as the district does not respond to EMS incidents more than 100 yards off of a roadway.
Baseline EMS Objective: For 90% of all EMS responses, the first due unit shall arrive within 8 minutes 30 seconds (suburban) and 13 minutes 30 seconds (rural), total response time. The first due unit must be capable of providing basic life support, initiating command and be staffed with a minimum of two (2) personnel. For 90% of all EMS responses, the effective response force shall arrive within 9 minutes (suburban) and 14 minutes (rural), total response time. The effective response force must be capable of assuming command, maintaining patient care/treatment, provide ALS interventions, and transport the patient (if allowed by SCAS IGA) and be staffed with a minimum of 5 personnel.
Benchmark EMS Objective: For 90% of all EMS responses, the first due unit shall arrive within 7 minutes (suburban) and 12 minutes (rural), total response time. The first due unit must be capable of providing advanced life support, initiating command and be staffed with a minimum of two (2) personnel. For 90% of all EMS responses, the effective response force shall arrive within 7 minutes 30 seconds (suburban) and 12 minutes (rural), total response time. The effective response force must be capable of assuming command, maintaining patient care/treatment, provide ALS interventions, and transport the patient (if allowed by SCAS IGA) and be staffed with a minimum of 5 personnel.
99
EMS Incidents - RWB SCAS 90th Percentile Times - Baseline Performance Suburban RWB Rural Suburban SCAS Rural Comb Sub Comb Rural 2008 170 seconds 185 seconds 165 seconds 160 seconds 165 seconds 165 seconds 2009 145 seconds 165 seconds 135 seconds 140 seconds 140 seconds 175 seconds 2010 145 seconds 160 seconds 130 seconds 165 seconds 145 seconds 160 seconds Alarm Handling Pick-up to Dispatch 2008-2010 155 seconds 165 seconds 150 seconds 150 seconds 150 seconds 165 seconds 2008 160 seconds 170 seconds 195 seconds 215 seconds 160 seconds 160 seconds 2009 140 seconds 180 seconds 225 seconds 225 seconds 155 seconds 190 seconds 2010 125 seconds 125 seconds 215 seconds 235 seconds 135 seconds 130 seconds Turnout Time Turnout Time 1st Unit 2008-2010 145 seconds 155 seconds 210 seconds 225 seconds 150 seconds 165 seconds 2008 305 seconds 590 seconds 725 seconds 985 seconds 300 seconds 575 seconds Travel Travel Time 2009 315 seconds 580 seconds 640 seconds 840 seconds 300 seconds 610 seconds Time 1st Unit 2010 315 seconds 620 seconds 655 seconds 1080 seconds 310 seconds 595 seconds Distribution 2008-2010 315 seconds 600 seconds 685 seconds 940 seconds 305 seconds 585 seconds Travel Time 2008 440 seconds 1010 seconds 725 seconds 985 seconds 655 seconds 1010 seconds ERF 2009 335 seconds 805 seconds 640 seconds 840 seconds 430 seconds 835 seconds 2010 330 seconds 910 seconds 655 seconds 1080 seconds 395 seconds 910 seconds Concentration 2008-2010 350 seconds 870 seconds 685 seconds 940 seconds 520 seconds 870 seconds Total Response Time 2008 525 seconds 780 seconds 940 seconds 1215 seconds 510 seconds 815 seconds 1st Unit On Scene 2009 495 seconds 790 seconds 855 seconds 1130 seconds 495 seconds 790 seconds 2010 500 seconds 820 seconds 870 seconds 1200 seconds 475 seconds 790 seconds Distribution 2008-2010 505 seconds 790 seconds 890 seconds 1150 seconds 495 seconds 790 seconds Total Response 2008 670 seconds 1200 seconds 940 seconds 1215 seconds 870 seconds 1065 seconds Time 2009 535 seconds 1065 seconds 855 seconds 1130 seconds 630 seconds 1215 seconds 2010 515 seconds 1150 seconds Total Response ERF 870 seconds 1200 seconds 620 seconds 1200 seconds Time Concentration 2008-2010 565 seconds 1120 seconds 890 seconds 1150 seconds 755 seconds 1130 seconds * ERF based upon 5 RWB Personnel * ERF based upon 2 SCAS Personnel * ERF based upon 5 Personnel
100
EMS related incidents can be viewed by the following charts, depicting the number above.
EMS Call Processing 2008 2009 2010 2008-2010 Call Processing (CAD) at 0015 Secs. 2.6% (15) 2.5% (15) 1.9% (11) 2.4% (41) Call Processing (CAD) at 0030 Secs. 6.2% (35) 8.4% (50) 9.1% (52) 7.9% (137) Call Processing (CAD) at 0045 Secs. 13.4% (76) 17.1% (102) 18.8% (107) 16.4% (285) Call Processing (CAD) at ** 1 Minute ** 22.4% (127) 29.0% (173) 28.3% (161) 26.6% (461) Call Processing (CAD) at 0075 Secs. 33.6% (191) 45.0% (268) 44.1% (251) 41.0% (710) Call Processing (CAD) at 0090 Secs. 48.1% (273) 58.7% (350) 59.2% (337) 55.4% (960) Call Processing (CAD) at 0105 Secs. 62.1% (353) 70.6% (421) 70.5% (401) 67.8% (1,175) Call Processing (CAD) at ** 2 Minutes ** 73.6% (418) 78.5% (468) 79.6% (453) 77.3% (1,339) Call Processing (CAD) at 0135 Secs. 80.5% (457) 84.7% (505) 84.9% (483) 83.4% (1,445) Call Processing (CAD) at 0150 Secs. 85.9% (488) 90.1% (537) 89.3% (508) 88.5% (1,533) Call Processing (CAD) at 0165 Secs. 88.9% (505) 92.8% (553) 92.4% (526) 91.4% (1,584) Call Processing (CAD) at ** 3 Minutes ** 91.2% (518) 94.3% (562) 94.2% (536) 93.2% (1,616) Call Processing (CAD) at 0195 Secs. 93.8% (533) 96.5% (575) 95.6% (544) 95.3% (1,652) Call Processing (CAD) at 0210 Secs. 95.8% (544) 97.1% (579) 97.0% (552) 96.7% (1,675) Call Processing (CAD) at 0225 Secs. 97.4% (553) 97.8% (583) 97.7% (556) 97.6% (1,692) Call Processing (CAD) at ** 4 Minutes ** 97.9% (556) 98.7% (588) 98.1% (558) 98.2% (1,702) Call Processing (CAD) at 0255 Secs. 98.1% (557) 99.2% (591) 98.6% (561) 98.6% (1,709) Call Processing (CAD) at 0270 Secs. 98.9% (562) 99.5% (593) 98.9% (563) 99.1% (1,718) Call Processing (CAD) at 0285 Secs. 99.8% (567) 99.8% (595) 99.5% (566) 99.7% (1,728) Call Processing (CAD) at ** 5 Minutes ** 100.0% (568) 100.0% (596) 100.0% (569) 100.0% (1,733)
Secs (Mins) to 90% 170 (2.83) 150 (2.5) 155 (2.58) 160 (2.66)
101
Turnout- EMS 2008 2009 2010 2008-2010 Turnout (CAD) at 0015 Secs. 10.2% (48) 9.7% (49) 12.2% (57) 10.7% (154) Turnout (CAD) at 0030 Secs. 18.9% (89) 19.8% (100) 24.5% (115) 21.0% (304) Turnout (CAD) at 0045 Secs. 29.9% (141) 32.5% (164) 38.6% (181) 33.6% (486) Turnout (CAD) at ** 1 Minute ** 44.3% (209) 45.0% (227) 54.8% (257) 47.9% (693) Turnout (CAD) at 0075 Secs. 55.9% (264) 55.6% (281) 67.2% (315) 59.5% (860) Turnout (CAD) at 0090 Secs. 64.0% (302) 67.7% (342) 78.9% (370) 70.1% (1,014) Turnout (CAD) at 0105 Secs. 71.4% (337) 73.1% (369) 84.4% (396) 76.2% (1,102) Turnout (CAD) at ** 2 Minutes ** 76.7% (362) 80.8% (408) 88.7% (416) 82.0% (1,186) Turnout (CAD) at 0135 Secs. 82.6% (390) 86.3% (436) 92.3% (433) 87.1% (1,259) Turnout (CAD) at 0150 Secs. 87.5% (413) 90.5% (457) 95.3% (447) 91.1% (1,317) Turnout (CAD) at 0165 Secs. 90.7% (428) 92.5% (467) 97.2% (456) 93.4% (1,351) Turnout (CAD) at ** 3 Minutes ** 93.4% (441) 95.0% (480) 98.3% (461) 95.6% (1,382) Turnout (CAD) at 0195 Secs. 94.1% (444) 97.0% (490) 98.7% (463) 96.6% (1,397) Turnout (CAD) at 0210 Secs. 94.5% (446) 97.6% (493) 99.4% (466) 97.2% (1,405) Turnout (CAD) at 0225 Secs. 96.0% (453) 98.4% (497) 99.4% (466) 97.9% (1,416) Turnout (CAD) at ** 4 Minutes ** 96.8% (457) 98.6% (498) 99.4% (466) 98.3% (1,421) Turnout (CAD) at 0255 Secs. 97.5% (460) 98.8% (499) 99.4% (466) 98.5% (1,425) Turnout (CAD) at 0270 Secs. 98.1% (463) 99.2% (501) 99.6% (467) 99.0% (1,431) Turnout (CAD) at 0285 Secs. 98.5% (465) 99.4% (502) 99.8% (468) 99.2% (1,435) Turnout (CAD) at ** 5 Minutes ** 98.7% (466) 99.4% (502) 99.8% (468) 99.3% (1,436)
Secs (Mins) to 90% 160 (2.66) 145 (2.41) 125 (2.08) 145 (2.41)
102
Suburban Response Zones Travel Time- 1st Unit Arrival-EMS 2008 2009 2010 2008-2010 Travel (CAD) at 0030 Secs. 1.6% (7) .8% (4) .2% (1) .9% (12) Travel (CAD) at ** 1 Minute ** 7.1% (32) 3.8% (18) 3.6% (17) 4.8% (67) Travel (CAD) at 0090 Secs. 14.4% (65) 13.3% (63) 8.9% (42) 12.2% (170) Travel (CAD) at ** 2 Minutes ** 27.3% (123) 23.4% (111) 20.0% (95) 23.5% (329) Travel (CAD) at 0150 Secs. 41.5% (187) 36.7% (174) 33.5% (159) 37.2% (520) Travel (CAD) at ** 3 Minutes ** 55.4% (250) 52.1% (247) 48.9% (232) 52.1% (729) Travel (CAD) at 0210 Secs. 68.1% (307) 65.0% (308) 61.8% (293) 64.9% (908) Travel (CAD) at ** 4 Minutes ** 76.7% (346) 75.1% (356) 70.3% (333) 74.0% (1,035) Travel (CAD) at 0270 Secs. 84.5% (381) 83.3% (395) 78.5% (372) 82.1% (1,148) Travel (CAD) at ** 5 Minutes ** 89.6% (404) 88.0% (417) 86.5% (410) 88.0% (1,231) Travel (CAD) at 0330 Secs. 90.9% (410) 92.2% (437) 90.9% (431) 91.4% (1,278) Travel (CAD) at ** 6 Minutes ** 93.3% (421) 95.6% (453) 92.8% (440) 93.9% (1,314) Travel (CAD) at 0390 Secs. 94.7% (427) 96.6% (458) 94.9% (450) 95.4% (1,335) Travel (CAD) at ** 7 Minutes ** 95.1% (429) 97.7% (463) 95.4% (452) 96.1% (1,344) Travel (CAD) at 0450 Secs. 96.0% (433) 97.9% (464) 96.8% (459) 96.9% (1,356) Travel (CAD) at ** 8 Minutes ** 96.2% (434) 98.5% (467) 97.9% (464) 97.6% (1,365) Travel (CAD) at 0495 Secs. 97.1% (438) 98.5% (467) 98.3% (466) 98.0% (1,371) Travel (CAD) at 0510 Secs. 97.3% (439) 98.5% (467) 98.5% (467) 98.1% (1,373) Travel (CAD) at 0525 Secs. 97.6% (440) 98.5% (467) 98.7% (468) 98.3% (1,375) Travel (CAD) at ** 9 Minutes ** 97.8% (441) 98.9% (469) 98.9% (469) 98.6% (1,379) Travel (CAD) at 0570 Secs. 98.0% (442) 98.9% (469) 99.2% (470) 98.7% (1,381) Travel (CAD) at ** 10 Minutes ** 98.0% (442) 99.2% (470) 99.4% (471) 98.9% (1,383) Travel (CAD) at 0630 Secs. 98.2% (443) 99.4% (471) 99.6% (472) 99.1% (1,386) Travel (CAD) at ** 11 Minutes ** 98.4% (444) 99.6% (472) 99.8% (473) 99.3% (1,389) Travel (CAD) at 0690 Secs. 98.7% (445) 99.6% (472) 99.8% (473) 99.4% (1,390) Travel (CAD) at ** 12 Minutes ** 99.1% (447) 99.6% (472) 99.8% (473) 99.5% (1,392)
Secs (Mins) to 90% 300 (5) 315 (5.25) 325 (5.41) 315 (5.25)
103
Rural Response Zones Travel Time- 1st Unit Arrival-EMS 2008 2009 2010 2008-2010 Travel (CAD) at 0030 Secs. 1.5% (2) 2.2% (3) .9% (1) 1.6% (6) Travel (CAD) at ** 1 Minute ** 5.3% (7) 3.7% (5) 1.9% (2) 3.8% (14) Travel (CAD) at 0090 Secs. 8.3% (11) 7.5% (10) 3.7% (4) 6.7% (25) Travel (CAD) at ** 2 Minutes ** 9.8% (13) 11.2% (15) 8.4% (9) 9.9% (37) Travel (CAD) at 0150 Secs. 12.9% (17) 14.9% (20) 11.2% (12) 13.1% (49) Travel (CAD) at ** 3 Minutes ** 20.5% (27) 18.7% (25) 16.8% (18) 18.8% (70) Travel (CAD) at 0210 Secs. 24.2% (32) 23.1% (31) 20.6% (22) 22.8% (85) Travel (CAD) at ** 4 Minutes ** 28.0% (37) 29.9% (40) 27.1% (29) 28.4% (106) Travel (CAD) at 0270 Secs. 31.8% (42) 35.1% (47) 33.6% (36) 33.5% (125) Travel (CAD) at ** 5 Minutes ** 39.4% (52) 38.8% (52) 38.3% (41) 38.9% (145) Travel (CAD) at 0330 Secs. 46.2% (61) 44.8% (60) 47.7% (51) 46.1% (172) Travel (CAD) at ** 6 Minutes ** 54.5% (72) 57.5% (77) 50.5% (54) 54.4% (203) Travel (CAD) at 0390 Secs. 59.8% (79) 64.2% (86) 54.2% (58) 59.8% (223) Travel (CAD) at ** 7 Minutes ** 65.2% (86) 68.7% (92) 60.7% (65) 65.1% (243) Travel (CAD) at 0450 Secs. 73.5% (97) 70.9% (95) 66.4% (71) 70.5% (263) Travel (CAD) at ** 8 Minutes ** 76.5% (101) 76.1% (102) 72.0% (77) 75.1% (280) Travel (CAD) at 0510 Secs. 81.1% (107) 82.1% (110) 76.6% (82) 80.2% (299) Travel (CAD) at ** 9 Minutes ** 85.6% (113) 86.6% (116) 80.4% (86) 84.5% (315) Travel (CAD) at 0570 Secs. 87.9% (116) 88.8% (119) 84.1% (90) 87.1% (325) Travel (CAD) at ** 10 Minutes ** 91.7% (121) 90.3% (121) 87.9% (94) 90.1% (336) Travel (CAD) at 0630 Secs. 92.4% (122) 93.3% (125) 90.7% (97) 92.2% (344) Travel (CAD) at ** 11 Minutes ** 93.9% (124) 94.8% (127) 91.6% (98) 93.6% (349) Travel (CAD) at 0690 Secs. 93.9% (124) 94.8% (127) 92.5% (99) 93.8% (350) Travel (CAD) at ** 12 Minutes ** 94.7% (125) 96.3% (129) 93.5% (100) 94.9% (354) Travel (CAD) at 0750 Secs. 95.5% (126) 96.3% (129) 93.5% (100) 95.2% (355) Travel (CAD) at ** 13 Minutes ** 95.5% (126) 96.3% (129) 95.3% (102) 95.7% (357) Travel (CAD) at 0810 Secs. 97.0% (128) 97.8% (131) 95.3% (102) 96.8% (361) Travel (CAD) at ** 14 Minutes ** 97.0% (128) 98.5% (132) 95.3% (102) 97.1% (362)
Secs (Mins) to 90% 590 (9.83) 580 (9.66) 620 (10.33) 600 (10)
104
Total Response Suburban EMS Incidents 2008 2009 2010 2008-2010 Call to 1st Arrival at ** 4 Minutes ** 19.3% (88) 18.3% (87) 21.3% (101) 19.6% (276) Call to 1st Arrival at 0255 Secs. 22.4% (102) 23.8% (113) 25.3% (120) 23.8% (335) Call to 1st Arrival at 0270 Secs. 27.4% (125) 29.5% (140) 29.7% (141) 28.9% (406) Call to 1st Arrival at 0285 Secs. 32.5% (148) 36.0% (171) 33.5% (159) 34.0% (478) Call to 1st Arrival at ** 5 Minutes ** 38.8% (177) 41.9% (199) 39.9% (189) 40.2% (565) Call to 1st Arrival at 0315 Secs. 43.6% (199) 48.4% (230) 45.4% (215) 45.8% (644) Call to 1st Arrival at 0330 Secs. 48.9% (223) 53.3% (253) 51.3% (243) 51.2% (719) Call to 1st Arrival at 0345 Secs. 55.0% (251) 57.3% (272) 57.6% (273) 56.7% (796) Call to 1st Arrival at ** 6 Minutes ** 60.7% (277) 60.6% (288) 62.9% (298) 61.4% (863) Call to 1st Arrival at 0375 Secs. 64.7% (295) 66.7% (317) 68.6% (325) 66.7% (937) Call to 1st Arrival at 0390 Secs. 68.0% (310) 70.1% (333) 73.4% (348) 70.5% (991) Call to 1st Arrival at 0405 Secs. 71.7% (327) 74.7% (355) 76.6% (363) 74.4% (1,045) Call to 1st Arrival at ** 7 Minutes ** 74.3% (339) 78.3% (372) 79.3% (376) 77.4% (1,087) Call to 1st Arrival at 0435 Secs. 77.0% (351) 81.3% (386) 80.8% (383) 79.7% (1,120) Call to 1st Arrival at 0450 Secs. 78.3% (357) 83.8% (398) 84.0% (398) 82.1% (1,153) Call to 1st Arrival at 0465 Secs. 81.6% (372) 85.5% (406) 85.7% (406) 84.3% (1,184) Call to 1st Arrival at ** 8 Minutes ** 83.6% (381) 88.6% (421) 87.6% (415) 86.6% (1,217) Call to 1st Arrival at 0495 Secs. 87.3% (398) 89.7% (426) 89.5% (424) 88.8% (1,248) Call to 1st Arrival at 0510 Secs. 89.3% (407) 91.4% (434) 90.1% (427) 90.2% (1,268) Call to 1st Arrival at 0525 Secs. 89.9% (410) 93.1% (442) 90.5% (429) 91.2% (1,281) Call to 1st Arrival at ** 9 Minutes ** 91.0% (415) 94.9% (451) 91.8% (435) 92.6% (1,301) Call to 1st Arrival at 0555 Secs. 91.4% (417) 95.6% (454) 92.6% (439) 93.2% (1,310) Call to 1st Arrival at 0570 Secs. 92.5% (422) 96.2% (457) 93.5% (443) 94.1% (1,322) Call to 1st Arrival at 0585 Secs. 93.4% (426) 97.3% (462) 95.1% (451) 95.3% (1,339) Call to 1st Arrival at ** 10 Minutes ** 94.3% (430) 97.9% (465) 95.8% (454) 96.0% (1,349) Call to 1st Arrival at 0615 Secs. 94.7% (432) 98.1% (466) 96.6% (458) 96.5% (1,356) Call to 1st Arrival at 0630 Secs. 95.0% (433) 98.5% (468) 96.8% (459) 96.8% (1,360) Call to 1st Arrival at 0645 Secs. 95.2% (434) 98.5% (468) 97.0% (460) 96.9% (1,362) Call to 1st Arrival at ** 11 Minutes ** 95.2% (434) 98.7% (469) 97.5% (462) 97.2% (1,365)
