The Denver Fire Department 2011 Annual Report

THE DENVER FIRE DEPARTMENT 2011 ANNUAL REPORT

FIRE INCIDENT REPORTING SYSTEM ANNUAL STATISTICAL REPORT PREPARED BY THE DENVER FIRE DEPARTMENT TECHNICAL SERVICES DIVISION 2012 1

M The Denver Fire Department is dedicated to: I S Providing quality, timely, and professional S I emergency services to those who live in, work O in, and visit the City and County of Denver. N

S Respecting each other through trust, pride, di- T versity, integrity, and training, and; A T E Working together to achieve the highest levels M of preparedness, prevention, and community E involvement with a dedication to purpose. N T

LETTER FROM THE CHIEF OF THE DEPARTMENT 5

DEPUTY CHIEF OF THE DEPARTMENT 6

DIVISION 1—OPERATIONS 8 DIVISION 2—FIRE PREVENTION 10 T DIVISION 3— TECHNICAL SERVICES 14 A DIVISION 4—ADMINISTRATION 22 B DIVISION 5—SAFETY AND TRAINING 25 L DIVISION 6—DENVER INTERNATIONAL AIRPORT 28 E ACKNOWLEDGEMENT 30

2011 ANNUAL STATISTICS 31 O ENGINE COMPANIES DATA 32 F TRUCK COMPANIES DATA 33

RESCUE AND HAMER COMPANY DATA 34

DISTRICT CHIEFS DATA 35 C

DISTRICT ACTIVITY 36 O

INJURY / CASUALTY SUMMARY 39 N

STRUCTURE FIRE LOSS REPORT 41 T

STRUCTURAL FIRE LOSS BY DISTRICT 42 E

RESIDENTIAL STRUCTURE FIRES BY FIXED PROPERTY 43 N

RESIDENTIAL STRUCTURE FIRES WITH CASUALTIES 44 T

RESCUE CALLS 45

DENVER FIRE STATIONS 47

FIRE DISTRICT BOUNDARY MAP Back Cover

T H E Eric Tade

Chief of Department

C O

M Todd Bower M Deputy Chief of Department A N D

S Charles Drennan Joseph Gonzales Steve Garrod T Chief of Operations Chief of Fire Prevention Chief of Technical Services A Division 1 Division 2 Division 3 F F

Tony Berumen Scott Heiss Angela Cook

Chief of Administration Chief of Safety & Training Chief of Denver International Airport Division 4 Division 5 Division 6

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It is my honor to present the 2011 Annual Re- Class 2 ISO rating. This rating has a direct E port which details the activities and accom- impact on all business within the City and T plishments of the Denver Fire Department and county of Denver by allowing for lower in- its members. This report reflects the contin- surance rates. T ued dedication of the members of the Depart- The Department was able to significantly E ment who have made significant sacrifices to decrease response times to Emergency ensure that the citizens and visitors of the City Medical Service (EMS) calls by instituting R and County of Denver continue to receive the changes in the processing of the EMS calls. quality level of service they have become ac- In 2011, the Department applied for the ex- customed to. F tremely competitive Assistance for Firefight- In 2011, fiscal challenges continued to have ers Grant (AFG). This labor intensive project R major impact on all that we do. Our member- was well worth the effort, as our Depart- O ship and administration have worked tirelessly ment was awarded a 1.4 million dollar grant. to find creative solutions to ensure the De- The grant fund will be utilized to secure Self M partment’s mission is met without a reduction Contained Breathing Apparatus (SCBA) and in service levels. Regional cooperation contin- turnout gear. This will allow for increased ues to be a top priority and we have com- personal safety of our members. T pleted our first full year of providing fire service protection to the City of Sheridan. Begin- Our Safety and Training Division was also H able to increase our capabilities for hands- ning in 2011, we began to aggressively mod- E ernize our systems to increase both accessibil- on training scenarios with the addition of a ity and the use of technology. We continue to new connex training structure at our Rocky Mountain Fire Academy facility. This addi- enhance our ability to operate digitally with C online Kelly Day selection, ASL designations, tion will also enhance our revenue by pro- and vacation selection tools. viding increased training opportunities for H other fire related agencies in the region. In 2011, we set an objective to increase our I Wildland fire fighting capabilities and aspired Denver Fire Department responded to over E to be recognized as a regional asset in Wild- 100,000 calls for service last year and contin- land firefighting. We have successfully been ues to be committed to the community we F able to increase our Wildland firefighting ca- serve by actively engaging with our schools, pabilities nearly three-fold and plan for addi- neighborhood groups, and community tional growth in 2012. events. Our continued success relies on our strong community partnership and it is truly The Department’s insurance Service Office a privilege to serve both a quality Depart- (ISO) audit process was also completed during ment and outstanding City. 2011, and we have successfully retained our

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F Traveling to Cambridge, Massachusetts af- The Deputy Chief is second in command at ter being selected for 2011 Harvard Fire F the Fire Department. A few of the Deputy Executive Fellowship Program July 11-29. Chief’s general duties include: I Implementing Denver Fire Online. Responsibility for the day-to-day operation C of the Department. PSYCHOLOGICAL SERVICES E Development and management of a budget of over $110 million. Dr. Karen Jackson provided psychological services to Department employees, spouses, and Fiscal oversight of all six divisions with the O their children since she was hired in August agency. F 2007. Due to budget cuts, the Department Psy- Supervision of the Finance section of the chologist position was eliminated in the fall of Department. 2010. Since that time, Dr. Jackson has been T Providing policy and procedure develop- retained on a contractual basis to guide the De- ment and review. partment’s Peer Support Program and provide H Critical Incident Stress Management (CISM) Serving as a Department representative on support to our members. E the FPPA Board.

Coordinating with other City agencies to develop new programs. FINANCIAL MANAGEMENT D Acting as Chief of the Department during Barbara Butler, Finance Director, provides E the Fire Chief’s absence. oversight and direction of the financial management, budgeting, and accounting responsi- P Projects in 2011 included: bilities for the Denver Fire Department as man- U Supervising the systematic overhaul of dated by the Mayor’s Office. Funds managed outdated Departmental policies and pro- T are: General, Project/Grant, Special Revenue, cedures. and Capital Equipment Funds. Responsibilities Y Participating on the mayor’s PEAK Per- include managing all finance and accounting formance Committee. activities in accordance with City fiscal and budget practices. The Finance Director over- Continuing participation on Local emer- C sees the annual budgeting process and man- gency Planning Commission. H aged 2011 budget expenditures in excess of Working to attain DFD accreditation $110 million—capital equipment was signifi- I through the Center for Public Safety Excel- cantly reduced and three positions held vacant lence (CPSE). E to meet budget reduction mandates. Fire De- partment revenue in 2011 increased to $21 mill F

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ion, which included a significant increase in Finance staff updated and implemented sev- E Wildland Firefighting reimbursable revenue. eral new tracking reports to provide immedi- T Additional staff responsibilities include general ate access to various Department activities ledger monthly reports, accounts payable such as vacancy savings, protective equip- T ment tracking, and special revenue fund re- (review and process of payments for goods/ E services, internal auditing, promotional uni- ports. Finance also implemented the City’s form distribution, and grant management ac- new print/mail services program under a R tivities. partnership with the State of Colorado and the copier lease program with new vendor Financial management also includes City inter- contracts for the Department. F nal billings and reimbursable billing projects for special events such as the Urban Area Se- R curity Initiative (UASI) training exercises, Wild- O land Firefighting Cooperative Agreement Pro- gram, and Colorado Task Force (CO-TF1). M On December 23, 2011 the Denver Fire De- partment was awarded a $1.7 million FEMA Assistance to Firefighter Grant for the pur- T chase of protective equipment. A previous H grant of mobile data terminals was closed on in early February 2011. The “Simply E Safe!” (Denver Public Schools) revenue program has another successful year of smoke trailer educational presentations. C The Financial management team also com- H pleted training for the new citywide contract I automation program (Denver DOCS/Alfresco) to improve the efficiency of the contracting E process. Several Contracts were processed F through the new system, including the amended Glendale IGA and Fire Station Lease. Other contract administration activities for the Department included the initiation of other annual contracts such as psychological, sand- trap, and bilingual certification services.