Secs (Mins) to 90% 513 (8.55) 495 (8.25) 496 (8.26) 505 (8.41)
105
Total Response Time Rural EMS Incidents 2008 2009 2010 2008-2010 Call to 1st Arrival at 0030 Secs. 1.5% (2) .7% (1) .0% (0) .8% (3) Call to 1st Arrival at ** 1 Minute ** 3.0% (4) 1.5% (2) .0% (0) 1.6% (6) Call to 1st Arrival at 0090 Secs. 3.0% (4) 1.5% (2) .0% (0) 1.6% (6) Call to 1st Arrival at ** 2 Minutes ** 3.0% (4) 2.2% (3) .0% (0) 1.9% (7) Call to 1st Arrival at 0150 Secs. 3.7% (5) 2.2% (3) .0% (0) 2.1% (8) Call to 1st Arrival at ** 3 Minutes ** 5.2% (7) 3.7% (5) .0% (0) 3.2% (12) Call to 1st Arrival at 0210 Secs. 5.9% (8) 6.7% (9) .0% (0) 4.5% (17) Call to 1st Arrival at ** 4 Minutes ** 9.6% (13) 8.2% (11) 1.9% (2) 6.9% (26) Call to 1st Arrival at 0270 Secs. 9.6% (13) 14.2% (19) 7.5% (8) 10.6% (40) Call to 1st Arrival at ** 5 Minutes ** 11.9% (16) 17.2% (23) 13.1% (14) 14.1% (53) Call to 1st Arrival at 0330 Secs. 15.6% (21) 18.7% (25) 18.7% (20) 17.6% (66) Call to 1st Arrival at ** 6 Minutes ** 25.2% (34) 24.6% (33) 22.4% (24) 24.2% (91) Call to 1st Arrival at 0390 Secs. 29.6% (40) 28.4% (38) 27.1% (29) 28.5% (107) Call to 1st Arrival at ** 7 Minutes ** 33.3% (45) 35.1% (47) 34.6% (37) 34.3% (129) Call to 1st Arrival at 0450 Secs. 35.6% (48) 38.8% (52) 41.1% (44) 38.3% (144) Call to 1st Arrival at ** 8 Minutes ** 43.0% (58) 44.0% (59) 50.5% (54) 45.5% (171) Call to 1st Arrival at 0510 Secs. 48.1% (65) 52.2% (70) 54.2% (58) 51.3% (193) Call to 1st Arrival at ** 9 Minutes ** 51.1% (69) 57.5% (77) 57.9% (62) 55.3% (208) Call to 1st Arrival at 0570 Secs. 54.1% (73) 61.9% (83) 63.6% (68) 59.6% (224) Call to 1st Arrival at ** 10 Minutes ** 61.5% (83) 65.7% (88) 66.4% (71) 64.4% (242) Call to 1st Arrival at 0630 Secs. 66.7% (90) 67.2% (90) 70.1% (75) 67.8% (255) Call to 1st Arrival at ** 11 Minutes ** 74.1% (100) 70.1% (94) 74.8% (80) 72.9% (274) Call to 1st Arrival at 0690 Secs. 78.5% (106) 75.4% (101) 78.5% (84) 77.4% (291) Call to 1st Arrival at ** 12 Minutes ** 83.0% (112) 80.6% (108) 81.3% (87) 81.6% (307) Call to 1st Arrival at 0750 Secs. 87.4% (118) 85.1% (114) 84.1% (90) 85.6% (322) Call to 1st Arrival at ** 13 Minutes ** 89.6% (121) 88.8% (119) 86.9% (93) 88.6% (333) Call to 1st Arrival at 0810 Secs. 89.6% (121) 91.8% (123) 88.8% (95) 90.2% (339) Call to 1st Arrival at ** 14 Minutes ** 91.1% (123) 93.3% (125) 90.7% (97) 91.8% (345)
Secs (Mins) to 90% 780 (13) 790 (13.16) 820 (13.66) 790 (13.16)
106
EMS Effective Response Force 2008 Suburban Response Area 02 F/f Crew 03 F/f Crew 04 F/f Crew 05 F/f Crew 06 F/f Crew Call to Arrival at ** 3 Minutes ** 5.4% (17) 6.8% (10) 3.1% (3) 1.3% (1) 4.8% (3) Call to Arrival at 0195 Secs. 8.7% (27) 11.0% (16) 4.1% (4) 7.8% (6) 7.9% (5) Call to Arrival at 0210 Secs. 12.2% (38) 13.7% (20) 5.1% (5) 9.1% (7) 9.5% (6) Call to Arrival at 0225 Secs. 15.7% (49) 15.8% (23) 8.2% (8) 13.0% (10) 12.7% (8) Call to Arrival at ** 4 Minutes ** 18.6% (58) 19.9% (29) 11.2% (11) 13.0% (10) 14.3% (9) Call to Arrival at 0255 Secs. 22.1% (69) 23.3% (34) 14.3% (14) 14.3% (11) 15.9% (10) Call to Arrival at 0270 Secs. 26.9% (84) 26.7% (39) 18.4% (18) 15.6% (12) 19.0% (12) Call to Arrival at 0285 Secs. 31.7% (99) 30.8% (45) 21.4% (21) 20.8% (16) 27.0% (17) Call to Arrival at ** 5 Minutes ** 38.5% (120) 37.0% (54) 23.5% (23) 33.8% (26) 28.6% (18) Call to Arrival at 0315 Secs. 42.9% (134) 43.2% (63) 26.5% (26) 36.4% (28) 33.3% (21) Call to Arrival at 0330 Secs. 49.4% (154) 46.6% (68) 31.6% (31) 42.9% (33) 39.7% (25) Call to Arrival at 0345 Secs. 56.7% (177) 52.7% (77) 39.8% (39) 46.8% (36) 49.2% (31) Call to Arrival at ** 6 Minutes ** 62.2% (194) 57.5% (84) 46.9% (46) 51.9% (40) 54.0% (34) Call to Arrival at 0375 Secs. 66.3% (207) 60.3% (88) 55.1% (54) 53.2% (41) 57.1% (36) Call to Arrival at 0390 Secs. 68.6% (214) 64.4% (94) 63.3% (62) 57.1% (44) 60.3% (38) Call to Arrival at 0405 Secs. 71.5% (223) 67.8% (99) 66.3% (65) 59.7% (46) 65.1% (41) Call to Arrival at ** 7 Minutes ** 75.0% (234) 69.2% (101) 69.4% (68) 61.0% (47) 66.7% (42) Call to Arrival at 0435 Secs. 78.5% (245) 71.9% (105) 70.4% (69) 63.6% (49) 68.3% (43) Call to Arrival at 0450 Secs. 80.1% (250) 72.6% (106) 73.5% (72) 66.2% (51) 68.3% (43) Call to Arrival at 0465 Secs. 82.7% (258) 76.7% (112) 79.6% (78) 75.3% (58) 73.0% (46) Call to Arrival at ** 8 Minutes ** 84.6% (264) 77.4% (113) 84.7% (83) 75.3% (58) 76.2% (48) Call to Arrival at 0495 Secs. 88.5% (276) 80.8% (118) 87.8% (86) 81.8% (63) 77.8% (49) Call to Arrival at 0510 Secs. 90.1% (281) 82.2% (120) 88.8% (87) 84.4% (65) 77.8% (49) Call to Arrival at 0525 Secs. 91.0% (284) 82.2% (120) 89.8% (88) 84.4% (65) 77.8% (49) Call to Arrival at ** 9 Minutes ** 92.3% (288) 84.2% (123) 90.8% (89) 85.7% (66) 79.4% (50) Call to Arrival at 0555 Secs. 92.9% (290) 85.6% (125) 91.8% (90) 87.0% (67) 79.4% (50) Call to Arrival at 0570 Secs. 93.6% (292) 89.0% (130) 92.9% (91) 90.9% (70) 81.0% (51) Call to Arrival at 0585 Secs. 94.6% (295) 90.4% (132) 93.9% (92) 90.9% (70) 81.0% (51) Call to Arrival at ** 10 Minutes ** 95.2% (297) 92.5% (135) 95.9% (94) 93.5% (72) 85.7% (54)
Secs (Mins) to 90% 510 (8.5) 575 (9.58) 515 (8.58) 565 (9.41) 635 (10.58)
107
EMS Effective Response Force 2009 Suburban Response Area 02 F/f Crew 03 F/f Crew 04 F/f Crew 05 F/f Crew 06 F/f Crew Call to Arrival at ** 3 Minutes ** 4.4% (14) 8.8% (14) 11.1% (6) 2.8% (3) 7.7% (7) Call to Arrival at 0195 Secs. 6.0% (19) 9.4% (15) 13.0% (7) 4.7% (5) 8.8% (8) Call to Arrival at 0210 Secs. 8.9% (28) 10.0% (16) 16.7% (9) 7.5% (8) 12.1% (11) Call to Arrival at 0225 Secs. 14.2% (45) 12.5% (20) 16.7% (9) 13.1% (14) 13.2% (12) Call to Arrival at ** 4 Minutes ** 17.1% (54) 16.3% (26) 18.5% (10) 15.0% (16) 16.5% (15) Call to Arrival at 0255 Secs. 22.5% (71) 20.6% (33) 24.1% (13) 20.6% (22) 20.9% (19) Call to Arrival at 0270 Secs. 27.8% (88) 25.6% (41) 29.6% (16) 30.8% (33) 26.4% (24) Call to Arrival at 0285 Secs. 34.8% (110) 31.3% (50) 37.0% (20) 39.3% (42) 35.2% (32) Call to Arrival at ** 5 Minutes ** 40.8% (129) 38.8% (62) 44.4% (24) 43.0% (46) 44.0% (40) Call to Arrival at 0315 Secs. 47.2% (149) 46.3% (74) 44.4% (24) 48.6% (52) 52.7% (48) Call to Arrival at 0330 Secs. 52.5% (166) 50.0% (80) 48.1% (26) 53.3% (57) 57.1% (52) Call to Arrival at 0345 Secs. 56.6% (179) 53.8% (86) 51.9% (28) 55.1% (59) 60.4% (55) Call to Arrival at ** 6 Minutes ** 60.1% (190) 56.3% (90) 59.3% (32) 60.7% (65) 65.9% (60) Call to Arrival at 0375 Secs. 66.5% (210) 60.6% (97) 68.5% (37) 67.3% (72) 67.0% (61) Call to Arrival at 0390 Secs. 70.3% (222) 63.8% (102) 72.2% (39) 70.1% (75) 71.4% (65) Call to Arrival at 0405 Secs. 73.7% (233) 71.9% (115) 74.1% (40) 74.8% (80) 73.6% (67) Call to Arrival at ** 7 Minutes ** 77.5% (245) 75.0% (120) 79.6% (43) 79.4% (85) 80.2% (73) Call to Arrival at 0435 Secs. 80.4% (254) 79.4% (127) 81.5% (44) 82.2% (88) 82.4% (75) Call to Arrival at 0450 Secs. 83.5% (264) 80.6% (129) 83.3% (45) 83.2% (89) 85.7% (78) Call to Arrival at 0465 Secs. 85.8% (271) 83.8% (134) 85.2% (46) 83.2% (89) 86.8% (79) Call to Arrival at ** 8 Minutes ** 89.2% (282) 87.5% (140) 87.0% (47) 86.9% (93) 86.8% (79) Call to Arrival at 0495 Secs. 90.5% (286) 88.8% (142) 90.7% (49) 88.8% (95) 89.0% (81) Call to Arrival at 0510 Secs. 92.4% (292) 90.0% (144) 90.7% (49) 92.5% (99) 89.0% (81) Call to Arrival at 0525 Secs. 93.4% (295) 93.1% (149) 90.7% (49) 92.5% (99) 90.1% (82) Call to Arrival at ** 9 Minutes ** 95.3% (301) 93.8% (150) 92.6% (50) 93.5% (100) 92.3% (84) Call to Arrival at 0555 Secs. 96.2% (304) 94.4% (151) 92.6% (50) 93.5% (100) 93.4% (85) Call to Arrival at 0570 Secs. 96.5% (305) 95.0% (152) 94.4% (51) 96.3% (103) 95.6% (87) Call to Arrival at 0585 Secs. 97.8% (309) 95.6% (153) 94.4% (51) 97.2% (104) 97.8% (89) Call to Arrival at ** 10 Minutes ** 98.4% (311) 96.3% (154) 94.4% (51) 98.1% (105) 97.8% (89)
Secs (Mins) to 90% 485 (8.08) 505 (8.41) 495 (8.25) 505 (8.41) 515 (8.58)
108
EMS Effective Response Force 2010 Suburban Response Area 06 F/f 02 F/f Crew 03 F/f Crew 04 F/f Crew 05 F/f Crew Crew Call to Arrival at ** 3 Minutes ** 7.7% (28) 6.6% (15) 3.7% (3) 7.6% (13) 3.5% (3) Call to Arrival at 0195 Secs. 10.1% (37) 8.8% (20) 6.2% (5) 9.3% (16) 7.0% (6) Call to Arrival at 0210 Secs. 12.9% (47) 10.6% (24) 8.6% (7) 12.2% (21) 7.0% (6) Call to Arrival at 0225 Secs. 17.0% (62) 15.9% (36) 8.6% (7) 15.7% (27) 11.6% (10) Call to Arrival at ** 4 Minutes ** 19.5% (71) 17.6% (40) 14.8% (12) 16.3% (28) 16.3% (14) Call to Arrival at 0255 Secs. 23.8% (87) 19.4% (44) 18.5% (15) 18.0% (31) 17.4% (15) Call to Arrival at 0270 Secs. 27.1% (99) 23.8% (54) 25.9% (21) 22.7% (39) 26.7% (23) Call to Arrival at 0285 Secs. 31.0% (113) 26.9% (61) 25.9% (21) 26.7% (46) 29.1% (25) Call to Arrival at ** 5 Minutes ** 36.2% (132) 31.7% (72) 34.6% (28) 33.7% (58) 36.0% (31) Call to Arrival at 0315 Secs. 41.6% (152) 35.2% (80) 39.5% (32) 39.0% (67) 38.4% (33) Call to Arrival at 0330 Secs. 47.1% (172) 38.3% (87) 45.7% (37) 44.8% (77) 41.9% (36) Call to Arrival at 0345 Secs. 52.3% (191) 42.7% (97) 53.1% (43) 46.5% (80) 48.8% (42) Call to Arrival at ** 6 Minutes ** 57.0% (208) 46.7% (106) 55.6% (45) 52.9% (91) 53.5% (46) Call to Arrival at 0375 Secs. 62.2% (227) 50.7% (115) 59.3% (48) 55.8% (96) 55.8% (48) Call to Arrival at 0390 Secs. 68.2% (249) 53.7% (122) 60.5% (49) 61.0% (105) 57.0% (49) Call to Arrival at 0405 Secs. 72.3% (264) 55.9% (127) 61.7% (50) 62.8% (108) 58.1% (50) Call to Arrival at ** 7 Minutes ** 74.5% (272) 61.2% (139) 61.7% (50) 66.9% (115) 61.6% (53) Call to Arrival at 0435 Secs. 75.9% (277) 64.8% (147) 64.2% (52) 68.0% (117) 65.1% (56) Call to Arrival at 0450 Secs. 79.2% (289) 67.8% (154) 66.7% (54) 73.3% (126) 67.4% (58) Call to Arrival at 0465 Secs. 80.5% (294) 71.4% (162) 67.9% (55) 76.2% (131) 68.6% (59) Call to Arrival at ** 8 Minutes ** 82.7% (302) 74.4% (169) 74.1% (60) 79.7% (137) 70.9% (61) Call to Arrival at 0495 Secs. 84.4% (308) 77.1% (175) 76.5% (62) 82.6% (142) 73.3% (63) Call to Arrival at 0510 Secs. 85.2% (311) 78.0% (177) 79.0% (64) 84.3% (145) 75.6% (65) Call to Arrival at 0525 Secs. 86.3% (315) 79.3% (180) 79.0% (64) 86.0% (148) 79.1% (68) Call to Arrival at ** 9 Minutes ** 87.4% (319) 80.6% (183) 79.0% (64) 87.2% (150) 80.2% (69) Call to Arrival at 0555 Secs. 88.5% (323) 81.5% (185) 81.5% (66) 89.0% (153) 80.2% (69) Call to Arrival at 0570 Secs. 89.9% (328) 82.8% (188) 84.0% (68) 89.5% (154) 84.9% (73) Call to Arrival at 0585 Secs. 91.2% (333) 83.7% (190) 84.0% (68) 90.1% (155) 84.9% (73) Call to Arrival at ** 10 Minutes ** 91.8% (335) 85.0% (193) 86.4% (70) 91.3% (157) 86.0% (74)
Secs (Mins) to 90% 565 (9.41) 665 (11.08) 660 (11) 580 (9.66) 720 (12)
109
EMS Effective Response Force 2008-2010 Suburban Response Area 02 F/f Crew 03 F/f Crew 04 F/f Crew 05 F/f Crew 06 F/f Crew Call to Arrival at ** 3 Minutes ** 5.2% (15) 10.0% (24) 5.6% (11) 3.4% (11) 4.9% (11) Call to Arrival at 0195 Secs. 9.7% (28) 13.8% (33) 7.7% (15) 6.6% (21) 7.6% (17) Call to Arrival at 0210 Secs. 12.5% (36) 15.9% (38) 10.2% (20) 9.4% (30) 9.4% (21) Call to Arrival at 0225 Secs. 17.7% (51) 20.5% (49) 11.7% (23) 14.1% (45) 12.6% (28) Call to Arrival at ** 4 Minutes ** 19.8% (57) 23.8% (57) 16.3% (32) 15.0% (48) 16.1% (36) Call to Arrival at 0255 Secs. 25.7% (74) 27.6% (66) 20.4% (40) 17.8% (57) 18.8% (42) Call to Arrival at 0270 Secs. 33.0% (95) 32.6% (78) 26.5% (52) 24.1% (77) 25.6% (57) Call to Arrival at 0285 Secs. 39.6% (114) 37.2% (89) 30.1% (59) 30.3% (97) 32.3% (72) Call to Arrival at ** 5 Minutes ** 45.1% (130) 45.6% (109) 35.7% (70) 38.4% (123) 38.6% (86) Call to Arrival at 0315 Secs. 51.4% (148) 51.9% (124) 37.8% (74) 43.8% (140) 44.4% (99) Call to Arrival at 0330 Secs. 58.0% (167) 57.7% (138) 43.4% (85) 50.0% (160) 49.3% (110) Call to Arrival at 0345 Secs. 66.3% (191) 61.1% (146) 51.0% (100) 52.5% (168) 56.1% (125) Call to Arrival at ** 6 Minutes ** 70.5% (203) 64.9% (155) 57.7% (113) 59.1% (189) 61.4% (137) Call to Arrival at 0375 Secs. 74.7% (215) 68.2% (163) 65.3% (128) 63.1% (202) 63.7% (142) Call to Arrival at 0390 Secs. 77.4% (223) 71.1% (170) 70.9% (139) 67.2% (215) 66.8% (149) Call to Arrival at 0405 Secs. 79.9% (230) 74.1% (177) 73.5% (144) 70.0% (224) 69.5% (155) Call to Arrival at ** 7 Minutes ** 81.3% (234) 76.2% (182) 76.5% (150) 73.1% (234) 73.5% (164) Call to Arrival at 0435 Secs. 84.0% (242) 79.9% (191) 78.1% (153) 75.3% (241) 76.2% (170) Call to Arrival at 0450 Secs. 86.5% (249) 81.2% (194) 80.1% (157) 78.1% (250) 78.0% (174) Call to Arrival at 0465 Secs. 87.2% (251) 84.5% (202) 83.7% (164) 81.6% (261) 79.8% (178) Call to Arrival at ** 8 Minutes ** 89.9% (259) 87.0% (208) 87.2% (171) 84.1% (269) 81.6% (182) Call to Arrival at 0495 Secs. 93.1% (268) 89.1% (213) 89.8% (176) 87.8% (281) 83.9% (187) Call to Arrival at 0510 Secs. 94.4% (272) 90.0% (215) 90.3% (177) 90.3% (289) 84.3% (188) Call to Arrival at 0525 Secs. 95.1% (274) 90.0% (215) 90.8% (178) 90.6% (290) 85.2% (190) Call to Arrival at ** 9 Minutes ** 95.8% (276) 90.8% (217) 91.8% (180) 91.9% (294) 87.0% (194)
Secs (Mins) to 90% 480 (8) 510 (8.5) 495 (8.25) 510 (8.5) 570 (9.5)
110
EMS Effective Response Force 2008 Rural Response Area 02 F/f Crew 03 F/f Crew 04 F/f Crew 05 F/f Crew 06 F/f Crew Call to Arrival at ** 9 Minutes ** 30.0% (6) 56.5% (52) 38.2% (13) 34.8% (8) .0% (0) Call to Arrival at 0555 Secs. 35.0% (7) 57.6% (53) 38.2% (13) 34.8% (8) .0% (0) Call to Arrival at 0570 Secs. 35.0% (7) 58.7% (54) 38.2% (13) 34.8% (8) .0% (0) Call to Arrival at 0585 Secs. 50.0% (10) 60.9% (56) 38.2% (13) 39.1% (9) 9.1% (1) Call to Arrival at ** 10 Minutes ** 50.0% (10) 66.3% (61) 38.2% (13) 39.1% (9) 9.1% (1) Call to Arrival at 0615 Secs. 55.0% (11) 70.7% (65) 41.2% (14) 39.1% (9) 9.1% (1) Call to Arrival at 0630 Secs. 60.0% (12) 71.7% (66) 41.2% (14) 39.1% (9) 9.1% (1) Call to Arrival at 0645 Secs. 60.0% (12) 75.0% (69) 47.1% (16) 39.1% (9) 18.2% (2) Call to Arrival at ** 11 Minutes ** 70.0% (14) 77.2% (71) 50.0% (17) 43.5% (10) 18.2% (2) Call to Arrival at 0675 Secs. 75.0% (15) 79.3% (73) 58.8% (20) 43.5% (10) 27.3% (3) Call to Arrival at 0690 Secs. 80.0% (16) 79.3% (73) 61.8% (21) 52.2% (12) 36.4% (4) Call to Arrival at 0705 Secs. 80.0% (16) 80.4% (74) 73.5% (25) 65.2% (15) 36.4% (4) Call to Arrival at ** 12 Minutes ** 80.0% (16) 83.7% (77) 73.5% (25) 78.3% (18) 36.4% (4) Call to Arrival at 0735 Secs. 80.0% (16) 85.9% (79) 76.5% (26) 82.6% (19) 36.4% (4) Call to Arrival at 0750 Secs. 80.0% (16) 89.1% (82) 82.4% (28) 87.0% (20) 36.4% (4) Call to Arrival at 0765 Secs. 80.0% (16) 90.2% (83) 85.3% (29) 87.0% (20) 36.4% (4) Call to Arrival at ** 13 Minutes ** 90.0% (18) 90.2% (83) 88.2% (30) 87.0% (20) 45.5% (5) Call to Arrival at 0795 Secs. 90.0% (18) 90.2% (83) 91.2% (31) 87.0% (20) 45.5% (5) Call to Arrival at 0810 Secs. 90.0% (18) 90.2% (83) 91.2% (31) 87.0% (20) 45.5% (5) Call to Arrival at 0825 Secs. 90.0% (18) 92.4% (85) 91.2% (31) 91.3% (21) 54.5% (6) Call to Arrival at ** 14 Minutes ** 90.0% (18) 92.4% (85) 91.2% (31) 91.3% (21) 54.5% (6) Call to Arrival at 0855 Secs. 95.0% (19) 94.6% (87) 97.1% (33) 91.3% (21) 63.6% (7) Call to Arrival at 0870 Secs. 95.0% (19) 94.6% (87) 97.1% (33) 91.3% (21) 81.8% (9) Call to Arrival at 0885 Secs. 95.0% (19) 94.6% (87) 97.1% (33) 91.3% (21) 81.8% (9) Call to Arrival at ** 15 Minutes ** 95.0% (19) 94.6% (87) 97.1% (33) 95.7% (22) 81.8% (9) Call to Arrival at 0915 Secs. 95.0% (19) 94.6% (87) 97.1% (33) 95.7% (22) 81.8% (9) Call to Arrival at 0930 Secs. 95.0% (19) 94.6% (87) 100.0% (34) 95.7% (22) 90.9% (10) Call to Arrival at 0945 Secs. 95.0% (19) 95.7% (88) 100.0% (34) 95.7% (22) 90.9% (10) Call to Arrival at ** 16 Minutes ** 95.0% (19) 95.7% (88) 100.0% (34) 95.7% (22) 90.9% (10)
Secs (Mins) to 90% 780 (13) 765 (12.75) 795 (13.25) 825 (13.75) 920 (15.33)
111
EMS Effective Response Force 2009 Rural Response Area 02 F/f Crew 03 F/f Crew 04 F/f Crew 05 F/f Crew 06 F/f Crew Call to Arrival at ** 9 Minutes ** 29.0% (9) 62.0% (49) 57.5% (23) 24.1% (7) 16.7% (3) Call to Arrival at 0555 Secs. 32.3% (10) 64.6% (51) 57.5% (23) 31.0% (9) 22.2% (4) Call to Arrival at 0570 Secs. 32.3% (10) 68.4% (54) 60.0% (24) 34.5% (10) 22.2% (4) Call to Arrival at 0585 Secs. 35.5% (11) 68.4% (54) 65.0% (26) 34.5% (10) 22.2% (4) Call to Arrival at ** 10 Minutes ** 35.5% (11) 70.9% (56) 67.5% (27) 34.5% (10) 27.8% (5) Call to Arrival at 0615 Secs. 38.7% (12) 72.2% (57) 67.5% (27) 37.9% (11) 33.3% (6) Call to Arrival at 0630 Secs. 38.7% (12) 72.2% (57) 67.5% (27) 41.4% (12) 38.9% (7) Call to Arrival at 0645 Secs. 41.9% (13) 72.2% (57) 67.5% (27) 41.4% (12) 38.9% (7) Call to Arrival at ** 11 Minutes ** 45.2% (14) 73.4% (58) 70.0% (28) 48.3% (14) 44.4% (8) Call to Arrival at 0675 Secs. 54.8% (17) 75.9% (60) 72.5% (29) 55.2% (16) 50.0% (9) Call to Arrival at 0690 Secs. 64.5% (20) 75.9% (60) 72.5% (29) 62.1% (18) 55.6% (10) Call to Arrival at 0705 Secs. 71.0% (22) 77.2% (61) 75.0% (30) 69.0% (20) 55.6% (10) Call to Arrival at ** 12 Minutes ** 71.0% (22) 81.0% (64) 80.0% (32) 72.4% (21) 61.1% (11) Call to Arrival at 0735 Secs. 77.4% (24) 83.5% (66) 80.0% (32) 79.3% (23) 72.2% (13) Call to Arrival at 0750 Secs. 77.4% (24) 86.1% (68) 82.5% (33) 79.3% (23) 72.2% (13) Call to Arrival at 0765 Secs. 77.4% (24) 86.1% (68) 82.5% (33) 82.8% (24) 72.2% (13) Call to Arrival at ** 13 Minutes ** 83.9% (26) 87.3% (69) 82.5% (33) 89.7% (26) 72.2% (13) Call to Arrival at 0795 Secs. 90.3% (28) 88.6% (70) 82.5% (33) 93.1% (27) 72.2% (13) Call to Arrival at 0810 Secs. 90.3% (28) 88.6% (70) 82.5% (33) 93.1% (27) 72.2% (13) Call to Arrival at 0825 Secs. 93.5% (29) 91.1% (72) 82.5% (33) 96.6% (28) 77.8% (14) Call to Arrival at ** 14 Minutes ** 93.5% (29) 92.4% (73) 85.0% (34) 96.6% (28) 83.3% (15) Call to Arrival at 0855 Secs. 96.8% (30) 92.4% (73) 85.0% (34) 96.6% (28) 88.9% (16) Call to Arrival at 0870 Secs. 96.8% (30) 92.4% (73) 85.0% (34) 96.6% (28) 88.9% (16) Call to Arrival at 0885 Secs. 96.8% (30) 92.4% (73) 85.0% (34) 96.6% (28) 94.4% (17) Call to Arrival at ** 15 Minutes ** 100.0% (31) 92.4% (73) 85.0% (34) 96.6% (28) 94.4% (17) Call to Arrival at 0915 Secs. 100.0% (31) 93.7% (74) 87.5% (35) 96.6% (28) 94.4% (17) Call to Arrival at 0930 Secs. 100.0% (31) 93.7% (74) 87.5% (35) 96.6% (28) 94.4% (17) Call to Arrival at 0945 Secs. 100.0% (31) 93.7% (74) 87.5% (35) 100.0% (29) 94.4% (17) Call to Arrival at ** 16 Minutes ** 100.0% (31) 93.7% (74) 87.5% (35) 100.0% (29) 94.4% (17)
Secs (Mins) to 90% 795 (13.25) 825 (13.75) 1,000 (16.66) 780 (13) 875 (14.58)
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EMS Effective Response Force 2010 Rural Response Area 02 F/f Crew 03 F/f Crew 04 F/f Crew 05 F/f Crew 06 F/f Crew Call to Arrival at ** 9 Minutes ** 42.9% (9) 57.1% (36) 63.3% (19) 50.0% (12) 45.5% (5) Call to Arrival at 0555 Secs. 42.9% (9) 58.7% (37) 70.0% (21) 50.0% (12) 45.5% (5) Call to Arrival at 0570 Secs. 47.6% (10) 60.3% (38) 76.7% (23) 50.0% (12) 54.5% (6) Call to Arrival at 0585 Secs. 47.6% (10) 60.3% (38) 76.7% (23) 50.0% (12) 54.5% (6) Call to Arrival at ** 10 Minutes ** 52.4% (11) 63.5% (40) 76.7% (23) 54.2% (13) 54.5% (6) Call to Arrival at 0615 Secs. 52.4% (11) 66.7% (42) 80.0% (24) 54.2% (13) 54.5% (6) Call to Arrival at 0630 Secs. 52.4% (11) 69.8% (44) 80.0% (24) 62.5% (15) 54.5% (6) Call to Arrival at 0645 Secs. 57.1% (12) 71.4% (45) 80.0% (24) 62.5% (15) 54.5% (6) Call to Arrival at ** 11 Minutes ** 61.9% (13) 73.0% (46) 83.3% (25) 62.5% (15) 54.5% (6) Call to Arrival at 0675 Secs. 66.7% (14) 73.0% (46) 83.3% (25) 62.5% (15) 54.5% (6) Call to Arrival at 0690 Secs. 71.4% (15) 77.8% (49) 83.3% (25) 70.8% (17) 54.5% (6) Call to Arrival at 0705 Secs. 71.4% (15) 79.4% (50) 86.7% (26) 75.0% (18) 54.5% (6) Call to Arrival at ** 12 Minutes ** 71.4% (15) 81.0% (51) 86.7% (26) 75.0% (18) 63.6% (7) Call to Arrival at 0735 Secs. 71.4% (15) 82.5% (52) 86.7% (26) 75.0% (18) 63.6% (7) Call to Arrival at 0750 Secs. 76.2% (16) 84.1% (53) 86.7% (26) 75.0% (18) 63.6% (7) Call to Arrival at 0765 Secs. 81.0% (17) 84.1% (53) 86.7% (26) 75.0% (18) 63.6% (7) Call to Arrival at ** 13 Minutes ** 81.0% (17) 87.3% (55) 86.7% (26) 75.0% (18) 63.6% (7) Call to Arrival at 0795 Secs. 81.0% (17) 90.5% (57) 86.7% (26) 75.0% (18) 63.6% (7) Call to Arrival at 0810 Secs. 81.0% (17) 90.5% (57) 86.7% (26) 75.0% (18) 63.6% (7) Call to Arrival at 0825 Secs. 81.0% (17) 90.5% (57) 90.0% (27) 79.2% (19) 63.6% (7) Call to Arrival at ** 14 Minutes ** 81.0% (17) 93.7% (59) 90.0% (27) 83.3% (20) 63.6% (7) Call to Arrival at 0855 Secs. 81.0% (17) 93.7% (59) 90.0% (27) 83.3% (20) 63.6% (7) Call to Arrival at 0870 Secs. 81.0% (17) 93.7% (59) 90.0% (27) 87.5% (21) 72.7% (8) Call to Arrival at 0885 Secs. 81.0% (17) 93.7% (59) 90.0% (27) 87.5% (21) 72.7% (8) Call to Arrival at ** 15 Minutes ** 85.7% (18) 93.7% (59) 90.0% (27) 87.5% (21) 72.7% (8) Call to Arrival at 0915 Secs. 85.7% (18) 93.7% (59) 93.3% (28) 87.5% (21) 72.7% (8) Call to Arrival at 0930 Secs. 90.5% (19) 93.7% (59) 93.3% (28) 91.7% (22) 81.8% (9) Call to Arrival at 0945 Secs. 90.5% (19) 93.7% (59) 93.3% (28) 91.7% (22) 90.9% (10) Call to Arrival at ** 16 Minutes ** 90.5% (19) 93.7% (59) 96.7% (29) 91.7% (22) 90.9% (10)
Secs (Mins) to 90% 920 (15.33) 790 (13.16) 820 (13.66) 920 (15.33) 940 (15.66)
113
EMS Effective Response Force 2008-2010 Rural Response Area 02 F/f Crew 03 F/f Crew 04 F/f Crew 05 F/f Crew 06 F/f Crew Call to Arrival at ** 9 Minutes ** 48.4% (15) 61.9% (60) 52.8% (56) 36.6% (26) 18.6% (8) Call to Arrival at 0555 Secs. 51.6% (16) 63.9% (62) 55.7% (59) 38.0% (27) 20.9% (9) Call to Arrival at 0570 Secs. 54.8% (17) 64.9% (63) 57.5% (61) 39.4% (28) 23.3% (10) Call to Arrival at 0585 Secs. 54.8% (17) 67.0% (65) 59.4% (63) 40.8% (29) 25.6% (11) Call to Arrival at ** 10 Minutes ** 54.8% (17) 69.1% (67) 60.4% (64) 42.3% (30) 27.9% (12) Call to Arrival at 0615 Secs. 61.3% (19) 70.1% (68) 62.3% (66) 43.7% (31) 30.2% (13) Call to Arrival at 0630 Secs. 64.5% (20) 70.1% (68) 62.3% (66) 47.9% (34) 32.6% (14) Call to Arrival at 0645 Secs. 64.5% (20) 72.2% (70) 64.2% (68) 47.9% (34) 34.9% (15) Call to Arrival at ** 11 Minutes ** 71.0% (22) 74.2% (72) 67.0% (71) 50.7% (36) 39.5% (17) Call to Arrival at 0675 Secs. 74.2% (23) 77.3% (75) 71.7% (76) 53.5% (38) 44.2% (19) Call to Arrival at 0690 Secs. 80.6% (25) 82.5% (80) 71.7% (76) 62.0% (44) 48.8% (21) Call to Arrival at 0705 Secs. 80.6% (25) 85.6% (83) 76.4% (81) 70.4% (50) 51.2% (22) Call to Arrival at ** 12 Minutes ** 83.9% (26) 87.6% (85) 78.3% (83) 76.1% (54) 55.8% (24) Call to Arrival at 0735 Secs. 83.9% (26) 88.7% (86) 80.2% (85) 78.9% (56) 60.5% (26) Call to Arrival at 0750 Secs. 87.1% (27) 90.7% (88) 83.0% (88) 80.3% (57) 60.5% (26) Call to Arrival at 0765 Secs. 90.3% (28) 90.7% (88) 84.0% (89) 81.7% (58) 60.5% (26) Call to Arrival at ** 13 Minutes ** 90.3% (28) 90.7% (88) 85.8% (91) 84.5% (60) 62.8% (27) Call to Arrival at 0795 Secs. 90.3% (28) 92.8% (90) 86.8% (92) 85.9% (61) 62.8% (27) Call to Arrival at 0810 Secs. 90.3% (28) 92.8% (90) 86.8% (92) 85.9% (61) 62.8% (27) Call to Arrival at 0825 Secs. 96.8% (30) 94.8% (92) 87.7% (93) 88.7% (63) 67.4% (29) Call to Arrival at ** 14 Minutes ** 96.8% (30) 96.9% (94) 87.7% (93) 91.5% (65) 69.8% (30) Call to Arrival at 0855 Secs. 96.8% (30) 97.9% (95) 90.6% (96) 91.5% (65) 74.4% (32) Call to Arrival at 0870 Secs. 96.8% (30) 97.9% (95) 90.6% (96) 93.0% (66) 81.4% (35) Call to Arrival at 0885 Secs. 96.8% (30) 97.9% (95) 90.6% (96) 93.0% (66) 83.7% (36) Call to Arrival at ** 15 Minutes ** 96.8% (30) 97.9% (95) 90.6% (96) 94.4% (67) 83.7% (36) Call to Arrival at 0915 Secs. 96.8% (30) 99.0% (96) 92.5% (98) 94.4% (67) 83.7% (36) Call to Arrival at 0930 Secs. 96.8% (30) 99.0% (96) 93.4% (99) 94.4% (67) 90.7% (39) Call to Arrival at 0945 Secs. 96.8% (30) 99.0% (96) 93.4% (99) 95.8% (68) 93.0% (40) Call to Arrival at ** 16 Minutes ** 96.8% (30) 99.0% (96) 94.3% (100) 95.8% (68) 93.0% (40)
Secs (Mins) to 90% 765 (12.75) 750 (12.5) 855 (14.25) 840 (14) 930 (15.5)
114
Listed in the table below are the actual 90% performance times for Fire incidents. These times include only emergent responses for calls of service.
Baseline Fire Suppression Objective (Structure): For 90% of all fire responses, the first due unit shall arrive within 8 minutes 50 seconds (suburban) and 12 minutes 50 seconds (rural), total response time. The first due unit must be capable of pumping 1,500 GPM and be staffed with a minimum of three (3) personnel capable of establishing command and initiating a defensive fire attack strategy. For 90% of all fire responses, the effective response force shall arrive within 16 minutes 30 seconds (suburban) and 22 minutes 45 seconds (rural), total response time. The effective response force must be capable of assuming command, initiating an uninterrupted water source, advancing multiple attack lines and back-up lines for safe fire control, ventilation, forcible entry, search and rescue, provide safety, and utility control and be staffed with a minimum of 13 firefighters.
Benchmark Fire Suppression Objective (Structure): For 90% of all fire responses, the first due unit shall arrive within 8 minutes (suburban) and 12 minutes (rural), total response time. The first due unit must be capable of pumping 1,500 GPM and be staffed with a minimum of four (4) personnel capable of establishing command and initiating an offensive fire attack strategy. For 90% of all fire responses, the effective response force shall arrive within 16 minutes (suburban) and 21 minutes (rural), total response time. The effective response force must be capable of assuming command, initiating an uninterrupted water source, advancing multiple attack lines and back-up lines for safe fire control, ventilation, forcible entry, search and rescue, provide safety, and utility control and be staffed with a minimum of 15 firefighters.
Baseline Fire Suppression Objective (Wildland): For 90% of all wildland fire responses, the first due unit shall arrive within 19 minutes 15 seconds total response time. The first due unit must be capable of pumping 150 GPM and be staffed with a minimum of three (3) personnel capable of establishing command, size up the incident, and initiating a fire attack strategy. For 90% of all wildland fire responses, the effective response force shall arrive within 20 minutes (suburban) total response time. The effective response force must be capable of assuming command, advancing multiple attack lines and back-up lines for safe fire control, determining ownership, ordering resources, protect structures, order evacuations and be staffed with a minimum of 13 firefighters.
Benchmark Fire Suppression Objective (Wildland): For 90% of all wildland fire responses, the first due unit shall arrive within 16 minutes total response time. The first due unit must be capable of pumping 150 GPM and be staffed with a minimum of three (3) personnel capable of establishing command, size up the incident, and initiating a fire attack strategy. For 90% of all fire responses, the effective response force shall arrive within 16 minutes total response time. The effective response force must be capable of assuming command, advancing multiple attack lines and back-up lines for safe fire control, determining ownership, ordering resources, protect structures, order evacuations and be staffed with a minimum of 15 firefighters.