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I The Operations Division of the Denver Fire Operating Guidelines and serving as the Inci- V Department provides fire suppression, rescue, dent Commander during emergency inci- operations, hazardous materials responses, dents. The Operations Division operates un- I water and ice rescue, confined space and der a 3 platoon system which includes an A S trench rescue, high angle rope rescue and Shift, B Shift and C Shift with 182 sworn per- emergency medical services within the City sonnel on duty daily. I and County of Denver, Sheridan, Skyline and The City and County of Denver, Sheridan, O Glendale. Operations Division personnel re- Skyline and Glendale are protected by 44 sponded to 89211 emergency calls in 2011. apparatus operating out of 30 strategically N The busiest companies were: Engine company placed firehouses: 08 who responded to 5530 emergency calls, tower 04 responded to 4800 emergency calls 28 Engine companies whose primary re- 1 and Chief 02 who responded to 3966 emer- sponsibility is fire extinguishment. gency calls. In addition to emergency re- 14 Truck companies whose primary responses, the members of the Operations Divi- sponsibilities are to perform search and O sion are responsible for: rescue, forcible entry, victim rescue and P Conducting 22,000 fire prevention building extrication. inspections. 1 Heavy Rescue company designated for E Daily training for fire suppression, techni- technical operations involving water and R cal rescue and emergency medical service ice rescue, complex extrications, Hazard- ous Materials Team response, high angle A response. rope rescue, structural and trench col- Daily apparatus, equipment and station T lapse rescue, and general firefighting. maintenance. I 1 Hazardous Materials Response Team Developing community outreach programs responsible for the mitigation of Hazard- O which include attendance at HOA meet- ous Materials releases. ings, school and firehouse tours, school N fire drills, mentoring and reading programs The Operations Division coordinates the Special Operations functions of the Denver S and other special events. Fire Department. In addition to the primary The city is divided geographically into six re- responsibilities stated above, designated sponse districts with DIA designated as a sepa- companies are trained to perform Technical

rate Division. Each district operates under the operations which include: command of an Assistant Chief who is responsible for daily staffing, ensuring compliance Hazardous Materials Response. Investi- with Department Directives and Standard gates and mitigates hazardous materials

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releases. Continue to ensure all personnel are prop- I erly trained and equipped to operate safely. Collapse, Confined Space and Trench Res- V cue. Provides the expertise and equip- Ensure up to date and accurate policies and ment necessary to perform specialized res- procedures are in place. I cue in collapsed structures, stabilizing un- Implement a recognized certification re- S safe structures, performing rescues in con- quirement for the Special Operations I fined spaces and trench rescues. Teams. O Water Rescue, Team members are able to Implement an employee performance re- perform rescues in under water, ice and view process. N swift water environments.

High Angle Rope Rescue. Provides the expertise and equipment to perform high 1 angle rope rescues.

The following is a list of accomplishments for 2011: O Implementation of Company Standards. P Identified training opportunities and pro- E vided needs assessment of Operation personnel. R The Denver Fire Department’s Wildland A Team is properly funded and able to be T utilized and deployed. I Provided thorough Research and Develop- ment of all equipment. O Developed and ensured compliance of N Cost Recovery measures S 2012 Goals:

Position the Hazardous Materials Team to be utilized as a Regional Asset. Develop and implement a Quality Assur- ance, Quality Improvement program.

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I The members of the Fire Prevention Division During 2011, the workload increased signifi- V achieved significant accomplishments during cantly in two units: I 2011 despite a steadily increasing workload The Warehouse Inspections unit, managed fueled by a record growth of multi-family resi- by Lieutenant Rodney Sherrod and Techni- S dential construction in the City and County of cian Mark Watson, who are specialists in I Denver, a large percentage of the Denver Pub- this area. Inspecting a warehouse requires lic School facilities having life safety systems a significantly higher level of expertise O upgrades, and a rise in other activities. than the average inspection because of N Throughout 2011, the Division continued to the wide range of operations, various take on new challenges in an effort to provide types of storage, hazardous materials, and

excellent service to the citizens of Denver. We a wide variety of storage configurations, 2 have seen particular successes in: including high-piled and rack storage. The workload has increased in this unit be- Providing higher levels of training to our cause the Department, recognizing the in- staff; certification by the National Fire Pro- creasing hazards presented by this occu- F tection Association (NFPA) is a require- pancy use, has designated an increasing ment for continued assignment to the Divi- I proportion of warehouse inspections to be sion. R conducted by Fire Prevention personnel. Facilitating improved training and support The Emergency Procedures unit, managed E for employees and employers in facilities by Lieutenant Debra Thorson and Techni- that have been identified as potential tar- cian Jennifer Sanderson. This unit pro- gets for terrorism due to their size, occu- vides training for building occupants in de- P pancy use, etc.; the resulting improved veloping emergency procedures as well as employee actions during workplace emer- R training in those procedures, portable fire gencies will result in fewer and less severe extinguisher training, etc. The increased E employee injuries and less structural dam- workload is the result of Homeland Secu- age to the facility. V rity mandates that facilities considered Improvements of tracking and expediting target hazards, i.e. hospitals, prominent E our workload. high rises, schools, etc., receive training N The above efforts are in addition to our con- from the Denver Fire Department. T tinued focus on our primary mission: to pre- One Division promotion in 2011 calls for spe- vent and eliminate the incidence of fire and cial recognition. Former Technician Rodney I explosions, and their associated injuries, Sherrod, inspector in the Warehouse Inspect- O deaths, property damage, loss of business, N

10 D ion Unit, was promoted to the rank of Lieuten- Fire Chief Protection Engineer David Clark, I ant and assumed command of the Warehouse ensures that built-in safeguards such as fire V Inspections unit. His experience and expertise and smoke alarms, sprinkler systems, smoke in warehouses are invaluable and he has since control systems, radio enhancement systems, I developed a training program to pass on his and emergency communication systems are S knowledge to others. designed and installed properly to help pre- One of the greatest challenges we faced was vent fires from starting and to limit the I spread of fire and products of combustion to fulfill our daily obligations to customers and O Department members while simultaneously should fire occur, and to enable responding investing sufficient resources to permit the firefighters to effectively manage fire inci- N dents. Division to meet long-term goals. This difficult balancing act is even further complicated by Every hostile fire requires an initial heat the City’s growth and Division activity and resource, an initial fuel source, and something 2 sponsibility in the form of plan review and in- to bring them together. That something spection for Federal and State of Colorado fa- nearly always has a human component, usu- cilities as well as the cities of Glendale, Skyline ally an immediate act or omission that brings F and Sheridan. heat and fuel together or the delayed effects I The Denver Fire Department’s Fire Prevention of an error in design or installation. The Fire R Division is involved with all activities that de- Prevention Unit uses the three components crease the incidence of uncontrolled fire and of heat, fuel and human error as a framework E the safety of those who occupy the City’s for fire prevention. The Division’s Fire Pre- structures. Fire prevention methods used by vention Unit has been remarkably successful the Denver Fire Department focus on inspec- at keeping the brakes on the City’s annual fire P tion, which includes engineering and code en- loss in commercial properties, maintaining R forcement and public fire safety education. low fire loss figures through action on the heat source, the fuel source, and the behav- E Inspection, including enforcement, is the legal ior that brings them together. This success is means of discovering and correcting deficien- the result of targeting efforts toward all three V cies that pose a threat to life and property components rather than just one. from fire. Enforcement can be a simple “order E The Denver Fire Department conducts annual to comply”, where pursuing a legal path is the N last resort, or it can be a process carried out fire safety inspections of nearly 26,000 com- over many months while working closely with mercial properties, a large percentage of T which require at least one follow-up inspec- a company on a phased program of compli- I ance. Good engineering by the Division’s Fire tion to ensure compliance. Many require Protection Engineering Unit, supervised by several re-inspections and, often, court ap- O N

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I pearances. Operations Division personnel acceptance testing of all fire safety systems, and V conduct approximately 80 percent of these licensing of the installers of all safety systems. inspections, with the Fire Prevention Unit re- Fire Prevention is also responsible for informing I sponsible for the remainder—properties that and instructing the general public about the dan- S require greater technical knowledge to in- gers of fire and about fire safe behavior, provid- spect. Fire company fire inspection proce- ing training on development of emergency pro- I dures include conducting building surveys, cedures and evaluating emergency evacuation O correcting common problems concerning life- procedures. safety conditions, verifying that all hazardous In all these efforts, the Division strives to create N processes/operations have been approved by and maintain positive and productive partner- Fire Prevention personnel and have current ships with the City’s business, commercial and permits, locating fire hazards, and directing design/development communities. 2 the property owner or business owner to cor- The Fire Prevention Unit is divided into four ma- rect the violations to obtain compliance. The Fire Prevention Unit is continually called upon jor sections based on occupancy use or specific F to assist Operations Division inspections or to activity: assume responsibility for inspection of a prop- I The Special Inspections Group, led by Assis- erty to control hazards, or to educate and mo- tant Chief Steve Linquist and assisted by Lieu- R tivate occupants on rules of fire safety. tenants Mike Berlin, Shawn Lord and Scott E Referrals Responded to During 2011* Buccieri (occupancy licenses, business licenses, systems acceptance testing and spe- Referring Party Number of Referrals cial events/assembly occupancies). Operations Division 417

P City Council 61 The Institutions/High Rise/Emergency Proce- Residents/Citizens 244 dures Group, led by Captain Derek Warlum R Federal Agencies 12 and assisted by Lieutenants David Tade, State Agencies 23 E Quentin Schamber and Debra Thorson. City Agencies 86 V Business owners/Managers 43 The Hazardous Materials/Flammables Group, *Initial inspections only. Number does not reflect re-inspections. led by Captain Don Randolph. Captain E In addition to annual Fire Safety inspections of Randolph was assisted in 2011 by Lieutenant N commercial properties, the Fire Prevention Roy Johnson, who serves also as the City’s Unit is responsible for a wide range of fire- Hazardous Materials Coordinator and the T related regulations, including reviewing con- City’s representative on State and Federal I struction plans for new and remodeled build- hazardous materials committees with Lieu- ings, issuance of fire safety permits, approval tenant Tom Pastorius. Division Fire Protec- O of occupancy permits and business licenses, tion Engineer J. D. Lanz, P.E., whose know- N

12 D ledge of hazardous operations and handling, storage and manufacture of hazardous substances I is well respected throughout the industry. V The Fire Protection Engineering Group, led by Chief Fire Protection Engineer David Clark and assisted by Fire Protection Engineers, George Morkovin, Brad Emerick, J.D. Lanz, Tony Caro I and Brian Lukus. This group provides review of all design documents for new construction S and renovation, conducts technical inspections, provides emergency response to incidents that have the potential for structural collapse, conducts acceptance testing of complex I safety systems, and provides technical training to Division and Department members. O

Fire Prevention Unit—2011 Activity 2

Description Number F Construction plans reviewed* 8200 I Inspections conducted** 5101 Order Notices Issued 3714 R Court Summonses Issued 225 E Fire Safety Permits Issued 1016 Occupancy Permits Issued 418 P Business Licenses Issued 322 R People trained in emergency procedures 1899 System Tests completed 1727 E *Includes federal, state, Glendale, Skyline, Sheridan, and Denver Public School facilities V **Initial inspections only. Number does not reflect re-inspections. E N T I O N

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I The Technical Services Division, under the The HVAC system for station 2 has been re- leadership of Division Chief Steve Garrod, pro- commissioned to provide better efficiency V vides a wide range of logistical services for the at a cost of $35,000 which was also funded I Fire Department. The Division is made up of by the Sustainability/Energy Conservation S Facility Maintenance and Management, Fire Fund provided through the City and County Dispatch, Fleet Management, the Line Shop, of Denver Department of General Services. I Quartermaster and Warehouse. Each of these Fire Station 10 received and had installed a O groups provides vital services that, when per- new boiler at the cost of $45,000.00 which formed correctly, are invisible but invaluable N was also funded through the Sustainability/ to the seamless operation of the entire De- Energy Conservation Fund through the City partment. and County of Denver Department of Gen- 3 The Facility Maintenance section of the Den- eral Services. ver Fire Department Technical Services Divi- The roofs at stations 17, 22 and 27 were sion is responsible for maintaining 766,000 replaced while major roof repairs were T square feet of property and 270,000 square completed at stations 8 and 19. feet of building space at 33 different locations. E Stations 3, 4, 13 and 16 received concrete The 2011 budget for Capital Improvements C replacement. was approximately $870,000.00. Capital Im- H provements include major upgrades to DFD New countertops were purchased and installed at stations 8 and 27 while bath- N facilities such as: HVAC improvements, kitchen and bathroom remodels, concrete re- rooms were remodeled and completed at I placement, roof repairs, and window replace- stations 7, 18, 19, 20, 21, 28 and Headquar- ters. C ment. New rubber flooring was installed at Sta- A Capital Improvements (CIP): tions 1, 8 and 19 while carpeting was in- L Infrared Radiant Heating systems were installed in a few offices at Headquarters. In stalled in the Line Shop and at fire stations addition to this project, a new epoxy floor

10, 13, 16, 20, and 21 utilizing CIP funds, was installed in the kitchen at fire station S whereas stations 7, 16, 19 and 27 were 26. completed with grant funding from the E Sustainability/Energy Conservation Fund An EECBG grant for approximately $40,000 R provided through the City of Denver De- was obtained to upgrade lighting fixtures partment of General Services at a cost of for stations 3, 4, 7, 8, 10, 13, 14, 15, 16, 17, V $22,500 per system. 20, 21, 22, 27 and 30. I C E S 14 D

The Facility Maintenance budget was approxi- including: transmission, diesel engines, fire DI mately $405,000.00 for 2011. Facility Mainte- pumps, aerial ladders and vehicle suspensions. IV nance issues are the everyday repairs needed Additional tasks for us include vehicle preven- to keep the DFD facilities operating efficiently tive maintenance, fire pump and aerial ladder VI and comfortable such as: testing and certification. Given the large size S and weight of today’s fire apparatus and the I Emergency HVAC, plumbing roofing and I garage door repairs. very strenuous demands placed on that appa- S ratus during 100,000 plus annual emergency O Major appliance replacement or repair. responses, each year we spend a substantial I N Pest and rodent control. amount of time keeping up with unscheduled O wear and tear breakage items. In addition to A new Line Shop building was purchased at the 76 units in our heavy fleet, we also manage N 4640 Lipan St. for $925,000.00 which required 3 and maintain a light vehicle fleet made up to some significant remodeling and HVAC up- 125 various administrative and support vehi- grades. It should also be noted that in 2011, cles. 2 cell sites were added to the communications T towers at stations 28, 29 and 30. We also staff a well equipped mobile service E vehicle that takes care of problems in the field F to maximize the time that our crews can be in C FLEET MANAGEMENT service and also minimize unnecessary travel HI Denver Fire Department Fleet Management is by not having our heavy vehicles run to our NR comprised of one Master Mechanic, one Assis- shop with minor problems. Some of our lesser tant Master Mechanic, fourteen Mechanics known, but equally important jobs include IE and two Career Service Authority employees. maintaining, repairing, and recertifying all of C Our highly experienced and skilled Mechanics the Department’s numerous and diverse as- proudly perform all aspects of repair and sortment of rescue tools and breathing appara- PA tus. We operate a well equipped machine and maintenance to all equipment and vehicles RL utilized by the Denver Fire Department. In fabrication shop which is critical in preparing addition to our duties within the Department, new vehicles for service, keeping old vehicles in E service, and even to this day allows us to we also provide assistance when needed to VS other Denver City and County agencies such manufacture certain specialty rescue tools and E as; FEMA/Colorado Task Force One and Re- equipment for the Department that are not E available elsewhere. This is simply a good sam- gional Wildland Firefighting efforts. On any NR given day, you will find Denver Fire Depart- ple of what we do on a daily basis. V ment Mechanics performing a variety of tasks DFD Fleet Management operates on a normal T such as vehicle component rebuilding, I I C O E N S 15 D

I Monday through Friday schedule but is on call unication Center includes 911 Call Takers, Police V twenty-four hours a day to address any issue Dispatchers, Denver Health Medical Center EMS that may arise to ensure that our firefighters Dispatchers and uniformed Fire personnel. Denver I and the citizens of Denver are properly pro- 911 handled approximately 1.5 million phone calls S tected and that the citizens and guests of Den- in 2011. Of these calls, the Denver Fire Dispatchers ver receive the high level of service they de- processed over 100,000 calls for assistance. I serve. Denver Firefighters staff the Fire Dispatch positions; O A long standing goal of DFD Fleet Management they are all sworn, uniformed Firefighters. The staff N has been to cooperate with the City in its effort consists of four Lieutenants and 16 Firefighter/ to operate in an environmentally friendly and Dispatch Technicians assigned to four shifts, each