115
Fire Incidents -
90th Percentile Times - Baseline Performance Suburban Rural Wildland Pick-up to 2008 250 seconds 165 seconds 105 seconds Dispatch 2009 205 seconds 285 seconds 285 seconds 2010 255 seconds 200 seconds Alarm 125 seconds Handling 2008- 250 seconds 200 seconds 2010 125 seconds Turnout Time 2008 145 seconds 170 seconds 285 seconds 1st Unit 2009 105 seconds 255 seconds 190 seconds 2010 110 seconds 170 seconds 300 seconds 2008- 135 seconds 170 seconds Turnout Time 2010 285 seconds 2008 310 seconds 420 seconds 1680 seconds Travel Travel Time 2009 370 seconds 470 seconds 895 seconds Time 1st Unit 2010 260 seconds 535 seconds 1650 seconds 2008- 310 seconds 470 seconds Distribution 2010 1650 seconds Travel Time 2008 765 seconds 1350 seconds N/A ERF 2009 755 seconds N/A N/A 2010 695 seconds 1065 seconds 600 seconds 2008- 765 seconds 1350 seconds Concentration 2010 600 seconds Total 2008 705 seconds 792 seconds Response Total Response 1165 seconds Time Time 2009 590 seconds 767 seconds 1065 seconds 1st Unit On 2010 470 seconds 757 seconds Scene 1145 seconds 2008- 590 seconds 770 seconds Distribution 2010 1145 seconds Total Response 2008 1005 seconds 1815 seconds N/A Time 2009 970 seconds N/A N/A ERF 2010 895 seconds 1355 seconds 825 seconds 2008- 990 seconds 1815 seconds Concentration 2010 825 seconds *ERF Based on 15 fire personnel 6 incidents 6 incidents 1 Incident
116
Fire related incidents can be viewed by the following charts, depicting the number above. In a small organization such as Red, White & Blue Fire, there are very few data points that can be utilized.
Fire Call Processing 2008 2009 2010 2008-2010 Call Processing (CAD) at 0015 Secs. .0% (0) .0% (0) .0% (0) .0% (0) Call Processing (CAD) at 0030 Secs. .0% (0) .0% (0) .0% (0) .0% (0) Call Processing (CAD) at 0045 Secs. .0% (0) 7.7% (1) .0% (0) 1.7% (1) Call Processing (CAD) at ** 1 Minute ** 7.7% (2) 15.4% (2) 5.0% (1) 8.5% (5) Call Processing (CAD) at 0075 Secs. 11.5% (3) 23.1% (3) 20.0% (4) 16.9% (10) Call Processing (CAD) at 0090 Secs. 23.1% (6) 38.5% (5) 30.0% (6) 28.8% (17) Call Processing (CAD) at 0105 Secs. 34.6% (9) 46.2% (6) 30.0% (6) 35.6% (21) Call Processing (CAD) at ** 2 Minutes ** 50.0% (13) 53.8% (7) 40.0% (8) 47.5% (28) Call Processing (CAD) at 0135 Secs. 61.5% (16) 61.5% (8) 50.0% (10) 57.6% (34) Call Processing (CAD) at 0150 Secs. 65.4% (17) 84.6% (11) 70.0% (14) 71.2% (42) Call Processing (CAD) at 0165 Secs. 73.1% (19) 84.6% (11) 75.0% (15) 76.3% (45) Call Processing (CAD) at ** 3 Minutes ** 76.9% (20) 84.6% (11) 85.0% (17) 81.4% (48) Call Processing (CAD) at 0195 Secs. 80.8% (21) 84.6% (11) 85.0% (17) 83.1% (49) Call Processing (CAD) at 0210 Secs. 84.6% (22) 92.3% (12) 95.0% (19) 89.8% (53) Call Processing (CAD) at 0225 Secs. 84.6% (22) 92.3% (12) 95.0% (19) 89.8% (53) Call Processing (CAD) at ** 4 Minutes ** 88.5% (23) 92.3% (12) 95.0% (19) 91.5% (54) Call Processing (CAD) at 0255 Secs. 96.2% (25) 92.3% (12) 100.0% (20) 96.6% (57) Call Processing (CAD) at 0270 Secs. 100.0% (26) 92.3% (12) 100.0% (20) 98.3% (58) Call Processing (CAD) at 0285 Secs. 100.0% (26) 100.0% (13) 100.0% (20) 100.0% (59) Call Processing (CAD) at ** 5 Minutes ** 100.0% (26) 100.0% (13) 100.0% (20) 100.0% (59)
Secs (Mins) to 90% 250 (4.16) 205 (3.41) 200 (3.33) 210 (3.5)
117
Turnout- Fire 2008 2009 2010 2008-2010 Turnout (CAD) at 0015 Secs. 11.5% (3) 8.3% (1) 11.8% (2) 10.9% (6) Turnout (CAD) at 0030 Secs. 15.4% (4) 8.3% (1) 23.5% (4) 16.4% (9) Turnout (CAD) at 0045 Secs. 26.9% (7) 16.7% (2) 23.5% (4) 23.6% (13) Turnout (CAD) at ** 1 Minute ** 38.5% (10) 16.7% (2) 29.4% (5) 30.9% (17) Turnout (CAD) at 0075 Secs. 50.0% (13) 16.7% (2) 52.9% (9) 43.6% (24) Turnout (CAD) at 0090 Secs. 57.7% (15) 33.3% (4) 52.9% (9) 50.9% (28) Turnout (CAD) at 0105 Secs. 61.5% (16) 75.0% (9) 58.8% (10) 63.6% (35) Turnout (CAD) at ** 2 Minutes ** 65.4% (17) 75.0% (9) 64.7% (11) 67.3% (37) Turnout (CAD) at 0135 Secs. 76.9% (20) 83.3% (10) 70.6% (12) 76.4% (42) Turnout (CAD) at 0150 Secs. 84.6% (22) 83.3% (10) 76.5% (13) 81.8% (45) Turnout (CAD) at 0165 Secs. 88.5% (23) 83.3% (10) 88.2% (15) 87.3% (48) Turnout (CAD) at ** 3 Minutes ** 96.2% (25) 83.3% (10) 94.1% (16) 92.7% (51) Turnout (CAD) at 0195 Secs. 96.2% (25) 91.7% (11) 100.0% (17) 96.4% (53) Turnout (CAD) at 0210 Secs. 96.2% (25) 91.7% (11) 100.0% (17) 96.4% (53) Turnout (CAD) at 0225 Secs. 100.0% (26) 91.7% (11) 100.0% (17) 98.2% (54) Turnout (CAD) at ** 4 Minutes ** 100.0% (26) 91.7% (11) 100.0% (17) 98.2% (54) Turnout (CAD) at 0255 Secs. 100.0% (26) 100.0% (12) 100.0% (17) 100.0% (55) Turnout (CAD) at 0270 Secs. 100.0% (26) 100.0% (12) 100.0% (17) 100.0% (55) Turnout (CAD) at 0285 Secs. 100.0% (26) 100.0% (12) 100.0% (17) 100.0% (55) Turnout (CAD) at ** 5 Minutes ** 100.0% (26) 100.0% (12) 100.0% (17) 100.0% (55)
Secs (Mins) to 90% 170 (2.83) 190 (3.16) 170 (2.83) 170 (2.83)
118
Suburban Response Zones Travel Time- 1st Unit Arrival-Fire 2008 2009 2010 2008-2010 Travel (CAD) at 0030 Secs. .0% (0) .0% (0) 10.0% (1) 3.3% (1) Travel (CAD) at ** 1 Minute ** 12.5% (2) .0% (0) 30.0% (3) 16.7% (5) Travel (CAD) at 0090 Secs. 12.5% (2) .0% (0) 40.0% (4) 20.0% (6) Travel (CAD) at ** 2 Minutes ** 25.0% (4) .0% (0) 50.0% (5) 30.0% (9) Travel (CAD) at 0150 Secs. 37.5% (6) .0% (0) 70.0% (7) 43.3% (13) Travel (CAD) at ** 3 Minutes ** 43.8% (7) 50.0% (2) 80.0% (8) 56.7% (17) Travel (CAD) at 0210 Secs. 56.3% (9) 50.0% (2) 80.0% (8) 63.3% (19) Travel (CAD) at ** 4 Minutes ** 56.3% (9) 75.0% (3) 80.0% (8) 66.7% (20) Travel (CAD) at 0270 Secs. 68.8% (11) 75.0% (3) 90.0% (9) 76.7% (23) Travel (CAD) at ** 5 Minutes ** 81.3% (13) 75.0% (3) 90.0% (9) 83.3% (25) Travel (CAD) at 0330 Secs. 93.8% (15) 75.0% (3) 90.0% (9) 90.0% (27) Travel (CAD) at ** 6 Minutes ** 93.8% (15) 75.0% (3) 90.0% (9) 90.0% (27) Travel (CAD) at 0390 Secs. 93.8% (15) 100.0% (4) 90.0% (9) 93.3% (28) Travel (CAD) at ** 7 Minutes ** 93.8% (15) 100.0% (4) 100.0% (10) 96.7% (29) Travel (CAD) at 0450 Secs. 100.0% (16) 100.0% (4) 100.0% (10) 100.0% (30) Travel (CAD) at ** 8 Minutes ** 100.0% (16) 100.0% (4) 100.0% (10) 100.0% (30) Travel (CAD) at 0510 Secs. 100.0% (16) 100.0% (4) 100.0% (10) 100.0% (30) Travel (CAD) at ** 9 Minutes ** 100.0% (16) 100.0% (4) 100.0% (10) 100.0% (30) Travel (CAD) at 0570 Secs. 100.0% (16) 100.0% (4) 100.0% (10) 100.0% (30) Travel (CAD) at ** 10 Minutes ** 100.0% (16) 100.0% (4) 100.0% (10) 100.0% (30) Travel (CAD) at 0630 Secs. 100.0% (16) 100.0% (4) 100.0% (10) 100.0% (30) Travel (CAD) at ** 11 Minutes ** 100.0% (16) 100.0% (4) 100.0% (10) 100.0% (30) Travel (CAD) at 0690 Secs. 100.0% (16) 100.0% (4) 100.0% (10) 100.0% (30) Travel (CAD) at ** 12 Minutes ** 100.0% (16) 100.0% (4) 100.0% (10) 100.0% (30)
Secs (Mins) to 90% 310 (5.16) 370 (6.16) 260 (4.33) 310 (5.16)
119
Rural Response Zones Travel Time- 1st Unit Arrival-Fire 2008 2009 2010 2008-2010 Travel (CAD) at 0030 Secs. .0% (0) .0% (0) 8.3% (1) 3.1% (1) Travel (CAD) at ** 1 Minute ** .0% (0) .0% (0) 8.3% (1) 3.1% (1) Travel (CAD) at 0090 Secs. .0% (0) .0% (0) 8.3% (1) 3.1% (1) Travel (CAD) at ** 2 Minutes ** 25.0% (3) 12.5% (1) 8.3% (1) 15.6% (5) Travel (CAD) at 0150 Secs. 25.0% (3) 12.5% (1) 8.3% (1) 15.6% (5) Travel (CAD) at ** 3 Minutes ** 25.0% (3) 25.0% (2) 8.3% (1) 18.8% (6) Travel (CAD) at 0210 Secs. 25.0% (3) 37.5% (3) 16.7% (2) 25.0% (8) Travel (CAD) at ** 4 Minutes ** 25.0% (3) 37.5% (3) 25.0% (3) 28.1% (9) Travel (CAD) at 0270 Secs. 41.7% (5) 62.5% (5) 33.3% (4) 43.8% (14) Travel (CAD) at ** 5 Minutes ** 50.0% (6) 62.5% (5) 33.3% (4) 46.9% (15) Travel (CAD) at 0330 Secs. 58.3% (7) 62.5% (5) 33.3% (4) 50.0% (16) Travel (CAD) at ** 6 Minutes ** 66.7% (8) 62.5% (5) 41.7% (5) 56.3% (18) Travel (CAD) at 0390 Secs. 66.7% (8) 62.5% (5) 50.0% (6) 59.4% (19) Travel (CAD) at ** 7 Minutes ** 91.7% (11) 75.0% (6) 66.7% (8) 78.1% (25) Travel (CAD) at 0450 Secs. 91.7% (11) 87.5% (7) 83.3% (10) 87.5% (28) Travel (CAD) at ** 8 Minutes ** 91.7% (11) 100.0% (8) 83.3% (10) 90.6% (29) Travel (CAD) at 0510 Secs. 91.7% (11) 100.0% (8) 83.3% (10) 90.6% (29) Travel (CAD) at ** 9 Minutes ** 100.0% (12) 100.0% (8) 91.7% (11) 96.9% (31) Travel (CAD) at 0570 Secs. 100.0% (12) 100.0% (8) 91.7% (11) 96.9% (31) Travel (CAD) at ** 10 Minutes ** 100.0% (12) 100.0% (8) 91.7% (11) 96.9% (31) Travel (CAD) at 0630 Secs. 100.0% (12) 100.0% (8) 100.0% (12) 100.0% (32) Travel (CAD) at ** 11 Minutes ** 100.0% (12) 100.0% (8) 100.0% (12) 100.0% (32) Travel (CAD) at 0690 Secs. 100.0% (12) 100.0% (8) 100.0% (12) 100.0% (32) Travel (CAD) at ** 12 Minutes ** 100.0% (12) 100.0% (8) 100.0% (12) 100.0% (32) Travel (CAD) at 0750 Secs. 100.0% (12) 100.0% (8) 100.0% (12) 100.0% (32) Travel (CAD) at ** 13 Minutes ** 100.0% (12) 100.0% (8) 100.0% (12) 100.0% (32) Travel (CAD) at 0810 Secs. 100.0% (12) 100.0% (8) 100.0% (12) 100.0% (32) Travel (CAD) at ** 14 Minutes ** 100.0% (12) 100.0% (8) 100.0% (12) 100.0% (32)
Secs (Mins) to 90% 420 (7) 470 (7.83) 535 (8.91) 470 (7.83)
120
Total Response Suburban Fire Incidents 2008 2009 2010 2008-2010 Call to 1st Arrival at ** 4 Minutes ** .0% (0) .0% (0) 20.0% (2) 6.5% (2) Call to 1st Arrival at 0255 Secs. .0% (0) .0% (0) 30.0% (3) 9.7% (3) Call to 1st Arrival at 0270 Secs. 5.9% (1) .0% (0) 30.0% (3) 12.9% (4) Call to 1st Arrival at 0285 Secs. 5.9% (1) .0% (0) 40.0% (4) 16.1% (5) Call to 1st Arrival at ** 5 Minutes ** 23.5% (4) .0% (0) 40.0% (4) 25.8% (8) Call to 1st Arrival at 0315 Secs. 23.5% (4) 25.0% (1) 40.0% (4) 29.0% (9) Call to 1st Arrival at 0330 Secs. 23.5% (4) 25.0% (1) 40.0% (4) 29.0% (9) Call to 1st Arrival at 0345 Secs. 35.3% (6) 50.0% (2) 40.0% (4) 38.7% (12) Call to 1st Arrival at ** 6 Minutes ** 35.3% (6) 50.0% (2) 70.0% (7) 48.4% (15) Call to 1st Arrival at 0375 Secs. 35.3% (6) 50.0% (2) 70.0% (7) 48.4% (15) Call to 1st Arrival at 0390 Secs. 41.2% (7) 50.0% (2) 70.0% (7) 51.6% (16) Call to 1st Arrival at 0405 Secs. 47.1% (8) 75.0% (3) 80.0% (8) 61.3% (19) Call to 1st Arrival at ** 7 Minutes ** 47.1% (8) 75.0% (3) 80.0% (8) 61.3% (19) Call to 1st Arrival at 0435 Secs. 47.1% (8) 75.0% (3) 80.0% (8) 61.3% (19) Call to 1st Arrival at 0450 Secs. 47.1% (8) 75.0% (3) 80.0% (8) 61.3% (19) Call to 1st Arrival at 0465 Secs. 47.1% (8) 75.0% (3) 80.0% (8) 61.3% (19) Call to 1st Arrival at ** 8 Minutes ** 47.1% (8) 75.0% (3) 90.0% (9) 64.5% (20) Call to 1st Arrival at 0495 Secs. 52.9% (9) 75.0% (3) 90.0% (9) 67.7% (21) Call to 1st Arrival at 0510 Secs. 58.8% (10) 75.0% (3) 90.0% (9) 71.0% (22) Call to 1st Arrival at 0525 Secs. 64.7% (11) 75.0% (3) 90.0% (9) 74.2% (23) Call to 1st Arrival at ** 9 Minutes ** 70.6% (12) 75.0% (3) 90.0% (9) 77.4% (24) Call to 1st Arrival at 0555 Secs. 70.6% (12) 75.0% (3) 90.0% (9) 77.4% (24) Call to 1st Arrival at 0570 Secs. 82.4% (14) 75.0% (3) 100.0% (10) 87.1% (27) Call to 1st Arrival at 0585 Secs. 82.4% (14) 75.0% (3) 100.0% (10) 87.1% (27) Call to 1st Arrival at ** 10 Minutes ** 88.2% (15) 100.0% (4) 100.0% (10) 93.5% (29) Call to 1st Arrival at 0615 Secs. 88.2% (15) 100.0% (4) 100.0% (10) 93.5% (29) Call to 1st Arrival at 0630 Secs. 88.2% (15) 100.0% (4) 100.0% (10) 93.5% (29) Call to 1st Arrival at 0645 Secs. 88.2% (15) 100.0% (4) 100.0% (10) 93.5% (29) Call to 1st Arrival at ** 11 Minutes ** 88.2% (15) 100.0% (4) 100.0% (10) 93.5% (29)
Secs (Mins) to 90% 701 (11.68) 586 (9.76) 467 (7.78) 590 (9.83)
121
Total Response Time Rural Fire Incidents 2008 2009 2010 2008-2010 Call to 1st Arrival at ** 5 Minutes ** 16.7% (2) 25.0% (2) .0% (0) 12.5% (4) Call to 1st Arrival at 0330 Secs. 16.7% (2) 25.0% (2) .0% (0) 12.5% (4) Call to 1st Arrival at ** 6 Minutes ** 25.0% (3) 25.0% (2) .0% (0) 15.6% (5) Call to 1st Arrival at 0390 Secs. 25.0% (3) 37.5% (3) 16.7% (2) 25.0% (8) Call to 1st Arrival at ** 7 Minutes ** 25.0% (3) 37.5% (3) 16.7% (2) 25.0% (8) Call to 1st Arrival at 0450 Secs. 33.3% (4) 37.5% (3) 16.7% (2) 28.1% (9) Call to 1st Arrival at ** 8 Minutes ** 50.0% (6) 37.5% (3) 16.7% (2) 34.4% (11) Call to 1st Arrival at 0510 Secs. 58.3% (7) 37.5% (3) 16.7% (2) 37.5% (12) Call to 1st Arrival at ** 9 Minutes ** 66.7% (8) 37.5% (3) 41.7% (5) 50.0% (16) Call to 1st Arrival at 0570 Secs. 75.0% (9) 37.5% (3) 50.0% (6) 56.3% (18) Call to 1st Arrival at ** 10 Minutes ** 75.0% (9) 50.0% (4) 50.0% (6) 59.4% (19) Call to 1st Arrival at 0630 Secs. 75.0% (9) 50.0% (4) 58.3% (7) 62.5% (20) Call to 1st Arrival at ** 11 Minutes ** 75.0% (9) 62.5% (5) 66.7% (8) 68.8% (22) Call to 1st Arrival at 0690 Secs. 75.0% (9) 75.0% (6) 83.3% (10) 78.1% (25) Call to 1st Arrival at ** 12 Minutes ** 75.0% (9) 87.5% (7) 83.3% (10) 81.3% (26) Call to 1st Arrival at 0750 Secs. 83.3% (10) 87.5% (7) 83.3% (10) 84.4% (27) Call to 1st Arrival at ** 13 Minutes ** 83.3% (10) 100.0% (8) 91.7% (11) 90.6% (29) Call to 1st Arrival at 0810 Secs. 91.7% (11) 100.0% (8) 91.7% (11) 93.8% (30) Call to 1st Arrival at ** 14 Minutes ** 91.7% (11) 100.0% (8) 91.7% (11) 93.8% (30) Call to 1st Arrival at 0870 Secs. 91.7% (11) 100.0% (8) 100.0% (12) 96.9% (31) Call to 1st Arrival at ** 15 Minutes ** 91.7% (11) 100.0% (8) 100.0% (12) 96.9% (31) Call to 1st Arrival at 0930 Secs. 91.7% (11) 100.0% (8) 100.0% (12) 96.9% (31) Call to 1st Arrival at ** 16 Minutes ** 91.7% (11) 100.0% (8) 100.0% (12) 96.9% (31) Call to 1st Arrival at 0990 Secs. 91.7% (11) 100.0% (8) 100.0% (12) 96.9% (31) Call to 1st Arrival at ** 17 Minutes ** 91.7% (11) 100.0% (8) 100.0% (12) 96.9% (31) Call to 1st Arrival at 1049 Secs. 91.7% (11) 100.0% (8) 100.0% (12) 96.9% (31) Call to 1st Arrival at ** 18 Minutes ** 91.7% (11) 100.0% (8) 100.0% (12) 96.9% (31) Call to 1st Arrival at 1110 Secs. 91.7% (11) 100.0% (8) 100.0% (12) 96.9% (31) Call to 1st Arrival at ** 19 Minutes ** 91.7% (11) 100.0% (8) 100.0% (12) 96.9% (31)
Secs (Mins) to 90% 792 (13.2) 767 (12.78) 757 (12.61) 770 (12.83)
122
Suburban Fire Response Effective Response Force 2008-2010 09 F/f Crew 11 F/f Crew 14 F/f Crew Call to Arrival at ** 12 Minutes ** 100.0% (1) .0% (0) .0% (0) Call to Arrival at 0735 Secs. 100.0% (1) .0% (0) .0% (0) Call to Arrival at 0750 Secs. 100.0% (1) .0% (0) .0% (0) Call to Arrival at 0765 Secs. 100.0% (1) .0% (0) .0% (0) Call to Arrival at ** 13 Minutes ** 100.0% (1) .0% (0) .0% (0) Call to Arrival at 0795 Secs. 100.0% (1) .0% (0) .0% (0) Call to Arrival at 0810 Secs. 100.0% (1) .0% (0) .0% (0) Call to Arrival at 0825 Secs. 100.0% (1) 50.0% (1) .0% (0) Call to Arrival at ** 14 Minutes ** 100.0% (1) 50.0% (1) .0% (0) Call to Arrival at 0855 Secs. 100.0% (1) 50.0% (1) .0% (0) Call to Arrival at 0870 Secs. 100.0% (1) 50.0% (1) .0% (0) Call to Arrival at 0885 Secs. 100.0% (1) 50.0% (1) .0% (0) Call to Arrival at ** 15 Minutes ** 100.0% (1) 50.0% (1) .0% (0) Call to Arrival at 0915 Secs. 100.0% (1) 50.0% (1) .0% (0) Call to Arrival at 0930 Secs. 100.0% (1) 50.0% (1) .0% (0) Call to Arrival at 0945 Secs. 100.0% (1) 50.0% (1) .0% (0) Call to Arrival at ** 16 Minutes ** 100.0% (1) 50.0% (1) .0% (0) Call to Arrival at 0975 Secs. 100.0% (1) 100.0% (2) .0% (0) Call to Arrival at 0990 Secs. 100.0% (1) 100.0% (2) 100.0% (1) Call to Arrival at 1005 Secs. 100.0% (1) 100.0% (2) 100.0% (1) Call to Arrival at ** 17 Minutes ** 100.0% (1) 100.0% (2) 100.0% (1) Call to Arrival at 1035 Secs. 100.0% (1) 100.0% (2) 100.0% (1) Call to Arrival at 1050 Secs. 100.0% (1) 100.0% (2) 100.0% (1) Call to Arrival at 1065 Secs. 100.0% (1) 100.0% (2) 100.0% (1) Call to Arrival at ** 18 Minutes ** 100.0% (1) 100.0% (2) 100.0% (1) Call to Arrival at 1095 Secs. 100.0% (1) 100.0% (2) 100.0% (1) Call to Arrival at 1110 Secs. 100.0% (1) 100.0% (2) 100.0% (1) Call to Arrival at 1125 Secs. 100.0% (1) 100.0% (2) 100.0% (1) Call to Arrival at ** 19 Minutes ** 100.0% (1) 100.0% (2) 100.0% (1) Call to Arrival at 1155 Secs. 100.0% (1) 100.0% (2) 100.0% (1) Call to Arrival at 1170 Secs. 100.0% (1) 100.0% (2) 100.0% (1) Call to Arrival at 1185 Secs. 100.0% (1) 100.0% (2) 100.0% (1) Call to Arrival at ** 20 Minutes ** 100.0% (1) 100.0% (2) 100.0% (1) Call to Arrival at 1215 Secs. 100.0% (1) 100.0% (2) 100.0% (1) Call to Arrival at 1230 Secs. 100.0% (1) 100.0% (2) 100.0% (1) Call to Arrival at 1245 Secs. 100.0% (1) 100.0% (2) 100.0% (1) Call to Arrival at ** 21 Minutes ** 100.0% (1) 100.0% (2) 100.0% (1) Call to Arrival at 1275 Secs. 100.0% (1) 100.0% (2) 100.0% (1)
Secs (Mins) to 90% 600 (10) 975 (16.25) 990 (16.5)
123
Rural Fire Response Effective Response Force 2008-2010 09 F/f Crew 11 F/f Crew 12 F/f Crew 14 F/f Crew Call to Arrival at ** 14 Minutes ** .0% (0) 100.0% (2) 50.0% (1) .0% (0) Call to Arrival at 0855 Secs. 100.0% (1) 100.0% (2) 50.0% (1) .0% (0) Call to Arrival at 0870 Secs. 100.0% (1) 100.0% (2) 50.0% (1) .0% (0) Call to Arrival at 0885 Secs. 100.0% (1) 100.0% (2) 50.0% (1) .0% (0) Call to Arrival at ** 15 Minutes ** 100.0% (1) 100.0% (2) 50.0% (1) .0% (0) Call to Arrival at 0915 Secs. 100.0% (1) 100.0% (2) 50.0% (1) .0% (0) Call to Arrival at 0930 Secs. 100.0% (1) 100.0% (2) 50.0% (1) .0% (0) Call to Arrival at 0945 Secs. 100.0% (1) 100.0% (2) 50.0% (1) .0% (0) Call to Arrival at ** 16 Minutes ** 100.0% (1) 100.0% (2) 50.0% (1) .0% (0) Call to Arrival at 0975 Secs. 100.0% (1) 100.0% (2) 50.0% (1) .0% (0) Call to Arrival at 0990 Secs. 100.0% (1) 100.0% (2) 100.0% (2) .0% (0) Call to Arrival at 1005 Secs. 100.0% (1) 100.0% (2) 100.0% (2) .0% (0) Call to Arrival at ** 17 Minutes ** 100.0% (1) 100.0% (2) 100.0% (2) .0% (0) Call to Arrival at 1035 Secs. 100.0% (1) 100.0% (2) 100.0% (2) .0% (0) Call to Arrival at 1050 Secs. 100.0% (1) 100.0% (2) 100.0% (2) .0% (0) Call to Arrival at 1065 Secs. 100.0% (1) 100.0% (2) 100.0% (2) .0% (0) Call to Arrival at ** 18 Minutes ** 100.0% (1) 100.0% (2) 100.0% (2) .0% (0) Call to Arrival at 1095 Secs. 100.0% (1) 100.0% (2) 100.0% (2) .0% (0) Call to Arrival at 1110 Secs. 100.0% (1) 100.0% (2) 100.0% (2) .0% (0) Call to Arrival at 1125 Secs. 100.0% (1) 100.0% (2) 100.0% (2) .0% (0) Call to Arrival at ** 19 Minutes ** 100.0% (1) 100.0% (2) 100.0% (2) .0% (0) Call to Arrival at 1155 Secs. 100.0% (1) 100.0% (2) 100.0% (2) .0% (0) Call to Arrival at 1170 Secs. 100.0% (1) 100.0% (2) 100.0% (2) .0% (0) Call to Arrival at 1185 Secs. 100.0% (1) 100.0% (2) 100.0% (2) .0% (0) Call to Arrival at ** 20 Minutes ** 100.0% (1) 100.0% (2) 100.0% (2) .0% (0) Call to Arrival at 1215 Secs. 100.0% (1) 100.0% (2) 100.0% (2) .0% (0) Call to Arrival at 1230 Secs. 100.0% (1) 100.0% (2) 100.0% (2) .0% (0) Call to Arrival at 1245 Secs. 100.0% (1) 100.0% (2) 100.0% (2) .0% (0) Call to Arrival at ** 21 Minutes ** 100.0% (1) 100.0% (2) 100.0% (2) .0% (0) Call to Arrival at 1275 Secs. 100.0% (1) 100.0% (2) 100.0% (2) .0% (0) Call to Arrival at 1290 Secs. 100.0% (1) 100.0% (2) 100.0% (2) .0% (0) Call to Arrival at 1305 Secs. 100.0% (1) 100.0% (2) 100.0% (2) .0% (0) Call to Arrival at ** 22 Minutes ** 100.0% (1) 100.0% (2) 100.0% (2) .0% (0) Call to Arrival at 1335 Secs. 100.0% (1) 100.0% (2) 100.0% (2) .0% (0) Call to Arrival at 1350 Secs. 100.0% (1) 100.0% (2) 100.0% (2) .0% (0) Call to Arrival at 1365 Secs. 100.0% (1) 100.0% (2) 100.0% (2) 100.0% (1)
Secs (Mins) to 90% 855 (14.25) 780 (13) 990 (16.5) 1,365 (22.75)
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Listed in the table below are the actual 90% performance times for Haz-Mat incidents. These times include only emergent responses for calls of service. Wilderness areas are not included as the district has never responded to a Haz-Mat incident not accessible by a roadway.
Baseline Haz-Mat Objective: For 90% of all haz-mat responses, the first due unit shall arrive within 10 minutes 30 seconds (suburban) and 14 minutes 30 seconds (rural), total response time. The first due unit must be capable of assessing the situation to determine the presence of potential hazardous materials; determine the need for additional resources, estimate potential harm without intervention (ERG/NIOSH) and establish hot, warm, and cold zones and be staffed with a minimum of three (3) personnel. For 90% of all haz-mat responses, the effective response force shall arrive within 11 minutes 30 seconds (suburban) and 21 minutes 45 seconds (rural), total response time. The effective response force must be capable of assuming command, providing safety, equipment, and technical expertise knowledge, skills, and abilities to mitigate the hazardous materials incident with a minimum of 13 fire suppression personnel. Benchmark Haz-Mat Objective: For 90% of all haz-mat responses, the first due unit shall arrive within 9 minutes (suburban) and 13 minutes (rural), total response time. The first due unit must be capable of assessing the situation to determine the presence of potential hazardous materials; determine the need for additional resources, estimate potential harm without intervention (ERG/NIOSH) and establish hot, warm, and cold zones and be staffed with a minimum of three (3) personnel. For 90% of all haz-mat responses, the effective response force shall arrive within 10 minutes (suburban) and 20 minutes (rural), total response time. The effective response force must be capable of assuming command, providing safety, equipment, and technical expertise knowledge, skills, and abilities to mitigate the hazardous materials incident with a minimum of 15 fire suppression personnel.
*The Summit County Haz-Mat team has not been utilized in a full response with the Red, White & Blue Fire Protection District in the past 3 years.
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Haz-Mat Incidents -
90th Percentile Times - Baseline Performance Suburban Rural 2008 180 seconds 140 seconds 2009 260 seconds 105 seconds 2010 175 seconds 220 seconds Alarm Handling Pick-up to Dispatch 2008-2010 180 seconds 140 seconds 2008 175 seconds 280 seconds 2009 180 seconds 175 seconds 2010 150 seconds 95 seconds Turnout Time 1st Turnout Time Unit 2008-2010 175 seconds 185 seconds 2008 560 seconds 600 seconds Travel Travel Time 2009 305 seconds 735 seconds Time 1st Unit 2010 270 seconds 690 seconds Distribution 2008-2010 385 seconds 690 seconds Travel Time 2008 N/A N/A ERF 2009 N/A N/A 2010 560 N/A Concentration 2008-2010 560 N/A Total Response 2008 665 seconds 805 seconds Time 2009 485 seconds 885 seconds 1st Unit On Scene 2010 538 seconds 810 seconds Distribution 2008-2010 640 seconds 860 seconds Total Response 2008 N/A N/A Time 2009 N/A N/A 2010 745 seconds N/A Total Response ERF Time Concentration 2008-2010 745 seconds N/A *ERF Based on 15 personnel 1 Incident with 14 personnel
Haz-Mat related incidents can be viewed by the following charts, depicting the number above. In a small organization such as Red, White & Blue Fire, there are very few data points that can be utilized.
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Haz-Mat Call Processing 2008 2009 2010 2008-2010 Call Processing (CAD) at 0015 Secs. .0% (0) 4.5% (1) 8.3% (1) 3.5% (2) Call Processing (CAD) at 0030 Secs. 8.7% (2) 9.1% (2) 25.0% (3) 12.3% (7) Call Processing (CAD) at 0045 Secs. 8.7% (2) 22.7% (5) 25.0% (3) 17.5% (10) Call Processing (CAD) at ** 1 Minute ** 17.4% (4) 40.9% (9) 33.3% (4) 29.8% (17) Call Processing (CAD) at 0075 Secs. 26.1% (6) 63.6% (14) 41.7% (5) 43.9% (25) Call Processing (CAD) at 0090 Secs. 39.1% (9) 63.6% (14) 50.0% (6) 50.9% (29) Call Processing (CAD) at 0105 Secs. 69.6% (16) 81.8% (18) 50.0% (6) 70.2% (40) Call Processing (CAD) at ** 2 Minutes ** 69.6% (16) 90.9% (20) 58.3% (7) 75.4% (43) Call Processing (CAD) at 0135 Secs. 73.9% (17) 90.9% (20) 66.7% (8) 78.9% (45) Call Processing (CAD) at 0150 Secs. 78.3% (18) 90.9% (20) 75.0% (9) 82.5% (47) Call Processing (CAD) at 0165 Secs. 82.6% (19) 90.9% (20) 83.3% (10) 86.0% (49) Call Processing (CAD) at ** 3 Minutes ** 91.3% (21) 95.5% (21) 91.7% (11) 93.0% (53) Call Processing (CAD) at 0195 Secs. 95.7% (22) 95.5% (21) 91.7% (11) 94.7% (54) Call Processing (CAD) at 0210 Secs. 95.7% (22) 95.5% (21) 91.7% (11) 94.7% (54) Call Processing (CAD) at 0225 Secs. 100.0% (23) 95.5% (21) 100.0% (12) 98.2% (56) Call Processing (CAD) at ** 4 Minutes ** 100.0% (23) 95.5% (21) 100.0% (12) 98.2% (56) Call Processing (CAD) at 0255 Secs. 100.0% (23) 95.5% (21) 100.0% (12) 98.2% (56) Call Processing (CAD) at 0270 Secs. 100.0% (23) 100.0% (22) 100.0% (12) 100.0% (57) Call Processing (CAD) at 0285 Secs. 100.0% (23) 100.0% (22) 100.0% (12) 100.0% (57) Call Processing (CAD) at ** 5 Minutes ** 100.0% (23) 100.0% (22) 100.0% (12) 100.0% (57)
Secs (Mins) to 90% 180 (3) 120 (2) 175 (2.91) 175 (2.91)
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Turnout- Haz-Mat 2008 2009 2010 2008-2010 Turnout (CAD) at 0015 Secs. 15.8% (3) 5.3% (1) 33.3% (2) 13.6% (6) Turnout (CAD) at 0030 Secs. 21.1% (4) 10.5% (2) 33.3% (2) 18.2% (8) Turnout (CAD) at 0045 Secs. 26.3% (5) 26.3% (5) 66.7% (4) 31.8% (14) Turnout (CAD) at ** 1 Minute ** 42.1% (8) 42.1% (8) 66.7% (4) 45.5% (20) Turnout (CAD) at 0075 Secs. 52.6% (10) 63.2% (12) 66.7% (4) 59.1% (26) Turnout (CAD) at 0090 Secs. 68.4% (13) 73.7% (14) 66.7% (4) 70.5% (31) Turnout (CAD) at 0105 Secs. 73.7% (14) 73.7% (14) 83.3% (5) 75.0% (33) Turnout (CAD) at ** 2 Minutes ** 78.9% (15) 84.2% (16) 83.3% (5) 81.8% (36) Turnout (CAD) at 0135 Secs. 78.9% (15) 84.2% (16) 83.3% (5) 81.8% (36) Turnout (CAD) at 0150 Secs. 84.2% (16) 84.2% (16) 100.0% (6) 86.4% (38) Turnout (CAD) at 0165 Secs. 84.2% (16) 84.2% (16) 100.0% (6) 86.4% (38) Turnout (CAD) at ** 3 Minutes ** 89.5% (17) 94.7% (18) 100.0% (6) 93.2% (41) Turnout (CAD) at 0195 Secs. 89.5% (17) 100.0% (19) 100.0% (6) 95.5% (42) Turnout (CAD) at 0210 Secs. 89.5% (17) 100.0% (19) 100.0% (6) 95.5% (42) Turnout (CAD) at 0225 Secs. 89.5% (17) 100.0% (19) 100.0% (6) 95.5% (42) Turnout (CAD) at ** 4 Minutes ** 89.5% (17) 100.0% (19) 100.0% (6) 95.5% (42) Turnout (CAD) at 0255 Secs. 89.5% (17) 100.0% (19) 100.0% (6) 95.5% (42) Turnout (CAD) at 0270 Secs. 89.5% (17) 100.0% (19) 100.0% (6) 95.5% (42) Turnout (CAD) at 0285 Secs. 94.7% (18) 100.0% (19) 100.0% (6) 97.7% (43) Turnout (CAD) at ** 5 Minutes ** 100.0% (19) 100.0% (19) 100.0% (6) 100.0% (44)
Secs (Mins) to 90% 280 (4.66) 180 (3) 150 (2.5) 175 (2.91)
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Suburban Response Zones Travel Time- 1st Unit Arrival-Haz-Mat 2008 2009 2010 2008-2010 Travel (CAD) at 0030 Secs. .0% (0) .0% (0) .0% (0) .0% (0) Travel (CAD) at ** 1 Minute ** 14.3% (2) .0% (0) .0% (0) 7.1% (2) Travel (CAD) at 0090 Secs. 14.3% (2) .0% (0) .0% (0) 7.1% (2) Travel (CAD) at ** 2 Minutes ** 21.4% (3) 28.6% (2) .0% (0) 17.9% (5) Travel (CAD) at 0150 Secs. 28.6% (4) 42.9% (3) 14.3% (1) 28.6% (8) Travel (CAD) at ** 3 Minutes ** 50.0% (7) 42.9% (3) 28.6% (2) 42.9% (12) Travel (CAD) at 0210 Secs. 50.0% (7) 42.9% (3) 28.6% (2) 42.9% (12) Travel (CAD) at ** 4 Minutes ** 50.0% (7) 71.4% (5) 85.7% (6) 64.3% (18) Travel (CAD) at 0270 Secs. 57.1% (8) 85.7% (6) 100.0% (7) 75.0% (21) Travel (CAD) at ** 5 Minutes ** 64.3% (9) 85.7% (6) 100.0% (7) 78.6% (22) Travel (CAD) at 0330 Secs. 71.4% (10) 100.0% (7) 100.0% (7) 85.7% (24) Travel (CAD) at ** 6 Minutes ** 71.4% (10) 100.0% (7) 100.0% (7) 85.7% (24) Travel (CAD) at 0390 Secs. 85.7% (12) 100.0% (7) 100.0% (7) 92.9% (26) Travel (CAD) at ** 7 Minutes ** 85.7% (12) 100.0% (7) 100.0% (7) 92.9% (26) Travel (CAD) at 0450 Secs. 85.7% (12) 100.0% (7) 100.0% (7) 92.9% (26) Travel (CAD) at ** 8 Minutes ** 85.7% (12) 100.0% (7) 100.0% (7) 92.9% (26) Travel (CAD) at 0510 Secs. 85.7% (12) 100.0% (7) 100.0% (7) 92.9% (26) Travel (CAD) at ** 9 Minutes ** 85.7% (12) 100.0% (7) 100.0% (7) 92.9% (26) Travel (CAD) at 0570 Secs. 92.9% (13) 100.0% (7) 100.0% (7) 96.4% (27) Travel (CAD) at ** 10 Minutes ** 92.9% (13) 100.0% (7) 100.0% (7) 96.4% (27) Travel (CAD) at 0630 Secs. 92.9% (13) 100.0% (7) 100.0% (7) 96.4% (27) Travel (CAD) at ** 11 Minutes ** 92.9% (13) 100.0% (7) 100.0% (7) 96.4% (27) Travel (CAD) at 0690 Secs. 92.9% (13) 100.0% (7) 100.0% (7) 96.4% (27) Travel (CAD) at ** 12 Minutes ** 92.9% (13) 100.0% (7) 100.0% (7) 96.4% (27)
Secs (Mins) to 90% 560 (9.33) 305 (5.08) 270 (4.5) 385 (6.41)