sustainable manner. In 2011, DFD Fleet Man- working a modified 24-hour work schedule. 3 agement was able to replace five 20+ year old Fire Dispatchers are responsible for interacting with environmentally “dirty” fire apparatus with new the public through emergency and non-emergency emission compliant fire apparatus. These new T phone calls; dispatching all fire units, tracking all apparatus feature state of the art safety fea- Fire Department related radio communications and E tures. The features provide additional protec- operating other emergency warning systems lo- tion to our firefighters, while enhancing the op- C cated within the center. One additional Lieutenant/ erational effectiveness creating a safer environ- System Analyst along with employees from other H ment for our citizens. We continue to strive to agencies maintain the City’s Computer Aided Dis- lessen our environmental impact through opera- N patch System (CAD). A Captain is responsible for tional, procedural and equipment improve- the day to day administration, operations, schedul- I ments. ing of firefighters, training, and testing of Fire Dis- C There are 375 NXG@ 4500 psi air packs, over patchers. An Assistant Chief has the overall com- A 1000 regulators and air cylinders in the system. mand responsibility of the group as well as working Annual testing, certification and repair of this closely with the entire Combined Communications L equipment continue to it service. Some of this Center leadership team to maintain and operate the equipment is nearing the of it its useful life. Denver 911 Center. Through grant funds, a portion of this equip- S LINE SHOP ment will be replaced sometime in 2012. E The Line Shop’s primary function is to provide main- Any time you see a Denver Fire Department ve- tenance and repair support for the Denver Fire De- R hicle in action or a firefighter utilizing a rescue partment’s electronic and electrical systems. Also, tool, you can be rest assured the DFD Fleet V technical support is provided to the Office of Emer- Management has done its job well. gency Management in the maintenance and repair I FIRE DISPATCH of Denver’s emergency sirens and facility support at C The Denver Fire Department Dispatch function the Combined Communication Center. This support is provided in a manner that has a positive impact E is part of “Denver 911.” The Combined Comm- S 16 D on capability and minimal impact on opera- “Trouble Runaways” from a customer’s FACP. DI tions. In addition, the Line Shop designs and Upgraded DFD Voc-alarm software at the fire IV implements special one-time projects to up- stations as part of a computer upgrade. I grade and enhance fire technical systems. Provided electrical installation for the re- V Listed below are some of the non routine model of the Fire and EMS work stations S tasks performed in the last year. I at the Combined Communication Center. I 2011 Line Shop Accomplishments: During the renovation, the Line shop had S O Replaced and standardized all fire station two to three electricians / technicians I control systems. Some computers and working daily to ensure project was com- N pleted on schedule. O control circuits were more than eighteen years old. The new system will function 24 Replace the voc-alarm audio and trans- N hours longer in the event of an extended mitter control system. 3

power failure. Installed hardware and software to allow 2 Replaced all fire station voc-alarm receive monitoring of all fire stations’ power T radios with ones that are capable of re- status and provide error alarms to Dis- ceiving the new narrow band transmis- patch as required by the ISO. E F sions. Some of these radios were more Assisted in the installation of new com- C than twenty-five years old. munications towers at stations 7 and 29. HI Replaced the last five Nife fire station Continued the conversion from the old NR power supply/chargers. They were ap- firebox system to the AES firebox system. E proximately 30 years old and prone to fail- In 2011, one hundred forty-eight facilities’ I ure. Firebox systems were replaced. The pro- C Replace all mobile computer terminals and ject is expected to take three years and PA their associated docking stations. must be coordinated with the four- Installed hard wired access points in all fire hundred plus firebox users. RL stations for the Inspection Tablet program. Relocation of Line Shop from 1350 Elati to E its new permanent home at 4640 Lipan Created the DFD Radio Status Monitor Sys- VS tem for Dispatch to replace the one the with minimal disruption of service to the E radio system vendor stopped supporting. DFD. E Assisted in the installation of a new secu- R Upgraded the DFD Firebox Interface soft- N rity and camera system at the Combined ware to include a “Nuisance” feature so V T the dispatchers are not inundated with Communication Center. I I C O E N S 17 D

I Set up a conference room at the Combined Complete the conversion of Denver Fire V Communication Center with power, data, voc-alarm system from wide band to nar- and radio antennas to Ham Operators in row band per FCC rules. I the event of an emergency where normal Complete and activate the installation of S communications have failed. the microwave data link from the Com- I Support TS as they begin full support of bined Communication Center to stations 1, the Tablet based inspections. 6 and 20. O A member of the Line Shop has earned Improve management and tracking of li- N their Comm-L certification for leading censes for central stations and central sta- communications interoperability environ- tion operators. ments. 3 Upgrade DFD Voc-alarm software to ac- Assisted TS with installation of new Edge cept real-time rig status changes from the

network switches in all fire stations. DFD RSM software and display rig status T Developed modification to radio vehicle on the DFD Manual Dispatch program so that rig status changes happen automati- E chargers to repair them after mountings have stripped out, currently saving over cally when CAD is down. C $90 per charger, over 100 chargers per Add POP-UP reminders for Dispatch and H year. provide synthesized voice for daily an- N Implemented the Department’s online va- nouncements. cation pick process and integrated with Upgrade AES server software to include a I Telestaff. time service reference. C Added one new staff member to the Line Upgrade the DFD Manual Dispatch soft- A Shop. ware to allow dispatchers to create a “RUN” so it can be tracked and the appro- L Goals for 2012 priate fire stations will automatically be Continue to provide professional repair keyed, display the run text to be spoken, and maintenance of Fire Department tech- S and generate real-time synthesized dis- nical infrastructures. patch audio. E Complete transition from old radio firebox Upgrade the DFD Firebox software (SARA). R system to the new AES system. The number of fireboxes will increase from the Convert and upgrade the electronic system V original 408 facilities to over 500 facilities from 24 to 12 volt in the last five fire sta- I when complete. tions with the old 24 volt equipment. C E S 18 D

Evaluate/implement Ipads as a replace- new system will be a paradigm shift in the way DI ment for tablet based inspections. that we order uniforms. As with any imple- IV Develop process for accessing pre-plan mentation of a new program there will be I data on the mobile computer terminals. some growing pains, and adjustments will be V needed to tweak the program for improve- S Develop and implement process for DFD ment. The new Quartermaster System will be I members to be active in Kronos. I overseen by Captain Craig Carter, with assis- S Add up to two new members to the Line tance from Scott Schneider and James Harris O Shop due to forecasted retirements. (Career Service Authority) at the Warehouse. I N QUARTERMASTER In the past, the Denver Fire Department had O an annual dollar allotment for each member. Uniforms N Members were allowed to spend that allot- 3 In April 2011, a committee was formed to ex- ment at their discretion, on an as needed ba- plore potential solutions to the problems en- sis. The allotment, if not spent, was lost and 2 countered with current methods of providing not available to the member for later use. T uniforms to the personnel of the Denver Fire This encouraged the members to spend their Department. This committee was a joint part- E maximum allotment annually. Through re- F nership between the Denver Fire Department search, the committee found numerous varia- C and City and County of Denver Purchasing Di- tions of the Quartermaster Systems in place. HI vision. Members of the committee were As- The committee’s suggestion was to utilize a R sistant Chief Mark Ruzycki, Assistant Chief point system that accrues to a maximum after N Ryan Nuanes, Captain Brian Norton and Jes- three years. This type of system allows the IE sica Sizemore from the Purchasing Division. member to have access as needed throughout C Goals of the committee were to develop a sys- the year, as well as save up or bank points for tem that would provide cost savings and im- later requests and bigger ticket items. PA prove efficiency, customer service and prod- Safety Gear uct selection. RL The other component of the Quartermaster The research conducted by the committee in- E program is Safety Gear. Safety and safe gear dicated that a Quartermaster System would S are the highest priorities of the Quartermaster V best suit the Denver Fire Department by meet- Program. Safety Gear responsibilities include E ing all of the above goals. Quartermaster sys- E Bunking Gear, Helmets, Hoods, Structural Fire- tems are common place in Fire Departments R fighting Gloves and Structural Firefighting N throughout the country, both locally and na- Boots. Specifications and procurement for V tionally. The Denver Police Department has T safety gear are a joint partnership between this type of program already in place. This I the Denver Fire Department and the City and I C O E N S 19 D

I County of Denver Purchasing Division. The Managing annual inventory processes. V largest segment of Safety Gear is specifically Ensuring proper accounting data for track- the Bunking Coat and Bunking Pant. Accurate I ing and payment purposes. record keeping is paramount. Advanced Pro- S tective Tracking, a software program for re- Issuing warehouse budget reports on a cord keeping of bunking gear, has been set-up monthly basis. I and updated to accurately reflect which Fire- Distributing Protective equipment reports O fighters possess which gear. Maintaining ac- distributed as requested. curate record keeping is a continual process. N Ensuring sufficient levels of inventory WAREHOUSE items are maintained at all times. The DFD Warehouse operations include the Managing, auditing, and tracking City bids 3 distribution/financial functions for requisi- to ensure proper distribution of costs to tioned items or specialized orders distributed the fire houses. daily to fire stations and support facilities. In- T Participating in special projects such as ventory items include specialized firefighting bunking gear grants, preparing reports and E tools, office supplies, medical equipment, pro- processing special orders. C tective equipment, and household supplies. The Warehouse also provides backup supplies Processing protective equipment requests H and support for major incidents. (bunking gear, boots, hoods, goggles, etc.) and distributing as required (i.e. helmets, N Warehouse responsibilities include but are not fire gloves). I limited to: Addressing vendor inquiries. C Management of overall warehouse operations in procurement and distribution of Pulling fire house reports as required. A supplies, material, parts and equipment. Managing MSDS sheets and ensuring com- L Distributing proper allocation of costs to pliance with safety regulations. assigned locations. Pulling orders for distribution for the following day. S Reconciliation of Central Services orders. Daily receiving and distribution of sup- E Updating and the distribution of annual warehouse catalog. plies/equipment to firehouses and support R facilities. Ordering special equipment. V Transportation of non-inventory items Development of procedures to assure in- upon request. I ternal controls. C E S 20 D

Transportation of expired files to Fire De- Goals for 2012 DI partment File Storage Facility. Our goals for 2012 are to: IV Surplus coordination and assistance with Continue what has been started in the Quar- VI special orders. termaster Program by continuing to provide S Participating in annual inventory count. cost savings and customer service for the Fire- I fighters of the Denver Fire Department, con- I Processing of equipment returns upon S tinue to keep accurate records and tracking member retirement/separation. O for the bunking gear. Additionally, on an as I Distribution of protective equipment. needed basis, to replace old bunking gear with N O Uniform recycling program. new gear/sets in order to honor a grant for 262 sets of gear, and continue to operate ef- N Central Services orders (Printing, Business fectively and efficiently at the Warehouse. 3 Cards, etc.)