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Rural Response Zones Travel Time- 1st Unit Arrival-Haz-Mat 2008 2009 2010 2008-2010 Travel (CAD) at 0030 Secs. .0% (0) .0% (0) .0% (0) .0% (0) Travel (CAD) at ** 1 Minute ** .0% (0) .0% (0) .0% (0) .0% (0) Travel (CAD) at 0090 Secs. .0% (0) .0% (0) .0% (0) .0% (0) Travel (CAD) at ** 2 Minutes ** .0% (0) .0% (0) .0% (0) .0% (0) Travel (CAD) at 0150 Secs. .0% (0) .0% (0) 20.0% (1) 2.9% (1) Travel (CAD) at ** 3 Minutes ** .0% (0) .0% (0) 20.0% (1) 2.9% (1) Travel (CAD) at 0210 Secs. 7.7% (1) 6.3% (1) 20.0% (1) 8.8% (3) Travel (CAD) at ** 4 Minutes ** 7.7% (1) 12.5% (2) 20.0% (1) 11.8% (4) Travel (CAD) at 0270 Secs. 7.7% (1) 25.0% (4) 20.0% (1) 17.6% (6) Travel (CAD) at ** 5 Minutes ** 7.7% (1) 31.3% (5) 20.0% (1) 20.6% (7) Travel (CAD) at 0330 Secs. 38.5% (5) 31.3% (5) 20.0% (1) 32.4% (11) Travel (CAD) at ** 6 Minutes ** 46.2% (6) 31.3% (5) 40.0% (2) 38.2% (13) Travel (CAD) at 0390 Secs. 61.5% (8) 31.3% (5) 40.0% (2) 44.1% (15) Travel (CAD) at ** 7 Minutes ** 61.5% (8) 37.5% (6) 40.0% (2) 47.1% (16) Travel (CAD) at 0450 Secs. 69.2% (9) 37.5% (6) 40.0% (2) 50.0% (17) Travel (CAD) at ** 8 Minutes ** 69.2% (9) 50.0% (8) 60.0% (3) 58.8% (20) Travel (CAD) at 0510 Secs. 69.2% (9) 50.0% (8) 80.0% (4) 61.8% (21) Travel (CAD) at ** 9 Minutes ** 69.2% (9) 50.0% (8) 80.0% (4) 61.8% (21) Travel (CAD) at 0570 Secs. 69.2% (9) 56.3% (9) 80.0% (4) 64.7% (22) Travel (CAD) at ** 10 Minutes ** 92.3% (12) 62.5% (10) 80.0% (4) 76.5% (26) Travel (CAD) at 0630 Secs. 100.0% (13) 62.5% (10) 80.0% (4) 79.4% (27) Travel (CAD) at ** 11 Minutes ** 100.0% (13) 75.0% (12) 80.0% (4) 85.3% (29) Travel (CAD) at 0690 Secs. 100.0% (13) 81.3% (13) 100.0% (5) 91.2% (31) Travel (CAD) at ** 12 Minutes ** 100.0% (13) 87.5% (14) 100.0% (5) 94.1% (32) Travel (CAD) at 0750 Secs. 100.0% (13) 93.8% (15) 100.0% (5) 97.1% (33) Travel (CAD) at ** 13 Minutes ** 100.0% (13) 93.8% (15) 100.0% (5) 97.1% (33) Travel (CAD) at 0810 Secs. 100.0% (13) 100.0% (16) 100.0% (5) 100.0% (34) Travel (CAD) at ** 14 Minutes ** 100.0% (13) 100.0% (16) 100.0% (5) 100.0% (34)
Secs (Mins) to 90% 600 (10) 735 (12.25) 690 (11.5) 690 (11.5)
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Total Response Suburban Haz-Mat Incidents 2008 2009 2010 2008-2010 Call to 1st Arrival at ** 4 Minutes ** 7.1% (1) 28.6% (2) 14.3% (1) 14.3% (4) Call to 1st Arrival at 0255 Secs. 14.3% (2) 28.6% (2) 14.3% (1) 17.9% (5) Call to 1st Arrival at 0270 Secs. 14.3% (2) 28.6% (2) 28.6% (2) 21.4% (6) Call to 1st Arrival at 0285 Secs. 14.3% (2) 28.6% (2) 42.9% (3) 25.0% (7) Call to 1st Arrival at ** 5 Minutes ** 14.3% (2) 28.6% (2) 42.9% (3) 25.0% (7) Call to 1st Arrival at 0315 Secs. 14.3% (2) 28.6% (2) 57.1% (4) 28.6% (8) Call to 1st Arrival at 0330 Secs. 21.4% (3) 42.9% (3) 85.7% (6) 42.9% (12) Call to 1st Arrival at 0345 Secs. 28.6% (4) 42.9% (3) 85.7% (6) 46.4% (13) Call to 1st Arrival at ** 6 Minutes ** 35.7% (5) 42.9% (3) 85.7% (6) 50.0% (14) Call to 1st Arrival at 0375 Secs. 35.7% (5) 42.9% (3) 85.7% (6) 50.0% (14) Call to 1st Arrival at 0390 Secs. 42.9% (6) 42.9% (3) 85.7% (6) 53.6% (15) Call to 1st Arrival at 0405 Secs. 42.9% (6) 42.9% (3) 85.7% (6) 53.6% (15) Call to 1st Arrival at ** 7 Minutes ** 50.0% (7) 71.4% (5) 85.7% (6) 64.3% (18) Call to 1st Arrival at 0435 Secs. 50.0% (7) 71.4% (5) 85.7% (6) 64.3% (18) Call to 1st Arrival at 0450 Secs. 57.1% (8) 71.4% (5) 85.7% (6) 67.9% (19) Call to 1st Arrival at 0465 Secs. 64.3% (9) 85.7% (6) 85.7% (6) 75.0% (21) Call to 1st Arrival at ** 8 Minutes ** 64.3% (9) 85.7% (6) 85.7% (6) 75.0% (21) Call to 1st Arrival at 0495 Secs. 64.3% (9) 100.0% (7) 85.7% (6) 78.6% (22) Call to 1st Arrival at 0510 Secs. 64.3% (9) 100.0% (7) 85.7% (6) 78.6% (22) Call to 1st Arrival at 0525 Secs. 64.3% (9) 100.0% (7) 85.7% (6) 78.6% (22) Call to 1st Arrival at ** 9 Minutes ** 64.3% (9) 100.0% (7) 100.0% (7) 82.1% (23) Call to 1st Arrival at 0555 Secs. 64.3% (9) 100.0% (7) 100.0% (7) 82.1% (23) Call to 1st Arrival at 0570 Secs. 78.6% (11) 100.0% (7) 100.0% (7) 89.3% (25) Call to 1st Arrival at 0585 Secs. 78.6% (11) 100.0% (7) 100.0% (7) 89.3% (25) Call to 1st Arrival at ** 10 Minutes ** 78.6% (11) 100.0% (7) 100.0% (7) 89.3% (25) Call to 1st Arrival at 0615 Secs. 78.6% (11) 100.0% (7) 100.0% (7) 89.3% (25) Call to 1st Arrival at 0630 Secs. 78.6% (11) 100.0% (7) 100.0% (7) 89.3% (25) Call to 1st Arrival at 0645 Secs. 85.7% (12) 100.0% (7) 100.0% (7) 92.9% (26) Call to 1st Arrival at ** 11 Minutes ** 85.7% (12) 100.0% (7) 100.0% (7) 92.9% (26)
Secs (Mins) to 90% 662 (11.03) 483 (8.05) 538 (8.96) 640 (10.66)
131
Total Response Time Rural Haz-Mat Incidents 2008 2009 2010 2008-2010 Call to 1st Arrival at 0030 Secs. .0% (0) .0% (0) .0% (0) .0% (0) Call to 1st Arrival at ** 1 Minute ** .0% (0) .0% (0) .0% (0) .0% (0) Call to 1st Arrival at 0090 Secs. .0% (0) .0% (0) .0% (0) .0% (0) Call to 1st Arrival at ** 2 Minutes ** .0% (0) .0% (0) .0% (0) .0% (0) Call to 1st Arrival at 0150 Secs. .0% (0) .0% (0) 20.0% (1) 2.9% (1) Call to 1st Arrival at ** 3 Minutes ** .0% (0) .0% (0) 20.0% (1) 2.9% (1) Call to 1st Arrival at 0210 Secs. .0% (0) .0% (0) 20.0% (1) 2.9% (1) Call to 1st Arrival at ** 4 Minutes ** .0% (0) .0% (0) 20.0% (1) 2.9% (1) Call to 1st Arrival at 0270 Secs. .0% (0) .0% (0) 20.0% (1) 2.9% (1) Call to 1st Arrival at ** 5 Minutes ** .0% (0) 6.3% (1) 20.0% (1) 5.9% (2) Call to 1st Arrival at 0330 Secs. .0% (0) 6.3% (1) 20.0% (1) 5.9% (2) Call to 1st Arrival at ** 6 Minutes ** .0% (0) 6.3% (1) 20.0% (1) 5.9% (2) Call to 1st Arrival at 0390 Secs. .0% (0) 12.5% (2) 20.0% (1) 8.8% (3) Call to 1st Arrival at ** 7 Minutes ** .0% (0) 18.8% (3) 20.0% (1) 11.8% (4) Call to 1st Arrival at 0450 Secs. 15.4% (2) 18.8% (3) 20.0% (1) 17.6% (6) Call to 1st Arrival at ** 8 Minutes ** 15.4% (2) 25.0% (4) 20.0% (1) 20.6% (7) Call to 1st Arrival at 0510 Secs. 23.1% (3) 25.0% (4) 20.0% (1) 23.5% (8) Call to 1st Arrival at ** 9 Minutes ** 38.5% (5) 25.0% (4) 20.0% (1) 29.4% (10) Call to 1st Arrival at 0570 Secs. 38.5% (5) 31.3% (5) 20.0% (1) 32.4% (11) Call to 1st Arrival at ** 10 Minutes ** 38.5% (5) 31.3% (5) 60.0% (3) 38.2% (13) Call to 1st Arrival at 0630 Secs. 38.5% (5) 37.5% (6) 80.0% (4) 44.1% (15) Call to 1st Arrival at ** 11 Minutes ** 46.2% (6) 50.0% (8) 80.0% (4) 52.9% (18) Call to 1st Arrival at 0690 Secs. 61.5% (8) 56.3% (9) 80.0% (4) 61.8% (21) Call to 1st Arrival at ** 12 Minutes ** 61.5% (8) 62.5% (10) 80.0% (4) 64.7% (22) Call to 1st Arrival at 0750 Secs. 61.5% (8) 62.5% (10) 80.0% (4) 64.7% (22) Call to 1st Arrival at ** 13 Minutes ** 76.9% (10) 68.8% (11) 80.0% (4) 73.5% (25) Call to 1st Arrival at 0810 Secs. 92.3% (12) 81.3% (13) 100.0% (5) 88.2% (30) Call to 1st Arrival at ** 14 Minutes ** 92.3% (12) 81.3% (13) 100.0% (5) 88.2% (30)
Secs (Mins) to 90% 805 (13.41) 885 (14.75) 810 (13.5) 860 (14.33)
132
Haz-Mat Effective Response Force 2008 Suburban Response Area 04 F/f Crew 05 F/f Crew 06 F/f Crew 07 F/f Crew 11 F/f Crew Call to Arrival at ** 9 Minutes ** 57.1% (4) 42.9% (3) 33.3% (1) 33.3% (1) .0% (0) Call to Arrival at 0555 Secs. 57.1% (4) 42.9% (3) 33.3% (1) 33.3% (1) .0% (0) Call to Arrival at 0570 Secs. 85.7% (6) 71.4% (5) 33.3% (1) 33.3% (1) .0% (0) Call to Arrival at 0585 Secs. 85.7% (6) 71.4% (5) 33.3% (1) 33.3% (1) .0% (0) Call to Arrival at ** 10 Minutes ** 85.7% (6) 71.4% (5) 33.3% (1) 33.3% (1) .0% (0) Call to Arrival at 0615 Secs. 85.7% (6) 71.4% (5) 33.3% (1) 33.3% (1) .0% (0) Call to Arrival at 0630 Secs. 85.7% (6) 85.7% (6) 33.3% (1) 33.3% (1) .0% (0) Call to Arrival at 0645 Secs. 85.7% (6) 85.7% (6) 33.3% (1) 33.3% (1) .0% (0) Call to Arrival at ** 11 Minutes ** 85.7% (6) 85.7% (6) 33.3% (1) 33.3% (1) .0% (0) Call to Arrival at 0675 Secs. 100.0% (7) 85.7% (6) 66.7% (2) 33.3% (1) .0% (0) Call to Arrival at 0690 Secs. 100.0% (7) 85.7% (6) 66.7% (2) 33.3% (1) .0% (0) Call to Arrival at 0705 Secs. 100.0% (7) 85.7% (6) 66.7% (2) 33.3% (1) .0% (0) Call to Arrival at ** 12 Minutes ** 100.0% (7) 85.7% (6) 66.7% (2) 33.3% (1) .0% (0) Call to Arrival at 0735 Secs. 100.0% (7) 85.7% (6) 66.7% (2) 33.3% (1) .0% (0) Call to Arrival at 0750 Secs. 100.0% (7) 85.7% (6) 66.7% (2) 33.3% (1) .0% (0) Call to Arrival at 0765 Secs. 100.0% (7) 85.7% (6) 66.7% (2) 33.3% (1) .0% (0) Call to Arrival at ** 13 Minutes ** 100.0% (7) 85.7% (6) 66.7% (2) 33.3% (1) .0% (0) Call to Arrival at 0795 Secs. 100.0% (7) 85.7% (6) 66.7% (2) 66.7% (2) .0% (0) Call to Arrival at 0810 Secs. 100.0% (7) 85.7% (6) 66.7% (2) 66.7% (2) .0% (0) Call to Arrival at 0825 Secs. 100.0% (7) 85.7% (6) 66.7% (2) 66.7% (2) .0% (0) Call to Arrival at ** 14 Minutes ** 100.0% (7) 85.7% (6) 66.7% (2) 66.7% (2) .0% (0) Call to Arrival at 0855 Secs. 100.0% (7) 85.7% (6) 66.7% (2) 66.7% (2) .0% (0) Call to Arrival at 0870 Secs. 100.0% (7) 85.7% (6) 66.7% (2) 66.7% (2) .0% (0) Call to Arrival at 0885 Secs. 100.0% (7) 85.7% (6) 66.7% (2) 66.7% (2) .0% (0) Call to Arrival at ** 15 Minutes ** 100.0% (7) 85.7% (6) 66.7% (2) 66.7% (2) .0% (0) Call to Arrival at 0915 Secs. 100.0% (7) 85.7% (6) 66.7% (2) 66.7% (2) .0% (0) Call to Arrival at 0930 Secs. 100.0% (7) 85.7% (6) 66.7% (2) 66.7% (2) .0% (0) Call to Arrival at 0945 Secs. 100.0% (7) 85.7% (6) 66.7% (2) 66.7% (2) .0% (0) Call to Arrival at ** 16 Minutes ** 100.0% (7) 85.7% (6) 100.0% (3) 66.7% (2) .0% (0)
Secs (Mins) to 90% 665 (11.08) 1,355 (22.58) 960 (16) 1,100 (18.33) 1,620 (27)
133
Haz-Mat Effective Response Force 2009 Suburban Response Area 04 F/f Crew 05 F/f Crew 06 F/f Crew 07 F/f Crew Call to Arrival at ** 9 Minutes ** 100.0% (4) 100.0% (2) 80.0% (4) 100.0% (1) Call to Arrival at 0555 Secs. 100.0% (4) 100.0% (2) 80.0% (4) 100.0% (1) Call to Arrival at 0570 Secs. 100.0% (4) 100.0% (2) 100.0% (5) 100.0% (1) Call to Arrival at 0585 Secs. 100.0% (4) 100.0% (2) 100.0% (5) 100.0% (1) Call to Arrival at ** 10 Minutes ** 100.0% (4) 100.0% (2) 100.0% (5) 100.0% (1) Call to Arrival at 0615 Secs. 100.0% (4) 100.0% (2) 100.0% (5) 100.0% (1) Call to Arrival at 0630 Secs. 100.0% (4) 100.0% (2) 100.0% (5) 100.0% (1) Call to Arrival at 0645 Secs. 100.0% (4) 100.0% (2) 100.0% (5) 100.0% (1) Call to Arrival at ** 11 Minutes ** 100.0% (4) 100.0% (2) 100.0% (5) 100.0% (1) Call to Arrival at 0675 Secs. 100.0% (4) 100.0% (2) 100.0% (5) 100.0% (1) Call to Arrival at 0690 Secs. 100.0% (4) 100.0% (2) 100.0% (5) 100.0% (1) Call to Arrival at 0705 Secs. 100.0% (4) 100.0% (2) 100.0% (5) 100.0% (1) Call to Arrival at ** 12 Minutes ** 100.0% (4) 100.0% (2) 100.0% (5) 100.0% (1) Call to Arrival at 0735 Secs. 100.0% (4) 100.0% (2) 100.0% (5) 100.0% (1) Call to Arrival at 0750 Secs. 100.0% (4) 100.0% (2) 100.0% (5) 100.0% (1) Call to Arrival at 0765 Secs. 100.0% (4) 100.0% (2) 100.0% (5) 100.0% (1) Call to Arrival at ** 13 Minutes ** 100.0% (4) 100.0% (2) 100.0% (5) 100.0% (1) Call to Arrival at 0795 Secs. 100.0% (4) 100.0% (2) 100.0% (5) 100.0% (1) Call to Arrival at 0810 Secs. 100.0% (4) 100.0% (2) 100.0% (5) 100.0% (1) Call to Arrival at 0825 Secs. 100.0% (4) 100.0% (2) 100.0% (5) 100.0% (1) Call to Arrival at ** 14 Minutes ** 100.0% (4) 100.0% (2) 100.0% (5) 100.0% (1) Call to Arrival at 0855 Secs. 100.0% (4) 100.0% (2) 100.0% (5) 100.0% (1) Call to Arrival at 0870 Secs. 100.0% (4) 100.0% (2) 100.0% (5) 100.0% (1) Call to Arrival at 0885 Secs. 100.0% (4) 100.0% (2) 100.0% (5) 100.0% (1) Call to Arrival at ** 15 Minutes ** 100.0% (4) 100.0% (2) 100.0% (5) 100.0% (1) Call to Arrival at 0915 Secs. 100.0% (4) 100.0% (2) 100.0% (5) 100.0% (1) Call to Arrival at 0930 Secs. 100.0% (4) 100.0% (2) 100.0% (5) 100.0% (1) Call to Arrival at 0945 Secs. 100.0% (4) 100.0% (2) 100.0% (5) 100.0% (1) Call to Arrival at ** 16 Minutes ** 100.0% (4) 100.0% (2) 100.0% (5) 100.0% (1)
Secs (Mins) to 90% 455 (7.58) 430 (7.16) 560 (9.33) 355 (5.91)
134
Haz-Mat Effective Response Force 2010 Suburban Response Area 04 F/f Crew 05 F/f Crew 06 F/f Crew 07 F/f Crew 14 F/f Crew Call to Arrival at ** 9 Minutes ** 100.0% (3) 100.0% (2) 100.0% (4) 100.0% (1) .0% (0) Call to Arrival at 0555 Secs. 100.0% (3) 100.0% (2) 100.0% (4) 100.0% (1) .0% (0) Call to Arrival at 0570 Secs. 100.0% (3) 100.0% (2) 100.0% (4) 100.0% (1) .0% (0) Call to Arrival at 0585 Secs. 100.0% (3) 100.0% (2) 100.0% (4) 100.0% (1) .0% (0) Call to Arrival at ** 10 Minutes ** 100.0% (3) 100.0% (2) 100.0% (4) 100.0% (1) .0% (0) Call to Arrival at 0615 Secs. 100.0% (3) 100.0% (2) 100.0% (4) 100.0% (1) .0% (0) Call to Arrival at 0630 Secs. 100.0% (3) 100.0% (2) 100.0% (4) 100.0% (1) .0% (0) Call to Arrival at 0645 Secs. 100.0% (3) 100.0% (2) 100.0% (4) 100.0% (1) .0% (0) Call to Arrival at ** 11 Minutes ** 100.0% (3) 100.0% (2) 100.0% (4) 100.0% (1) .0% (0) Call to Arrival at 0675 Secs. 100.0% (3) 100.0% (2) 100.0% (4) 100.0% (1) .0% (0) Call to Arrival at 0690 Secs. 100.0% (3) 100.0% (2) 100.0% (4) 100.0% (1) .0% (0) Call to Arrival at 0705 Secs. 100.0% (3) 100.0% (2) 100.0% (4) 100.0% (1) .0% (0) Call to Arrival at ** 12 Minutes ** 100.0% (3) 100.0% (2) 100.0% (4) 100.0% (1) .0% (0) Call to Arrival at 0735 Secs. 100.0% (3) 100.0% (2) 100.0% (4) 100.0% (1) .0% (0) Call to Arrival at 0750 Secs. 100.0% (3) 100.0% (2) 100.0% (4) 100.0% (1) 100.0% (1) Call to Arrival at 0765 Secs. 100.0% (3) 100.0% (2) 100.0% (4) 100.0% (1) 100.0% (1) Call to Arrival at ** 13 Minutes ** 100.0% (3) 100.0% (2) 100.0% (4) 100.0% (1) 100.0% (1) Call to Arrival at 0795 Secs. 100.0% (3) 100.0% (2) 100.0% (4) 100.0% (1) 100.0% (1) Call to Arrival at 0810 Secs. 100.0% (3) 100.0% (2) 100.0% (4) 100.0% (1) 100.0% (1) Call to Arrival at 0825 Secs. 100.0% (3) 100.0% (2) 100.0% (4) 100.0% (1) 100.0% (1) Call to Arrival at ** 14 Minutes ** 100.0% (3) 100.0% (2) 100.0% (4) 100.0% (1) 100.0% (1) Call to Arrival at 0855 Secs. 100.0% (3) 100.0% (2) 100.0% (4) 100.0% (1) 100.0% (1) Call to Arrival at 0870 Secs. 100.0% (3) 100.0% (2) 100.0% (4) 100.0% (1) 100.0% (1) Call to Arrival at 0885 Secs. 100.0% (3) 100.0% (2) 100.0% (4) 100.0% (1) 100.0% (1) Call to Arrival at ** 15 Minutes ** 100.0% (3) 100.0% (2) 100.0% (4) 100.0% (1) 100.0% (1) Call to Arrival at 0915 Secs. 100.0% (3) 100.0% (2) 100.0% (4) 100.0% (1) 100.0% (1) Call to Arrival at 0930 Secs. 100.0% (3) 100.0% (2) 100.0% (4) 100.0% (1) 100.0% (1) Call to Arrival at 0945 Secs. 100.0% (3) 100.0% (2) 100.0% (4) 100.0% (1) 100.0% (1) Call to Arrival at ** 16 Minutes ** 100.0% (3) 100.0% (2) 100.0% (4) 100.0% (1) 100.0% (1)
Secs (Mins) to 90% 305 (5.08) 305 (5.08) 335 (5.58) 495 (8.25) 745 (12.41)
135