Emergency delivery of supplies/equipment 2 to firehouses, support facilities, major fires T

or special events. E Daily maintenance and upkeep of ware- F C house truck and warehouse facility. HI 2011 Accomplishments NR The Quartermaster Program for the Denver Fire Department was created and established. IE This program will provide cost savings for both C the Denver Fire Department and the City and County of Denver. It will also provide better PA customer service to the Firefighters of the RL Denver Fire Department. Advanced Protective Tracking, a software program for record keep- E ing of bunking gear, has been setup and up- VS dated to accurately reflect which Firefighter E possesses which gear. By fulfilling the above E listed duties, the warehouse continued to op- NR erate effectively and efficiently while taking V on the added responsibilities of the newly cre- T I ated Quartermaster program. I C O E N S 21 D

I The Administration Division provides overall Department and the Civil Service Commission as policy direction and management of the Fire they identify, select, and hire a workforce that V Department. It deals with contract manage- meets the operational needs of the Depart- I ment, staffing, labor relations, public educa- ment, demonstrating our commitment to diver- tion and media relations functions. The Inter- sity and providing an environment that culti- S nal Investigation Unit conducts inquiries into vates personal growth and opportunities to con- I internal and external complaints, professional tribute to the vision of a World Class City. conduct management and education, and Administrative Division Goals for 2012: O maintains relations with the Manager of The Administration Team, through trust, N Safety, EOC and the City Attorney’s Office. Information and data relating to staffing, pride, diversity, integrity and training will benefits and personnel records are managed continue to contribute to the Department’s vision of providing the highest quality pro- 4 in the Administration Division in coordination with the Manager of Safety Human Resources fessional services and to be recognized as a group. The Fire Investigation Unit identifies national leader in the fire service community by establishing realistic measurable A the origin and cause of all fires, collects evi- dence, interviews witnesses and suspects, aids goals for the upcoming year. D in criminal prosecution and maintains rela- Use of media opportunities to enhance com- M tions with the Denver Police Department, Bu- munication. The Administration Division of reau of Alcohol, Tobacco and Firearms, Fed- DFD is instrumental in examining and en- I eral Bureau of Investigation and the Denver hancing current intranet based features that N District Attorney’s Office. The OEM Liaison are now available for members to review maintains a position dedicated to both the their pay, schedules and assignments. For I OEM in planning, implementing and maintain- the year 2012 we will be working to provide S ing the Fire Department’s counterterrorism members with additional access to informa- and disaster policies and procedures including tion by developing the My DFD website that T documentation, coordination and certifica- will allow members updated access to their R tions. personnel records, training videos and policy The goal of the Administration Team is to communications. A demonstrate commitment to providing ser- Policy Review—The Administration Division T vices to all employees of the Fire Department will be reviewing all administrative policies in the areas of Professional Development, Em- I to assure accuracy and relevance and that all ployee Assistance, ADA, EEO, FMLA Manage- revisions will be communicated to members. O ment, Peer Support and Policy Review and Re-

vision. We contribute to the efforts of the N

22 D

Paperless Records Management—in accor- clients, partners, and other stakeholders, with I dance with the City Records Manager we excellence, innovation and integrity. V will be participating in the City-wide effort Safety HR was created to provide consistent to convert paper files and records to an and streamlined HR support services to the I electronic archive. Department of Safety which includes Fire, Po- S Internal Affairs—the Internal Affairs Unit lice, Sheriff and the Manager of Safety’s Of- will be examining ways to consolidate the fice. The Safety Fire HR staff supports over I investigative process to shorten the time 900 Fire retirees, 950 active sworn employees O needed for investigations while maintain- and 30 civilian employees. N ing the thoroughness required to achieve a Safety Human Resource Services fair and consistent process. Benefits & Retirement Programs Kronos—The Administration Division will 4 be working to implement the use of Interpret and inform clients of various Kronos timekeeping for all uniformed per- benefit and retirement programs. sonnel. This will be accomplished by tai- Liaison with CSA and other groups to coor- A loring Kronos components to provide dinate and implement wellness programs. members the information needed to verify Counseling and enrollment of medical, D their pay, assignment and hours. This will dental, vision, life insurance programs. M involve the continuing efforts in training and the monitoring of progress as mem- Counseling to both New and Old Hire retir- I bers begin to utilize the program. ees. N OEM— The OEM Coordinator will be work- Support to the Old Hire Pension Fund ing to increase the communication be- Board. I tween the OEM and specific Divisions of Employee Relations S the Department as it relates to trainings, Facilitate mediation and participate in events, responses and certifications T management of workplace dispute. needed to increase the capability of the R City’s response systems. Provide support for grievance, complaint and appeal resolution. A Department of Human Resources Coach and counsel employees and manag- T The mission of the Safety HR team is to pro- ers on a variety of personnel issues. vide world-class human resource services in I support of the Department of Safety, it’s Support for employee recognition programs. O N

23 D

I Policy Management Department of Safety Human Resources Accom- plishments for 2011 V Assist with Career Service Rule interpreta- tion. The Department of Safety Human Re- I sources. Liaison with CSA and other City groups to S resolve compensation issues and imple- Partnered with the Office of the Controller I ment job classification reviews. and the Denver Fire Administration Division to implement and bring online the Kronos Partner with agencies for the development O Timekeeping system for uniformed employ- of Performance Evaluation Plans (PEPs), ees. N Performance Evaluation Plan Reports Partnered with the Risk Management, Local (PEPRs) and Performance Improvement Plans (PIPs). 858, the Denver Fire Training Division and 4 Kaiser Permanente to successfully promote Leave Administration the Denver Fire Wellness Initiative. Facilitate the interactive leave process. Partnered with Risk Management to com- A Certify and counsel employees to be plete the Train the Trainer and receive certi- D placed on Family and Military Leave. fication to conduct Defensive Driving for Records Management Denver Fire which has resulted in 100% M training for the Fire Prevention Division and Collect and process new employee paper- CSA employees. I work. During the 2012 Health/Open Enrollment N Process employee actions (new hire, pro- Fair three hundred twenty (320) Retired and bation, demotion, resignation, termina- I Active (Civil and Career Service) members tion). S participated. Training & Development Over two hundred (200)members received T Develop and implement individual and flu shots. professional development programs. R Processed fifty-five (55) post-retirement ap- A Liaison with CSA and other City groups to plications. provide access to training and education. T Conducted quarterly educational seminars Facilitate and conduct orientation for new to inform member of retirement options. I Academy classes. Facilitated and conducted orientation for O Conduct Required Defensive Driving Class two (2) Fire Academy classes. for Civil Service members. N Conducted ongoing E-Performance training-

for Supervisors and Managers.

24 D

The Safety and Training Division has a primary ducts initial driver certifications, and serves as I responsibility of providing for the safety, train- a resource for the District Driving Instructors. V ing and wellness of the members of the De- The Driver Coordinator is also responsible for partment. We will do our best to promote researching issues relevant to fire streams, I their health and safety while enhancing their pumping and aerial operations. The Driver S ability to perform at the highest, most profes- Coordinator helps in supporting the Engineers sional level. test, serving as an SME, and developing yearly I The Division Staff includes: Engineer training programs. O Training Chief—The Training Chief man- Wellness Fitness Officer—This officer is N charged with promoting the wellness fit- ages the Academy and the drill ground. Sets policy for and coordinates drill ground ness initiative developed by the IAFF and usage, in concert with the assigned Aurora the IAFC to the members of the organiza- 5 tion within the economic and logistical pa- Chief. This assignment is also responsible for managing cadets and light duty person- rameters of the Department. The goal is S nel assigned to the Division. to provide an ongoing comprehensive wellness program that strives to improve A Recruiting Captain— The Recruiting Cap- physical fitness, health, and wellness tain’s position is new to the Training Divi- through enhanced education, research, F sion. This position is responsible for work- and training in an effort to minimize inju- E ing with Civil Service as well as with the ries, enhance job performance, and pro- T other Department of Safety organizations mote an overall healthier lifestyle. This is to recruit the very best candidates for the accomplished, in part, by acting in partner- Y Denver Fire Department. The Captain is ship with the Union’s wellness representa-

also the Safety Cadet Coordinator for the tive and outside resources including Occu- Department. pational Health, Kaiser Permanente and & Drillmaster Captain— The Drillmaster is Risk Management. The Wellness Fitness responsible for coordination of all training Officer is also responsible for the coordina- for new recruits, along with coordinating tion of the Department’s Peer Fitness T outside agencies’ training and generating Trainers. The Wellness Fitness Officer is R revenue for the Academy, as well as in- charged with coordinating the mentoring A service instruction. and administration of the Department’s CPAT testing program in collaboration with I Driver Coordinator—The Coordinator in- the Civil Service Commission and the Re- vestigates accidents and facilitates the N cruiting Office as well as coordinating the Drivers’ Review Committee. In addition, continued mentoring / conditioning pro- I this Engineer instructs new recruits, con- gram throughout the Recruit Academy. N G

25 D

I Training Officers— In this Division the and philosophy. This program now brings to V Training Lieutenants and Technicians con- the members video training online that maxi- duct the main work of the Division. This mizes our members’ time and scheduling. The I includes, but is not limited to, developing, benefits of this new type of training saves fuel S organizing and training our members. costs, wear and tear on apparatus and keep the fire companies in-service and able to re- I Training Technician— The Technician’s position requires the ultimate in versatility spond in the districts. O and people skills to provide logistical sup- National Fallen Firefighter Foundation—the N port to the entire Division. This position Denver Fire Department has been selected to also provides instruction and education to partner with the National Fallen Firefighter

recruits and Department members. Foundation to produce a documentary and 5 2011 Accomplishments: leadership training to help reduce line of duty injuries and firefighter deaths. Our Training

Recruit Training—The Training staff con- Division will spearhead this task. We have S ducted two full Recruit Academies during completed the “Train the Trainer” portion and 2011. A are ready to implement the training not only Captain’s ODP class delivered— The Train- to our Department but also regionally. F ing Chief planned, developed and imple- Goals for 2012: E mented a Captain’s ODP using the resources within our Department. Operational in-service training incorporat- T ing Big-box/Warehouse strategy and tac- Fire Ops 101—the Training Division and Y tics. Local 858 hosted the Fire Ops 101 mini The Training Division will bring in recog- academy for City dignitaries and local media. This was an opportunity to educate nized leaders/experts in the fire service to & our guests while enhancing our inter- speak and teach about cutting edge tech- agency relationships. niques. T Micro Trainings and Website Develop- Utilizing experts from within our Depart- ment—The long overdue ability to bring ment, the Training Division will deliver R training to the Department via the internet classes open to outside agencies to share our knowledge and expertise. A has arrived. The Drillmaster Captain has I spearheaded this new technology-based The Training Division will begin to teach training. It will help our Division as well as the class “Leadership so Everyone Goes N the Department achieve training goals Home” for not only the Denver Fire De- I much more efficiently. We have imple- partment but other departments region- mented the new micro-training program ally and nationally. N G

26 D

Complete the documentary showcasing I the Denver Fire Department that accom- V panies the “Leadership So Everyone Goes Home” mission. I The Training Division will provide Officer S Development Certification for Chief Officer I as well as Lieutenant O N

S A F E T Y

T R A I N I N G

27 D

I The Denver Fire Department Aircraft Rescue 6 received two new 4500 Aircraft Rescue Osh- V Firefighting (ARFF) Division is responsible for kosh Strikers. These 4500 Strikers are 8WD, providing emergency services and all associ- carry 4,500 gallons of water, 600 gallons of I ated administrative functions at Denver Inter- foam, 500 pounds of Purple-K dry chemical S national Airport and the immediate outlying extinguishing agent, and are equipped with I areas. The Division has an authorized strength 1200 gpm turrets. The are outfitted with first of 100 uniformed personnel to protect what is rate firefighting systems that include top of O the 5th busiest airport in the United States the line GPS navigation, state-of-the-art radios N and the 11th busiest in the world. and apparatus mounted infrared cameras. With a landmass of 53 square miles, popula- Each ARFF apparatus is staffed with two firefighters. The Strikers weigh 124,000 pounds 6 tion of over 30,000 regular employees and, last year, over 53 million visitors, DIA is often fully loaded and their 950HP engines have the

referred to as a city in and of itself by the peo- capacity to go from 0 to 50 mph in 35 seconds. D ple who work there. The Denver International Airport ARFF Train- E A Fire Division Chief works as a liaison being Academy is managed by an Assistant Chief. On his staff are an Executive Assistant (CSA), a N tween Airport Operations and the Department of Safety. There is an Assistant Chief handling Training Technician, a Fuel Inspector and a V day-to-day emergency operations and associ- contingent of Adjunct Training Instructors. A E ated administrative responsibilities and 24 to- Fire Prevention Technician is also housed at the ARFF Training facility. In addition to pro- R tal company officers, engineers, and firefighters on duty every day staffing, two structural viding training and certification to DIA fire-

firefighting companies, seven ARFF vehicles, fighters, the Academy is marketed to local, I and a Special Operations response unit. A Ca- regional and national airports to provide joint training and certifications. The Academy facil- N reer Service Authority (CSA) employee provides executive support to the Division Chief. ity has a state-of-the-art aircraft crash simula- T tor, drill ground, multiple classrooms, ARFF 35 Firefighters in the DIA Division are trained E apparatus, breathing equipment, and a full to the Hazardous Materials Technician level. cache of tools and equipment. The DIA ARFF R They act as a strike team to provide early in- Academy is one of a limited number of train- N tervention and supplement the Haz-Mat Team ing centers in the U.S. which is certified to is- from the Operations Division. On average the sue Airport Firefighter accreditation from the A DFD/DIA Special Operations Team responded International Fire Service Accreditation Con- T to seven incidents per month in 2011. gress. I Due to the isolated location of the airport, DIA A 4WD 1500 Striker is stationed at the ARFF companies are not utilized in the response to O Training Academy. This training apparatus any other City incidents. In June 2011 Division N A L 28 D has an interior that is identical to the 4500 cycle. I Striker’s. This feature allows the ARFF Train- Developed specifications for three new Al- V ing Academy to use it for crew training and pha Rigs to be purchased in 2012. I familiarization and prevents taking a front line apparatus out of service for training. 2 ARFF Strikers were accepted and placed S into service. The Division responded to an average of 200 I Completed an airport-wide installation of a incidents per month that included at least two O monthly aircraft emergencies. In 2011 the Di- No-Smoke Diesel Exhaust Removal system N vision also responded to one under water on all apparatus which prevents firefighters Team response and one minor aircraft crash. from being exposed to and/or living in areas contaminated by exhaust emissions. The Denver Fire Department at DIA works 6 Along with Airport Operations, two of our closely with the Airport Operations Division to coordinate preparedness and response for Assistant Chiefs spoke and presented at an D both airside and landside emergencies. Close FAA Conference. working relationships with the DIA Planning & Held a full scale exercise. E Development, Engineering, Maintenance, and N Business & Technologies Divisions is also es- V sential to the successful partnership that we 2012 Goals: have with the Department of Aviation. Finish equipping reserve apparatus so that E all reserve pieces are in a ‘ready” state. R 2011 Accomplishments: Establish a system for tracking FAA Advisory Circulars and overlaying them with regula- Developed Part 139 Fueling Training pro- I tions to ensure we are maintaining all re- gram for DIA fuelers. quired FAA standards. N Completed the relocation of all Airport Determine replacement cycle for training T training records including FAR 139 training facilities and equipment. E and IFSAC training to date into FIREHOUSE. Develop a plan/budget for replacing the R Built system to assure all special opera- aircraft simulator at the ARFF Training Cen- tions training is completed and docu- N ter. mented. A Begin planning for additional firehouse and Subjected all DFD/DIA facilities to energy structural apparatus. T audits and created improvement plans I based on audit feedback. Complete the Striker/ARFF apparatus replacement program which includes accept- O Established a long term fleet replacement ing and placing four (4) more fire apparatus N A L 29 D

I into service (3 low profile S and one full size Create computer based Operations and V Class A Engine). Technician level hazardous materials training courses. I ARFF Training 2011 Accomplishments: Create a state-of-the-art 3-dimensional S Designed and delivered a comprehensive, hands-on, ARFF agent delivery course that fire prop. I has given DFD/DIA members practical ex- Provide DFD/DIA supervisory personnel O perience, and a greater understanding of with at least three managerial themed N delivering extinguishing agents under real- training courses. life conditions. Complete redesign of X class (ARFF) driver Trained over 800 outside agency firefight- certification program and associated re- 6 ers, flight personnel, municipal workers, cord keeping program.

and others in a number of fire and safety D related topics.