Suburban Haz-Mat Response Effective Response Force 2008-2010 04 F/f Crew 05 F/f Crew 06 F/f Crew 07 F/f Crew 14 F/f Crew Call to Arrival at ** 9 Minutes ** 80.0% (8) 57.1% (8) 75.0% (9) 60.0% (3) .0% (0) Call to Arrival at 0555 Secs. 80.0% (8) 57.1% (8) 75.0% (9) 60.0% (3) .0% (0) Call to Arrival at 0570 Secs. 100.0% (10) 78.6% (11) 83.3% (10) 60.0% (3) .0% (0) Call to Arrival at 0585 Secs. 100.0% (10) 78.6% (11) 83.3% (10) 60.0% (3) .0% (0) Call to Arrival at ** 10 Minutes ** 100.0% (10) 78.6% (11) 83.3% (10) 60.0% (3) .0% (0) Call to Arrival at 0615 Secs. 100.0% (10) 78.6% (11) 83.3% (10) 60.0% (3) .0% (0) Call to Arrival at 0630 Secs. 100.0% (10) 85.7% (12) 83.3% (10) 60.0% (3) .0% (0) Call to Arrival at 0645 Secs. 100.0% (10) 85.7% (12) 83.3% (10) 60.0% (3) .0% (0) Call to Arrival at ** 11 Minutes ** 100.0% (10) 85.7% (12) 83.3% (10) 60.0% (3) .0% (0) Call to Arrival at 0675 Secs. 100.0% (10) 92.9% (13) 91.7% (11) 60.0% (3) .0% (0) Call to Arrival at 0690 Secs. 100.0% (10) 92.9% (13) 91.7% (11) 60.0% (3) .0% (0) Call to Arrival at 0705 Secs. 100.0% (10) 92.9% (13) 91.7% (11) 60.0% (3) .0% (0) Call to Arrival at ** 12 Minutes ** 100.0% (10) 92.9% (13) 91.7% (11) 60.0% (3) .0% (0) Call to Arrival at 0735 Secs. 100.0% (10) 92.9% (13) 91.7% (11) 60.0% (3) .0% (0) Call to Arrival at 0750 Secs. 100.0% (10) 92.9% (13) 91.7% (11) 60.0% (3) 100.0% (1) Call to Arrival at 0765 Secs. 100.0% (10) 92.9% (13) 91.7% (11) 60.0% (3) 100.0% (1) Call to Arrival at ** 13 Minutes ** 100.0% (10) 92.9% (13) 91.7% (11) 60.0% (3) 100.0% (1) Call to Arrival at 0795 Secs. 100.0% (10) 92.9% (13) 91.7% (11) 80.0% (4) 100.0% (1) Call to Arrival at 0810 Secs. 100.0% (10) 92.9% (13) 91.7% (11) 80.0% (4) 100.0% (1) Call to Arrival at 0825 Secs. 100.0% (10) 92.9% (13) 91.7% (11) 80.0% (4) 100.0% (1) Call to Arrival at ** 14 Minutes ** 100.0% (10) 92.9% (13) 91.7% (11) 80.0% (4) 100.0% (1) Call to Arrival at 0855 Secs. 100.0% (10) 92.9% (13) 91.7% (11) 80.0% (4) 100.0% (1) Call to Arrival at 0870 Secs. 100.0% (10) 92.9% (13) 91.7% (11) 80.0% (4) 100.0% (1) Call to Arrival at 0885 Secs. 100.0% (10) 92.9% (13) 91.7% (11) 80.0% (4) 100.0% (1) Call to Arrival at ** 15 Minutes ** 100.0% (10) 92.9% (13) 91.7% (11) 80.0% (4) 100.0% (1) Call to Arrival at 0915 Secs. 100.0% (10) 92.9% (13) 91.7% (11) 80.0% (4) 100.0% (1) Call to Arrival at 0930 Secs. 100.0% (10) 92.9% (13) 91.7% (11) 80.0% (4) 100.0% (1) Call to Arrival at 0945 Secs. 100.0% (10) 92.9% (13) 91.7% (11) 80.0% (4) 100.0% (1) Call to Arrival at ** 16 Minutes ** 100.0% (10) 92.9% (13) 100.0% (12) 80.0% (4) 100.0% (1) Call to Arrival at 0975 Secs. 100.0% (10) 92.9% (13) 100.0% (12) 80.0% (4) 100.0% (1) Call to Arrival at 0990 Secs. 100.0% (10) 92.9% (13) 100.0% (12) 80.0% (4) 100.0% (1) Call to Arrival at 1005 Secs. 100.0% (10) 92.9% (13) 100.0% (12) 80.0% (4) 100.0% (1)
Secs (Mins) to 90% 570 (9.5) 675 (11.25) 675 (11.25) 1,110 (18.5) 750 (12.5)
136
Haz-Mat Effective Response Force 2008 Rural Response Area 03 F/f Crew 04 F/f Crew 05 F/f Crew 06 F/f Crew 07 F/f Crew Call to Arrival at ** 9 Minutes ** 44.4% (4) .0% (0) .0% (0) .0% (0) .0% (0) Call to Arrival at 0555 Secs. 44.4% (4) .0% (0) .0% (0) .0% (0) .0% (0) Call to Arrival at 0570 Secs. 44.4% (4) .0% (0) .0% (0) .0% (0) .0% (0) Call to Arrival at 0585 Secs. 44.4% (4) .0% (0) .0% (0) .0% (0) .0% (0) Call to Arrival at ** 10 Minutes ** 44.4% (4) .0% (0) .0% (0) .0% (0) .0% (0) Call to Arrival at 0615 Secs. 44.4% (4) .0% (0) .0% (0) .0% (0) .0% (0) Call to Arrival at 0630 Secs. 44.4% (4) .0% (0) .0% (0) .0% (0) .0% (0) Call to Arrival at 0645 Secs. 44.4% (4) .0% (0) .0% (0) .0% (0) .0% (0) Call to Arrival at ** 11 Minutes ** 44.4% (4) 20.0% (1) .0% (0) .0% (0) .0% (0) Call to Arrival at 0675 Secs. 44.4% (4) 20.0% (1) .0% (0) .0% (0) .0% (0) Call to Arrival at 0690 Secs. 66.7% (6) 40.0% (2) .0% (0) .0% (0) .0% (0) Call to Arrival at 0705 Secs. 66.7% (6) 40.0% (2) .0% (0) .0% (0) .0% (0) Call to Arrival at ** 12 Minutes ** 66.7% (6) 40.0% (2) .0% (0) .0% (0) .0% (0) Call to Arrival at 0735 Secs. 66.7% (6) 40.0% (2) .0% (0) .0% (0) .0% (0) Call to Arrival at 0750 Secs. 66.7% (6) 40.0% (2) .0% (0) .0% (0) .0% (0) Call to Arrival at 0765 Secs. 88.9% (8) 40.0% (2) .0% (0) .0% (0) .0% (0) Call to Arrival at ** 13 Minutes ** 88.9% (8) 40.0% (2) .0% (0) .0% (0) .0% (0) Call to Arrival at 0795 Secs. 88.9% (8) 40.0% (2) .0% (0) .0% (0) .0% (0) Call to Arrival at 0810 Secs. 100.0% (9) 40.0% (2) .0% (0) .0% (0) .0% (0) Call to Arrival at 0825 Secs. 100.0% (9) 40.0% (2) .0% (0) .0% (0) .0% (0) Call to Arrival at ** 14 Minutes ** 100.0% (9) 40.0% (2) .0% (0) .0% (0) 100.0% (1) Call to Arrival at 0855 Secs. 100.0% (9) 40.0% (2) .0% (0) .0% (0) 100.0% (1) Call to Arrival at 0870 Secs. 100.0% (9) 40.0% (2) .0% (0) .0% (0) 100.0% (1) Call to Arrival at 0885 Secs. 100.0% (9) 40.0% (2) .0% (0) .0% (0) 100.0% (1) Call to Arrival at ** 15 Minutes ** 100.0% (9) 40.0% (2) 100.0% (1) .0% (0) 100.0% (1) Call to Arrival at 0915 Secs. 100.0% (9) 40.0% (2) 100.0% (1) .0% (0) 100.0% (1) Call to Arrival at 0930 Secs. 100.0% (9) 40.0% (2) 100.0% (1) .0% (0) 100.0% (1) Call to Arrival at 0945 Secs. 100.0% (9) 40.0% (2) 100.0% (1) .0% (0) 100.0% (1) Call to Arrival at ** 16 Minutes ** 100.0% (9) 40.0% (2) 100.0% (1) .0% (0) 100.0% (1) Call to Arrival at 0975 Secs. 100.0% (9) 40.0% (2) 100.0% (1) .0% (0) 100.0% (1) Call to Arrival at 0990 Secs. 100.0% (9) 40.0% (2) 100.0% (1) .0% (0) 100.0% (1) Call to Arrival at 1005 Secs. 100.0% (9) 40.0% (2) 100.0% (1) .0% (0) 100.0% (1) Call to Arrival at ** 17 Minutes ** 100.0% (9) 40.0% (2) 100.0% (1) .0% (0) 100.0% (1) Call to Arrival at 1035 Secs. 100.0% (9) 40.0% (2) 100.0% (1) .0% (0) 100.0% (1) Call to Arrival at 1050 Secs. 100.0% (9) 40.0% (2) 100.0% (1) .0% (0) 100.0% (1) Call to Arrival at 1065 Secs. 100.0% (9) 60.0% (3) 100.0% (1) .0% (0) 100.0% (1) Call to Arrival at ** 18 Minutes ** 100.0% (9) 60.0% (3) 100.0% (1) .0% (0) 100.0% (1)
Secs (Mins) to 90% 805 (13.41) 1,310 (21.83) 900 (15) 1,295 (21.58) 840 (14)
137
Haz-Mat Effective Response Force 2009 Rural Response Area 03 F/f Crew 04 F/f Crew 05 F/f Crew 06 F/f Crew 08 F/f Crew Call to Arrival at ** 9 Minutes ** 27.3% (3) 12.5% (1) .0% (0) .0% (0) .0% (0) Call to Arrival at 0555 Secs. 27.3% (3) 12.5% (1) .0% (0) .0% (0) .0% (0) Call to Arrival at 0570 Secs. 27.3% (3) 12.5% (1) .0% (0) .0% (0) .0% (0) Call to Arrival at 0585 Secs. 27.3% (3) 12.5% (1) .0% (0) .0% (0) .0% (0) Call to Arrival at ** 10 Minutes ** 27.3% (3) 12.5% (1) .0% (0) .0% (0) .0% (0) Call to Arrival at 0615 Secs. 36.4% (4) 12.5% (1) .0% (0) .0% (0) .0% (0) Call to Arrival at 0630 Secs. 36.4% (4) 12.5% (1) .0% (0) .0% (0) .0% (0) Call to Arrival at 0645 Secs. 36.4% (4) 12.5% (1) .0% (0) .0% (0) .0% (0) Call to Arrival at ** 11 Minutes ** 36.4% (4) 37.5% (3) .0% (0) .0% (0) .0% (0) Call to Arrival at 0675 Secs. 36.4% (4) 50.0% (4) .0% (0) .0% (0) .0% (0) Call to Arrival at 0690 Secs. 45.5% (5) 50.0% (4) .0% (0) .0% (0) .0% (0) Call to Arrival at 0705 Secs. 45.5% (5) 50.0% (4) .0% (0) .0% (0) .0% (0) Call to Arrival at ** 12 Minutes ** 54.5% (6) 50.0% (4) 50.0% (1) .0% (0) .0% (0) Call to Arrival at 0735 Secs. 54.5% (6) 50.0% (4) 50.0% (1) .0% (0) .0% (0) Call to Arrival at 0750 Secs. 54.5% (6) 50.0% (4) 50.0% (1) .0% (0) .0% (0) Call to Arrival at 0765 Secs. 63.6% (7) 50.0% (4) 50.0% (1) .0% (0) .0% (0) Call to Arrival at ** 13 Minutes ** 63.6% (7) 62.5% (5) 50.0% (1) 33.3% (1) .0% (0) Call to Arrival at 0795 Secs. 81.8% (9) 62.5% (5) 50.0% (1) 33.3% (1) .0% (0) Call to Arrival at 0810 Secs. 81.8% (9) 62.5% (5) 50.0% (1) 33.3% (1) .0% (0) Call to Arrival at 0825 Secs. 81.8% (9) 62.5% (5) 50.0% (1) 33.3% (1) .0% (0) Call to Arrival at ** 14 Minutes ** 81.8% (9) 62.5% (5) 50.0% (1) 33.3% (1) .0% (0) Call to Arrival at 0855 Secs. 81.8% (9) 62.5% (5) 50.0% (1) 33.3% (1) .0% (0) Call to Arrival at 0870 Secs. 90.9% (10) 62.5% (5) 50.0% (1) 33.3% (1) .0% (0) Call to Arrival at 0885 Secs. 100.0% (11) 62.5% (5) 50.0% (1) 33.3% (1) .0% (0) Call to Arrival at ** 15 Minutes ** 100.0% (11) 62.5% (5) 50.0% (1) 33.3% (1) .0% (0) Call to Arrival at 0915 Secs. 100.0% (11) 62.5% (5) 50.0% (1) 33.3% (1) .0% (0) Call to Arrival at 0930 Secs. 100.0% (11) 62.5% (5) 50.0% (1) 33.3% (1) .0% (0) Call to Arrival at 0945 Secs. 100.0% (11) 62.5% (5) 50.0% (1) 66.7% (2) 100.0% (1) Call to Arrival at ** 16 Minutes ** 100.0% (11) 62.5% (5) 50.0% (1) 66.7% (2) 100.0% (1) Call to Arrival at 0975 Secs. 100.0% (11) 62.5% (5) 50.0% (1) 66.7% (2) 100.0% (1) Call to Arrival at 0990 Secs. 100.0% (11) 62.5% (5) 50.0% (1) 66.7% (2) 100.0% (1) Call to Arrival at 1005 Secs. 100.0% (11) 62.5% (5) 50.0% (1) 66.7% (2) 100.0% (1) Call to Arrival at ** 17 Minutes ** 100.0% (11) 62.5% (5) 50.0% (1) 66.7% (2) 100.0% (1) Call to Arrival at 1035 Secs. 100.0% (11) 62.5% (5) 50.0% (1) 66.7% (2) 100.0% (1) Call to Arrival at 1050 Secs. 100.0% (11) 62.5% (5) 50.0% (1) 66.7% (2) 100.0% (1) Call to Arrival at 1065 Secs. 100.0% (11) 75.0% (6) 100.0% (2) 66.7% (2) 100.0% (1) Call to Arrival at ** 18 Minutes ** 100.0% (11) 75.0% (6) 100.0% (2) 66.7% (2) 100.0% (1)
Secs (Mins) to 90% 860 (14.33) 1,515 (25.25) 1,055 (17.58) 1,965 (32.75) 945 (15.75)
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Haz-Mat Effective Response Force 2010 Rural Response Area 03 F/f Crew 04 F/f Crew 06 F/f Crew Call to Arrival at ** 9 Minutes ** 20.0% (1) 100.0% (1) .0% (0) Call to Arrival at 0555 Secs. 20.0% (1) 100.0% (1) .0% (0) Call to Arrival at 0570 Secs. 20.0% (1) 100.0% (1) .0% (0) Call to Arrival at 0585 Secs. 20.0% (1) 100.0% (1) .0% (0) Call to Arrival at ** 10 Minutes ** 60.0% (3) 100.0% (1) .0% (0) Call to Arrival at 0615 Secs. 60.0% (3) 100.0% (1) .0% (0) Call to Arrival at 0630 Secs. 80.0% (4) 100.0% (1) 100.0% (1) Call to Arrival at 0645 Secs. 80.0% (4) 100.0% (1) 100.0% (1) Call to Arrival at ** 11 Minutes ** 80.0% (4) 100.0% (1) 100.0% (1) Call to Arrival at 0675 Secs. 80.0% (4) 100.0% (1) 100.0% (1) Call to Arrival at 0690 Secs. 80.0% (4) 100.0% (1) 100.0% (1) Call to Arrival at 0705 Secs. 80.0% (4) 100.0% (1) 100.0% (1) Call to Arrival at ** 12 Minutes ** 80.0% (4) 100.0% (1) 100.0% (1) Call to Arrival at 0735 Secs. 80.0% (4) 100.0% (1) 100.0% (1) Call to Arrival at 0750 Secs. 80.0% (4) 100.0% (1) 100.0% (1) Call to Arrival at 0765 Secs. 80.0% (4) 100.0% (1) 100.0% (1) Call to Arrival at ** 13 Minutes ** 80.0% (4) 100.0% (1) 100.0% (1) Call to Arrival at 0795 Secs. 80.0% (4) 100.0% (1) 100.0% (1) Call to Arrival at 0810 Secs. 100.0% (5) 100.0% (1) 100.0% (1) Call to Arrival at 0825 Secs. 100.0% (5) 100.0% (1) 100.0% (1) Call to Arrival at ** 14 Minutes ** 100.0% (5) 100.0% (1) 100.0% (1) Call to Arrival at 0855 Secs. 100.0% (5) 100.0% (1) 100.0% (1) Call to Arrival at 0870 Secs. 100.0% (5) 100.0% (1) 100.0% (1) Call to Arrival at 0885 Secs. 100.0% (5) 100.0% (1) 100.0% (1) Call to Arrival at ** 15 Minutes ** 100.0% (5) 100.0% (1) 100.0% (1) Call to Arrival at 0915 Secs. 100.0% (5) 100.0% (1) 100.0% (1) Call to Arrival at 0930 Secs. 100.0% (5) 100.0% (1) 100.0% (1) Call to Arrival at 0945 Secs. 100.0% (5) 100.0% (1) 100.0% (1) Call to Arrival at ** 16 Minutes ** 100.0% (5) 100.0% (1) 100.0% (1) Call to Arrival at 0975 Secs. 100.0% (5) 100.0% (1) 100.0% (1) Call to Arrival at 0990 Secs. 100.0% (5) 100.0% (1) 100.0% (1) Call to Arrival at 1005 Secs. 100.0% (5) 100.0% (1) 100.0% (1) Call to Arrival at ** 17 Minutes ** 100.0% (5) 100.0% (1) 100.0% (1) Call to Arrival at 1035 Secs. 100.0% (5) 100.0% (1) 100.0% (1) Call to Arrival at 1050 Secs. 100.0% (5) 100.0% (1) 100.0% (1) Call to Arrival at 1065 Secs. 100.0% (5) 100.0% (1) 100.0% (1) Call to Arrival at ** 18 Minutes ** 100.0% (5) 100.0% (1) 100.0% (1)
Secs (Mins) to 90% 810 (13.5) 460 (7.66) 625 (10.41)
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Rural Haz-Mat Response Effective Response Force 2008-2010 03 F/f Crew 06 F/f Crew 08 F/f Crew 14 F/f Crew Call to Arrival at ** 9 Minutes ** 53.8% (21) 56.3% (9) .0% (0) .0% (0) Call to Arrival at 0555 Secs. 53.8% (21) 56.3% (9) .0% (0) .0% (0) Call to Arrival at 0570 Secs. 53.8% (21) 62.5% (10) .0% (0) .0% (0) Call to Arrival at 0585 Secs. 53.8% (21) 62.5% (10) .0% (0) .0% (0) Call to Arrival at ** 10 Minutes ** 59.0% (23) 62.5% (10) .0% (0) .0% (0) Call to Arrival at 0615 Secs. 61.5% (24) 62.5% (10) .0% (0) .0% (0) Call to Arrival at 0630 Secs. 61.5% (24) 68.8% (11) .0% (0) .0% (0) Call to Arrival at 0645 Secs. 61.5% (24) 68.8% (11) .0% (0) .0% (0) Call to Arrival at ** 11 Minutes ** 64.1% (25) 68.8% (11) 33.3% (1) .0% (0) Call to Arrival at 0675 Secs. 66.7% (26) 75.0% (12) 33.3% (1) .0% (0) Call to Arrival at 0690 Secs. 71.8% (28) 75.0% (12) 33.3% (1) .0% (0) Call to Arrival at 0705 Secs. 71.8% (28) 75.0% (12) 33.3% (1) .0% (0) Call to Arrival at ** 12 Minutes ** 74.4% (29) 75.0% (12) 33.3% (1) .0% (0) Call to Arrival at 0735 Secs. 74.4% (29) 75.0% (12) 33.3% (1) .0% (0) Call to Arrival at 0750 Secs. 74.4% (29) 75.0% (12) 33.3% (1) 100.0% (1) Call to Arrival at 0765 Secs. 82.1% (32) 75.0% (12) 33.3% (1) 100.0% (1) Call to Arrival at ** 13 Minutes ** 82.1% (32) 81.3% (13) 33.3% (1) 100.0% (1) Call to Arrival at 0795 Secs. 87.2% (34) 81.3% (13) 33.3% (1) 100.0% (1) Call to Arrival at 0810 Secs. 92.3% (36) 81.3% (13) 33.3% (1) 100.0% (1) Call to Arrival at 0825 Secs. 92.3% (36) 81.3% (13) 33.3% (1) 100.0% (1) Call to Arrival at ** 14 Minutes ** 92.3% (36) 81.3% (13) 33.3% (1) 100.0% (1) Call to Arrival at 0855 Secs. 92.3% (36) 81.3% (13) 33.3% (1) 100.0% (1) Call to Arrival at 0870 Secs. 94.9% (37) 81.3% (13) 33.3% (1) 100.0% (1) Call to Arrival at 0885 Secs. 97.4% (38) 81.3% (13) 33.3% (1) 100.0% (1) Call to Arrival at ** 15 Minutes ** 97.4% (38) 81.3% (13) 33.3% (1) 100.0% (1) Call to Arrival at 0915 Secs. 97.4% (38) 81.3% (13) 33.3% (1) 100.0% (1) Call to Arrival at 0930 Secs. 97.4% (38) 81.3% (13) 33.3% (1) 100.0% (1) Call to Arrival at 0945 Secs. 97.4% (38) 81.3% (13) 66.7% (2) 100.0% (1) Call to Arrival at ** 16 Minutes ** 97.4% (38) 87.5% (14) 66.7% (2) 100.0% (1) Call to Arrival at 0975 Secs. 97.4% (38) 87.5% (14) 100.0% (3) 100.0% (1) Call to Arrival at 0990 Secs. 97.4% (38) 87.5% (14) 100.0% (3) 100.0% (1) Call to Arrival at 1005 Secs. 97.4% (38) 87.5% (14) 100.0% (3) 100.0% (1) Call to Arrival at ** 17 Minutes ** 97.4% (38) 87.5% (14) 100.0% (3) 100.0% (1) Call to Arrival at 1035 Secs. 97.4% (38) 87.5% (14) 100.0% (3) 100.0% (1) Call to Arrival at 1050 Secs. 97.4% (38) 87.5% (14) 100.0% (3) 100.0% (1) Call to Arrival at 1065 Secs. 97.4% (38) 87.5% (14) 100.0% (3) 100.0% (1) Call to Arrival at ** 18 Minutes ** 97.4% (38) 87.5% (14) 100.0% (3) 100.0% (1)
Secs (Mins) to 90% 810 (13.5) 1,305 (21.75) 975 (16.25) 750 (12.5)
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Section 8 On-Scene Operations, Critical Tasks and Effective Response Force
Structure Fires (All Risk) Red, White and Blue Fire responds to all possible structure fires utilizing three (3) engines, one (1) truck, one (1) ALS Squad, one (1) Battalion Chief, and one (1) ALS Ambulance (Summit County Ambulance). To obtain a required personnel and apparatus, automatic aid is utilized from Lake Dillon Fire Rescue. This response force can be altered based on the location of the incident to include a tender assignment which will request four (4) tenders.
To meet the demands required at a structure fire, the following capabilities must be met by the minimum staff on scene. The minimum staffing at a confirmed structure fire at Red, White and Blue is 13 suppression personnel and 2 SCAS EMS personnel, plus a Fire Investigator that is requested by the Incident Commander. At any time during the incident, the Incident Commander can request additional resources as needed to fulfill the strategic mission of the incident.
Task Performed Personnel Needed Apparatus Supporting Task Incident Commander 1 Battalion Chief (Batt 6) Fire Attack Group 2 to 3 1st Arriving Apparatus Pump Operator 1 1st Arriving Driver Operator Water Supply 1 2nd Arriving Driver Operator Back-up Line 2 to 3 2nd Arriving Apparatus Primary Search 2 1st Arriving Medic Utilities 1 1st Arriving Truck Driver Operator Ventilation/Truck Ops 2 1st Arriving Truck RIC 2 3rd Arriving Engine Company Safety 1 3rd Arriving Engine Company Rehab 2 Summit County Ambulance Investigator 1 Fire Marshal
*Some of the tasks can be performed simultaneously or be completed and allow crews to be reassigned to functions such as salvage/overhaul, secondary search, etc.
The effective response force for a structure fire includes all types of structure fires, i.e. commercial, residential, hotel/motel. The Battalion Chief has the ability to request a 2nd alarm at any time during the incident or on the initial dispatch based on dispatch information, building construction, fire protection features, life hazard, etc. In the event of a 2nd alarm assignment, 2 additional engines/trucks will respond based upon the Battalion Chief request.
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Non-Structure Fires Non-Structure fires are those fires that involve vehicles, dumpsters, and other undefined fires. These fires are treated differently due to the lessened risk. If there is a chance that these fires are close to a structure or pose a threat of spreading, the Battalion Chief or Company Officer can request additional resources.
Task Performed Personnel Needed Apparatus Supporting Task Pump Operator 1 1st Arriving Engine/Truck Scene Safety, IC, Hose Line Crew 1 1st Arriving Company Officer Hose Line Crew 1 1st Arriving Firefighter
Wildland Fires Wildland fires come in numerous sizes and severity. As the community continues to build homes in the urban interface area, the severity of wildland fire incidents is becoming increasingly severe. Combining the urban interface with the beetle kill infestation that is killing the lodge pole pine forest and changing the fuel type, the primary focus has been place on handling fire in the urban interface with a two tiered response. This response is broken into two categories- Initial wildland call or calls in the Wilderness and Confirmed Wildland Fires (Urban Interface). Calls that occur in the wilderness offer less severity of spreading and creating a conflagration and are the authority of the Forest Service. The minimum response force at an Initial Wildland Fire or Fire in the Wilderness is 3 personnel. The minimum response force at a Confirmed Wildland Fire or Urban Interface Fire is 13. At both incidents, the first arriving Battalion Chief or Company Officer has the ability to request resources. Red, White & Blue uses mutual aid (Wildland Task Force Page) to request additional wildland firefighters from Lake Dillon and Copper Mountain Fire. The U.S. Forest Service responds to all fires on public lands.
Initial Wildland Call or Fires in the Wilderness Task Performed Personnel Needed Apparatus Supporting Task Pump Operator 1 1st Arriving Engine/Wildland Truck Scene Safety, IC, Hose Line Crew 1 1st Arriving Company Officer Hose Line Crew 2 1st Arriving Firefighter
Confirmed Wildland Fire or Urban Interface Fires Task Performed Personnel Needed Apparatus Supporting Task Incident Commander 1 Battalion Chief (Batt 6) Line Crew 3 1st Arriving Apparatus Saw Crew 2 2nd Arriving Apparatus Lookout 1 2nd Arriving Officer Hose Crew (if applicable) 2 3rd Arriving Apparatus Pump Operator 1 3rd Arriving Apparatus Structure Protection/Evacuation 3+ 4th Arriving Apparatus
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Emergency Medical Incidents For the Standards of Cover document, we have divided the emergency medical incidents into three categories: Emergency Medical Services-standard, Emergency Medical Services-ALS, and Emergency Medical Services- Motor Vehicle Accidents.
Summit County Ambulance Service responds to all emergency medical incidents with a minimum of one (1) paramedic and one (1) EMT-B and provides the transport to a definitive medical facility. As of April 13, 2009; Red, White and Blue Fire can transport patients found to be “in extremis” or when EMS 10 requests assistance for transporting. See Appendix A for a copy of the intergovernmental agreement.
Emergency Medical Services-Standard This category, Emergency Medical Service Call-Standard includes but is not limited to calls for difficulty breathing, diabetic problems, allergic reactions, drug overdose, seizure, OB/GYN, altitude sickness, and psychiatric problems. The minimum response force for these incidents includes 1 medic (2 personnel) and 1 Summit County Ambulance (2 personnel). In fire management zones 4 and 7, the minimum response force for these incidents is three (3) personnel. A total dedicated response force throughout the district is a minimum of four (4) personnel.
Task Performed Personnel Needed Apparatus Supporting Task Information Gathering/Scene Safety/IC 1 1st Arriving Medic Patient Assessment/Treatment (ALS/BLS) 1 1st Arriving Medic Treatment/Transport 2 Summit County Ambulance
Emergency Medical Services-ALS This category, Emergency Medical Services-ALS includes but it not limited to calls for unconscious/unknown breathing, unconscious/not breathing, chest pain, stroke symptoms. Based on the information received from dispatch, the company officer or paramedic on the squad has the ability to upgrade to an EMS-ALS as opposed to an EMS-Standard. The minimum response force for these incidents includes 1 medic (2 personnel), one (1) engine/truck (3 personnel), one (1) Battalion Chief, and 1 Summit County Ambulance (2 personnel); for a total of 8 personnel.
Task Performed Personnel Needed Apparatus Supporting Task Information Gathering/Scene Safety/IC 1 Battalion Chief (Batt 6) Cardiopulmonary Resuscitation (if needed) 2 1st Arriving Truck/Engine ALS Intervention 1 1st Arriving Medic Patient Assessment/Care 2 1st Arriving Squad/Engine/Truck Treatment/Transport 2 Summit County Ambulance
Emergency Medical Services- Motor Vehicle Accidents This category, Emergency Medical Services- Motor Vehicle Accidents includes but is not limited to calls for motor vehicle accidents with unknown entrapment, confirmed entrapment, and auto-pedestrian incidents. The minimum response force for these incidents includes 1 medic (2 personnel), one (1) engine/truck (3 personnel), one (1) Battalion Chief, and 1 Summit County Ambulance (2 personnel); for a total of 8 personnel.
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Task Performed Personnel Needed Apparatus Supporting Task Information Gathering/Scene Safety/IC 1 Battalion Chief (Batt 6) Patient Care (ALS/BLS) 2 First Arriving Medic Fire Protection Line (if extrication) or Hazard Assessment 1 1st Arriving Engine/Truck Patient Extrication (if required) 2 1st Arriving Engine/Truck Treatment/Transport 2 Summit County Ambulance
The incident commander or first arriving company officer has the ability to request additional resources to any scene based on the size-up or information received from dispatch.
A county wide response plan has been established for mass causality incidents. This plan incorporates an automatic aid response from all fire and EMS agencies to effectively manage the large number of patients.
Technical Rescue Incidents For the Standards of Cover document, we have divided the technical rescue incidents into three categories: Unconfirmed, Level 1 (swift water, surface water, and rope), and Level 2 (confined space, trench, building collapse, machinery, mine and tunnel).
Technical Rescue-Unconfirmed This category, Technical Rescue-Unconfirmed is the standard dispatch for any type of technical rescue incident where there is no confirmed trapped victim or unknown extent of call. The minimum response force for these incidents is three (3) personnel.
Personnel Apparatus Supporting Task Performed Needed Task 1st Arriving Company Incident Commander 1 Officer Hazard Control/BLS 2 1st Arriving Crew
Level 1 This category, Technical Rescue-Level 1 is the standard dispatch for any confirmed water rescue or rope rescue incident. The minimum response force for these incidents is seven (7) personnel.
Personnel Apparatus Supporting Task Performed Needed Task Incident Commander 1 Battalion Chief (Batt 6) Patient Care/Assessment 3 1st Arriving Engine/Tower Scene Assessment/Technical Rescue 3 2nd Arriving Engine/Tower
Level 2 (confined space, trench, building collapse, machinery, mine and tunnel) This category, Technical Rescue-Level 2 is the standard dispatch for any confirmed trench, building collapse, confined space, machinery, or mine/tunnel rescue incident. The minimum response force for these incidents is fifteen (15) personnel. 144
Personnel Task Performed Needed Apparatus Supporting Task Incident Commander 1 Battalion Chief (Batt 6) Patient Care/Assessment 2 1st Arriving Engine/Tower Scene Assessment/Technical Rescue 9-12 2nd-4th Arriving Engine/Tower Safety 1 1st Arriving Company Officer
Hazardous Materials Incidents Hazardous materials incidents come in all shapes, sizes, and severity. Many incidents can be handled by a single engine/truck company response, such as broken gas lines to a small leak/spill at a gasoline service station. Other incidents are much more complex and require the activation of a county-wide hazardous materials response team, with Haz-Mat Technician Response, that can last from a few hours to days. Due to these differences, Red, White and Blue Fire has two levels of response to Hazardous Materials Incidents.
Response for a Hazardous Materials Incident- Small Spill/Leak A small leak/spill can be defined as less than 55 gallons or one that does not require any specialized equipment to effectively mitigate. These incidents can also be used to classify natural gas lines that have been hit by excavation equipment. The minimum response force for a Hazardous Materials Incident-Small Spill is one engine/truck company, for a total of 3 personnel.
Task Performed Personnel Needed Apparatus Supporting Task Recognition, Mitigation, Decontamination, 1st arriving Engine/Truck and Clean-up 3 Company The incident commander or first arriving company officer has the ability to request additional resources to any scene based on the size-up or information received from dispatch.
Response for a Hazardous Materials Incident- Offensive Action An incident with offensive action required would require the use of a technical decontamination team and entry to effectively mitigate the problem before a more catastrophic event occurred. To effectively handle a Hazardous Materials Incident of this size and complexity, the Summit County Hazardous Materials Team would be notified and respond with Red, White and Blue. The minimum response force for a Hazardous Materials Incident-Offensive Action would be 15. This level of response could require the call back of available Hazardous Materials Technicians to assist with the long term recovery of the incident, depending on the daily staffing and incident duration.
Task Performed Personnel Needed Apparatus Supporting Task Incident Commander 1 Battalion 6 (Batt 6) Safety Officer 1 1st Arriving Company Officer Haz-Mat Research (Haz-Mat Tech) 1 1st arriving Haz-Mat Tech Medical Team 2 Summit County Ambulance Decontamination Team (Tech and 1st and 2nd arriving Ops level personnel) 5 Engine/Truck Company Entry Team (Haz-Mat Techs) 2 1st arriving Haz-Mat vehicle Backup Entry Team (Haz-Mat Techs) 2 2nd arriving Haz-Mat vehicle Water Supply (Pump Operator) 1 1st arriving Engine Company 145
Service Calls and Other Calls Service calls account for the majority of calls for service that people request when they do not know who else to call. These calls include downed power lines, people stuck in elevators, smell of gad, etc. The minimum response force for these incidents is 3 personnel. The first arriving company officer has the ability to request additional personnel if necessary.
Task Performed Personnel Needed Apparatus Supporting Task Information Gathering/ Scene Safety/IC 1 1st Arriving Officer Mitigation 2 1st Arriving Truck/Engine
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Section 9 References
Modglin, Carmen. 2011 Budget. Accessed on March 26th, 2011 from www.rwbfire.org
Davis, Virgil. RWBFPD Service Plan 1975
Ward, Arlys. Meeting Minutes November 17, 1975- Board of County Commissioners. Accessed on March 24th, 2011 from Summit Cty BOCC Minutes Nov-17-75
Ward, Arlys. Resolution 75-79
Seavy, V.G. Legal Establishment of Red, White & Blue Fire Protection District
Ward, Arlys. Resolution 80-60 (1980 Service Plan Amendment)
Summit County Government, Population Information for Red, White & Blue Fire Protection District
Theobald, Robin, et.al. Upper Blue Master Plan. Accessed on March 26th, 2011 from http://www.co.summit.co.us/Planning/MasterPlans/documents/UpperBlueMasterPlan2-25-10_000.pdf
Green, Gary. Standard Operating Procedure 501 (2011)
Green, Gary. Standard Operating Procedure 502 (2011)
Roberts, Ryan. Data for Station Calls 2008-2010
Roberts, Ryan. Aid Given and Received 2008-2010
Ritter, Bill Jr. Presumptive Cancer Legislation- House Bill 07-1008l. Accessed on March 31st, 2011 from http://www.colofirechiefs.org/ffcancer.htm
Miller, Lori. FF Injuries 2008-2010
Karter, Michael Jr. Fire Loss in the United States During 2009. Accessed on March 31st, 2011 from www.nfpa.org/assets/files/PDF/OS.fireloss.pdf
Cochran, Joel et. al. Summit County Multi-Hazard Mitigation Plan (2008). Accessed on November 6th, 2010 from http://www.co.summit.co.us/emergencymanagement/
French, Bob et.al. Summit County Community Wildfire Protection Plan (2006). Accessed on November 6th, 2010 from http://www.rwbfire.org/index.php/community/wildland_fire_info/
Green, Gary. Standard Operating Guideline #102 (2010)
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