E Created a unique special operations training program that effectively addresses N DFD/DIA target capability needs, available V resources, and operating environment.

E Created a comprehensive FAA training and

R record keeping system that has been held up by the FAA as an example of best prac- ACKNOWLEDGEMENT FROM THE EDITOR

tices to other airport emergency service The Technical Services Division would like to I agencies and providers. thank all of the Denver Fire Department’s N Completed a multiphase Driver Enhance- Chiefs for their continued assistance in mak- ing this report possible. And a special thanks T ment Vision System (DEVS) training program, affecting all DFD/DIA members. to Mike Stutz for his assistance with the sta- E tistical data, Clayton Waddell for his technical

R assistance and Kim Coleman for proof read- 2011 Goals: ing. Without their assistance this report N Train and deploy nine DFD/DIA rope res- would have been difficult to complete. A cue instructors to provide support and ad- T vanced rope rescue training to DFD/DIA Respectfully, I members. Martez Johnson O Develop and offer special operations training courses to outside agency personnel. Editor N A L 30 2

2nd Alarm Fires 2 0

3rd or Greater Alarms 6 1

Total Alarms 89211 1

Structure Fires 733 A Other Fires Within Structures 21 N Vehicle Fires 258 N Other Fires 44 U Total of Above 1056 A Other Fires 1015 L All Fires 2071

Over Pressure Ruptures 38 S

Medical Calls 48340 T A Auto Accidents 7852 T Other Rescues 3501 I Hazardous Conditions 2653 S Service Calls 3412 T Good Intent Calls 10147 I Malicious False Alarms 659 C System Malfunctions 2485 S Other False Alarms 5823

Community Service 696

Other calls 2538

0 5 1 2

41 47 68 65 35 971

720

1540

111 153 158

181

E36

1 0 8 0 9 2

14 93 66

434 642

1406

192 142 208 133

E32

0 0 1

0 0 0 0 0 0 0 0 0 0 0 1 0

E31

0 1 0 9 0

50 52 19 39 70 30 42

284 386 595

E30

0 7 1 0

38 46 29 43 82

590 738

1257

119 132 115 102

E E29

1 3 1 0

35 39 73 29 32 21 85 61 58

585 687 983

E28

3 3 2

50 15 69 99 51 62

1166 1557 2395

290 259 206 193

E27

3 0 1

17 94 37 71 40

G 74

1254 1593 2465

301 262 232 173

E26

1 3 0

77 10 93 22 74 66

1593 1810 2606

195 268 173 122

I E25

3 4 0 1

54 59 25 86 86

1341 1711 2617

344 309 176 190

E24

4 3

N 0

84 18 68

2464 3125 4242

109 369 289 120 438 147 238

E23

1 0 1

45 12 57 51 60 63

1493 1913 2720

368 290 176 161

E E22

3 7 0 2

48 56 65

591 893

1648

177 123 102 164 178 190

E21

0 4 2 7

64 25 96 76

2402 2908 4521

497 119 597 193 282

E20

0 0 2

11 83 99 79

C 72

2451 2905 4150

324 128 429 326 232

E19

0 8 0 1 5

14 22 52 40

1014 1214 1761

194 200 129 114

O E17

3 7 0 2

57 67 16 99 55

1018 1435 2368

399 327 190 196

E16

6 5 3

M 0

77 88 98 58

1141 1810 2824

291 375 287 211 372

E15

1 8 3 0

73 85 99 69

1446 1947 2883

205 295 339 188 163

P E14

0 2 1

32 12 46 12 52 62

1293 1568 2282

262 245 177 134

E13

2 3 2

52 13 70 46 70 45

1780 2112 3069

284 362 205 206

E12

1 5 1

15 84 79

N 63

1932 2533 3769

485 115 104 481 168 321

E11

2 1 2

54 12 69 20 95 93

1454 1651 2589

175 336 182 163

I E10

1 3 0

36 15 55 20 93 33

955

1313 2063

332 228 170 182

E09

5 4

E 2

12 85

3327 3801 5530

104 123 361 109 113 643 305 460

E08

2 4 1 2

31 38 11 85 72

1324 1670 2434

312 134 123

S 333

E07

2 2 5

75 11 90 65 74

1077 1478 2857

201 195 332 334 485

E06

2 5 2 0

74 83 21 80 86

1302 1531 2595

208 341 227 247

E05

2 8 1 6

77 88 11 60 78

1696 1914 3354

201 505 345 348

E03

3 4 4

96 10 94 71

2656 3349 5248

113 388 303 586 353 682

E01

TYPE OF CALL TYPEOF Fires Structure in Fires Other Structure Fires Vehicle Fires Other FIRES ALL Pressure Over Ruptures Calls Medical Accidents Auto Rescue Other Calls EMS/ TOTAL RESCUE Condi- Hazardous tions Calls Service Calls Intent Good False Other Alarms Calls Other CALLS TOTAL

0 2 0 1

49 51 51 58 98

152 429 141 196 164

225 1137

TR27

0 1 0 0

67 68 21

344 278 643 114 182 209 400 268 1884

TR22

2 2 1 7

39 44 76

195 287 490 110 125 256 203

1304

TR9 T

3 2 3 4

80 79

104 112 186 180 532 452 664

2511 2781 4800

TR4

3 3 5 4

133 144 826 190 130 182 353 488 755 3109

1057 U

TR1

3 0 8 2 2

50 69

13 C

567 247 866 259 105 176 149

1637

T31

0 2 1 1

47 50 34 13 50

100 148 105 111 244 168 876

T28

2 4 2 2

71 79 37

198 178 415 115 153 156 276 196 1390

T26

3 7 7 2

124 141 863 186 159 199 239 234 242

1072 2286

T23

3 0 0 1

96 31

110 863 991 157 208 383 509 453

107 M

2811

T19

2 6 2 3

90 23

100 261 280 567 178 159 197 328 321 1850

T16

2 1 4 2

104 111 320 100 485 184 171 187 345 373

1857 N

T15

7 3 3

2 I

67 79 85

343 206 637 173 191 273 455 346

2154

T12 E

3 1 3 6

141 148 957 102 146 200 375 403 514

1155 2942

T08

0 3 3 1

44 50 69

486 126 142 755 101 105 148 120

1348

T02

TYPE OF CALL TYPEOF Fires Structure Structure in Fires Other Fires Vehicle Fires Other FIRES ALL Ruptures Pressure Over Calls Medical Accidents Auto Calls Rescue Other EMS/RESCUE TOTAL Conditions Hazardous Calls Service Calls Intent Good Alarms False Other Calls Other CALLS TOTAL

33 R

E TYPE OF CALL AL CLPSE HM1 HM3 RES UW1 S Structure Fires 12 0 308 1 357 0 C U Other Fires in Structures 0 0 7 0 7 0

E Vehicles Fires 0 0 8 2 11 0

Other Fires 0 0 5 0 5 0 &

ALL FIRES 12 0 328 3 380 0 H Over Pressure Ruptures 0 1 7 0 7 0 A M Medical Calls 4 1 259 0 470 3 E Auto Accidents 0 7 67 3 401 7 R Other Rescue Calls 0 0 63 1 36 3

C TOTAL EMS/RESCUE 4 9 396 4 914 13 O HAZARDOUS CONDITIONS 5 19 685 12 174 0 M P SERVICE CALLS 1 0 86 0 77 3 A GOOD INTENT CALLS 2 0 397 1 286 4 N I OTHER FALSE ALARMS 0 0 115 0 81 1

E OTHER CALLS 3 5 134 0 313 19 S TOTAL CALLS 27 33 2141 20 2224 40

TYPE OF CALL D02 D03 D04 D05 D06 D07 RED CH

Structure Fires 292 195 263 66 125 163 1

Other Fires in Structures 8 3 4 1 4 2 0 D I Vehicles Fires 7 5 1 2 3 7 4 S Other Fires 9 2 7 1 5 7 0 T

ALL FIRES 316 205 275 70 137 179 5 R I Over Pressure Ruptures 7 4 4 1 5 3 2 C Medical Calls 93 40 42 19 40 28 11 T

Auto Accidents 123 98 86 74 78 76 3 C Other Rescue Calls 15 4 11 8 3 1 6 H

TOTAL EMS/RESCUE 238 146 143 102 126 108 22 I E HAZARDOUS CONDITIONS 219 231 337 79 179 205 197 F

SERVICE CALLS 169 143 136 60 84 81 86 S

GOOD INTENT CALLS 416 221 340 75 233 138 118

OTHER FALSE ALARMS 1054 721 985 339 575 407 133

OTHER CALLS 1555 616 919 238 450 344 65

TOTAL CALLS 3966 2283 3135 963 1784 1462 626

D TYPE OF CALL D02 D03 D04 D05 D06 D07 DIA I Structure Fires 169 113 172 73 66 136 3 S T Other Fires in Structures 3 1 3 3 6 5 0 R Vehicles Fires 42 45 37 41 42 41 10 I Other Fires 9 5 8 5 4 11 2 C

T ALL FIRES 223 164 220 122 118 193 15

Over Pressure Ruptures 9 7 8 2 5 5 2 A C Medical Calls 12765 7281 10001 3472 6839 6994 933 T Auto Accidents 1551 1850 1334 791 1258 1014 46 I V Other Rescue Calls 829 300 982 341 160 479 405

I TOTAL EMS/RESCUE 15154 9438 12325 4606 8262 8492 1386 T HAZARDOUS CONDITIONS 362 493 544 203 342 376 331 I

E SERVICE CALLS 675 611 698 383 441 486 114 S GOOD INTENT CALLS 2722 1642 2093 722 1503 1156 272

OTHER FALSE ALARMS 1338 1005 1333 601 735 642 160

OTHER CALLS 2036 978 1309 518 717 714 82

TOTAL CALLS 22510 14331 18522 7155 12118 12059 2360

38 I

N Total Casualties 189 J Firefighter Injuries 61 U R Firefighter Deaths 0 Y Civilian Injuries 109

Civilians Injuries (Fire Related) 49 &

Civilian Deaths 19 C Assist police or other government agency 2 A

Chemical Hazard (no spill or leak) 1 S U EMS call, excluding vehicle accident 10 A with injuries L Extrication of (victims) from vehicles 2 T Motor vehicle accident with injuries 2 Y

Rescue, EMS incident, other 1 S Civilian Death (Fire Related) 1 U M M A R Y

$4,000.00

$79,175.00 $11,775.00 $85,620.00 $27,025.00

$375,000.00 $276,052.00

$589,495.00 R

$6,197,010.00 $1,281,672.00 $8,926,824.00

2 6 7

46 31 20 40 23 13

545 733

TOTALS Loss Fires

2 0 0 3 0 0 1 1 0

$0.00 $0.00 $0.00 $0.00

$0.00 T

$300000.00 $110000.00 $200000.00 $275000.00

$3660600.00

$100,000.00 to to $100,000.00 $100,000,000.0 0 Total Grand

3 1 0 1 0 1 1 0 0

12 R

$0.00 $0.00 $0.00 $0.00

$50000.00 $95000.00 $55000.00 $85000.00

$190000.00 $765000.00

$50,000.00 to to $50,000.00 $99,999.00

1 0 0 1 0 1 1 0 0

$0.00 $0.00 $0.00 $0.00 $0.00

$20000.00 $45000.00 $30000.00 $23000.00

$884500.00

$20,000.00 to to $20,000.00 $49,999.00

2 1 0 0 0 0 1 0 1

15 I

$0.00 $0.00 $0.00 $0.00 $0.00

$33000.00 $15000.00 $15000.00 $15000.00

$238500.00

$15,000.00 to $15,000.00 $19,999.00

1 1 0 1 0 0 1 0 1

19 E

$0.00 $0.00 $0.00 $0.00

$10000.00 $12000.00 $12000.00 $10000.00 $15000.00

$210000.00

$10,000.00 to to $10,000.00 $14,999.00

3 0 1 2 0 0 3 0 0

40 L

$0.00 $0.00 $0.00 $0.00 $0.00

$8000.00

$17000.00 $14000.00 $20500.00

$244000.00

$5,000.00 to to $5,000.00 $9,999.00

7 2 3 7 1 0 9 1 1

94 S

$0.00

$2000.00 $3200.00 $4000.00 $1000.00 $2000.00

$17300.00 $14500.00 $19500.00

$170450.00 $4,999.00

$1,000.00 to to $1,000.00 S

3 3 0 3 5 2 1

12 11

106

$0.00

$52.00 $25.00

$175.00 $575.00 $620.00

$2195.00 $1172.00 $2000.00

$23960.00

$1.00 to $1.00to $999.00

1 1 1 9 3

15 23 13 14

215

$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00

to $0.00

$0.00 E

PROPERTY USE PROPERTY Assembly 1. Educational 2. Detention Care, Health 3. Correctional & Residential 4. Business Mercantile, 5. De- Utility, Industrial, 6. Mining Agriculture, fense, Process- Manufacturing, 7. ing Storage 8. Prop- Special or Outside 9. erty Other Use, Property 10. T

41 S

T District Fires Losses R U

C 02 169 $1,187,100.00 T U

R 03 113 $1,436,690.00 E

F 04 172 $1,330,977.00 I R E 05 73 $1,250,187.00

L O 06 66 $1,273,955.00 S S

07 136 $2,440,415.00 B

DIA 3 $1,500.00 D I S TOTAL 732 $8,920,824.00 T R I C T 42 R

E Property Use Fires S I

Residential, Other (400) 9 N T I

1 or 2 family dwelling (419) 224 L

Multifamily dwelling (429) 278 R

Boarding/rooming house, residential hotels (439) 1 U

Hotel/motel, commercial (449) 19 F

E Residential board and care (459) 11 S

Y Dormitory-type residence, other (460) 2

X Sorority house, fraternity house (462) 0 E

Barracks, dormitory (464) 1 P R

Y 43 R

E S

I DETECTOR STATUS SPRINKLER STATUS

D One & Two Family One & Two Family E n Detector Status Casualties Sprinkler Status Casualties t Fire too small 1 No sprinklers 19 I Operated 3 A

L Undetermined 5 No Detector 10 S t Apartment R Apartment U Detector Status Casualties Sprinkler Status Casualties C Fire too small 2 Undetermined 2 t Operated 5 U No sprinklers 10 Undetermined 5 R E

Hotels/Motels Hotels/Motels f Detector Status Casualties I Detector Status Casualties R Failed to operate 1 Undetermined 1 E S Dorms

Casualties 0 W

I t h

L t

44 R

E Rescue Calls By Type of Situation

Auto Accidents 7859 S

Medical Calls 48340 C

Other Rescue Calls 3501 U Lock In 56 E Search 5 Total 59761

Medicals By Action Taken C Action Taken Number A Assistance 1984

EMS & Transport 44527 L Fill-In, Standby 263 L Fire Control or Extinguishment 2 Fires, Rescues & Hazardous Conditions 15 S Hazardous Conditions 3 Information, Investigation & Enforcement 1886 Other 384 Search & Rescue 12 Systems & Services 3 Total 49079 Auto Accidents By Action Taken Action Taken Number Assistance 236 EMS & Transport 5870 Fill-In, Standby 21 Fire Control or Extinguishment 2 Fires, Rescues & Hazardous Conditions 7 Hazardous Conditions 38 Information, Investigation & Enforcement 1712 Other 191 Search & Rescue 53 Systems & Services 2 Total 8132

Station Number Address District Number HQ 745 W. Colfax Ave. 2 D 1 745 W. Colfax Ave. 2 2 5300 Memphis St. 5 E 3 2500 Washington 2 N 4 1890 Lawrence 2 5 999 S. Clermont St. 4 V 6 1300 Blake St. 2 7 2195 W. 38th Ave. 6 E 8 1616 Park Ave. 4 R 9 4400 Brighton Blvd. 6 10 3200 Steele St. 4 11 40 W. 2nd Ave. 2 F 12 2575 Federal Blvd. 6 13 3683 S. Yosemite St. 3 I 14 1426 Oneida 5 R 15 1375 Harrison St. 4 16 1601 Ogden St. 3 E 17 4500 Tennyson St. 6 S 19 300 S. Ivy St. 4 20 501 Knox Ct. 6 T 21 1500 E. Virginia Ave. 3 A 22 3530 S. Monaco Pkwy. 3 23 850 S. Federal Blvd. 7 T 24 2695 S. Colorado Blvd. 3 25 2504 S. Raleigh St. 7 I 26 7934 Martin Luther King Blvd. 5 O 27 12927 E. Albrook Ave. 5 28 4306 S. Wolff St. 7 N 29 4800 Himalaya 5 S 30 4898 S. Dudley St. 7 36 4101 S. Federal Blvd. 7 FIRESTATIONS AT DENVER INTERNATIONAL AIRPORT 31 DIA Station 1 8525 Newcastle St. 32 DIA Station 2 8525 Newcastle St. 33 DIA Station 3 8525 Newcastle St.

34 DIA Station 4 8525 Newcastle St.